Designing Appraisal Systems for Information Yield

by L. Cummings, Donald Schwab



The article proposes three systems of performance appraisal that are tailored to fit the differing purposes and contexts of effective performance evaluation. The three systems represent an improvement beyond typical performance appraisal systems as they operate in most organizations. They should encourage an efficient use of managerial time since the majority of employees in most jobs will best fit a maintenance action program (MAP), which requires the least managerial attention. In addition, the three systems serve to separate development and evaluation in the sense that development action program is primarily developmental in orientation while MAP is evaluative and remedial action program is clearly evaluative with some focus on immediate performance improvement.

California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

Learn more
Follow Us