Empowering employees through the performance appraisal process
By: KENNEDY, Jeffrey C
.
Material type: 
ArticlePublisher: New York : Marcel Dekker, 1995International Journal of Public Administration- IJPA 18, 5, p. 793-811Abstract: Increasing demands are being placed on many public servants as civil service organizations seek to increase productivity and operate with fewer levels of management. Moves away from traditional bureaucratic organization structures are often accompanied by attempts to develop a more empowering culture. These typically involve leadership initiatives adapted from the private sector in areas such as vision, values, participation and trust. In order to be successful, however, such initiatives need to be supported by corresponding changes in the systems which underpin human resource management. One of the most important of these is the performance appraisal system. This article describes how performance appraisal can be used to assist in empowering employees, using as an example the Corporate Finance Office of the New Zealand Department of Social Welfare.
Increasing demands are being placed on many public servants as civil service organizations seek to increase productivity and operate with fewer levels of management. Moves away from traditional bureaucratic organization structures are often accompanied by attempts to develop a more empowering culture. These typically involve leadership initiatives adapted from the private sector in areas such as vision, values, participation and trust. In order to be successful, however, such initiatives need to be supported by corresponding changes in the systems which underpin human resource management. One of the most important of these is the performance appraisal system. This article describes how performance appraisal can be used to assist in empowering employees, using as an example the Corporate Finance Office of the New Zealand Department of Social Welfare.
Click on an image to view it in the image viewer
There are no comments for this item.