ABSTRACT
Performance management has long been viewed as a system of critical importance to organizational success, with the appraisal interview an underpinning element. However, recent times have seen the utility of performance management systems questioned, with some high profile organizations reportedly considering removal or curtailment. Notwithstanding this, there is overwhelming evidence that points towards widespread use of performance management systems in organizations. In this chapter, we chart the evolution of and critically discuss performance appraisal and performance management systems. The chapter places a strong emphasis on considering why these systems are implemented and the different approaches that are commonly used. We argue that many performance management models are overly simplistic and that there needs to be increased consideration as to whether performance can be managed and, if so, if it should be.
