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Ratee Reactions Drive Performance Appraisal Success (and Failure)

Published online by Cambridge University Press:  04 July 2016

Lauren E. Wallace ,
Samantha A. Stelman  and
Dorey S. Chaffee
Lauren E. Wallace*
Affiliation:
Department of Psychology, Colorado State University
Samantha A. Stelman
Affiliation:
Department of Psychology, Colorado State University
Dorey S. Chaffee
Affiliation:
Department of Psychology, Colorado State University
*
Correspondence concerning this article should be addressed to Lauren E. Wallace, Department of Psychology, Colorado State University, 1876 Campus Delivery, Colorado State University, Fort Collins, CO 80523. E-mail: laurenwallace0711@gmail.com
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Extract

Although the authors make strong arguments for both sides of the debate in “Getting Rid of Performance Ratings: Genius or Folly? A Debate,” we argue that performance appraisal reactions were largely overlooked beyond a few exceptions, where the authors either alluded to or explicitly mentioned reactions. For example, the authors explain that one reason organizations have eliminated the forced distribution approach is negative employee reactions. The authors also highlight the importance of managers using appropriate language when delivering performance appraisal ratings in order to improve employee reactions. Despite these exceptions, we believe it is necessary to call more attention to the critical role of ratee reactions in the performance appraisal process. Therefore, our commentary expands on the conversation sparked by Adler et al. (2016) by incorporating ratee reactions.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 310 - 314
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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