Managerial competencies and the managerial performance appraisal process

Abstract

Uses survey research to investigate two general questions concerning managerial competencies and performance appraisal: whether a set of managerial competencies currently being used by organizations to describe successful managers can be identified; and whether organizations are appraising these same competencies as part of their managerial performance appraisal processes. The six competencies most often identified as critical to managerial success appear to be proper choices, given the discussion of the attributes needed for a competency to be effective. The results also show, however, that many of these same organizations are not appraising these competencies in their managerial‐performance appraisal processes. Concludes that failure to appraise the competencies reduces the effectiveness of the competencies and the managerial performance appraisal programs.