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Functions and Implementation of Performance Appraisal Systems in New Zealand Organizations *
Author(s) -
Taylor Paul,
O'Driscoll Michael
Publication year - 1993
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119303100103
Subject(s) - performance appraisal , human resource management , human resources , resource (disambiguation) , business , knowledge management , performance management , process management , computer science , management , marketing , economics , computer network
We conducted a survey of 89 randomly selected New Zealand organizations with at least 300 employees to determine 1) what purposes performance appraisal systems serve, 2) characteristics of those systems, and 3) any difficulties organizations have had in implementing them. Human resource directors indicated that appraisal information was used most often to give individual performance feedback. Links between appraisals and pay were widespread, but generally indirect and informal. In contrast to the emphasis of past research on rating errors and cognitive processes in performance evaluations, primary difficulties identified by these human resource directors were 1) managers failing to discuss and improve performance problems with subordinates, and 2) the setting of vague performance objectives. The most frequently cited change which organizations made and were considering making was simplifying appraisal forms and procedures. Ways in which organizations can improve how appraisal systems meet their primary objectives and overcome difficulties are discussed.