We agree with Pulakos and O'Leary (2011)that the focus of efforts in performance appraisal should be on the relationship between managers and their employees.We also agree with their focus on relational processes rather than structures (e.g., meritgrids) or outcomes (e.g., goals) as ways to intervene in and evaluate effectiveness of performance management systems. However,separating appraisal systems from this focal relationship is perhaps more of an analytic lever, based on reductionist attempts to analyze and understand the complex phenomena around performance feedback,than it is a solid basis for practical action.
展开▼
