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Conducting a Performance Appraisal Interview (Problems in Performance…
Conducting a Performance Appraisal Interview
What is Performance Appraisal
a system of papers and procedures designed by the organization for use by its managers( appraisal system)
an interpersonal process in which manager and subordinate communicate and attempt to influence each other (appraisal process or interview)
Why is PA So Important
a means of influencing employee performance and fulfilling the moral obligation of letting people know where they stand
a protection against legal suits by employees who have been fired or demoted
a source of data needed for manpower planning
managers and subordinates' attitudes toward PA: ambivalent
managers
recognize performance appraisal as a potentially useful tool for improving the performance of subordinates and the effectiveness of their organizational unit
performance appraisal inherently poses some danger to the motivation of their subordinates and their relationship with them.
subordinates
want and ask for feedback about how they are doing
they prefer feedback that is consistent with their image of themselves as good performers
Goals of Performance Appraisal
organizations' goals (many goals are in conflict)
evaluation goals
To help the company in making discharge and retention decisions and to provide a means of warning subordinates about unsatisfactory performance
To develop valid data for pay (salary and bonus) and promotion decisions and to provide a means of communicating these decisions
To give feedback to subordinates so they know where they stand
coaching and development goals
To develop commitment to the larger organization through discussion of career opportunities and career planning
To motivate subordinates through recognition and support
To counsel and coach subordinates so that they will improve their performance and develop future potential
To strengthen supervisor-subordinate relations
To diagnose individual and organizational problems
individual's goals
want feedback
conflicts between individuals’ desire for personal development and their wish for rewards and feedback consistent with their self-image
Problems in Performance Appraisal
The Worst of All Interviews: Avoidance and Defensiveness Combined
central dilemma
: how to have an open discussion of performance that meets the individual’s need for feedback and the organization’s personnel development needs while preventing damage to the individual’s self-esteem and to his or her confidence about organizational rewards.
Feedback and Defensiveness
manager in the incompatible roles of
judge
and
helper
can elicit resistance on the part of subordinates as they defend against threats to their selfesteem
forms of subordinates' defensiveness
try to blame their unsatisfactory performance on others or on uncontrollable events
may question the appraisal system itself or minimize its importance
may demean the source of the data
may apologize and promise to do better in the hope of shortening their exposure to negative feedback
may agree too readily to the feedback while inwardly denying its validity or accuracy
Ambivalence and Avoidance
superiors
superiors are uncomfortable because their organizational role places them in the position of being both judge and jury
most managers are not trained to handle the interpersonally difficult situations that are likely to arise when feedback is negative
results
uncertainty about their subjective judgments and anxiety about meeting with subordinates to discuss performance
supervisors often feel personally bound to let people know where they stand
subordinates
ambivalent about receiving negative feedback
result
vanishing performance appraisal: no real appraisal occurs or, more likely, a shallow appraisal just skims the surface
Potential Solutions to Appraisal Problems
The Appraisal System
Choosing appropriate performance data
Upward appraisal
Uncoupling evaluation and development
Eliminating the performance appraisal system
Supervisor-Subordinate Relations
supervisor is providing feedback and coaching on an ongoing basis
expectations for the appraisal interview are likely to be shaped by the broader supervisor-subordinate relationship of which it is only a small part
The Appraisal Interview
The tell-and-sell method
The problem-solving interview
The tell-and-sell method
The mixed-model interview (10 steps)
