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tween hunger needs and effect that the imagery of food had on a person’s thought processes. He developed this theory further and identified four main arousal-based, socially developed models (Mullins, 2002), namely; the Achievement motive; the Power motive; the Affiliate motives and the Avoidance motives. McClellan assert that needs are developed from ones environment and experiences. Steers et al (1996) on the other hand argue that the developed needs could be temporary.

Process theorists, including Vroom, who was the first advocate of an expectancy theory (Vroom 1964) specifically for the workplace, suggests that the factors within a person should be considered and how they affect behaviours. These theories are typically of greater complexity than the content theories as they have more variables. Indeed, their complexity serve to demonstrate the complexity of the subject of motivation in the workplace. Other notable academics in the process theory field include Porter and Lawler who modified and developed Vroom’s theory further (Porter and Lawler 1968).

Lawler developed this theory further with the revised expectancy model (Lawler 1974), which outline two different expectancies when deciding on the attraction of varying behaviours, namely, effort-performance expectancies and performance-outcome expectancies. Various studies have been conducted in order to scrutinise the theory and the results have by and large been positive although not conclusive (Erde W and Thierry H 1996).
Undertaking a performance appraisal on employees, as outlined by Mullins (2002, p. 700) will “enable a regular assessment of the individual’s performance, highlight potential, and identify training and development needs”. Furthermore, Mullins (2002, p. 700) asserts that “an effective appraisal scheme can improve the future performance of staff.” Performance appraisals can positively enhance employee behaviours and attitudes, which, in turn, improves the organisation’s performance (Anguis, 2009; Gardner, 2008; Murphy and Cleveland, 1991; Shields, 2007). It can therefore be seen to be a vital management tool. In contrast, Demming (1982) advocates the adoption of a system that assesses unit or even plant performance and that individual performance appraisals be abolished altogether. In terms of total quality management, Scholtes (1993) supports this view when describing performance appraisals as being an unsuitable management tool.

In order to support the research proposal and incorporate other academic’s theories and perspectives, three relevant journals have been selected because of their substance:

The emerging measure of effectiveness for human resource management, by Shamima Ahmed (1999), details a study of a large state agency to ascertain employee’s perceptions of human resource management functions, including performance appraisals. Ahmed attempted to determine if the employee’s viewed performance appraisals as an organisational support function or an employee support function, with contradictory results. Ahmed attributes the contradiction in results to the respondents being conscious of a connection between the different human resource functions but that relationship was not being implemented in practice. Ahmed advocates a measure of effectiveness, where the human resource function must serve the employee and the organisation.

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