Staff appraisal management

Management reacted swiftly to these problems. Staff appraisal procedures were set up with the object of ensuring that ... 

The traditional appraisal scheme involves the manager appraising the performance of staff members on a one to one basis. These can be well-conducted conversations on an individual s performance but do have the capacity to become authoritarian and dictatorial. Competency based appraisals are those where performance is appraised against clearly identified competencies and are not concerned with personality or character traits. 360° appraisal, as its name implies, involves getting feedback on a person s performance from contacts all on fronts. Upward appraisal is a method used by managers basically to improve their personal performance. Getting the views from their own staff on their managerial skills does this. 

Each of these appraisal schemes has both benefits and drawbacks and these are summarised in Table A4 [A-10]. Which appraisal scheme that is used is usually decided at the highest level in the human resources department of the bigger companies. In small businesses the choice may will be up to the manager concerned whether they wish to operate via traditional command and control hierarchy or whether they are customer focused with members of staff self empowered. 

Recalling also the requirement in Staff Regulation 4.4(a), for contract extensions to be assessed upon, inter alia, the Secretariat staff member s performance measured in accordance with a rigorous performance appraisal system, and noting the Director-General s stated intention to maintain and continuously improve the Performance Management Appraisal System ... 

Following its evaluation and review of an atomic-facility application. Price s division submitted a staff paper to the general manager ttiat analyzed all pertinent facts on ffie proposed facility and presented its recommendations on issuing the construction permit and the allocation of special nuclear material. After review by the general counsel, ffie recommendation along with ffie independent Safeguards Committee appraisal was sent to the Commission for its decision. If it was approved. Price issued a construction permit. ... 

Donoghue (2001) proposes an interesting further step in relation to the issue of clarifying accountability for action (or inaction) in relation to safety and health issues. The paper suggests that management could be held accountable for injury (or ill-health) incidents to their staff by the use of what is, in effect, retrospective risk assessment. The principle involved is that should the retrospective risk assessment show inadequate control, this should be reflected in the manager s annual performance appraisal. 

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