A key for managers in measuring individual performance under systems of performance appraisal is distinguishing between ‘real’ and ‘created’ performance achievements. The danger is that managers may...

A key for managers in measuring individual performance under systems of performance appraisal is distinguishing between ‘real’ and ‘created’ performance achievements. The danger is that managers may

actually measure an employee’s ‘ability to perform in the theatrical rather than task oriented sense’ (Randle

and Rainnie, 1997). What evidence is there that this is a problem at North Trust? How can the of

‘impression management’ be minimised?