When we closelyexamine personnel systems at corporations and national/local governments in Japan, insearch of appropriate methods for quality human resources development, it isclear that competency- and performance-based personnel evaluation systems havebecome dominant. The national trend of evaluation implementation as of the2006 school year appears to indicate that the core appraisal principles offairness, equality, objectivity, transparency, and persuasiveness aresufficiently considered in personnel evaluations in Japan. Common viewpoints among evaluations indifferent locations include the introduction of target management methods thatutilize self-evaluation; grading (absolute evaluation) based on appraisalitems, elements, as well as evaluation standard; multifaceted evaluation(primary and secondary evaluators); interviews; disclosure and feedback ofappraisal results; utilization of evaluation results in human resourcesdevelopment and ability development; utilization of evaluation results inemployee treatment; establishment of new work performance evaluation(improvement of the existing system). Assuch, the new evaluation system goes beyond being a mere principle ofperformance evaluation to be a manifestation of the idealism ofability-development performance. For that reason, I would like to suggest that thefollowing issues constitute future tasks in order to develop the new personnelevaluation system in Japaninto an even more viable one: First, principals need to secure time for understandingteachers’ execution of duties and facilitating effective interviews, as well asoptimizing a system schedule and its implementation. Second, trustworthiness of the evaluation system andappraisal should be further improved in the following areas: level of challengein goals at the time of evaluation; treatment of responsibilities outside thescope of appraisal; different evaluation methods of multiple evaluators;disclosure of evaluation results and proc