Improving Employee Acceptance Toward Performance Appraisal and Merit Pay Systems

Abstract

This paper reports the attitudinal findings of an ongoing study of county government professionals regarding a newly implemented performance appraisal and merit pay system More specifically, the study explores whether these attitudes change from before to after implementation ofthese systems Finally, the study examines whether leadership credibility and other variables in any way enhance the chances for success in implementing these human resource technologies The findings indicate, for example, that leader credibility and motivation to change on the part of the leader signifi cantly increases employee acceptance toward performance appraisal and merit pay