Racionalno angažovanje, usmjeravanje i razvoj, motivisanje i nagrađivanje, unapređenje organizacijske efikasnosti i poslovanja teško se može ostvariti ukoliko se ne vrši ocjenjivanje kvaliteta rada zaposlenih. U literaturi o manadžmentu ova tehnika je poznata pod nazivom 'procjena performansi zaposlenih'. Performansa ili učinak može biti bilo neki mjerljiv rezultat koji je ostvaren, bilo ponašanje ili lične karakteristike neophodne za obavljanje određene aktivnosti u definisanom periodu. U poslednje vrijeme razvija se poseban menadžerski pristup - 'upravljanje uspješnošću' (Performance Management) sa ciljem da se procjena performansi i upotreba rezultata procjene u rukovođenju, čiji je cilj unapređenje performansi - uspješnosti zaposlenih, integrišu. S obzirom na to da je procjena performansi zaposlenog najčešće rezultat subjektivnog suda procjenjivača o kvalitetu njegovog rada, mora se voditi računa o mogućim greškama koje karakterišu takav način prosuđivanja. Postoji više tipova grešaka koje procjenjivači mogu počiniti prilikom procesa procjene performansi zaposlenih, a u ovom radu prikazan je pristup identifikaciji i umanjenju distribucijskih grešaka procjenjivača, kao najrasprostranjenijih u organizacijama sa većim brojem zaposlenih. / It is difficult to achieve rational engagement, directing and developing, motivating, rewarding, and improving organizational efficiency, without the evaluation of the quality of job performance of employees. In management literature, this technique is known as 'employee performance evaluation'. Performance or productivity may be either a measurable result that has been achieved, or behaviour or personal characteristics necessary for performing certain activities in a defined period of time. Recently, a special management approach 'performance management' has been developed, in order to integrate the performance evaluation and the use of assessment results in management, aimed at improving performance. Since the employee performance evaluation is most often the result of subjective judgment of an evaluator about the quality of his/her work, one has to take into account possible errors that characterize such a way of judging. There are several types of errors that an evaluator can commit during the performance evaluation process, and in this paper, an approach to the identification and reduction of distribution errors of evaluators, most widely spread in organizations with a large number of employees, has been presented.