The AWRS and AWIRS 1995 approached the implementation of employee training and performance review from different perspectives.
The AWIRS 1995 examined the provision of formal training and staff appraisals in the context of broader performance management practices, including quality circles, team building and total quality management. In 1995, staff appraisals/evaluations was one of the most common types of management practices used at workplaces. Staff appraisals were in place at 61% of workplaces.
In contrast, the AWRS focussed on the distribution of different employee development and progression practices across enterprises.
Figure 4.3 shows the differences in access to various development and progression practices across AWRS enterprises. Consequently, while the questions do not allow a direct comparison of the AWRS and AWIRS 1995 data, the findings provide an indication of common elements in strategic HRM over time.
The AWRS shows that over three-quarters (77%) of enterprises reported having performance development planning and review for individual employees in place, including over half (59%) of enterprises where it was reportedly available to all employees.
Source: AWRS 2014, Employee Relations survey.
Base = 3057 enterprises.
 AWIRS 1995, main survey, employee relations management questionnaire (A17).
 Rogers M (1998), 'Management, Organisational and Technological Change in Australian Workplaces: Evidence from the AWIRS Data Sets' Melbourne Institute Working Paper No. 11/98, p. 14.