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A performance appraisal (PA), also referred to as a performance review, performance evaluation,〔Muchinsky, P. M. (2012). ''Psychology Applied to Work'' (10th ed.). Summerfield, NC: Hypergraphic Press.〕 (career) development discussion,〔(MIT Human Resources )〕 or employee appraisal〔Often also called ''employee performance appraisal'', ''employee performance review'', etc.〕 is a method by which the job performance of an employee is documented and evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. ==Main features== A performance appraisal is a systematic and periodic process that assesses an individual employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives.〔Manasa, K. & Reddy, N. (2009). Role of Training in Improving Performance. ''The IUP Journal of Soft Skills, 3,'' 72-80.〕〔Abu-Doleh, J. & Weir, D. (2007). Dimensions of performance appraisal systems in Jordanian private and public organizations. ''International Journal of Human Resource Management, 18(1),'' 75-84.〕 Other aspects of individual employees are considered as well, such as organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc.〔〔Muchinsky, P. M. (2006). Psychology applied to work (8th ed). Belmont, CA: Thomson Wadsworth.〕〔Broady-Preston, J. & Steel, L. (2002). Employees, customers, and internal marketing strategies in LIS. ''Library Management, 23,'' 384-393.〕 To collect PA data, there are three main methods: objective production, personnel, and judgmental evaluation. Judgmental evaluations are the most commonly used with a large variety of evaluation methods.〔 Historically, PA has been conducted annually (long-cycle appraisals); however, many companies are moving towards shorter cycles (every six months, every quarter), and some have been moving into short-cycle (weekly, bi-weekly) PA .〔Cederblom, D. (1982). The performance appraisal interview: A review, implications, and suggestions. ''Academy of Management Review, 7(2),'' 219-227.〕〔(【引用サイトリンク】title=Time to Scrap Performance Appraisals )〕 The interview could function as "providing feedback to employees, counseling and developing employees, and conveying and discussing compensation, job status, or disciplinary decisions".〔 PA is often included in performance management systems. PA helps the subordinate answer two key questions: first, "What are your expectations of me?" second, "How am I doing to meet your expectations?" 〔Richard Charles Grote (2002). ''The Performance Appraisal Question and Answer Book: Survival Guide for Managers.'' 28-29.〕 Performance management systems are employed “to manage and align" all of an organization's resources in order to achieve highest possible performance.〔 “How performance is managed in an organization determines to a large extent the success or failure of the organization. Therefore, improving PA for everyone should be among the highest priorities of contemporary organizations".〔Muczyk, J. P. & Gable, M. (1987, May). Managing sales performance through a comprehensive performance appraisal system. ''Journal of Personal Selling and Sales Management, 7,'' 41-52.〕 Some applications of PA are compensation, performance improvement, promotions, termination, test validation, and more.〔DeNisi, A. & Pritchard, R. (2006, July). Performance appraisal, performance management, and improving individual performance: A motivational framework. ''Management and Organization Review, 2(2),'' 253-277.〕 While there are many potential benefits of PA, there are also some potential drawbacks. For example, PA can help facilitate management-employee communication; however, PA may result in legal issues if not executed appropriately, as many employees tend to be unsatisfied with the PA process.〔〔Schraeder, M. Becton, J., & Portis, R. (2007, Spring). A critical examination of performance appraisals. ''The Journal for Quality and Participation,'' 20-25.〕〔Sudarsan, A. (2009). Performance appraisal systems: A survey of organizational views. ''The Icfai University Journal of Organizational Behavior, 3(1),'' 54-69.〕 PAs created in and determined as useful in the United States are not necessarily able to be transferable cross-culturally.〔Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage.〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Performance appraisal」の詳細全文を読む スポンサード リンク
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