Performance appraisals traditionally have been studied quantitatively, from the manager's point of view, without considering their value or lack of value to workers. The absence of this information indicates that workers' perceptions and feelings have not always been considered. Therefore, the purpose of this phenomenological study was to understand how the performance appraisal is perceived and valued by employees to inform organizational leaders and workers. Within the motivational theory framework, the research questions focused on the perceptions of the performance appraisal by 8 participants including how value and personal meanings are created. Data were collected by recording face-to-face interviews from the criterion sample. A 7-step data analysis process produced 4 themes, identified by discrete and namable experiences; themes were illustrated using textural and structural descriptions. Participants perceived the performance appraisal as an organizational expectation. Associated value included confirming good performance and identifying of areas of improvement. Performance appraisal perceptions were neutral--participants were not motivated to perform based on the performance appraisal; rather, performance was viewed to be the result of personal determination. This determination sets the stage for workers to initiate action toward enhancing skills and abilities through training and education, which, in turn, leads to workplace satisfaction. Implications for positive social change include increased organizational productivity and success that can result in positive benefits to surrounding communities. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]