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Reports that effective performance appraisal systems help to create a motivated and committed workforce. To be effective they require the support of top management to show their commitment and to translate organizational goals and objectives into personalized employee specific objectives. Explains a framework for the implementation of performance appraisal and in particular the need for appropriate training for supervisors, raters and employees, a system for the frequent review of performance, accurate record keeping, a clearly defined measurement system, and a multiple rater group to perform the appraisal.

The transition from graduate student to new faculty member can be an exciting and challenging period in an academic career. New faculty members must successfully balance service obligations, research demands, and teaching responsibilities. Numerous guides have been developed to assist new faculty members in developing their careers. This selective bibliography identifies sources that can assist both graduate students and new faculty members as they develop their academic career.

The following annotated list of materials on providing library orientation to users and instructing them in library and information skills is the tenth annual review of this literature and covers publications from 1983. A few items have not been annotated because the compiler was unable to secure a copy of these items.

This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.

The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice.

The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.

The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to different elements of justice.

This paper has practical implications for HRD, as it provides HR practitioners with suggestions on how to increase the perceived justice of the PA system.

The value of this paper is to HR practitioners who design PA systems, and also managers acting as appraisers of their subordinates.