Performance appraisal consist of measuring staff member(s) current and preceding performance set against their performance goals established (Dessler, 2014). An organization will only achieve its strategic objective by aligning human resource strategy with business strategy. The human resource management strategy is the pivotal strategy that will augment the aforementioned and that will only happen with effective performance management and appraisal. Supervisors should set out an operative performance that will influence performance standards for their employees. To avoid biases by managers different types of appraisal have been designed such as Self-Rating, Rating Committees, Peer Appraisal, Appraisal by Subordinates, 360-Degree Feedback, Crowd Appraisal, etc. to appraise staff members. These different types of appraisal methods have their advantages and disadvantages that management usually takes advantage of to avoid the biases mentioned above. An exit meeting should be conducted after performance appraisals have been conducted between supervisors and subordinates to draw up strategies and road maps to address deficiencies from the result of the appraisal undertaken. Information about such meetings should be given to the subordinates by the supervisor so that the former will review their work and prepare for the meeting. There are potential appraisal problems such as Lack of fairness and ineffectiveness of supervision, clarification of standards, the supervisor should avoid being in the middle when rating appraisal, etc. A Performance Management Program should be installed after the current performance appraisal system would have been reviewed and there are deficiencies to the effect. All of these mentioned above are geared towards enhancing not only the career pathing and development of staff members but to aid organizational goals.