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PERFORMANCE APPRAISAL BEHAVIORS: SUPERVISOR PERCEPTIONS AND SUBORDINATE REACTIONS
Author(s) -
DORFMAN PETER W.,
STEPHAN WALTER G.,
LOVELAND JOHN
Publication year - 1986
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.1986.tb00954.x
Subject(s) - performance appraisal , psychology , supervisor , employee performance appraisal , perception , dimension (graph theory) , sample (material) , job satisfaction , applied psychology , job performance , social psychology , management , nursing , medicine , chemistry , mathematics , chromatography , neuroscience , pure mathematics , economics
This study examined supervisor perceptions and subordinate reactions to formal performance‐appraisal reviews. The performance‐appraisal behaviors of supervisors and the reactions of their subordinates were studied in a sample of university employees. A factor analysis revealed that there were three dimensions of formal performance appraisals: two developmental dimensions (being supportive; emphasizing performance improvement) and one administrative dimension (discussing pay and advancement). Regression analyses suggested that supervisors supported highly rated individuals and stressed improvement efforts for poor performers. After controlling for the level of previous performance ratings, results indicated that support in the appraisal review was associated with higher levels of employee motivation, while discussing pay and advancement was associated with higher levels of employee satisfaction. Unfortunately, improvement efforts by the supervisors did not influence job performance one year later.