Although the use of evaluative performance standards is common in most organizations, research in our field has focused almost exclusively on selection standards (and predictor cut‐off scores), rather than standards for subsequent performance. This review considers aspects of the performance standard‐setting process that influence incumbents' job reactions, specifically in terms of motivated performance and job satisfaction. We draw upon the following literatures to specify future research needs and directions: goal setting, feedback and framing, performance expectations, job satisfaction, and utility analysis. The result is an outline of research propositions concerning the acceptance of performance standards, the content of performance standards, the communication of standards, and the difficulty levels of those standa