Thought Self-Leadership as a Framework for Enhancing the Performance of Performance Appraisers

A seminal review by Ilgen, Barnes-Farrell, and McKellin (1993) of empirical performance appraisal research during the 1980s suggested that the research during this decade made a number of contributions to the performance appraisal field, but to a limited degree. This article attempts to overcome one of these limits in the 1980s appraisal research suggested by Ilgen et al.-that is, the investigation of the content of cognitive variables. Specifically, this examination is completed through the application of a cognitive process recently introduced in the management literature, thought self-leadership, to the performance appraisal process.