ABSTRACT
This chapter explores the relationship between the management process of appraisal and the importance attached to enhancing individual capability and performance. A tension can be identified at the outset between a formal, organisationally focused system and working to enhance the self-perception and motivation of individuals. The issue is the extent to which a bureaucratic system can meet individual needs. Appraisal systems could therefore act as a disincentive to individuals accepting responsibility for their own learning. The School Teacher Appraisal Regulations are almost unique in introducing a model of staff management by statute. If appraisal is to be effective then it must be consistent with organisational values. For D. M. Trethowan, appraisal is an essential component of performance management. Support has connotations of dependency and paternalism and the appraisal regulations reinforce the notion, notably in the powers vested in the headteacher.
