Designing Performance Appraisal Systems

A comprehensive guide to planning, designing, and implementing appraisal systems that are tailored to meet an organization's real needs. For human resource professionals and managers, the authors show how to define performance, who should measure it, who should give and receive feedback, and how often appraisals should be made. They examine and evaluate the common approaches to appraisals--those oriented to the performer, the behavior, the result, or the situation--and shows how they can be integrated into an effective system. Challenges in Appraising Performance.

DEVELOPING EFFECTIVE APPRAISAL SYSTEMS.

Guidelines for Designing Appraisal Systems.

Common Appraisal Methods and Their Consequences.

Determining Who Appraises Performance.

Designing a Complete Appraisal System.

Implementing an Appraisal System.

KEY ISSUES IN DESIGNING PERFORMANCE APPRAISAL SYSTEMS.

Legal Considerations in Performance Appraisal.

Appraisal-Driven Reward Systems.

Tailoring Appraisal Systems for Different Career Paths (J. Prince& M. Driver).

Appraising the Performance of Professional Employees (M. VonGlinow).

Integrating Appraisal with Other Human Resource Systems. ALLAN M. MOHRMAN is associate director and research scientist at the Center for Effective Organizations, University of Southern California. SUSAN M. RESNICK-WEST is adjunct professor of management and organization in the Graduate School of Business Administration, University of Southern California, and president of Resnick-West Consultants. EDWARD E. LAWLER is professor of management and organization in the Graduate School of Business Administration, University of Southern California, and author of High Involvement Management (Jossey-Bass, 1986). A comprehensive guide to planning, designing, and implementing appraisal systems that are tailored to meet an organization's real needs. For human resource professionals and managers, the authors show how to define performance, who should measure it, who should give and receive feedback, and how often appraisals should be made. They examine and evaluate the common approaches to appraisals—those oriented to the performer, the behavior, the result, or the situation—and shows how they can be integrated into an effective system. A comprehensive guide to planning, designing, and implementing appraisal systems that are tailored to meet an organization's real needs. For human resource professionals and managers, the authors show how to define performance, who should measure it, who should give and receive feedback, and how often appraisals should be made. They examine and evaluate the common approaches to appraisals—those oriented to the performer, the behavior, the result, or the situation—and shows how they can be integrated into an effective system.