ABSTRACT
This chapter overviews the main trust of literature concerning appraisal in context of human resource management (HRM). At the University of Bradford, it has been observed by the researcher, a member of administrative staff at the time of the study, that across departments, appraisal is implemented on a voluntary basis resulting in inconsistencies. HRM is about the human struggle for improved conditions of service, management of career expectations, motivation, training and development, and relates to the management of distributive justice in an organisation'. D. Curtis argues that as part of 360-degree feedback, upward appraisal is useful in gaining a more complete picture as in the case where a manager may be held in high regard by top management but be seen as ineffective by his subordinates and vice versa. Comments from J B Priestley Library (JBPL) and Modern Languages (ML) indicated a wish for criteria such as 'demonstrates initiative' and 'anticipating academic needs' with an additional section for disagreements.
