Performance Appraisal Systems: Determinants and Change

Michelle Brown and John Heywood

British Journal of Industrial Relations, 2005, vol. 43, issue 4, 659-679

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.

Date: 2005
References: View complete reference list from CitEc
Citations: View citations in EconPapers (59)

Downloads: (external link)
https://doi.org/10.1111/j.1467-8543.2005.00478.x

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:brjirl:v:43:y:2005:i:4:p:659-679

Ordering information: This journal article can be ordered from
http://www.blackwell ... bs.asp?ref=0007-1080

Access Statistics for this article

British Journal of Industrial Relations is currently edited by Edmund Heery

More articles in British Journal of Industrial Relations from London School of Economics Contact information at EDIRC.
Bibliographic data for series maintained by Wiley Content Delivery ().