ere ideas of Performance Related Pay being discussed.” “All Institute Staff were key to the organisation and aside from the IT department there were no unusual staff turnover levels, with no normal Exit reasons.” For staff commitment, extensive internal training programmes were available at IPD/Degree/PHD level as also at “Paris”. Marks & Spencer used internal training mechanisms. Such Investment in People practices as Management Charter Initiatives(MCI)/Quality Circles develop managers commitment. Claire Elms stated “ manager`s must ensure active Appraisal, Trust, Delegation, Teamwork and Self Development with mentoring/shadowing for inexperienced staff”. Her best experience in four years was attending Senior Executive Institute meetings.Barlow (1989) states “appraisal serves to make rational, simple, static a relationship between managers and employees, being ambitious, complex and dynamic”. Gold(1999) believes Managers must work under pressure “providing rationality, efficiency and control in companies with increased threats of competition and uncertainty”. For HRM managers then 360-degree appraisal plays a large part in worker retention. Walton (1985) believes “The manager must ensure a move towards a workforce strategy based on commitment, not just rigid appraisal control systems that can be dysfunctional”. Managers utilising control methods must try to obtain more out of commitment procedures, realizing mere obedience by employees rarely increase commitment. Harper (1983) felt the term appraisal made staff too defensive, as they should be free to develop.Bandura (1977) states,“ favourable self appraisals give rise to rewarding self reactions” helping development and motivation. Problems with appraisal only occur where negative judgements are made as Margerison (1976) states,“reaction and resistance set in”. Organisations usin...
