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Performance Appraisal and Management: Concepts, Antecedents and Implications.
Article Type:
Book review
Subject:
Books (Book reviews)
Author:
Saiyadain, Mirza S.
Pub Date:
10/01/2008
Publication:
Name: Indian Journal of Industrial Relations Publisher: Shri Ram Centre for Industrial Relations and Human Resources Audience: Academic Format: Magazine/Journal Subject: Economics Copyright: COPYRIGHT 2008 Shri Ram Centre for Industrial Relations and Human Resources ISSN: 0019-5286
Issue:
Date: Oct, 2008 Source Volume: 44 Source Issue: 2
Topic:
NamedWork: Performance Appraisal and Management: Concepts, Antecedents and Implications (Nonfiction work)
Persons:
Reviewee: Deb, Tapomoy

Accession Number:
210171590
Full Text:
PERFORMANCE APPRAISAL AND MANAGEMENT: CONCEPTS, ANTECEDENTS AND IMPLICATIONS by Tapomoy Deb, Excel Books, New Delhi, 2008, Rs. 250

There was a time when there were hardly any book on management or its various functional areas written by Indian authors. Most teachers of management were dependent on the foreign books or their Indian editions. This trend has changed recently as a number of books by Indian authors are available in the market. The present book is an addition to this effort. It examines the performance appraisal system and its implication with reference to some of the management practices.

There are 10 chapters in the book covering such areas as competitive advantage through human resources, performance management and appraisal, performance appraisal systems, motivation and organizational justice, leadership, counseling and mentoring, compensation management, career development, training and mobility and knowledge management.

The title of the book is Performance Appraisal and Management. Though the topics covered are an amalgam of themes covered in human resource management and organizational behaviour. What the author has tried to do is not to look at them as discrete themes but examine them in the context of performance appraisal. This is certainly one of the strengths of the book. However a cursory glance at the table of contents may not convey this feeling unless one goes through the details given in the chapters.

At the end of each chapter the book provides review and discussion questions (both true/false and fill in the blank types), as well as situation based tests, critical thinking questions and learning exercises. These are very useful devices to understand and assimilate the themes covered in the chapters.

At the end of the book a number of cases as well as performance appraisal forms of two different organizations are also provided which can add to the learning of the practice of performance appraisal, policy behind it and its utility to the organization.

The main weakness of the book is that it hardly has any data or information about Indian experiences and Indian situations. Both the examples given in the boxes and most of the references indicated in the reference and select bibliography section are foreign. The absence of Indian experiences makes it difficult to assess the implication of the concepts and theories in the Indian context.

The author makes a claim in the preface that this book is a "humble attempt to explore the unknown and unchartered paths of performance appraisal and management in a comprehensive and holistic manner." I think this is rather too bold a claim given the number of books (both Indian and foreign) available in the area.

However coming from a practitioner, the book is a welcome addition.

Mirza S. Saiyadain

Professor-Adjunct

Indus World School of Business

Greater Noida

saiyadinms@yahoo.co.in
Gale Copyright:
Copyright 2008 Gale, Cengage Learning. All rights reserved.