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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



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.



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




Copyright © 1997, MCB UP Limited

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