An Examination of Raters' and Ratees' Preferences in Process and Feedback in Performance Appraisal

Abstract

This paper examined the raters' and the ratees' preferences in Malaysia regarding the performance appraisal process and feedback. A total of 52 managers (raters) and 122 subordinates (ratees) participated. Analysis by t test and correlation showed significant differences between raters and the ratees on most factors. Ratees preferred to have more frequent appraisals than once a year and preferred to have more frequent feedback from the managers about their performance. Ratees' preference for the purpose of information on performance was towards salary increase, promotion, training, and career development whereas the raters gave more importance to training and career development.

Mapping cognitions to better understand attitudinal and behavioral responses in appraisal research

“…In order for this to be achieved, proper training on the skills and knowledge of appraisals has become a critical part of any appraisal system. Companies (both private and public) are also investing in training provided to both appraisers and appraisees to ensure that all parties to the appraisal system are fully aware of their roles, duties, responsibilities, and the skill-sets needed to effectively carry out performance appraisals (Bernardin & Pence, 1980;Buckham, 1990;Feldman, 1986;Lievens, 2001;Manshor & Kamalanabhan, 2000;Roberts, 1998Roberts, , 2002Smith, 1986;Woehr & Huffcutt, 1994).…”