A solution to the performance appraisal feedback enigma

Executive Overview It is hard to dispute the value of the ubiquitous formal performance appraisal programs used in almost all large organizations. In theory, these programs should serve important organizational objectives. Each employee should be evaluated at least annually and be given feedback to communicate how he or she is performing. In practice, however, most managers find these feedback interviews distasteful. Unless constrained by some sort of administrative pressure, like a subordinate sign-off requirement, managers are likely to ignore the responsibility. The traditional manager-to-subordinate performance appraisal feedback interview is becoming anachronistic in our culture. The appraisal feedback interview is a very authoritarian procedure—a parent-child type of exchange. Most modern organizations are moving away from authoritarian management toward an involvement-oriented working environment. A performance review discussion based on the subordinate's self review fits an involvement-oriented climate much better than the traditional top-down performance review discussion. It also has the advantage of forcing the manager into a counseling mode, rather than serving as a judge. Research has shown that performance review discussions based on self-review prove to be more productive and satisfying than traditional manager-initiated appraisal discussions.