Appraisal Participation and Perceived Voice in Annual Appraisal Interviews

Meinecke, Annika L.; Klonek, Florian E.; Kauffeld, Simone

doi:10.1177/1548051816655990

Cited by 8 publications

(6 citation statements)

References 63 publications

(160 reference statements)

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“…It was also approved by the workers' council at the participating company. Data were gathered in a large German production company as part of a larger data collection effort (see Meinecke, Klonek, & Kauffeld, 2016a, for an earlier publication on other variables from this project). The participating company implemented annual appraisal interviews as part of their HR strategy.…”

Section: Methodsmentioning

confidence: 99%

What happens during annual appraisal interviews? How leader–follower interactions unfold and impact interview outcomes.

Meinecke¹,

Lehmann‐Willenbrock²,

Kauffeld³

2017

Journal of Applied Psychology

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Despite a wealth of research on antecedents and outcomes of annual appraisal interviews, the ingredients that make for a successful communication process within the interview itself remain unclear. This study takes a communication approach to highlight leader-follower dynamics in annual appraisal interviews. We integrate relational leadership theory and recent findings on leader-follower interactions to argue (a) how supervisors' task- and relation-oriented statements can elicit employee involvement during the interview process and (b) how these communication patterns affect both supervisors' and employees' perceptions of the interview. Moreover, we explore (c) how supervisor behavior is contingent upon employee contributions to the appraisal interview. We audiotaped 48 actual annual appraisal interviews between supervisors and their employees. Adopting a multimethod approach, we used quantitative interaction coding (N = 32,791 behavioral events) as well as qualitative open-axial coding to explore communication patterns among supervisors and their employees. Lag sequential analysis revealed that supervisors' relation-oriented statements triggered active employee contributions and vice versa. These relation-activation patterns were linked to higher interview success ratings by both supervisors and employees. Moreover, our qualitative findings highlight employee disagreement as a crucial form of active employee contributions during appraisal interviews. We distinguish what employees disagreed about, how the disagreement was enacted, and how supervisors responded to it. Overall employee disagreement was negatively related to ratings of supervisor support. We discuss theoretical implications for performance appraisal and leadership theory and derive practical recommendations for promoting employee involvement during appraisal interviews. (PsycINFO Database Record

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Section: Methodsmentioning

confidence: 99%

What happens during annual appraisal interviews? How leader–follower interactions unfold and impact interview outcomes.

Meinecke¹,

Lehmann‐Willenbrock²,

Kauffeld³

2017

Journal of Applied Psychology

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“…Moreover, the rLSM metric offers the potential to analyze the whole process of adaption by looking at the development over time. One possible application is the examination of theoretically based phases of a conversation (Meinecke, Klonek, & Kauffeld, 2016), or the development of LSM over time.…”

Section: Same Same-but Different?mentioning

confidence: 99%

Introducing rLSM: An integrated metric assessing temporal reciprocity in language style matching

2018

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The way that individuals use function words in a conversation-reflecting how they say things, rather than what they say-is called their individual language style. The dyadic coordination of language styles, called language style matching (LSM), is central to the development of social relationships in conversations. Despite a growing body of research on LSM, conceptual and methodological approaches are inconsistent between scholars. After giving a conceptual overview of LSM, we derive the properties desirable for analyses of LSM in interaction (e.g., reciprocity, consistency, and frequency sensitivity). Building on these properties, the existing three methodological approaches to LSM are reviewed. Since none of the existing metrics fulfills all the desired properties, we introduce a new metric to assess LSM in dyadic interaction, capturing reciprocal adaption throughout the dynamic process of a conversation. Hence, the new metric is called reciprocal LSM (rLSM). To empirically establish the conceptual underpinnings of rLSM, the metric is compared to the LSM metric most commonly used in psychological research. Both metrics are applied to a set of N = 77 transcribed real-life dyadic conversations, analyzed with the Linguistic Inquiry and Word Count software. The results indicate that rLSM is a better estimate of LSM than is the old metric and that there is high conceptual similarity between the two metrics. Implications for existing research and directions for future research are discussed. To facilitate the standardization and comparability of research, guidelines are provided for authors on the use of the new and existing metrics.

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“…Functional behavior in the form of solution-oriented statements, on the other hand, entails further solution-oriented statements and significantly decreases the probability of complaining (Kauffeld 2007). Turning to appraisal interviews, we see that supervisors use of relation-oriented statements as compared to task-oriented statements (e.g., performance evaluation, knowledge management) elicits em-K ployee participation, and vice versa (Meinecke et al 2016b(Meinecke et al , 2017.…”

Section: Drawing Conclusion From Explicit Communication Behaviors For Practicementioning

confidence: 87%

“…Lehmann-Willenbrock et al 2015) or different meeting phases and transitions between these (cf. Meinecke et al 2016b).…”

Section: Explicit Communication Behaviors In Ms Flach's Meetingmentioning

confidence: 99%

Organisationale Kommunikationsdynamiken besser verstehen: Das Potenzial impliziter und expliziter Kommunikation

Müller‐Frommeyer

Kauffeld

2021

Gr Interakt Org

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This report in the journal Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie aims at presenting how the analysis of implicit and explicit communication in organizational interaction can advance our insights into and implications for these interactions for research and science. Communication is a central process in modern organizations. Especially recurring forms of interaction in organizations (e.g., meetings or appraisal interviews) are of great importance for personal and organizational success. In these interactions, the communication between the interacting organizational members has a decisive impact on the interactions’ course and outcomes (e.g., satisfaction with the interaction, performance during the interaction). Therefore, the aim of this paper is to present two aspects of communication that are empirically shown to contribute to successful outcomes of organizational interactions. Based on a practical problem, we illustrate the analysis and implications of (1) implicit communication (that is, the use and coordination of unconsciously used function words such as pronouns, articles, or prepositions) and (2) explicit communication (that is, the overarching meaning of a statement). To further illustrate the practical relevance of both communication behaviors, we present empirical insights and their implications for practice. Taking a glance at the future, possible combinations of these communication behaviors, the resulting avenues for future research, and the importance of a strengthened cooperation between research and practice to gain more naturalistic insights into organizational communication dynamics are discussed.

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Appraisal Participation and Perceived Voice in Annual Appraisal Interviews

Cited by 8 publications

References 63 publications

What happens during annual appraisal interviews? How leader–follower interactions unfold and impact interview outcomes.

What happens during annual appraisal interviews? How leader–follower interactions unfold and impact interview outcomes.

Introducing rLSM: An integrated metric assessing temporal reciprocity in language style matching

Organisationale Kommunikationsdynamiken besser verstehen: Das Potenzial impliziter und expliziter Kommunikation

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