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原文一：TheDilemmaofPerformanceAppraisalByPeterProwseandJulieProwseItwilloutlinethedevelopmentofindividualperformancebeforelinkingtoperformancemanagementinorganizations.Theoutcomesoftechniquestoincreaseorganizationalcommitment,increasejobsatisfactionwillbecriticallyevaluated.ItwillfurtherexaminethetransatlanticdebatesbetweenliteratureonefficiencyandeffectivenessintheNorthAmericanandtheUnitedKingdom)evidencetoevaluatetheHRMdevelopmentandcontributionofperformanceappraisaltoindividualandorganizationalperformance.Appraisalpotentiallyisakeytoolinmakingthemostofanorganisation’shumanresources.Theuseofappraisaliswidespreadestimatedthat80–90%oforganizationsintheUSAandUKwereusingappraisalandanincreasefrom69to87%oforganisationsbetween1998and2004reportedaformalperformancemanagementsystem(ArmstrongandBaron,1998:200).Therehasbeenlittleevidenceoftheevaluationoftheeffectivenessofappraisalbutmoreonthedevelopmentinitsuse.Between1998and2004asamplefromtheCharteredInstituteofPersonnelandDevelopment(CIPD,2007)of562firmsfound506wereusingperformanceappraisalinUK.Whatisalsovitaltoemphasiseistherisinguseofperformanceappraisalfeedbackbeyondperformanceforprofessionalsandmanagerstonearly95%ofworkplacesinthe2004WERSsurvey(seeTable13.1).ClearlytheuseofAppraisalshasbeenthedevelopmentandextensionofappraisalstocoveralargeproportionoftheUKworkforceandthecoverageofnonmanagerialoccupationsandtheextendeduseinprivateandpublicsectors.Critiquesofappraisalhavecontinuedasappraisalshaveincreasedinuseandscopeacrosssectorsandoccupations.Thedominantcritiqueisthemanagementframeworkusingappraisalasanorthodoxtechniquethatseekstoremedytheweaknessandproposeofappraisalsasasystemtodevelopperformance.This“orthodox”approacharguesthereareconflictingpurposesofappraisal(Strebleretal,2001).Appraisalcanmotivatestaffbyclarifyingobjectivesandsettingclearfutureobjectiveswithprovisionfortraininganddevelopmentneedstoestablishtheperformanceobjective.Theseconflictswithassessingpastperformanceanddistributionofrewardsbasedonpastpe
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