Let us consider the use of the direct supervisor as a source of performance information, followed by the use of other sources, including peers, direct reports, self, and customers. As a source of performance information, supervisors are usually in the best position to evaluate performance in relation to strategic organizational goals. Supervisors are often those making decisions about rewards associated with performance evaluation. And in hierarchical cultural contexts, supervisors are seen as the exclusive source.

Many organizations use performance evaluations provided by peers. Peer evaluations have some weaknesses and should not be used as the sole source of performance information. As discussed earlier, self-appraisals are an important component of any performance management system. They have become particularly prominent, given the increasingly popular view regarding the need to shift from performance appraisal to performance management.

Customers participate in performance touchpoints in many types of industries, occupations, and jobs. Although collecting information from customers can be a costly and time-consuming process, performance information provided by customers is particularly useful for jobs that require a high degree of interaction with the public. Moreover, performance information can also be collected from internal customers.