ABSTRACT
The programs utilized can differ for each group to produce a better local fit, as long as they are guided by common principles and integrated with each other in a synergistic manner. Many employees view the performance management process as being that form that is filled out each year telling them how their supervisor rates their performance. The results of employee surveys over several decades demonstrate that both the employee and the rater are often dissatisfied with performance appraisal. When Human Resource professionals attempt to evaluate the source of the discontent their first stop is typically the form used to appraise performance. Separate assessments of future potential and of promotional readiness can also be done when someone is performing in an outstanding fashion. The key guiding principle is that performance be defined in terms of job- or role-related results and/or behaviors. The customization can be at the individual, job or occupation level, whichever best suits the nature of the work.
