Original Research

Appraisal and job performance: A theoretical integration

C. Orpen
SA Journal of Industrial Psychology | Vol 12, No 1 | a452 | DOI: https://doi.org/10.4102/sajip.v12i1.452 | © 1986 C. Orpen | This work is licensed under CC Attribution 4.0
Submitted: 30 April 1986 | Published: 30 April 1986

About the author(s)

C. Orpen, Deakin University Victoria, Australia

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It has been found that appraisal systems (high vs. low appraisals) can be distinguished in terms of the extent to which they link rewards to performance, encourage competition among individuals, and supervise job activities closely. However, the results of research relating high versus low appraisal to employee job performance have been inconsistent. The present paper shows how this inconsistency can be removed by the argument from facilitation theory, that high appraisal will improve performance for tasks that are well-learned, but that low appraisal will do so for poorly- earned tasks; i.e., by the fact that the extent to which tasks have been well learnt moderates the impact of appraisal systems on performance. A contingency view of the appropriateness of performance appraisal systems is advocated.

"Hoe" vs. "lae" personeelaanslagsisteme verskil in die mate waartoe vergoeding gekoppel word aan prestasie, die mededinging onder individue aanmoeding en aanleiding gee tot streng toesighouding al dan nie. In die literatuur word inkonsekwente resultate met "hoe" en "lae" aanslagsisteme gerapporteer. In hierdie artikel word betoog dat "hoe" aanslagsisteme prestasie sal verhoog wanneer die besondere taak reeds goed baasgeraak is terwyl "lae" aanslagsisteme prestasie sal verhoog in gevalle waar 'n besondere taak nog nie goed bemeester is nie. 'n Kontingente beskouing van die toepaslikheid van prestasie-evalueringsisteme word bepleit.


Appraisal; Job performance


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