Performance Appraisal Systems: Matching Practice with Theory
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.
Hall, J. L., Posner, B. Z., & Harder, J. W. (1989). Performance Appraisal Systems: Matching Practice With Theory. Group & Organization Management, 14(1), 51–69. http://doi.org/10.1177/105960118901400106