John:
Thanks for clarifying what is meant by self managed appraisal. Your definition, however, does not alleviate any of my uneasiness about this concept. All I have to do is to look back over my 20+ years in the academic work and see some of the machinations that some of my colleagues have contrived in order to get tenured and promoted.
Managers should not abdicate their responsibility to ensure the appraisal process is done fairly. They should actively seek to obtain the skills to do a better job at doing appraisals.
Any appraisal system is only as valid as the integrity, skills and awareness of the person doing the appraisal. I will stick to my earlier statement those who need the insights of others into their behavior most are often those who evaluate themselves most unrealistically high. Thus, whether the term is self managed or self appraisal, this concept leaves me very uneasy.
Frank
>>> John Sullivan <
johns@SFSU.EDU> 12/08 5:20 AM >>>
Frank
Self-managed means taking responsibility for getting your work assessed. I
does not mean assessing yourself (although that could also be done)
John
At 09:38 AM 12/7/98 -0500, you wrote:
>Self-Managed Apprisal would appear to be a dangerous concept given the
literature on self vs. others evaluations. In a nut shell those who need
the insights of others into their behavior are often those who evaluate
themselves most unrealistically high. As usual, I have a study back up my
bias :-). In this study, I investigated those who were identified by the
management in the organization as on the verge of derailment. The title of
the article and its abstract appears below:
>
> A Study of Impending Derailment and Recovery
>of Middle Managers Across Career Stages
> ABSTRACT
>This study investigates managerial derailment, managerial skills, and
self-awareness during different career stages. In addition, the study
investigates "recoverers" -- managers whose careers had derailed, but
returned to the fast-track. The results suggest that derailed managers
have significantly lower skill profiles than successful managers at all
career stages. The study also identifies specific skills that managers need
to be successful in their careers. In addition, it finds that derailers
overestimate their skills in comparison to successful managers at all
career stages. The results suggest that one can recover from derailment by
focusing on improving up-front skills. Furthermore, the results imply that
self-awareness plays a role in career success.
>
>If you would like a copy of the article, please send me your address and I
will be happy to send it to you.
>
>
>
>Frank Shipper, Ph.D.
>Professor of Management
>Perdue School of Business
>Salisbury State University
>1100 Camden Avenue
>Salisbury, MD 21801
>Phone: (410) 543-6333
>Fax: (410) 548-2908
>E-mail:
fmshipper@ssu.edu
>Home Page:
http://perdue.ssu.edu/~fmshippe/welcome.htm
>
Dr John Sullivan
Head and Professor of HR
College of Business
San Francisco State University
JohnS@sfsu.edu