Coaching Model of Performance Appraisal: A Local Case Study

Abstract

The performance appraisal process is viewed by many as a key management tool that can enhance the development, communication, and implementation of an organisation's strategy, yet critics still debate the benefits. This paper uses a case study to explore the perceptions of staff of changing from a "Traditional" to a "Developmental" approach of performance appraisal.

The case organisation updated their performance appraisal system by utilising technology, refocusing the performance appraisal competency areas and increasing the frequency of the appraisal process. The changes reflect the emerging trends of the performance appraisal process.

Exploratory research was undertaken to determine whether these changes were viewed by staff and management as a positive improvement and whether the change supported contemporary performance appraisal initiatives commented upon within the literature.