Performance appraisal and true performance

Abstract

Argues that the conventional validation paradigm, which uses subjective performance or appraisal ratings as criteria, may be of doubtful validity. Discusses research into performance appraisal which documents four sets of problems which may reduce the usefulness of performance ratings as criteria. These problems include biases, politicking, impression management and undeserved reputation. Describes the inaccuracies to which these problems give rise and concludes that instead of selecting the right people for management, selection methods validated against appraisal will simply perpetuate an unsatisfactory status quo.