Published by:
Harvard Business Publishing
Length: 7 pages
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Abstract
A study testing the effectiveness of the traditional performance appraisal program involves the completion of questionnaires by and interviews with 92 employees of a large company. Half of the managers use a high participation approach and half use a low participation method to test the effects of participation on work performance. Tentative conclusions include: coaching should be a day-to-day, not a once-a-year activity; goal setting, not criticism, should be used to improve performance; and managers should hold separate appraisals for different purposes. Work planning-and-review discussions appear to be an effective approach to improving job performance.
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Abstract
A study testing the effectiveness of the traditional performance appraisal program involves the completion of questionnaires by and interviews with 92 employees of a large company. Half of the managers use a high participation approach and half use a low participation method to test the effects of participation on work performance. Tentative conclusions include: coaching should be a day-to-day, not a once-a-year activity; goal setting, not criticism, should be used to improve performance; and managers should hold separate appraisals for different purposes. Work planning-and-review discussions appear to be an effective approach to improving job performance.