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Journal of Business and Psychology, Vol. 16, No. 3, Spring 2002 (2002) SEPARATING THE DEVELOPMENTAL AND EVALUATIVE PERFORMANCE APPRAISAL USES Wendy R. Boswell Texas AM University John W. Boudreau Cornell University ABSTRACT: The multiple uses of performance appraisal (PA) have been the fo- cus of much research, often yielding conflicting findings and conclusions. This study used an untreated control group design to examine the effects of separat- ing the developmental and evaluative PA uses (in time and by person) on em- ployee attitudes and behavioral intentions. Results indicated no effect on em- ployee attitudes, however, employees in the separated PA group reported they were less likely to use development in the future. KEY WORDS: performance appraisal; employee attitudes; employee develop- ment. Performance assessment is often considered one of the most impor- tant Human Resource (HR) practices (e.g.; Judge Ferris, 1993). Al- though the need for some type of performance appraisal (PA) system is usually acknowledged, the practical usefulness of PAs is often ques- tioned (McNerney, 1995; Murphy Cleveland, 1995). This is consistent with other management practices. Discussing the dynamics of bureau- cracy, Blau states, “Many social patterns that served important func- tions for operations also had some dysfunctions, that is, they produced conditions that impeded the effective attainment of organizational objec- tives” (1963: 252). The PA process may be one such function, believed to be a necessity in terms of making administrative decisions, providing