ABSTRACT
This chapter focuses on the traditional supervisor performance appraisal rating. It describes rating methods and ratingless appraisals as a source of feedback. It explains the case study of Jim Schneider who is a 39-year-old manager of the online marketing department for a regional specialty food chain. Performance appraisals may require supervisors to evaluate an employee's performance in contextual, task, and adaptive elements of performance. Meyer also considered the value of incorporating self-appraisals into the performance appraisal discussion. In many organizations, performance appraisals and feedback discussions are done poorly, and, because managers shy away from giving feedback, appraisals may not be done at all. Appraisals do not have to even include ratings, especially if the prime purpose is feedback for professional development and performance improvement. Self-appraisals can be very useful as a way to reduce the feedback recipient's defensiveness. Appraisal methods that have clear performance dimensions expressed in behavioral terms are likely to reduce rating errors.
