es policy will be such factors as (1) needs assessment, (2) personnel acquisition and training, (3) change implementa tion, (4) motivation, (5) developing organizational commitment, (6) the establishment of grievance procedures, (7) the develop ment of policies related to human behavior on the job, together with the development of counseling and support policies, (8) the development of performance evaluation procedures, and (9) the establishment of a management development program to sup port the organization's growing needs. While policies related to each of these factors must be carefully crafted, the latter two are of especial significance.
Formal personnel performance appraisal is a fact of life in most American organizations of any size public sector or private sector (Longenecker, Liverpool, & Wilson, 1988). As 3entrenched as the practice is, however, personnel performance appraisal continues to controversial (Heneman, 1987).
One important contemporary contention with respect to personnel performance appraisal is that the process will be effective only to the extent that managers and subordinates within an organization share perceptions as to (1) the purpose and function of the process, and (2) its effectiveness with respect to meeting the goals of both management and individuals (Longenecker, Liverpool, & Wilson, 1988). Much of the evalua tion of performance in the United States is a process oriented procedure. A process orientation means that the evaluative criteria are related primarily to: (1) qualifications; (2) planning activities performed by an individual; and (3) the conduct of job related activities by the individual. There is a trend toward results oriented performance appraisal. A results
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