THE FUNCTION OF PERFORMANCE-APPRAISAL IN UK UNIVERSITIES

This study mapped the development of performance appraisal in UK unive rsities and assessed the initial impact of appraisal in four case stud y institutions. University staff felt that appraisal has had little im pact on their motivation, efficiency and performance. One reason for t his may be the ambiguity surrounding the intentions of staff appraisal in universities: it is neither a management tool, nor is it wholly fo cused on staff development. If appraisal is primarily concerned with a ssessment, it must be linked to promotion and merit pay awards. The cu rrent arrangement of using agreed summaries from the appraisal intervi ews in promotion procedures is not entirely satisfactory and requires further consideration. If, on the other hand, appraisal is intended fo r the purposes of staff development, this aim should be explicitly sta ted and backed up with adequate resources and effective procedures des igned to ensure that identified training needs are met. While universi ties have responded to the need to develop appraisal schemes there is very little sense in which appraisal has been given a coherent functio n in relation to other aspects of management. If appraisal is to promo te change in universities, it must be incorporated in university and d epartmental planning.