4) Employee PA interview where the manager meets with the
appraisee for an hour to discuss the manager's appraisal, the subordinate's self-appraisal, and how to improve.
* Thorough preparation by the
appraisee (and appraiser)
Train all appraisers in giving, and
appraisees in receiving, critical feedback.
Appraisee proactivity: Interviewees emphasised the need for
appraisees to be proactive in the PA process and this included, 'playing the game' to get ahead.
(3) Post-appraisal: The appraisers should prepare for open and honest feedback to the
appraisee during post-appraisal.
The findings from further research in this area have implications for the content of appraisal, in terms of goal setting, and also for the process of appraisal to the extent that they may suggest different strategies for dealing with
appraisees of differing orientations.
Records were to be kept by the appraiser,
appraisee and head of department, with the time period for retention of records to be agreed locally.
Learning the reasons for such a mismatch can give an
appraisee a better understanding of the requirements and expectations, as well as an opportunity for further development.
It is assumed for present purposes that the performance appraisal process involves a series of behaviors during which the appraiser observes, stores, and when necessary, recalls and integrates
appraisee behavior (Wexley & Klimoski, 1984).
Although most companies now have a process for evaluating the performance of managers and employees, this activity is not one that either the appraiser or
appraisee relishes.
These are KRA setting, performance feedback,
appraisee's participation in appraisal process, perceived knowledge of
appraisee on existing organizational procedure and system.
This method has been given the name blind choice method since the appraiser, reviewer or
appraisee are not aware of the weightage carried by the factors rated.