Conducting a Performance Appraisal Interview
Functions
Source of data needed for manpower planning
Means of influencing performance and fulfilling moral obligation of letting people know where they stand
Protection against lawsuit
Both a system of papers and procedures (system) and the interpersonal process
Provides info about performance to help with placement, promotions, firing and pay
Ultimately, can be a tool for changing individual behavior
Goals
Evaluation
Coaching and Development
Give feedback to subordinates
Help company make discharge and retention decisions & provide means of warning to subordinates
Develop valid data for pay and promotional decisions
Counsel subordinates so they will improve performances and develop future potential
Develop commitment to larger org through discussion of career opps and planning
Motivate through recognition and support
Strengthen relations
Conflicts in Individual and Organizational Goals
Individual desires to confirm positive image and obtain organizational rewards of promotion or pay
Org wants individuals to be open to negative info about themselves so they can improve performance
The poorer the performance of the individual involved, worse the potential conflict and less likely the exchange of valid info
Poor Appraisals
Ambivalence and Avoidance
Feedback and Defensiveness
Skirt around topic
Sandwich bad news between good
blame unsatisfactory performance on others/uncontrollable events
Question appraisal system itself or minimize importance
Demean source of data
Apologize and promise to do better to shorten the feedback
Agree to readily to feedback while inwardly denying validity
Potential Solutions
Design appraisal system to minimize negative dynamics
Interview process itself can help minimize problems
Ongoing relationship between boss and subordinate influences process
Uncoupling evaluation and development
Choosing appropriate performance data
Upward appraisal
Eliminating performance appraisal system
Tell and sell
Tell and listen
Problem solving interview
Mixed model interview
Scheduling
Agreeing on content
Agreeing on process
Location and space
Opening the interview
Starting discussion
Exchanging feedback
Manager's views
Developing plan for improvement
Closing Discussion
Less defensive and more open dialogue for helper/judge role
Separating interview on evaluation and coaching
MBO
Critical Incident Method
More equal platform
Rate your boss
Supervisor in complete control
Let subordinate know how they are doing
Gain acceptance of evaluation
Get them to follow manager's plan for improvement
Supervisor describes strengths and weaknesses
Explore subordinate's feelings
Encourage subordinate to disagree to release negative feelings
List actively, make effective use of pause, reflect feelings, summarize feelings
Objective is to allow subordinates to develop own needs
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Assess effectiveness
Accepting climate?
Agreement on purpose and process of interview?
Specific questions?
Feedback clear and specific?
Build better relationship?
Learn something new of subordinate?