Performance appraisal

"Performance evaluation" redirects here. For the academic journal in science, see Performance Evaluation.
"Performance review" redirects here. For the television episode, see Performance Review.

A performance appraisal, also referred to as a performance review, performance evaluation,[1] (career) development discussion,[2] or employee appraisal, sometimes shortened to "PA",[a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about work and settle into their jobs. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.

Performance appraisals are most often conducted by an employee's immediate manager or line manager.[3] While extensively practiced, annual performance reviews have also been criticized[4] as providing feedback too infrequently to be useful, and some critics argue that performance reviews in general do more harm than good. It is an element of the principal-agent framework, that describes the relationship of information between the employer and employee, and in this case the direct effect and response received when a performance review is conducted.[5]

  1. ^ Howes & Muchinsky 2022, p. [page needed].
  2. ^ "Conducting the Development Discussion – Manager's Tips" (PDF). MIT Human Resources. Archived from the original (PDF) on 27 March 2010.
  3. ^ Tyskbo, Daniel (8 March 2020). "Line management involvement in performance appraisal work: Toward a practice-based understanding". Employee Relations: The International Journal. 42 (3): 818–844. doi:10.1108/ER-06-2019-0236.
  4. ^ Evans, Samantha; Tourish, Dennis (July 2017). "Agency theory and performance appraisal: How bad theory damages learning and contributes to bad management practice" (PDF). Management Learning. 48 (3): 271–291. doi:10.1177/1350507616672736.
  5. ^ Waterman, R. W.; Meier, K. J. (April 1998). "Principal-Agent Models: An Expansion?". Journal of Public Administration Research and Theory. 8 (2): 173–202. doi:10.1093/oxfordjournals.jpart.a024377.


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