The executive appraisal paradox

Article Abstract:

The contention that performance appraisal is more significant for executives because they hold the more amorphous, ambiguous and even the most important jobs in the organization is false. This contradicts most people's beliefs that executives who could make it to the top should be self-directed and self-reliant. Myths related to executive appraisal have been contributory to executives' failure to receive good personal performance information. An ongoing structured and systematic executive appraisal process which incorporates performance planning, that focuses on methods and results and is specific and complete in its evaluation should be the ideal set-up.

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Changing corporate culture - or corporate behavior? How to change your company

Article Abstract:

Corporate culture may be important to corporate success but it is hard to change. However, a firm's organisational capabilities can be improved by changing employee behavior while retaining the competitive advantages and the strengths of the existing corporate culture background. The steps involved in changing employee behavior include defining a corporate strategy, drawing up complementary human resource strategies, communicating the vision, assessing learning needs, and providing opportunities for learning. Change will take several years, and constant reinforcement of change is needed.

Management, Corporate culture

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Creating quality-driven performance appraisal systems

Article Abstract:

Performance appraisals should reflect the organization's goals in the manner in which employee behavior is measured against the achievement of these goals. Thus, the appraisal system will emphasize quality behavior by diagnosing individual performance and suggesting appropriate modifications congruent with management objectives. More important, the standards that are set should be absolute.

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