Organizational appraisals systems are often ineffective and result in unnecessary spending on the part of a company and unnecessary anxiety on the part of employees. Written for practitioners and advanced students, this book presents an alternative approach to the performance appraisal process that focuses on communication rather than evaluation. In this communication-centered approach to performance, the appraisal process is designed to facilitate meaningful and open interaction between employees and their supervisors.

Michael E. Gordon received his PhD from the University of California at Berkeley in Industrial Psychology and is a Professor at the Rutgers Business School-New Brunswick. Prior to joining the Rutgers faculty, he taught for 20 years in the business school at the University of Tennessee, Knoxville. Gordon has extensive editorial experience as the founder and coeditor of Workplace Topics (a journal for the AFL-CIO) and as a member of the editorial boards of a number of academic journals, including the Journal of Applied Psychology and Industrial and Labor Relations Review.

Written for practitioners and advanced students, this book presents an alternative approach to the performance appraisal process that focuses on communication rather than evaluation