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Classifying performance appraisal is based on how the job performance is assessed and it can either be outcome based or behavior based. Behavior based systems deal with evaluating employees on the basis of how well they do their jobs. Observation scales and behavior anchored rating scales are used within these systems. These measures require that the feedback have enough opportunity to see the one rating and judge him or her fairly. Therefore a supervisor is given a motive to carefully look into about an employee so that he may attain enough information to produce during evaluation. When a supervisor is assigned the work of observing employees, most likely their perception of misconduct is high.

On the other hand, outcome based appraisal systems are more concerned with evaluation of the outputs of the job performance without taking the behaviors into any considerations. Performance outcomes are evaluated on the basis of quantity as well as the quality of the performance. Management-by-objectives (MBO) is a good example of an outcome based performance relying on mutually agreed upon goals that become the procedure that an individual is evaluated. These systems are attractive to companies that do not have the opportunity to monitor closely the behaviors of employees when accurate behavior is not there. Employees may also prefer this system since it avails discretion of how they achieve their goals.

A HR configuration of appraisal that can have misconduct implications removed from the interdependence that occurs between the performances outcomes of the supervisors and the subordinates. This structural issue suggests that it's important to include the performance of the supervisors and of the subordinates to ensure that there is maintenance of goals across levels in the organization. The third approach of the performance appraisal function is about the types of people involved in the assessment of performance. It acknowledges the presence of information asymmetry between the supervisors and the subordinates because supervisors have very limited opportunities to really observe their subordinates in their many work environments and may not even understand the performance of the job itself. In order to deal with this gap, the supervisor should be well equipped with enough information about the subordinates even if it will require gathering it from multiple and diverse sources and as well understand the job itself.

In summary, the architecture of HR performance management systems is linked to rational choice theory as factors that determine the organizational routines associated with misconduct. I suggest performance appraisals that are outcome based and that rely on the supervisors as the main assessors of the subordinates' performance and also have their performance closely linked to theirs. This paper has several contributions on employee misconduct and HR management and it moves beyond generalize ideas on how reward systems determine employee misconduct and that some HR practices are likely to increase the employee misconduct.

I would recommend that having multiple evaluators for the performance appraisal procedure would be very important to reduce the information imbalance between the supervisors and the subordinate. Supervisors should also scrutinize high perfo本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。