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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF APPLIED BUSINESS AND ECONOMICS

So What Would An Ideal Performance Appraisal Look Like?

Author(s): Jack N. Kondrasuk

Citation: Jack N. Kondrasuk, (2011) "So What Would An Ideal Performance Appraisal Look Like?," Journal of Applied Business and Economics, Vol. 12, Iss. 1, pp. 57 - 71

Article Type: Research paper

Publisher: North American Business Press

Abstract:

Organizations use many performance appraisal formats, but an ideal form still eludes us. This

article moves closer to an ideal performance appraisal system. Research assessing all problems

occurring with present performance appraisal systems produced 76 performance appraisal

problems (reduced to 4 general categories). Performance appraisal systems are improved by

rectifying common shortcomings (e.g. reducing biases, training those involved, using formats

with research substantiation). However, the most important changes require 1) clarifying the

goals of performance appraisal, 2) focusing on both results and behavior appraisals, 3) adding

an appraisal category, 4) better timing, and 5) better involving constituencies.