FROM PERFORMANCE-APPRAISAL TO PERFORMANCE TARGETING

This paper argues that performance appraisal as a method of studying w hat an employee (or a team) has accomplished in the past is expensive, has limited value, and may even be dysfunctional for improving future performance. The paper suggests replacing performance appraisal with performance targeting-a concept that embraces a strategic perspective and an orientation toward the future. Performance targeting shifts the focus from documenting and evaluating an employee's work to assesssin g the partnership between a subordinate and a supervisor. In this rela tionship the supervisor and the subordinate share the responsibility f or attaining desired results.