Reengineering the performance appraisal

Abstract Supporters of total quality management often argue that the performance appraisal should no longer be used because it inhibits cooperative behavior. Others contend that the appraisal is too hard to implement. This article shows, however, that there are important reasons for retaining the appraisal as a key instrument in managing employee performance. Rather than dismantling their performance assessment systems, most organizations would do well to revamp them to ensure accuracy and fairness. © 1999 John Wiley & Sons, Inc.