Jump to ContentJump to Main Navigation
Flawed Advice and the Management TrapHow Managers Can Know When They're Getting Good Advice and When They're Not$
Users without a subscription are not able to see the full content.

Chris Argyris

Print publication date: 2000

Print ISBN-13: 9780195132861

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195132861.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 01 October 2020

Appraising Performance: The Dilemmas

Appraising Performance: The Dilemmas

(p.113) 7 Appraising Performance: The Dilemmas
Flawed Advice and the Management Trap

Chris Argyris

Oxford University Press

This chapter offers a criterion for appraising group performance. There exists a long-standing paradox in the use of performance appraisals. On the one hand, practitioners say that such appraisals are necessary to help define and ensure effective performance. On the other hand, many practitioners are also justifiably skeptical about the credibility of performance ratings — despite some quite sophisticated research on their efficacy. A theory of action perspective provides an explanation for this paradox and also offers a new approach to evaluating performance. Two types of theories are used in appraising performance — the technical and the interpersonal. Most programs, whether they are about individual performance appraisals or group effectiveness or organizational culture, focus on changing actual behavior.

Keywords:   performance appraisal, actual behavior, group effectiveness, group performance

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .