These prescriptions have origins in the work of Douglas McGregor and (for results-based appraisal) on the work of Peter Drucker.
McGregor in his book "The Human Side of Enterprise" (1960) offered two models of management - Theory X and Theory Y. The Theory Y model stresses the importance of
diagnosing the needs of individuals and integrating these with
the needs of the organisation. By satisfying individual needs, the organisations
capacity for performance is optimised.
McGregor suggested that processes of job/role definition, targeting and planning (within staff appraisal) coupled with a supportive, mutually evaluative boss-subordinate relationship - offers potential for improved individual performance and development. Employee energy can be focused on business objectives as may be driven by competitive, performance-based values. Theory Y purposes and performance-related criteria link the business's objectives and goals to job holder contribution.
Theory Y references the self-actualised person who stands at the summit of Abraham Maslow's hierarchical, need-satisfaction model of human motivation. A supervisor is urged to
Staff appraisal as a practice is thus presented a means to embed "socially positive, individually beneficial and organisationally essential" norms into the conduct of manager-staff relationships, the creation of work arrangements, the delivery of rewards and health of social/work relationships. The practices (should) also ensure that lower needs in the Maslow hierarchy (physiological, needs for security-orderliness-predictability, social acceptance and self-esteem/status) are not chronically under-served.
So McGregor recommended employers to adopt and maintain staff appraisal policies and so reap the assumed benefits - the possible outcomes - especially those in respect of
© Created by Chris Jarvis for the BOLA Project.