SULAIMAN, MARYAM2023-12-102023-12-102018-11-23Aguinis, H. (2009). Performance management (2nd ed.). Upper Saddle River, NJ: Pearson Prentice Hall. Aguinis, H., Joo, H., & Gottfredson, R. K. (2011). Why we hate performance management and why we should love it. Business Horizons, 54(6), 503—507. Ainspan, N., & Dell, D. (2000). Employee communication during the mergers. New York, NY: Conference Board. Appelbaum, Madelyn. & Armstrong Sharon. (2003). Stress free Performance Appraisal. USA: Career Press Publication, p. 9 Armstrong, M. & Baron, A. (1998). Out of the box. People Management, 23, 38-41. Armstrong, M. and Baron, A. (2004) Managing performance: performance management in action. Arnold, H. J., & Feldman, D. J. (1982) A multivariate analysis of the determinants of job turnover. Journal of Applied Psychology, 67(3), 350-360. (3) Ashford, S.J. and Cummings, L.L. (1983), ―Feedback as an individual resource: personnel strategies of creating information‖, Organizational Behavior and Human Performance, Vol. 32, pp. 370-98. Bacal, R., (1999). Performance Management. A Briefcase Book. McGraw-Hill. New York. Bartol, K.M., Srivastava, A., 2002. Encouraging knowledge sharing: the role of organizational reward systems. Journal of Leadership and Organization Studies 9, 64-76.https://keffi.nsuk.edu.ng/handle/20.500.14448/1442Globally, performance appraisal management play a great role in employment performance, organisational and economic growth. However, in Nigeria employees are faced with a number of factors including socio-cultural factors (SCFs) which hinder their satisfaction in respect of their appraisal management. This study assesses the impact of performance appraisal management on employee’s performance in Nigeria. The study was conducted in FCT Abuja metropolitan employing cross-sectional and case study research designs in which department of development control of FCT Abuja were surveyed using primary data. Data were analyzed using descriptive statistics and binary logistic model. Conversely, they should demonstrate in their promises and conduct that the evaluation plays a key role in motivating people to utilize their abilities in pursuing the organization’s objectives. Employees should be made to have value for their money and should also match value with appraisal service quality. Regular visits are needed to re-assure the employees of the organisational preparedness to serve the customer better. The study generally concludes that each organisation should be prepared to commit resources to provide excellent employees services that would improve complaints of employee to the barest minimum on performance appraisal. Finally, It is recommended that the Pay-for-performance is a useful financial appraisal tool to stimulate employee’s passion for their work to its top priority.enThesis