Managers have long been reluctant to appraise subordinates. However, in an activity as important as managing, there should be no reluctance to measure performance as accurately as possible. In almost all kinds of group enterprises, whether in work or in play, performance is rated in some way. Moreover, most people, and particularly people of ability, want to know how well they are doing.

It is difficult to believe that the controversy, the misgivings, and even the disillusionment that are so still widespread with respect to managerial performance appraisal have come from the practices of measuring and evaluating. Rather, it appears that they have arisen from the things measured, the standards used, and the way measurement is done. That