Having characterized the six emerged employment relationships, the goal of this chapter is to derive configurations of HRM practices for each of the six employment modes as far as they relate to performance appraisal. It is argued that performance appraisals are conducted mainly for three purposes; that is, to exercise control over employees (for example, through the administration of performance-related rewards), to provide a basis for staffing (including promotion) decisions, and to provide developmental feedback. A fourth, less frequently occurring purpose may be to evaluate the effectiveness of organizational systems; for example, different sources of contingent workers. The functional requirements in terms of control, staffing, and development are described for each of the six employment modes. Requirements for performance appraisal are derived on that basis. Thus, as an output of this chapter, an HRM configuration of control, staffing and development practices is proposed for each of several performance appraisal purposes, which are associated with the different employment categories in the following. The HRM configurations can be seen as an extension of the employment relations systems proposed in the preceding chapter.


Performance Appraisal Casual Worker Assessment Center Regular Employee Appraisal System 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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