Many firms are actively seeking to transition from the traditional seniority-based system to a merit-based human resource management approach. Merit-based human resource management requires accurate evaluation and the acceptance of evaluation results by the ratees. Therefore, this study aims to identify the effects of performance appraisal characteristics on ratees' acceptance of appraisal results, to examine how the relationships between these variables differ depending on organizational situations, and to explore design and operational strategies for performance appraisal systems that enhance acceptance based on the findings. To achieve these objectives, a survey was conducted among 695 employees from 38 manufacturing firms. The analysis results showed that acceptance of appraisal results was influenced by performance appraisal characteristics, largely supporting the hypotheses. However, when organizational situations were considered as moderating variables in the relationship between performance appraisal characteristics and ratees' acceptance, the hypotheses were generally rejected. Specifically, only trust in the appraiser, role conflict, span of control, and supervisory proximity were found to be statistically significant. Moreover, the direction of the moderating effects for span of control and supervisory proximity differed from expectations. Finally, the reasons for these results were discussed, and recommendations for enhancing ratees' acceptance of appraisal results were presented.