Ngeshwa, iklabishi engavamile yaseSavoy ayithandwayo nabalimi bethu, ngoba abaningi bathambekele ekucabangeni ukuthi ukukhula kuyinkinga enzima nesikhathi esiningi. Ingabe ngempela, sizokhuluma kule ngxenye. Imfanelo futhi ehlukile iklabishi savoy Savoy iklabishi (Brassica oleracea convar. 23Abantwana bengxenye eyodwa kwezimbili yesizwe sakoManase basebehlala elizweni; kusukela eBashani kusiya eBhali-Hermoni leSeniri lentabeni yeHermoni bona banda. 24Lalezi zinhloko zendlu yaboyise, ngitsho oEferi loIshi loEliyeli loAziriyeli loJeremiya loHodaviya loJahidiyeli, amadoda angamaqhawe alamandla, amadoda alamabizo, inhloko zendlu yaboyise. Izihlahla ezihlotshaniswayo zijabulela insimu yokuzilibazisa hhayi kuphela ngeqabunga labo elimnandi, kodwa futhi livame ukuphuma ngezimbali ezimibalabala nezithelo ezimibalabala. Zimbalwa zazo ezidliwa ngabantu. 225.S.O. 2566 [10.08.2017] Draft Notification declaring Eco Sensitive Zone around Tansa WLS, Maharashtra literature suggests that human resource practices (hrps), particularly performance appraisal (pa), contribute to innovation. however, the importance of pa amongst other antecedents to innovation is inadequately described. this leaves human resource managers (hrms) in the dark on which hrps they should emphasize. this study contextualises the pa--innovation relationship in south africa and specifies the importance of pa as a driver of innovation within and across organisations. a cross--sectional survey was employed, acquiring data from a broad cross--section of south african employees and organisations. pa, hrps and three other antecedents to innovation, and innovation itself, were measured. across organisations, pa was directly responsible for between 3.8% and 5.7% of the variance in innovation. it was also found that, when pa was combined with other hrps and other antecedents to innovation, the role of pa was significant, though mostly secondary. within organisations, the pattern repeated itself with the painnovation relationship significant in 30% of organisations, with pa never the dominant driver of innovation in any organisation. the research thus revealed that pa, as an antecedent to innovation, plays a subordinate role, both across employees and within specific organisations. when testing more complex models on the pa--innovation link, the results revealed that the pa--innovation relationship is mediated by work engagement (we) as well as affective commitment (ac), with we having the greatest effect. transformational leadership (tl) and corporate entrepreneurship (ce) moderate the pa--innovation relationship, with tl having the strongest effect and ce having almost no effect. proactive personality does not moderate the pa--innovation relationship. the results specify the relative importance of pa in general and within specific organisations. the main finding is that pa is not the dominant hrp driving innovation. it also shows that leadership behaviour (tl) more than climate (ce), and we rather than ac influence the pa innovation relationship. the aforementioned will benefit all stakeholders, particularly hrms, to focus on appropriate hrps when trying to enhance innovation at the general employee and organisational level. no previous research has discussed the role of pa as an antecedent to innovation in this degree of detail or contextualised the research as has been done here.