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strengths and weaknesses, differing attitudes about our
top performers, and a few other minor things. We had a
completely uniform driving force and vision to make this
combination of forces work to the benefit of McDonnell
Douglas, and make S/CSA a world-class signature
control organization. We were eminently successful.
WHAT’S WRONG WITH PERFORMANCE APPRAISALS?
Retaining my job as director meant that I was supervisor
to around 300+ scientists, engineers, and technicians in
the newly merged S/CSA organization. As a manager, I
had the dubious honor of conducting performance
appraisals at the end of every year with people that
reported to me. Since I was a director my reports were
generally Branch Chiefs and Chief Engineers, generally
highly rated people with good salaries.
The performance appraisal form listed a number of
technical and leadership attributes with a choice of three
(3) ratings consisting of, from high to low, of
1) exceeds expectations,
2) meets expectations, or
3) does not meet expectations.
