Perception of job Performance appraisals toward Turnover intention and Job Satisfaction.

Abstract

Performance appraisal has been widely recognized as an integral part of the Human Resource Management process. This recognition has been accompanied by numerous publications, both academic and practitioner oriented, that concentrate solely on this issue Performance Appraisal has been widely recognized as an integral part of the Human Resource Management process. This recognition has been accompanied by numerous publications, both Academic and practioner-oriented, that concentrates solely on this issue (Eberhardt & Pooyan, 1988; Bernardin & Beatty, 1984; Carroll & Schneier, 1982; DeVries, Morrison, Shullman & Gerlach, 1981; Henderson, 1981; Latham & Wexley, 1981). Also, Performance Appraisal is often considered one of the most important Human Resource practices (Kuvaas, 2006; Boswell & Boudreau (2000); Judge & Ferris, 1993) and one of the more heavily researched topics in work psychology (Kuvaas, 2006; Fletcher, 2002). However, the traditional research agenda has done little to improve the usefulness of Performance Appraisal as a managerial tool. KEY WORDS; Performance appraisal, Human Resource Management process,

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