Page 137 - Psychological Management of Individual Performance

psychological variables impacting on appraisal 119
and look at what research evidence is available to help us to understand their impact on
the outcomes of appraisal. Specifically, the proposal will be advanced that, to a large
extent, the effectiveness of appraisal is determined by the make-up and attitudes of
the appraiser and the appraisee, and by the quality of relationship that exists between
them.

PSYCHOLOGICAL VARIABLES IMPACTING ON APPRAISAL

The formal purposes of appraisal vary to some extent from one organisation to another,
and across time. For example, in periods of economic recession or when a company
runs into economic problems, it is not untypical to find that developmental aspects of
appraisal are de-emphasised and the focus is very strongly on performance improvement
and achieving short-term results. One of the most frequent criticisms of PA generally is
that it has too many objectives, and not all of them are very consistent with each other
(Fletcher & Williams, 1992). But it is the view of those objectives taken by the appraiser
and the appraisee that will shape the appraisal and what results from it, and their views
are in turn influenced by their own motives, attitudes, and dispositions (Dulewicz &
Fletcher, 1989). Figure 6.1 presents a simple model for viewing this relationship.
The organisation’s needs and priorities are reflected in the stated purposes of the PA
system, and in the documentation and any training that is associated with it. While this
acts as a backdrop for the appraisal process, the interaction (principally in the AI) will
be determined more by the orientation of the appraiser and appraisee. The appraiser’s
orientation is likely to be influenced by a variety of factors, including organisational
pressures and politics, and personality attributes. The appraisee’s orientation is likely to
be influenced by perceived levels of competence and personality factors—particularly
those relevant to seeking and using feedback. The third element that influences the
appraisal interaction is the existing relationship between the manager and the individual
appraised, which is impacted by the characteristics of both parties.
These three elements will now be examined in more detail and the relevant research
evidence described.

THE APPRAISER

The attitude of managers towards carrying out PA seems to be ambivalent at best. It is
frequently observed that they avoid carrying out appraisals. In one UK survey (Industrial
Society, 1997) less than two-thirds of organisations reported a better than 67% appraisal
completion rate—and this is one of the more favourable findings! Various studies have
found that appraisers either see no consequences for them of conducting appraisals or just
negative consequences (Napier & Latham, 1986). Why does this rather bleak situation
arise? Various writers have offered analyses of PA from the point of view of the appraiser.
Cleveland and Murphy (1992) suggest that the appraiser’s goals are:
(1) projecting a favourable image of the work unit they lead so as to reflect well on them
personally
(2) procuring access to organisational resources and rewards
(3) presenting themselves as a caring boss
(4) avoiding conflict with subordinates and the negative consequences of that
(5) avoiding disapproval from peers.