This study surveys performance appraisal practices, focusing upon North Carolina municipal governments. General appraisal procedures involving performance standards, specific types of performance appraisal systems, add-on practices (designed to enhance appraisal effectiveness), and the various purposes underlying appraisals are examined. In addition, the effects of city and organizational size and that of governmental structure on these personnel practices are studied.
In general, performance appraisal practices are little used among North Carolina's municipal governments. Under a third claim generic procedures, and a sixth do not have any specific system. Among add-on options only interviews and interim appraisals garner use in as much as a quarter of the towns. Purposes fare somewhat better, with nearly half using performance appraisal as a guide for merit pay decisions. For the most part, performance appraisal is but marginally used in aiding personnel decisions.
Population and workforce effects are somewhat in evidence among the Tarheel towns. Larger communities and organizations are slightly more likely to engage in these practices. However, a somewhat more clear cut case can be made with regard to professional managers. While the employment of a town manager is not a sufficient condition, it may be a necessary one if performance appraisal practices are to be properly employed.
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