Performance Appraisal Systems: Determinants and Change

21 Pages Posted: 29 Nov 2005

See all articles by Michelle Brown

Michelle Brown

University of Melbourne - Department of Management

John S. Heywood

University of Wisconsin at Milwaukee

Abstract

Using establishment data from the Australian Workplace Industrial Relations Survey, this paper estimates the determinants of performance appraisal systems. The results indicate that performance appraisal is associated with workers having shorter expected tenure and greater influence over productivity. We argue these results reflect those circumstances in which the net benefits of performance appraisal are likely to be greatest. The results also show that complementary human resource management practices, such as formal training and incentive pay, are associated with an increased likelihood of performance appraisal, but that union density is associated with a reduced likelihood of performance appraisal.

Suggested Citation

Brown, Michelle and Heywood, John S., Performance Appraisal Systems: Determinants and Change. British Journal of Industrial Relations, Vol. 43, No. 4, pp. 659-679, December 2005, Available at SSRN: https://ssrn.com/abstract=856614 or http://dx.doi.org/10.1111/j.1467-8543.2005.00478.x

Michelle Brown (Contact Author)

University of Melbourne - Department of Management ( email )

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John S. Heywood

University of Wisconsin at Milwaukee ( email )

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Milwaukee, WI 53211
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