Orientation: Innovation is essential to organisational survival, and several studies have shown that performance appraisals (PAs) contribute to innovation. Research purpose: The purpose of this study was to examine the importance of PA as an antecedent to innovation relative to other human resource practices (HRPs). Motivation for the study: The specific HRP drivers of innovation among employees and across organisations are not well specified, hindering appropriate resource allocation. Research approach/design and method: The PA–innovation link was investigated among 3180 employees across 53 South African organisations, utilising a cross-sectional survey design involving quantitative data, and focusing on correlation and regression analyses. Main findings: Human resource practices accounted for approximately 10% of the variance in innovation when considering individual employees. Performance appraisal was neither a common nor a unique predictor of innovation. When focusing on the link across organisations, a significant HRPs–innovation link was established in approximately 60% of organisations, with PA playing a significant role as the predictor of innovation in 10 (out of 53) organisations. Practical/managerial implications: Other HRPs, specifically supervisor support and staffing, played a much bigger role than PA in driving innovation of individuals, also across organisations. This specifies the relative importance of PA amongst other HRPs. Contribution/value-add: General managers, human resource practitioners and researchers can now use data-driven evidence to select specific HRPs which significantly enhance innovation among employees and across organisations.

中文翻译：

---

绩效考核是创新的先决条件：相对于其他人力资源实践而言，其重要性的分析

方向：创新对于组织生存至关重要，多项研究表明绩效评估（PA）有助于创新。研究目的：本研究的目的是检验相对于其他人力资源实践（HRP），PA作为创新先决条件的重要性。研究动机：员工和整个组织中特定的HRP创新驱动因素尚不明确，这阻碍了适当的资源分配。研究方法/设计和方法：利用涉及定量数据的横断面调查设计，重点研究了相关性和回归分析，对南非53个组织的3180名员工进行了PA-创新环节的调查。主要发现：考虑个人雇员时，人力资源实践约占创新差异的10％。绩效评估既不是创新的通用指标也不是独特的预测指标。当关注组织之间的联系时，在大约60％的组织中建立了重要的HRP与创新的联系，而PA在10个组织（53个组织）中的创新预测中扮演着重要角色。实际/管理方面的影响：其他HRP，尤其是主管的支持和人员配备，在推动个人乃至整个组织的创新方面，比PA发挥了更大的作用。这指定了PA在其他HRP中的相对重要性。贡献/增值：总经理，