Effective Communication in the Performance Appraisal Interview

Abstract

P erformance appraisal appears to be a simple management tool. Yet experience dem onstrates just the opposite. That members of an organization should know how they are performing is obvious. And that superiors should tell subordinates about their performance is equally obvious. Yet some superiors avoid this crucial task, while others ex perience anxiety and discomfort doing it. 1 There has been considerable progress in improving the instruments of performance ap praisal systems. The early, openly subjective judgment of personal traits has been replaced by decades of effort which strains toward today's more objective evaluation of job expectanries and performance. More traditional graphic rating scales, and rankings and checklists have been supplanted by field reviews, more sophisticated forced-choice questionnaires, and listings of critical incidents. More recently, assessment centers and management by objec tives have come into use. Most recently, behaviorally anchored rating scales have come to be utilized.Yet a paradox exists. A review of the literature indicates that much of the research and publications in this area have focused upon the empirical means by which to appraise per formance-the development of the methodologies and the construction of the instruments by which to more objectively and validly measure employee performance. But despite considera ble progress in a number of these areas, the delivery of performance appraisal still tends to be resisted, if not avoided by many managers. For the central source of difficulty still re mains. This occurs when the manager sits down to review face-to-face his subordinate's per formance. The appraisal interview itself is the Achilles' heel of the entire process.

Overview of Performance Management System with reference to Higher Education in Bahrain

“…Kikoski's (1999) research study on effective communication in the performance appraisal interview says: Face-to-face communication for public managers in the culturally diverse workplace explained that more effective interpersonal communication in any organizational situation, especially in the performance appraisal interview, is possible if public managers recognize and adopt the proven and tested micro skills approach. Moreover, the widespread use of performance appraisals throughout all levels of public administration, specifically mandated in the federal sector, makes improvements in face-to-face communication particularly important to public managers.…”

Conversing About Performance

“…For example, Gibb (1961) described communication acts in proffering feedback that engendered supportive rather than defensive climates (e.g., problem orientation as opposed to personal evaluation, reliance on describing rather than evaluative statements, using an empathic rather than an impersonal tone, and speaking as equals rather than as individuals of different social status). Furthermore, feedback is most effective when based on concrete data that are proffered in a nonjudgmental manner (Kikoski & Litterer, 1983).…”

A Discourse Analytical Perspective on the Professionalization of the Performance Appraisal Interview

“…On the one hand, and as has been emphasized by many authors (see, e.g., Kikoski & Litterer, 1983), the employee's extensive participation in the appraisal process is essential. Broekhuis and Holthuis (2004), for example, dedicate an entire book to how employees can prepare their interview and how they can get the most out of it.…”