Promoting performance: an employee initiative paradigm

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dc.creator Pendse, Shripad G. 2013-12-10T20:13:53Z 2013-12-10T20:13:53Z 2004
dc.description.abstract The conventional approach to performance appraisal and promotion has been widely criticized, often with good justification. Baron and Kreps (1999, p. 407), for example, note that promotion systems based on performance appraisals have ‘unhappy consequences’, while Coens and Jenkins (2000, p. 18) argue that appraisals should be abolished altogether because they are ‘ineffective and cause a spate of undesirable, unintended effects’. This paper reviews various problems associated with the conventional approach, and suggests that these problems stem from the faulty, questionable or outdated premises underlying the approach. It then outlines an alternative paradigm. This alternative paradigm has many attractive features: it is fair and objective; reduces intra-group conflict; identifies individuals with initiative and leadership skills; helps the organization to benefit from otherwise unrecognized opportunities; and is easy for managers to administer. It also helps to identify which departments are well managed. The paradigm will require a change in the organizational culture, which some organizations may have difficulty making. en_CA
dc.description.provenance Submitted by Trish Grelot ( on 2013-12-10T20:13:53Z No. of bitstreams: 0 en
dc.description.provenance Made available in DSpace on 2013-12-10T20:13:53Z (GMT). No. of bitstreams: 0 Previous issue date: 2004 en
dc.language.iso en en_CA
dc.publisher Atlantic Schools of Business en_CA
dc.subject.lcsh Employees -- Rating of
dc.subject.lcsh Promotions
dc.title Promoting performance: an employee initiative paradigm en_CA
dc.type Text en_CA
dcterms.bibliographicCitation Proceedings of the Atlantic Schools of Business Conference, Halifax, NS, November 4-6, 2004, pp 113-126
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