Introduction

Since the beginning of time, where ever mankind exists, a form of organization has always been needed.
This has always set a form of structure in who does what, how and when. Resultant of such, with time, a
need for human resources management has developed a number of tools to ensure efficient workforces
(O’Callghan, 2008). One such tool developed, is the Performance Appraisal System, used for the rating
of performances of employees.

The need of having a tool as this, has also seen Zambia in relation to its government, introduce a legal
framework to institutionalise Annual Performance Appraisal Systems (APAS) through the Performance
Management Package (PMP) having the Performance Appraisal Systems in the Terms and Conditions of
Service for Public Service to develop and introduce new instruments for measuring individual
performance (Zambia, 2003).

This is also in existence with a number of organizations in Zambia using an effective performance
appraisal system (PAS) (Hennessey and Bernadin, 2003). However, this thought is somewhat
hypothetical as employee thoughts of targets, outcomes and uses of performance appraisal (PA) results
would be beneficial to validate this thought as employees determine the likelihood to be receptive and
supportive of a given Performance Appraisal program (Mullins, 2005).

References

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