【正文】 g services linked to customer facing evaluations. However, negative feedback still demotivates and plenty of feedback and explanation 17 by manager who collates feedback rather than judges performance andfail to summarise are however still problems with accuracy of appraisal objectivity asWalker and Smither (1999)5year studyof 252 managers over 5 year period still identified issues with subjective ratings in 360 degree are still issues on the subjectivity of appraisals beyond the areas of lack of training. The contribution of appraisal is strongly related to employee attitudes and strong relationships with job satisfaction(Fletcher and Williams, 1996). The evidence on appraisal still remains positive in terms of reinvigo rating social relationships at work (Townley,1993)and the widespread adoption in large public services in the UK such as the national health Service (NHS)is the valuable contribution to line managers discussion with staff on their past performance, discussing personal development plans and training and development as positive further concern is the openness of appraisal related to employee reward which we now discuss. Linking Appraisals with Reward Management Appraisal and performance management have been inextricably linked to employee reward since the development of strategic human resource management in the 1980s. The early literature on appraisal linked appraisal with employee control (Randell, 1994。Townley, 1993, 1999) and discussed the use of performance related reward to appraisals. However therecent literature has substituted the chapter titles employee “appraisal” with “performance management”(Bach, 2021。 11 The Dilemma of Performance Appraisal Peter Prowse and Julie Prowse Abstract This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals. This paper willevaluatethe aims and methodsof appraisal, thedifficulties encountered in the appraisalprocess. It also reevaluates the lack of theoretical development in appraisaland move from he psychological approachesof analysistoamorecritical realisation ofapproaches before reevaluating the challenge to remove subjectivity and bias in judgement of appraisal. This paper will define and outline performance management and appraisal. It will start by evaluating what form of performance is evaluated, then develop links to the development of different performance traditions (Psychological tradition, Management by Objectives, Motivation and Development).It will outline the historical development of performance management then evaluate high performance strategies using performance appraisal. It will evaluate the continuing issue of subjectivity and ethical dilemmas regarding measurement and assessment of performance. The paper will then examine how anisations measure performance before evaluation of research on some recent trends in performance appraisal. This chapter will evaluate the historical development of performance appraisal from management by objectives (MBO) literature before evaluating the debates between linkages between performance management and appraisal. It will outline the development of individual performance before linking to performance management in anizations. The outes of techniques to increase anizational mitment, increase job satisfaction will be critically evaluated. It will further examine the transatlantic debates between literature on efficiency and effectiveness in the North American and the United Kingdom) evidence to evaluate the HRM development and contribution of performance appraisal to individual and anizational performance. What is Performance Management? 12 The first is sue to discuss is the difficulty of definition of Performance Management. Armstrong and Barron(1998:8) define performance management as: A strategic and integrated approach to delivering sustained success to anisations by Improving performance of people who work in them by developing the capabilities of teams And individual performance. Performance Appraisal Appraisal potentially is a key tool in making the most of an anisation’s human resources. The use of appraisal is widespread estimated that 80–90%of anizations in the USA and UK were using appraisal and an increase from 69 to 87% of anisations between 1998 and 2021 reported a formal performance management system (Armstrong and Baron, 1998:200).There has been little evidence of the evaluation of the effectiveness of appraisal but more on the development in its use. Between 1998 and 2021 a sample from the Chartered Institute of Personnel and Development (CIPD, 2021) of 562 firms found 506 were using performance appraisal in UK. What is also vital to emphasise is the rising use of performance appraisal feedback beyond performance for professionals and managers to nearly 95% of workplaces in the 2021 WERS survey (seeTable ).Clearly the use of Appraisals has been the development and extension of appraisals to cover a large proportion of the UK workforce and the coverage of non managerial occupations and the extended use in private and public sectors. The Purpose of Appraisals The critical issue is what is the purpose of appraisals and how effective is it ？Researched and used in practice throughout anizations? The purpose of appraisals needs to be clearly identified. Firstly their purpose. Randell (1994) states they are a systematic evaluation of individual performance linked to workplace behaviour and/or specific criteria. Appraisals oft