Process performance appraisal systems: a working substitute to individual performance appraisal

Recent efforts toward achieving total quality in organizations may be incompatible with human resource management practices. This paper focuses on the problems and issues associated with performance appraisal in a total quality environment. Pilot study findings are presented suggesting that traditional performance appraisal may not be conducive to total quality efforts. Elements of a new performance appraisal paradigm are suggested.

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