The effectiveness of the existing performance appraisal process within the Division of Information Services, Griffith University was examined in a survey of 136 employees. A model of performance appraisal was developed from the study results. Inputs of performance appraisal were found to be supervisor behaviour (feedback, communication of expectancies, action planning, consultation, and support) and task clarity (clear duties, goal setting, and participative goal setting). These were shown to be associated with the outputs of performance appraisal. Outputs were people's feelings and reactions (mutual understanding, satisfaction with feedback, and training effectiveness), and perceived outcomes (positive impacts of performance appraisal in general and on the individual, and improved work performance). Certain implementation issues (preparation for performance appraisal, supervisor assistance, involvement in the performance appraisal meeting, and training for the meeting) were perceived by respondents to be associated with the performance appraisal process. 'Some beliefs and dilemmas (value of performance appraisal and fairness/consistency issues) were perceived to be associated with the performance appraisal process. Some demographic factors (supervisory role, performance appraisal at Griffith, and the number of years at Griffith) were also found to be related to the performance appraisal process. The current performance appraisal system was found to be inadequate in terms of this evaluation. Results of the study are used to generate a framework for an alternative performance appraisal system for the division.