ABSTRACT
The managerial task encompasses the management of all resources, of which people usually constitute the most important element. The chapter discusses the intense resistance encountered from managers entrusted with the responsibility for carrying out such appraisal schemes, and suggests that this resistance stems from various causes: normal dislike of criticizing subordinates, dislike of new procedures and the way they operate, and ‘mistrust of the validity of the appraisal instrument’. Different organizations vary enormously in their approaches to managerial appraisal. At one extreme there are those who pride themselves on having very informal systems, consisting of unstructured and sporadic exchange of views between a few senior members of the hierarchy, involving the absolute minimum of paperwork and feedback to those concerned. The main difference between them was that, whereas F. W. Taylor was primarily interested in finding the right people to execute given jobs, AH. Maslow’s concern was to shape and modify jobs to fit given people.
