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Past appraisal perception research identify the differences in satisfaction levels towards system effectiveness. But none of them probe into the mental psyche of their respondents to uncover the true core deep-seated perceptual dimensions that influence all other constructions. The present study used the repertory grid technique to elicit personal constructs of how practicing managers experience appraisals in their own organizations. Results showed that different sample categories (appraisers versus appraisees, and human resources versus line managers) held fundamentally different cognitions when evaluating the effectiveness of performance management systems. Implications to theory and practice are outlined.
Introduction
Performance appraisals is perhaps the most widely debated, talked about, written about, confused about research area in human resources in the history of people management. The phenomena has been known to date back to the Han Dynasty (206BC - 220 AD). Yet in all its existence, appraisals, appraising and appraisal systems are still not fully understood and appreciated. Employees still express resentment and unhappy feelings towards them. Organizations today are paying more attention to employee performance and productivity as never before in a bid to not only remain competitive, but to survive. Yet, as important as this human resource function has become, performance appraisals are still facing system failure.
Past research has shown that employees' perceptions of performance appraisals are a key determinant of the system's long term success or failure (Longnecker & Nykodym, 1996). If employees are not happy with the system, they would not see the added value in its existence. Based on this premise, a growing number of research has surfaced to better understand employees' cognitive perceptions about appraisals so that performance management systems can be better designed, developed and evaluated (Feldman, 1981; Ilgen & Feldman, 1983; Landy & Farr, 1980). The relevant literature shows that not all employees share the same perceptions about appraisal system effectiveness. Nemeroff and Wexley (1979) found that differences existed in appraisal perceptions between managers and staff and that employees felt more satisfied with appraisals when there were opportunities to participate in the process. Dipboye & de Pontbriand (1981), Doffman, Stephen & Loveland (1986), and Tharenou (1995) all found appraisers and appraisees / managers and subordinates exercised fundamentally different views of their appraisal experiences and that positive perceptions were shown...