However, trying to achieve both goals simultaneously can create conflicts in the evaluator and
appraisee. It is very difficult for the supervisor to concurrently be a counselor/guide while trying to be a judge at the same time.
In a pre-meeting briefing inform the
appraisee of the purpose of the appraisal and the structure that it will follow.
Interviews were conducted with parallel stakeholders in the two schools--heads of school, appraisers,
appraisees, personnel managers and trade union representatives--over a 3-month period.
Appraisee proactivity: Interviewees emphasised the need for
appraisees to be proactive in the PA process and this included, 'playing the game' to get ahead.
The use of IT in these ways undoubtedly helps in making the appraisal process more manageable, especially where multiple rating sources are involved, but it also raises many questions about
appraisees' reactions and possible effects on PA outcomes.
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).
Consider whether to hold development sessions in which
appraisees can offer support to each other.
Short-term outcomes can include an increase in
appraisees' awareness of their strengths and weaknesses, improvements in work behaviors, and improvements in individual performance.
The majority (63 per cent) of
appraisees believe their boss is sufficiently aware of what they do to give an accurate appraisal of their work performance, and three-quarters (77 per cent) felt they could talk openly and honestly during the appraisal discussion.
In Foucauldian terms, the discourse of personnel psychology can be seen to occupy an important 'discursive space' in the work-place through its provision of a theory and techniques for the observation and assessment of employees, and through its creation of objects such as 'leaders' and 'followers', 'selectors' and 'candidates', 'appraisers' and '
appraisees', etc.
