Upward Appraisal of Lecturers: Lessons From Industry?

Abstract

Upward appraisal involves a formal input by students/staff into the performance appraisal of their lecturers/managers. Briefly reviews the literature on upward appraisal and examines its practice in higher education by exploring the experiences and perceptions of a sample of lecturers drawn from a UK business school. Examines the integration of upward appraisal into the wider decision‐making processes on teaching and learning strategies and suggests areas for future research on upward appraisal. Argues that potential to facilitate improvements in performance may be undermined in practice by problems in implementation and, paradoxically, may lead to a reduction in student and lecturer commitment. Draws out for higher education some lessons from industry′s more advanced use of upward appraisal.