Redman T, Snape E, Thompson D, Yan F KHuman Resource Management Journal, (UK), 2000 Vol 10 No 1
Start page: 48. No of pages: 15
Summarizes the reasons why performance appraisal has been introduced in the UK National Health Service (NHS) and the doubts that have been cast on its efficacy. Presents a case study of the use of Individual Performance Review (the current approach to performance appraisal within the NHS) at a major health care trust, describing how the performance appraisal system is used within the trust and exploring the experience of 23 line managers and professionals as both appraiser and appraisee. Reports the appraisees’ perceptions of the system, looking at the areas covered in the appraisal interviews; the role taken by supervisors; the clarity of the performance feedback and goal setting; and the fairness of the system. Also reports the assessments of both appraisers and appraisees of the impact of performance appraisal on management control, employee motivation, training and development, and rewards. Identifies a number of problems within the performance appraisal system, particularly highlighting the problems associated with linking performance appraisal to pay. However, also identifies a number of strengths and concludes that the Individual Performance Review should continue to have an important role in the NHS’ human resource management practices.
Subject(s): PERFORMANCE APPRAISAL, NATIONAL HEALTH SERVICE, EMPLOYEE ATTITUDES, SUPERVISORS, FEEDBACK, GOALS, MANAGEMENT CONTROL, MOTIVATION, TRAINING, PERFORMANCE-RELATED PAY, HEALTH CARE, UNITED KINGDOM, EFFECTIVENESS
Style: Case study, Theoretical with application in practice ISSN: 0954-5395. Reference: 29AG564
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm