The paper presents the concept of a computer-aided system for periodical evaluations of middle and top managers conceived as a universal human resource management tool.The success of manufacturing companies depends vitally on professional, competent and properly motivated management. Hence the need for a tool for evaluating employee predispositions to perform specific functions in the organiation Regular monitoring of managers' performance can provide input for overall performance appraisals. These, in turn, allow companies to plan future tasks, identify development needs and formulate short and long-term goals as ~~11 as personnel and payroll policies. In addition, evaluation results play a role in motivating employees and providing information for corrective action Employee appraisals are a prerequisite for eliCent motivation and informed compensation, promotion, demotion, development and dismissal decisions. The informative and corrective function relies on the reliability of performance information which is the basis for corrective act*on.For the employee evaluation system to work properly, it is essential that the individual or team in charge of evaluation is clearly designated. Typically. responsibility for employee evaluation rests with seuior oflicers or immediate supervisors. Their job is to monitor performance and interpret information. Since such evaluations are unavoidably subjective, they are supplemented with self-evaluation reports which constitute a valuable source of information on the employee.Another, and iu fact the most important part of the method, is the determination of evaluation criteria. Four main criteria were identit?ed and supplemented with the following suppoltlng criteria: 1) performance (adherence to schedule, work quality, productivity, utilization of working time, m;lterial and company property managcmen1);2) team management skills organization and planning, evahlation of and control over subordinates, independent decision-making, 3) skill dcvelopmcnt (creativity, openness to change, self-criticism, communication and negotiation skills, improvement after training courses); 4) personality and behavior c011unmicati0n skills, leadership, teamwork, -behavior.Evaluations in the method were made on a six-point scale (1 to 6,6 being the best result). Each numeric grades was supplemented with a description. The four criteria were weighted before incorporating them into the final evaluation. Thus, the first criterion accounted for 50%, the second and the third for 15% and the fourth for 20% of the final evaluation.Information collected in the appraisal process comprises three aspects: personal data, evaluation and summay (recommendations, comments and conclusions). The evaluated employees submit their personal data and evaluate themselves on the six-grade scale. The supervisor follows the ane steps after which he compiles and wnmarizes itiormaion. It is also essential to discuss the results with the employee.The process of gathering and processing information can be facilitated by conver...