Self‐appraisal of Job Performance

Abstract

MY interest in self-appraisal has focused primarily on self-ratings of present job performance. I have been especially interested in how selfappraisals affect the respective individuals' reactions to a feedback interview with a supervisor who has also rated their performance in a formal performance appraisal program. I first became interested in self-appraisals of job performance in connection with an intensive research study of the appraisal interview conducted in the General Electric Company (Meyer, Kay, and French, 1965). In that study we used comparisons of self-appraisals and the respective supervisor appraisals as a measure of the degree to which the self-esteem of the subordinate member of each such pair might be threatened (Kay, Meyer, and French, 1965).In interviews conducted with each of the subordinates before they had their appraisal discussions with their supervisors, we asked them for a confidential appraisal of their own job performance. They were

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