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Conducting Performance Appraisal Interview (Problems (Defensivness…
Conducting Performance Appraisal Interview
Performance Appraisal
System of paperwork and procedures
Designed for managers by orgs
Interpersonal process
Goals
Organizational
Evaluation
Coaching and Development
Individual
Development
Rewards/Praise
Conflict between these two!
Hard to reconcile these opposing needs
Problems
Ambivalence
Subordinates don't want to hear critical feedback
Avoidance
Not fun to do, so managers avoid initiation
Defensivness
Critical feedback = possibile defensive reaction
Limits ability to have a constructive conversation
Worst = 'going through the motions'
Solutions
Appraisal system can be designed to avoid negative dynamics
Two separate interviews to distinguish process
Evaluation
Development
Performance data
Pick specific behaviors
Specificity helps i.d. performance goals
Allow subordinate to appraise manager prior to meeting
Eliminate process all together
Communication during process can help
Tell-and-sell
Purpose: Manager tells subordinate what they need to do
High instances of defensiveness
Tell-and-listen
Manager begins by telling employee what needs to be done
Lets subordinate respond
helps create better understanding between two parties
Problem solving
Manager helps subordinate discover own inadequacies
Eliminates defensiveness
Mixed model
Utilizes problem solving and tell and listen
Ten steps
These steps define process clearly
Allows for open communcaiton
Primary goal = coaching; secondary let's subordinate know where they stand
Ongoing relationship of manager and subordinate