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Flawed Advice and the Management TrapHow Managers Can Know When They're Getting Good Advice and When They're Not$
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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

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 18 November 2019

Appraising Performance: The Dilemmas

Appraising Performance: The Dilemmas

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

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195132861.003.0008

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

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