If the personnel management function is viewed as a system, then input and output
processes have for some time now been forced to meet certain legal requirements.
The hiring and firing of people has become legally circumscribed Most of the
throughput parts of the system, however, have escaped comparable legal attention.
Nevertheless, legal concerns are beginning to make their presence felt in the personnel
functions of training and performance appraisal This article attempts an overview
of the possible legal influences on performance appraisal. It ranges over present
legal requirements, through some extrapolation, to future speculation, in an attempt
to build up a model of the legal factors which do or may impinge on performance
appraisal.
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References
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Boland, R. and Anderson N. (1987) Handbook of Employment Law and Practice, Sydney: Allen & Unwin.
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Cascio. W. F. and Bemardin, H.J. (1981) Implications of Performance Appraisal Litigation for Personnel Decisions, Personnel Psychology . Summer, 211-226.
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Delahaye, B. and Smith, B. (1987) Warning—Now You have to Prove You Trained Them, Human Resource Management Australia, 25, 1, 5-8.
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Kramar, R. (1988) Discrimination and the Development of Personnel Management. In Palmer, G. (ed) Australian Personnel Management, (pp304-328). Melbourne: Macmillan.
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Nolan, J. (1988) Recent Developments in Employment Law. In Palmer, G. (ed), Australian Personnel Management, (pp248-267). Melbourne: Macmillan .
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Ruzek, P. (1990) Government Widens Grounds for Job Discrimination Complaints, Personnel Today, May, 6.
