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Why managerial performance appraisals are ineffective: causes and lessons

Clinton O. Longenecker (Graduate School of Management, The University of Toledo, Toledo, OH, USA)

Career Development International

ISSN: 1362-0436

Article publication date: 1 September 1997

10466

Abstract

Claims that, in the quest for competitive advantage, modern organizations are making increasing demands on their change managers. Questions what organizations are doing to help managers develop the skills necessary to operate in a rapidly changing work environment. Suggests that systematic management development efforts at organizational level are vital to accelerate and sustain management change. Seeks to identify why managerial appraisals frequently fail and are ineffective as a management development tool. Proposes that, if an organization is going to rely heavily on the use of formal performance appraisals as a vehicle to foster managerial development (which many do) they had better employ an effective appraisal system.

Keywords

Citation

Longenecker, C.O. (1997), "Why managerial performance appraisals are ineffective: causes and lessons", Career Development International, Vol. 2 No. 5, pp. 212-218. https://doi.org/10.1108/13620439710174606

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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