g complex appraisal techniques must challenge rigid beliefs that follow them using individually tailored methods to satisfy demand. The right environment, trust and confidentiality are essential for commitment. However, Legg (1991) believed, “performance appraisal was more valid to manual peripheral workers and that Executive staff demanded a more systematic performance appraisal”.Management by Objectives failed to obtain commitment as Levinson (1970) states “being self defeating, using reward and punishment psychology, pressurising workers without there being any alternatives”. Despite the view, Performance Management Systems (PMS) are Extrinsically reward based; Intrinsic rewards such, as appraisal are vital. PMS must target personnel development and achievement. Walter (1995) views PMS as connecting company strategy requirements to workers needs, furnishing commitment. PMS have a direct relationship through all departments involving aims, reasons for success and in measuring workers performance. PMS are used at Barclays Mortgage Services in Leeds with 800 workers individual requirements consolidated into one strategic teamwork policy. In designing a management development plan, the managers must consult and involve lower managers for full commitment. The manager may use informal, integrated or formalised approaches or as Kast & Rosenweig (1985) prefer an Open System Approach. Gold (1999) believes “the manager’s goal lies in the business strategy, translated into sector goals, departmental goals, managerial goals and team goals”. PMS enables key employees to measure performance with development needs whilst providing feedback and review. PricewaterhouseCoopers use Performance Development Centres using Management Charter Initiatives to educate Executives towards company plans enabling organisational objectives to be met. Standard Life use a Contribution Management method to see how best i...
