Most managers today dislike the performance appraisal process and view it as an annual, traditional, time-consuming, burdensome, counterproductive, and a painful practice where they only spend a small amount of time at the end of the year collecting employee information and filling out appraisal forms. Reasons include the inconsistency in using performance appraisals within the organization, the ambiguity in distinguishing among the different levels of performance, and the poor linkage between the appraisal system and the need to develop better skills and competencies for employees. Yet what these managers don’t know is that performance appraisal when properly conducted is considered invaluable to the organization since it builds up employee objectives, links them to the corporate and strategic goals, identifies employee strengths and weaknesses, and legally explains to an employee how HR decisions were taken. For more information on how to strengthen the performance appraisal process and strategically link it with employee training and development, check out my article Linking Performance Appraisal to Training And Development: Case Study Example.
Charismatic Transformations Versus Developmental Transitions In Organizations – Case Study “Jamie’s Food Revolution”
In response to the monopolistic dominance of traditional Organizational Development (OD) models, prevalent on the 1970s and 1980s (Dunphy and Stace 1993), which were based on the ideology of planned and incremental evolutionary first-order changes, stable and orderly progressive environments, and participative or collaborative management (Dunphy and Stace 1988), Stace (1996) developed a situational or a contingency model (Dunphy and Stace 1993) that introduced the Organizational Transformation (OT) revolutionary second-order change (Dunphy and Stace 1993) and provided a synthesis between OD and OT changes through the introduction of several change approaches that relied on two critical dimensions, the scale of change and the style of leadership change. This essay compares and contrasts two of these approaches, the Charismatic Transformations (CT) and the Developmental Transitions (DT). The essay then evaluates the effectiveness of the hard strategic Balanced Scorecard (BSC) and the soft developmental Total Quality Management (TQM) intervention tools in relation to the case study “Jamie’s Food Revolution”, and their consistency with the Congruence Model (the adopted diagnostic tool). Finally, the essay evaluates how successful the change intervention tools, adopted by Jamie, were during his food campaign (mainly project piloting, cultural change, and his leadership).