Angelo DeNisi
angelo.denisi@tulane.edu was quoted this summer saying his new
job as dean of the Freeman School of Business at Tulane University in New
Orleans would be an amazing job:
http://www.findarticles.com/p/articles/mi_qn4200/is_20050425/ai_n14600879
I'm sure that if he or other of our New Orleans colleagues suggests ways
that we and our students can help Tulane and other business schools in that
region we try to do so, maybe through service learning endeavors.
One member of the IMD-L and AMINT-L virtual communities whom I spoke with on
the phone yesterday is at the University of Louisiana at Lafayette. Though
they are 10 miles from the end of the devastated area, she was shell-shocked
by the ordeal of helping her New Orleans relatives and friends, the many
refugees, and the many students from the affected area. The president of
Tulane was quoted at hotel in Houston where he met with his deans as saying
that other universities offering permanent appointments to Tulane faculty
members was a form of looting.
Collegially,
Charles
Mg-Ed-Dv list director
-----Original Message-----
From: M.P.Fenton-OCreevy [mailto:
M.P.Fenton-Ocreevy@open.ac.uk]
Sent: Friday, September 30, 2005 5:26 AM
To: Management Education and Development Discussion
Subject: RE: "Socking it to 'em" via performance appraisals
I would recommend Angelo de Nisi's work on performance appraisals
See for example:-
Feedback effectiveness: Can 360-degree appraisals be improved. AS
DeNisi, AN Kluger - Academy of Management Executive, 2000, for a good
summary of what we know on 360 feedback
Angelo poses an interesting question. Why is it that most firms have
performance review practices which ignore most of what we know about how
to make them effective?
For example, we know that it is counterproductive to combine personal
development uses and performance evaluation for pay/career uses of 360
feedback, but this is what many firms do. Consequently the games people
play around optimising their feedback and their defensiveness about it
prevents real learning.
Another issue, which is perhaps worth raising is that performance
management approaches are highly culture bound and tied to the
institutional structure of the societies in which they are embedded. The
USA is highly individualistic and has a form of social and economic
organisation which is highly market based. Other countries are more
group oriented and/or practice forms of economic coordination which rely
less strongly on the operation of markets including labour markets.
There is a good deal of research which suggests that US approaches to
performance management do not transplant well into other social
contexts. A good case study of such a failure is Lincoln Electric's
disastrous attempt to transplant its highly successful performance
management approaches to Europe.
(Lincoln Electric's harsh lessons from international expansion
DF Hastings - Harvard Business Review, 1999)
Prof. Mark Fenton-O'Creevy
Director, Programmes and Curriculum
& Professor of Organisational Behaviour
Open University Business School
Walton Hall
Milton Keynes MK7 6AA
United Kingdom
Curriculum and Programmes e-mail:
oubs-dir-pc@open.ac.uk
personal e-mail:
m.p.fenton-ocreevy@open.ac.uk
(DL) +44 (0)1908-655804
Fax: +44 (0)1908-655898
Web : oubs.open.ac.uk