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Efficiency Ratings and Performance Appraisals in the United States Federal Government

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  • Stetz, Thomas A.
  • Chmielewski, Todd L.

Abstract

As industrial–organizational (I-O) psychologists and longtime employees, we have developed and implemented appraisal systems and have been subjected to and have subjected others to appraisals. We have thus viewed performance appraisals from all angles, seeing the good, the bad, and the downright ugly. We believe that all of the points discussed by Adler et al. (2016) about retaining or eliminating performance ratings have merit and address the realities of the current state of affairs in performance appraisal practice and research. However, as Wiese and Buckley (1998) point out, organizations survived quite well for centuries without formal appraisal systems, which raises the question, “Why do formal performance appraisal systems exist?†One inescapable yet surprisingly undiscussed reason is that it is a legal and/or regulatory mandate for 4,185,000 U.S. federal government employees (Office of Personnel Management, 2015a). Eliminating performance ratings for these workers would literally require an act of Congress.

Suggested Citation

  • Stetz, Thomas A. & Chmielewski, Todd L., 2016. "Efficiency Ratings and Performance Appraisals in the United States Federal Government," Industrial and Organizational Psychology, Cambridge University Press, vol. 9(2), pages 270-275, June.
  • Handle: RePEc:cup:inorps:v:9:y:2016:i:02:p:270-275_00
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