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Performance Appraisal Systems: Determinants and Change


  • Michelle Brown
  • John S. Heywood


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. Copyright Blackwell Publishing Ltd/London School of Economics 2005.

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  • Michelle Brown & John S. Heywood, 2005. "Performance Appraisal Systems: Determinants and Change," British Journal of Industrial Relations, London School of Economics, vol. 43(4), pages 659-679, December.
  • Handle: RePEc:bla:brjirl:v:43:y:2005:i:4:p:659-679

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    References listed on IDEAS

    1. Malte LÜBKER, 2004. "Globalization and perceptions of social inequality," International Labour Review, International Labour Organization, vol. 143(1-2), pages 91-128, March.
    2. Tetsuji Okazaki, 2004. "Holding Company and Bank: An Historical Comparative Perspective on Corporate Governance in Japan," CIRJE F-Series CIRJE-F-310, CIRJE, Faculty of Economics, University of Tokyo.
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