Lessons for improving your formal performance appraisal process

Abstract

PurposeThe purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems.Design/methodology/approachThe authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems.FindingsThe paper explains ten key lessons for improving any organization’s performance appraisal system.Practical implicationsThe authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices.Originality/valueThe paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.