; and must state its purposes so that standards, procedures and practices conform (Lopez, 1968, p. 56).
While the goal of performance appraisals is to reward and motivate employees, improve performance and provide feedback, the system often leaves employees feeling discouraged, disgruntled
and surprised by their manager's perceptions and evaluations (Deets & Tyler, 1986, p. 50).
In order to be effective, the employee and supervisor who
is conducting the performance appraisal must trust each other and provide support for each other. They must have a high level of interactive capability so that the appraisal is not clouded by misconceptions (either verbal, nonverbal or written). Uncomfortable feelings between appraiser and appraises often stem from: the vagueness of the appraisal form; performance criteria not well defined; inappropriate or inapplicable measurement systems; and meaningless assessments.
Employees often feel anxious and defensive because of the gravity of the appraisal and the possible long-term influences and decisions made in this process. When confronted with these emotions, the appraiser often becomes defensive. Instead of being constructive criticism for the employee's benefit and hoped for improved job performance, employees often view the appraisal process and interview as a condemnation of them personally as well as their work.
There are several ways to lessen these negative effects.
For example, the relationship between the appraiser and appraises should be a warm supportive one. Direct criticism should be reduced and the manager/appraiser should be sure that the appraisal is really fair. Participation is another key factor in a successful and useful appraisal interview. Employees should be asked to self-evaluate and collaborate on his review. Appraisers should provide specific information and suggestions as to how employees can improve their performance. The appraisal reviews sho...