An Analysis of Managers' Reactions to Their Own Performance Appraisal Feedback

Abstract

Individuals' reactions to their performance appraisal interviews were examined in two analyses of managers who appraised their subordinates. We hypothesized that managers' reactions toward their own appraisal interview would be influenced by both supervisor satisfaction and favorability of the feedback they received. We also hypothesized that managers' reactions would be affected by system satisfaction (i.e., their attitudes toward the system's ability to document the performance of their subordinates). Questionnaires were administered to managers in eight colleges and universities in one state system. Results indicated that managers distinguished between satisfaction with their own appraisal and its value in improving performance. Appraisal satisfaction was predicted by supervisor satisfaction and the recollection of their rating, but not system satisfaction. In a follow-up analysis, results were confirmed with managers in the original sample. The appraisal's improvement value was associated with supervisor satisfaction, and inversely related with performance rating.