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Performance Appraisal Systems: Matching Practice with Theory
  • James L. Hall, Santa Clara University
  • Barry Z. Posner, Santa Clara University
  • Joseph W. Harder
Document Type
Publication Date
Sage Publications
Research on performance appraisal systems provides many conceptual prescriptions, but little evidence exists about how well organizations adhere to these prescriptions. This article provides an empirical description of the performance appraisal systems of 36 high-technology firms, comparing what they do with what scholars have recommended they should do. Suggestions for minimizing the gap between practice and theory are offered.
Citation Information
Hall, J. L., Posner, B. Z., & Harder, J. W. (1989). Performance Appraisal Systems: Matching Practice With Theory. Group & Organization Management, 14(1), 51–69.