Abstract
Our study examines the use of the performance appraisal system at Hebron Public Hospital (Palestine) during the second intifada, started in 2000. The aim of the article is to shed light on the reasons behind the use of performance appraisal systems in organizations operating in zones of conflicts, an area relatively neglected by HR scholars. To create the theoretical fundament we draw on mainstream literature on performance appraisal, contextualizing it to the Middle-Eastern context. From the literature analysis, we identify five guiding logics for the implementation and use of performance appraisal systems (Appendix A). We use a multi-method approach, qualitative and quantitative, to analyze the longitudinal performance evaluation data over the period 2000-2002 for about 250 individuals. These data are complemented with interviews and observations in the field. Our analysis shows that the trends evidenced in the quantitative analysis are similar to trends evident in Western contexts. However, these trends were not the consequence of the same five Western logics found in the literature. The qualitative study allows us to identify two additional logics for making sense of the performance appraisal system at Hebron Public Hospital: the need to find peace within the organization (organizational peacefulness logic); and the need to maintain order through the acceptance of the status quo (dominance logic). These results allow us to draw conclusions for theory and practice of HR management and to identify useful criteria for doing research in areas of conflicts.