Performance appraisal and women’s “performance” in a Trust hospital

Reports that performance appraisal (PA) has become an important tool in “controlling” employees in modern public industries. Little work, however, has focused on its mediation or actual practice in relation to different groups, such as women and ethnic groups. Examines the changing nature of employee management under PA in relation to how it affects the role of women in organizations. Illustrates with research, gathered from a case study in the midlands. Moves analysis beyond the individual‐collectivist tradition towards assessing the subtle control strategies now employed in the contemporary form of 1990s management. More specifically, illustrates the requirement for women to make the correct self‐presentation as a means of “getting on” and, from a managerial stance, of subordinating them. The use of a hospital case study highlights some of these issues in relation to the changes taking place in the public service sector, which faces fundamental transformations to its concept of service. Concludes that PA has seriously affected the role of women in public health organizations and that PA has seriously failed to meet the needs of women.