Problem: Performance Management: Performance management and/or appraisal experiences for employees and supervisors are so vastly different. For some it is a chance to have a one-on-one discussion about the employee's work; to highlight strengths and identify areas needing improvement; to identify barriers; to determine how to contribute to the needs and goals of the department/organization; to seek specific input, support, and guidance to achieve job and/or career goals.
For others it results in a lack of understanding; assumption that the review will be negative; fear of surprises; concern for changes in the relationship between employee and supervisor; fear of failure; that it becomes part of their file. Some supervisors are uncomfortable talking about performance. They worry that the differences will be confrontational; that the process is too time-consuming; possess a fear of surprises; and are concerned about possible negative consequences in their relationship with the employee.
- What is it about the process and the relationship between the employee and supervisor that makes the experiences so different?
- Is it possible for appraisals to become a less dreaded part of supervising others? If so, how? What needs to be done so that performance appraisals have constructive, positive outcomes for both employees and supervisors?