Abstract
In management circles, performance appraisal is a highly interesting and provocative topic. And in business literature, too, knowledgeable people write emphatically, pro and con, on the performance appraisal question (Kindall and Gatza, 1963; Mayfield, 1960; McGregor, 1957). In fact, one might almost say that everybody talks and writes about it, but nobody has done any real scientific testing of it.
Originally published in Harvard Business Review, 43 (1965) 123–9. Reprinted by permission.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
References
Farson R. E., ‘Praise Reappraised’, Harvard Business Review, 41 (1963) 61.
Kindall A. F. and Gatza J., ‘Positive Program for Performance Appraisal’, Harvard Business Review, 41 (1963) 153.
Mayfield H., ‘In Defense of Performance Appraisal’, Harvard Business Review, 38 (1960) 81.
McGregor D., ‘An Uneasy Look at Performance Appraisal’, Harvard Business Review, 35 (1957) 89.
Editor information
Copyright information
© 1981 Palgrave Macmillan, a division of Macmillan Publishers Limited
About this chapter
Cite this chapter
Meyer, H.H., Kay, E., French, J.R.P. (1981). Split Roles in Performance Appraisal. In: Gruneberg, M.M., Oborne, D.J. (eds) Psychology and Industrial Productivity. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-04809-0_6
Download citation
DOI: https://doi.org/10.1007/978-1-349-04809-0_6
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-0-333-27074-5
Online ISBN: 978-1-349-04809-0
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)