Well-designed performance appraisals should provide employees with feedback concerning their performance, serve as a basis for modifying behavior toward more effective work habits, and provide managers with data which they can use to judge future job assignments and compensation. Poorly-designed ones, used as short-term control systems, can create fear and mistrust. Performance appraisals can be very valuable, but they have been largely neglected because of the time and effort needed for data collection. This paper describes changes made in the performance appraisal process at the Mona (Jamaica) Campus of the University of the West Indies. The old review system included assessment by supervisors, review by a committee of peers, and review by the Library Assessing Committee. The new appraisal process, in step with Total Quality management (TQM), begins with the assessee submitting a form on which he has identified both his achievements and areas for improvement. A questionnaire was administered eliciting the responses of professional staff members to both systems, and 15 of 22 were returned. Survey responses indicated that staff were unclear about the library's goals and their own duties. They disliked the perceived subjectivity of the appraisals, the limited scope for registering disagreements, and the emphasis on publications. As for the new process, respondents liked the idea of self-evaluation and liked the form itself but were unhappy about not being asked to participate in its development. The new system may continue to work if used in conjunction with other TQM principles like direct communication, setting the right goals, empowerment and training. Survey data is appended in nine tables. (Contains 13 references.) (BEW)