Editing Performance appraisal (section)

==Developments in information technology==

Computers have been playing an increasing role in PA for some time.<ref>{{cite journal |last1=Sulsky |first1=Lorne M. |last2=Keown |first2=Janine L. |title=Performance appraisal in the changing world of work: Implications for the meaning and measurement of work performance. |journal=Canadian Psychology / Psychologie Canadienne |date=February 1998 |volume=39 |issue=1–2 |pages=52–59 |id={{ProQuest|614336993}} |doi=10.1037/h0086794 }}</ref> There are two main aspects to this. The first is in relation to the electronic monitoring of performance, which affords the ability to record a huge amount of data on multiple dimensions of work performance.<ref>{{cite journal |last1=Stanton |first1=Jeffrey M. |title=Reactions to Employee Performance Monitoring: Framework, Review, and Research Directions |journal=Human Performance |date=January 2000 |volume=13 |issue=1 |pages=85–113 |doi=10.1207/s15327043hup1301_4 }}</ref> Not only does it facilitate a more continuous and detailed collection of performance data in some jobs, e.g. call centres, but it has the capacity to do so in a non-obvious, covert manner. The second aspect is in mediating the feedback process, by recording and aggregating performance ratings and written observations and making the information available on-line; many software packages are available for this. The use of IT in these ways undoubtedly helps in making the appraisal process more manageable, especially where multiple rating sources are involved, but it also raises many questions about appraisees' reactions and possible effects on PA outcomes. Mostly, the evidence so far is positive.<ref name="Fletcher">{{cite journal |last1=Fletcher |first1=Clive |title=Performance appraisal and management: The developing research agenda |journal=Journal of Occupational and Organizational Psychology |date=November 2001 |volume=74 |issue=4 |pages=473–487 |doi=10.1348/096317901167488 }}</ref>