Argument Analysis Of Performance Appraisal And Performance Management

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Register to read the introduction… This critical management critiques argues that appraisal and performance management are more covet forms of management control (Newton and Findley, 1996). They argue that appraisals are a tool of enhancing management control and ensuring that employees adhere to management objectives. Influenced by the Foucault’s work, they view trends in appraisal as part of a sinister management regime to control all aspects of employee behavior and eliminate the scope of employee resistance. Appraisal is used to bolster managerial power and control by ensuring management objectives in particular, tighter control over behavior and performance are followed. It allows manager’s discretion therefore allowing them to promote favored individuals and the expense of deserving ones and if challenged to legitimize these promotions by referring to the performance appraisal process. According to Newton and Findley (1996) performance appraisals rarely benefit the individuals, this because they are predominantly concerned with surveillance, accountability and control. They are concerned in seeing that individuals are restraint from pursuing their own goals and objectives at the expense of management ones. Townley (1992) echoes this assertion and believes that performance appraisals are pseudo-scientific management tool designed to manipulate and control …show more content…
360 degree feedback is a multi rater appraisal system that provides each employee the opportunity to receive performance feedback from peers, supervisors, co-workers, reporting staff members and customers (Fletcher, 1999). It refers to the 360 degrees in a circle with an individual figuratively in the centre of the circle. By obtaining information from a variety of sources, a more all-round version of an employee’s performance can be gathered and the information, because it comes from a number of sources, is more convincing to all parties. This innovation in appraisal has made a good attempt in resolving bias and objectivity by including upward performance appraisal. In addition by using multiple raters reporting using internal colleagues, customers and recipients of the services etc, 360 degree feedback has reduces the subjectivity and inequity of appraisal ratings (McGregor, 1957). Furthermore, in theory, it has removed the burden to be judgmental on the manager thus managers in 360 degree appraisal collates feedback rather than judging performance and summaries evaluations from other people. Inclusion of both upwards, side wards and downwards appraisal means the removal of subjective appraisal ratings since everyone working with an individual is given a chance to evaluate them and the summary of these evaluations is what constitutes ones ratings. It has also help in reducing conflicts between appraise and managers since the results of the appraisal are collective feedback from a variety of people hence making it impossible for one to urge with the

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