Performance related pay and the performance appraisal system continue to have a strong presence in corporate America. The presence of the performance appraisal system ranges from more traditional paper-and-pen systems to the emergence of eAppraisal, a web-based software designed by Halogen to facilitate the appraisal process. The current study investigates trends in this area. Ninety-eight empirical studies on performance appraisals, published between 1990 and 2000, in business, communication, and psychology journals, were reviewed and integrated. This review examined published empirical studies in four categories: performance appraisal systems and practices, rating instruments, raters, and ratees. Results of this synthesis revealed the following: (a) Effective performance appraisal systems feature opportunities for employee "voice"; (b) PRP systems are being implemented with increasing frequency internationally; (c) BOS are superior to BARS and GRS in terms of goal specificity; (d) all types of appraisal systems are subject to rating distortion; (e) multirater, SAM, and peer review feedback programs should be used most frequently for developmental purposes and performance improvement; (f) perceived accuracy of performance feedback is an important component of the evaluation process; (g) acceptance of subordinate feedback is related to subordinate awareness of the supervisor's job; (h) supervisors tend to rate more favorably subordinates from the same nationality or race; (i) organizations should consider culture in terms of human resource development; and (j) variables that affect perceptions of ratees include age, power, pregnancy, and smoking habits. These findings reflected the following five trends: (a) quantitative studies that investigated counterrational dimensions in the performance appraisal process, (b) quantitative studies that investigated interaction effects between rater and ratee characteristics, (c) quantitative studies that investigated preferences of raters and ratees, (d) quantitative studies that investigated communication transactions, and (e) quantitative studies that investigated international applications. The researcher recommends continued research in the areas of counterrational dimensions, interaction effects, participant preferences, communication transactions, and international applications of the performance appraisal process. Wa n g u r i , D . M . ( 2 0 1 4 ) . A R e v i e w, a n I n t e g r a t i o n , a n d a C r i t i q u e o f C r o s s -D i s c i p l i n a r y R e s e a r c h o n P e r f o r m a n c e

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The simplest way of defining ethics and moral values would be to not distinguish between the two and say that they describe what is``right'' and what is``wrong'' in human behaviour, and what``ought to be''. Business ethics are the desired norms of behaviour exclusively dealing with commercial transactions . . . The scope of ethics. . .covers a description as well as the rules and norms of human behaviour relating to each other as well as to nature and animals. The actual``is'' could be vastly different from the normative``ought to be'', both of which can be measured objectively . . . Moral values, on the other hand, are deep-seated ideas and feelings that manifest themselves as behaviour or conduct. These values are not so easy to measure or express in words . . . For our purpose, tentatively, we can say that if we know the consequences of our action, we can convert values into rules of behaviour that can then be described as ethics. To convert this statement into a formula ± values plus knowledge equals ethics. Ethics in business includes values governing commercial transactions not only among persons and among organisations, but also among persons within organisations and political processes that regulate such transactions (Sekhar, 1997, pp. 19-20). More simply put:Our values are``standards that guide ongoing activities''; they are guides for our decision making. When we act or say something that compromises one or more of our values, our psychological structures let us know that something isn't quite right by the feeling of dissonance that arises. If we put this in the context of communication and ethics, we can say that when we compromise our values we are unethical, and being ethical means keeping our values in balance (Borden, 1991, p. 101).These preceding selections draw a clear relationship between ethics and values, implying that the two are certainly related and that values are actually at the root of ethical decisions. A number of different models exist that demonstrate various personal and corporate value systems, ranging from Rokeach's discussion of instrumental and terminal values to Hosmer's discussion of ten values that traverse Western thought from Aristotle to the present day. Rokeach (1973), for example, finalized his value system with 18 terminal and 18 instrumental values. His system specified that``the terminal values can be grouped into self-centered and societycentered values, and the instrumental values into moral and competence values'' (Borden, 1991, p. 100). Hosmer (1995, on the other hand, elaborated on the following ten principles: