| Purpose. The purpose of this study was to propose a new performance appraisal system and to evaluate the perceptions of officers and supervisors in comparison with the current appraisal system of the Federal Probation's Central District of California (FPCDC). It also determines areas in which the performance appraisal system can be improved. The goal was to determine if they feel the current appraisal system is helpful in their professional development and in reaching the goals of the organization. To contrast with the current system, this study introduces the use of goal setting and specific feedback into the performance appraisal system. It determines if officers and supervisors feel that the introduction of such factors will increase their motivation to perform better and help them to focus more on meeting organizational objectives.;Theoretical framework. The theoretical framework of this study is based on the research foundations of Goal Setting Theory, Management by Objectives, Feedback Theories, Motivation Theory, McGregor's Theory Y, and the organizational theories of Chris Argyris.;Methodology. One hundred twenty-one officers and supervisors from the FPCDC participated in a survey to evaluate their perceptions of two performance appraisal instruments. The currently used appraisal was given to half the officers; the other half were given a customized MBO type appraisal to review prior to taking the survey.;Findings. Qualitative and quantitative data received from this sample revealed that officers and supervisors of the FPCDC favored the customized appraisal over their current appraisal. Specific areas of goal setting, feedback, motivation, and meeting organizational goals were highly valued among participants.;Conclusions and recommendations. Data from this study support performance appraisal literature emphasizing the need to incorporate goal setting and feedback into performance appraisals as tools for increasing employee motivation and commitment to organizational goals. Further research is recommended in the following interventions: (a) more specific individual interviews of officers and supervisors regarding their opinions on creating an effective appraisal, (b) the need for proper training of supervisors on administering a new performance appraisal effectively, (c) the perceptions of adding a self-appraisal component to the performance appraisal, and (d) the effects of 6 month versus yearly appraisals. |
