A subordinate's experience and prior feedback as determinants of participation in performance appraisal reviews

Students took part in two experiments in which simulated performance appraisal reviews were conducted to test whether such reviews could be made participative when the evaluation was negative; and, if so, whether the effects would be constructive. 56 advanced undergraduate business students participated in the first study, in which the manager's and the employee's perceptions of feedback were manipulated as was the amount of the employee's job experience. The resulting participation and reaction to the review were measured. In the second experiment (N=33) students' perceptions of performance were again manipulated, but a training intervention was used to increase participation in half the reviews. Less participation occurred when the subordinate had prior negative feedback from the job and where the manager's evaluation was inconsistent with previous feedback. Experience was a strong moderator of these effects. In both experiments participation had a positive effect. The results are interpreted in terms of the subordinate's needs in the appraisal review.