Managers have long been reluctant to appraise subordinates.
However, in an activity as important as managing, there should be no
reluctance to measure performance as accurately as possible. In almost
all kinds of group enterprises, whether in work or in play, performance
is rated in some way. Moreover, most people, and particularly people of
ability, want to know how well they are doing.
It
is difficult to believe that the controversy, the misgivings, and even
the disillusionment that are so still widespread with respect to
managerial performance appraisal have come from the practices of
measuring and evaluating. Rather, it appears that they have arisen from
the things measured, the standards used, and the way measurement is
done. That's where the role of performance appraisal software comes in.
Managers can understandably take exception when they believe that they are evaluating or being evaluated inaccurately or against standards that are inapplicable, inadequate or subjective. Even appraisal against verifiable objectives is not enough. It needs to be supplemented by an appraisal of managers as managers. Moreover, neither system is without difficulties and pitfalls, and neither can be operated by simply adopting the technique and doing the paperwork. More must be done. And this more means performance appraisal software.
The appraisal should measure performance in accomplishing goals and plans as well as performance as a manager. No one wants a person in a managerial role who appears to do everything right as a manager but who cannot turn in a good record of profit making, marketing, controllership, or whatever the area of responsibility may be. In assessing performance, systems of appraisal against verifiable pre-selected goals have extraordinary value. Given consistent, integrated and understood planning designed to reach specific objectives, probably the best criteria of managerial performance relate to the ability to set goals intelligently, to plan programs that will accomplish those goals, and to succeed in achieving them.
Managers can understandably take exception when they believe that they are evaluating or being evaluated inaccurately or against standards that are inapplicable, inadequate or subjective. Even appraisal against verifiable objectives is not enough. It needs to be supplemented by an appraisal of managers as managers. Moreover, neither system is without difficulties and pitfalls, and neither can be operated by simply adopting the technique and doing the paperwork. More must be done. And this more means performance appraisal software.
The appraisal should measure performance in accomplishing goals and plans as well as performance as a manager. No one wants a person in a managerial role who appears to do everything right as a manager but who cannot turn in a good record of profit making, marketing, controllership, or whatever the area of responsibility may be. In assessing performance, systems of appraisal against verifiable pre-selected goals have extraordinary value. Given consistent, integrated and understood planning designed to reach specific objectives, probably the best criteria of managerial performance relate to the ability to set goals intelligently, to plan programs that will accomplish those goals, and to succeed in achieving them.
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