Nowadays, a generally preferred approach to employee performance evaluation can be described as a complex and systemic one. This approach is reflected in the unity of three basic areas of evaluation, namely: evaluation of performance (outputs) of work, evaluation of employee development, and evaluation of relationships. The aim of the paper is to describe methods applied in employee performance evaluation and present respondents’ opinions of the possibilities of work performance improvement. Our starting point is an assumption that work performance is a decisive factor for which employees are recruited. There have been developed numerous methods of employee evaluation, which differ in terms of applicability in employer entities. The focus of our empirical research is on the differences between methods of employee performance in three types of employer entities (small, medium-sized and large employer entities). The research was conducted by means of the combination of the questionnaire method with an interview. Respondents identified the evaluation interview as the most progressive method in achieving work results. Although it is hard to define the single best method of conducting the evaluation interview, it is stated that what can be defined are the rules, which can significantly influence the result of the interview. These rules result from the outcome of the questionnaire survey conducted as part of our research and are listed in the conclusion of the paper. Employee work performance is also the result of leading employees, and the most important innovation in human resource management is the concept of performance management.