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| Format: | Recurso educativo Open Access |
| Language: | en |
| Published: |
1995
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| Subjects: | |
| Online Access: | https://eric.ed.gov/?id=ED391540 |
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Table of Contents:
- Performance Appraisal vs. Quality Management: Getting Past the Paradox. Marcum, James W. Academic Libraries Data Collection Feedback Higher Education Job Performance Library Administration Management Teams Personnel Evaluation Quality Circles Self Motivation Teamwork Total Quality Management A primary goal of the quality movement, like the traditional management techniques that preceded it, is to get the most committed effort possible from the members of the organization. This document surveys the literature in order to summarize the substantial debate on how to achieve that goal, and then offers a theoretical context of strategic choices faced by academic libraries. One source of disagreement is the value of performance appraisals that are customarily practiced in many academic libraries. Many proponents of total quality management (TQM) criticize appraisals for creating more anxiety than motivation and for being too general to be productive. Other TQM experts defend performance appraisals, saying that collecting relevant data and giving workers feedback is a vital part of any management scheme, including the quality movement. An administrator choosing between these opinions undertakes an almost Dantean journey: The "Divine Comedy's" literal level of meaning, for example, can be translated to persisting with straightforward appraisals, and the allegorical level to embracing quality-movement concepts such as worker empowerment (kaizen) and partnering. Dante's moral level speaks to the TQM issue of intrinsic motivation, or work for its own sake without promise of reward. His highest level, the anagogical or spiritual, can be compared to the quality movement's goal of an end to bureaucracy and hierarchy, although attachment to job status and to specialization currently present obstacles to that vision. (Contains 43 references.) (BEW)