TITLE

The Performance Appraisal and Development Process: A Trend Toward Increased Communication

AUTHOR(S)
Zawacki, Robert A.
PUB. DATE
August 1974
SOURCE
Academy of Management Proceedings (0065-0668);1974, p62
SOURCE TYPE
Conference Proceeding
DOC. TYPE
Proceeding
ABSTRACT
Traditionally, performance appraisal has been viewed as an aid to the decision-making process; it has been discussed separately from the communication processes of coaching and appraisal interviews. However, in the late 1950's, a trend began which includes communication of the appraisal to the employee as part of the appraisal process. This trend is a movement away from the traditional myth that appraisal is something that supervisors do for the organization to the subordinates. This basic myth is being challenged by a two-way exchange of communication between the supervisor and the subordinate that contributes towards better development of the organizational participants. The conceptual model in this paper is presented as a means of identifying, classifying, and integrating the theories and numerous variables that influence the supervisors' and employees' attitudes towards performance appraisal and development systems. There is no attempt to suggest or demonstrate that the model represents an exhaustive explanation of the impact of the variables on the performance appraisal and development system. Rather, this model is a continuum of four systems; within each system, there is an internally consistent, but complex, pattern of interrelationships. This model is introduced as a guide in helping the future writer and researcher better organize his theories and facts regarding the appraisal and communication process. Additionally, this model may be the first exploratory step in a long series of steps towards developing a macro theoretical framework that helps us better understand the complex relationships with the personnel management performance appraisal and development system.
ACCESSION #
17531475

 

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