ABSTRACT
Bernardin, H. John, Jeffrey S. Kane, Susan Ross, James D. Spina and Dennis L. Johnson, “Performance Appraisal Design, Development, and Implementation” in Handbook of Human Resource Management, edited by Gerald R. Ferris, Sherman D. Rosen and Darold T. Barnum, Cambridge, Massachusetts: Blackwell, 1995
Cardy, Robert L. and Gregory H. Dobbins, Performance Appraisal: Alternative Perspectives, Cincinnati: SouthWestern, 1994
Drenth, Pieter J.D., “Personnel Appraisal” in Handbook of Work and Organizational Psychology, 2nd edition, vol. 3: Personnel Psychology, edited by Pieter J.D. Drenth, Henk Thierry and Charles J. De Wolff, Hove, Sussex: Psychology Press, 1998
Fletcher, Clive, Appraisal: Routes to Improved Performance, 2nd edition, London: Institute of Personnel and Development, 1997
Folger, Robert, Mary A. Konovsky and Russell Cropanzano, “A Due Process Metaphor for Performance Appraisal”, Research in Organizational Behaviour, 14 (1992): 129-77
Heneman, Robert L. and Courtney Von Hippel, “The Assessment of Job Performance: Focusing Attention on Context, Process, and Group Issues” in The Human Resource Management Handbook, part 3, edited by David Lewin, Daniel J.B. Mitchell and Mahmood A. Zaidi, Greenwich, Connecticut: Jai Press, 1997
Murphy, Kevin R. and Jeanette N. Cleveland, Understanding Performance Appraisal: Social, Organizational, and GoalBased Perspectives, Thousand Oaks, California: Sage, 1995
Smither, James W. (editor), Performance Appraisal: State of the Art in Practice, San Francisco: Jossey Bass, 1998
Williams, Richard S., Performance Management: Perspectives on Employee Performance, London and Boston: International Thomson Business Press, 1998
Performance appraisal or performance management? If nothing else we are seeing a change in terminology. Whereas an organization once would have referred to “performance appraisal”, today the likelihood is that that term will have been replaced by the label “performance management” in the same way that the term “human resource management” has come to replace “personnel management” (but without necessarily any real change in philosophy or practice). This, though, may be too simplistic a view of the change that we are seeing in the latter part of the 1990s. As WILLIAMS notes, the term “performance management” has several meanings, and much turns on the level of analysis that we adopt – individual, organizational, or something in between. Williams reviews contemporary perspectives on performance management, and ranges over such issues as the nature of performance (organizational and individual), feedback, reward, and the design, implementation, and evaluation of systems.
