Performance Appraisal System ContributionsProcesses for assessing employee job performance and demonstrated competency are typically developed by human resource management professionals at an organizational level and generally apply to all jobs (Pulakos, 2004). The framework may differ depending on the model followed regarding sources of feedback, what feedback should be used, and how it is used. Factors such as a person’s level in the organization, required technical competency, and behavioral standards, all weigh in to what is to be evaluated and how it is to be evaluated (Pulakos, 2004). It is important that the performance model used produces valid, reliable, fair, useful, and cost-effective results in supporting personnel decisions. In evaluating all components of a performance appraisal, it is important that each component add value to the overall process; otherwise, it should be eliminated.For this Discussion, select two performance models.Post descriptions of the two performance models you selected. Then, explain how those performance models might add valu
e to the performance appraisal process. Provide concrete examples and citations from the Learning Resources and current literature to support your post in APA 7th.ReferencesHeslin, P. A., Latham, G. P., & VandeWalle, D. (2005). The effect of implicit person theory on performance appraisals. Journal of Applied Psychology, 90(5), 842–856.Lefkowitz, J. (2000). The role of interpersonal affective regard in supervisory performance ratings: A literature review and proposed causal model. Journal of Occupational and Organizational Psychology, 73(1), 67–85.Murphy, K. R., & De Shon, R. (2000). Interrater correlations do not estimate the reliability of job performance ratings. Personnel Psychology, 53(4), 873–900.Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis, and review of empirical findings. Personnel Psychology, 58(1), 33–66.Viswesvaran, C., & Ones, D. S. (2000). Perspectives on models of job performance. International Journal of Selection and Assessment, 8(4), 216–226.