IMS study 4 was able to identify only 3 per cent of organisations in its sample that closely matc... more IMS study 4 was able to identify only 3 per cent of organisations in its sample that closely matched its textbook model. Williams argues that the reality of contemporary performance management practice is best seen as no more than a logical progression in the history of appraisal systems. 5 While some innovation is evident in terms of procedure in the form of multi-rater appraisal systems, 360-degree assessment, capability/competency profiling and balanced scorecards -and there is considerable diversity in approaches -there is little evidence of a 'revolution in thinking' needed to make performance management effective. Indeed, it could be said that the proliferation of alternative approaches (eg continuous assessment, competence assessment, performance-related pay, personal development plans) is evidence of continuous tinkering with the system when the root causes of the problems lie elsewhere.
IMS study 4 was able to identify only 3 per cent of organisations in its sample that closely matc... more IMS study 4 was able to identify only 3 per cent of organisations in its sample that closely matched its textbook model. Williams argues that the reality of contemporary performance management practice is best seen as no more than a logical progression in the history of appraisal systems. 5 While some innovation is evident in terms of procedure in the form of multi-rater appraisal systems, 360-degree assessment, capability/competency profiling and balanced scorecards -and there is considerable diversity in approaches -there is little evidence of a 'revolution in thinking' needed to make performance management effective. Indeed, it could be said that the proliferation of alternative approaches (eg continuous assessment, competence assessment, performance-related pay, personal development plans) is evidence of continuous tinkering with the system when the root causes of the problems lie elsewhere.
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