3.0 METHODOLOGYFrom the above study, an overview of performance appraisal in relation to management and its importance to the field of human resource department has been provided . One of the problems introduced is the increasing reluctance of organizations to experiment with performance appraisal approaches. Unfortunately, a large part of these experiments do not find their place in the body of knowledge that supports them. The other issue is research on performance appraisal from the employee perspective. Although there is growing research interest in employee reactions to performance, studies lag far behind work done from a managerial or organizational perspective. These two issues alone suggest many avenues for research and many potential studies. For this study, a manageable research question emerged: How do employees describe the experience of a motivating performance communication discussion? This question promised contributions to both problems. This presented an opportunity to hear employee voices as they described their experiences with a significantly refreshed performance management system. To address these issues and find an answer to the research question, this study used a phenomenological research design. The purpose of this section is to present the research context and describe the phenomenological research methods followed in this study. Research Context: The study focuses on performance evaluation within the Jitambue organizing council. This study is based on primary data collected during a field survey. A structured questionnaire was designed for this study, which was administered to a selected sample of 80 employees at Jitambue Head Office, London, belonging to all employment cadres...... middle of paper ... ... culture and a review of contemporary trends, California: Sage publications. Greene, R. (2010). Rewarding performance: guiding principles; personalized strategies, Routledge/Taylor-Francis. Grote, R. (1996). The Complete Guide to Performance Appraisal, New York: AMACOMHarmon, E., Hensel S. and Lukes T., (2006), Measuring Performance in Services, The McKinsey QuarterlyLongnecker C. (2005). Managerial performance evaluations: the good, the bad and the ugly, human resources consultant Mathis R. and Jackson, J. (2009). Human resource management: essential perspectives, Mason: Cengage learningMcElrath, D. (1987). Hazelden: A Spiritual Odyssey. Minnesota: HazeldenMilkovich, G. and Newman, J. (2002). Compensation. (9th ed.) Murphy, R. and Cleveland, J. (1995). Understanding Performance Appraisal: Social, Organizational, and Goal-Based Perspectives, California: Sage Publications.