Roughly two generations ago, many HR articles decried problems with performance appraisal. A common complaint was that managers did not devote sufficient time to conducting the appraisals and that biases were rampant. Another common complaint was that most managers gave high ratings to all employees and did not bother to properly differentiate and carefully document the performance evaluation of subordinates. Several old surveys reported that three$-$quarters or more of employees hated performance appraisals and found them of little value, increasing tension at work. Several recent surveys reveal that this situation has not changed much, with the majority of managers and employees unhappy with appraisals. Based on what you have learned in this chapter, what implications does this have for HR practices that presumably rely on an accurate assessment of employee performance $($such as promotions and merit pay decisions$)?$