Explain how a manager should “be specific” in their performance review meetings.

Question

What will be an ideal response?

Answer 1

Appraisal interviews are more likely to be successful to the extent that supervisors are perceived as constructive and helpful (Russell & Goode, 1988). By being candid and specific, the supervisor offers very clear feedback to the subordinate concerning past actions. He or she also demonstrates knowledge of the subordinate’s level of performance and job duties. One can be specific about positive as well as negative behaviors on a job. Data show that the acceptance and perception of accuracy of feedback by a subordinate are strongly affected by the order in which positive or negative information is presented. Begin the appraisal interview with positive feedback associated with minor issues, and then proceed to discuss feedback regarding major issues. Praise concerning minor aspects of behavior should put the individual at ease and reduce the dysfunctional blocking effect associated with criticisms (Stone, Gueutal, & McIntosh, 1984). And it is helpful to maximize information relating to performance improvements and minimize information concerning the relative performance of other employees (DeNisi & Kluger, 2000).