Three systems of appraisal of employees are described with reference to major characteristics and the most appropriate application context. The first system, the developmental action program, is designed to be utilized on a job allowing the employee considerable discretion in reaching the job's objectives, and perhaps some autonomy in establishing goals. The maintenance action program is a system of appraisal applicable to the average acceptable performer with low potential for promotion because of limited ability or motivation. Finally, the remedial action program is intended for administrative use with those clearly below standard, whose performance has consistently been unacceptable. Also discussed is the nature, amount, and frequency of feedback given to performers in the different appraisal systems. The author concludes that variations in appraisal are necessary because of multiple performance problems, performance histories, and work situations. (MPJ)