I used to be a great believer in linking performance appraisals with ‘performance pay’ – annual MBO type performance reviews [...]
Performance reviews of the CEO by his/her chair, especially under 'Carver' governance rules, is often flawed in at least two ways: First, the performance of the ED often is undifferentiated from the performance of the agency as a whole. Second, the adequacy of the information upon which a judgment must be based.
For years, performance reviews have been criticized. There is a current movement in the literature decrying the annual performance review ritual as archaic and ineffective, irrelevant, and possibly even counterproductive . This despite the fact that employees frequently report in surveys that they lack adequate feedback on their performance and behaviour. And it's unfortunate. Because the annual performance review is a key event in the ongoing cycle of managing expectations. It comprises four components: ...
Management effectiveness includes not just mastery of the mechanics and processes of a business but the intangible, ever-changing interpersonal dynamics of organizational life.
To experience career satisfaction in management requires three elements: to see business as an intellectual puzzle, to influence others behaviours, to overcome conflict.