For years, performance appraisal has posed serious problems for those in personnel-related fields; yet, most personnel professionals are unwilling to abandon the practice of formally evaluating job performance. Given this reluctance to discard performance appraisal, many organizations are faced with the task of choosing appraisal systems compatible with their idiosyncracies.

This paper presents a model for use in the development of appraisal systems. The model proposes that the effectiveness of a given appraisal system can be predicted from employee attitudes toward parameters of this system, job analysis information, and characteristics of supervisors within the organization. This proposal was tested using job analysis information and attitude data from employees of the Geological Survey of the U.S. Department of the Interior. The appraisal system evaluated, Work Planning and Progress Review (WP&PR), was based upon goal-setting principles.

Four studies explored the relationships described above. Study 1 examined the relationships between the quality of standards generated in WP&PR, attitudes toward parameters of this system, and the objectivity with which jobs could be measured. Study 2 questioned whether or not attitudes toward appraisal were the result of the existing appraisal system's effectiveness. Study 3 explored the relationship between attitudes toward appraisal and supervisory style as measured by the Leader Behavior Description Questionnaire (LBDQ), and Study 4 examined the relationship between supervisory style and the quality of performance standards generated in WP&PR.

The model for selecting appraisal parameters was only partially supported by the data. Attitudes toward WP&PR were not significantly related to standards' quality or job objectivity. Job objectivity was, however, predictive of the quality of performance standards. change was unrelated to standards' In addition, attitude quality. Supervisory style was found to be related to attitudes toward an immediate supervisor as the source of appraisal; however, it was not related to standards' quality.

Exploratory analyses using self-report measures of system effectiveness resulted in greater support of the model. Problems with criteria for measuring appraisal effectiveness and directions for future research