PERFORMANCE

APPRAISAL
PERCEIVING OTHERS: ORGANIZATIONAL APPLICATIONS
 Employment Interviews:
The desire to make a favorable impression on others is universal. In one way or another, we all do
things to attempt to control how other people see us, often attempting to get them to think of us in the
best light possible. This process is known as impression management.
Generally individuals devote considerable attention to the impressions they create in the eyes of
others— especially when these others are important, such as prospective employers. The impressions
prospective employers form of us may be based on subtle behaviors, such as how we dress and speak,
or more elaborate acts, such as announcing our accomplishments.
In an interesting study, researchers audiotaped interviews between college students looking for jobs
and representatives of companies that posted openings at their campus’ job placement centers. The
various statements made by the candidates were categorized with respect to the impression
management techniques they used. Several tactics were commonly observed.
Impression Management Impression Management Technique Percentage Using Technique
Technique

Self-promotion Directly describing oneself in a positive manner for the 100

situation at hand (e.g., “I am a hard worker”).

Personal stories Describing past events that make oneself look good 96
(e.g., “In my old job, I worked late anytime it was
needed”).

Opinion conformity Expressing beliefs that are assumed to be held by the 54

target (e.g., agreeing with something the interviewer
says).

Entitlements Claiming responsibility for successful past events (e.g., 50

“I was responsible for the 90 percent sales increase that
resulted”).
Other enhancement Making statements that flatter, praise, or 46
compliment the target (e.g., “I am very
impressed with your company’s growth in
recent years”).
Enhancements Claiming that a positive event was more 42
positive than it really was (e.g., “Not only did
our department improve, it was the best in the
entire company”).
Overcoming obstacles Describing how one succeeded despite 33
obstacles that should have lowered
performance (e.g., “I managed to get a 3.8
grade point average although I worked two
part-time jobs”).
Justifications Accepting responsibility for one’s poor 17
performance but denying the negative
implications of it (e.g., “Our team didn’t win
a lot, but it’s just how you play the game that
really matters”).
Excuses Denying responsibility for one’s actions (e.g., 13
“I didn’t complete the application form
because the placement center ran out of
them”).
 Employment Interviews:
Importantly, the study also found that candidates used these impression management techniques
with great success. This study not only confirms that job candidates do indeed rely on impression
management techniques during job interviews, but also that these cultivate the positive impressions
desired.
With this in mind, the job interview may be seen as an ongoing effort on behalf of candidates to
present themselves favorably, and for interviewers to try to see through those attempts, trying to
judge candidates accurately. As the evidence suggests, this task may not be as simple as it seems.
 Performance appraisal
Performance appraisal may be defined as the process by which people (typically superiors)
evaluate the performance of others (typically subordinates), often on an annual or semiannual basis,
usually for purposes of determining raises, promotions, and training needs.
Ideally, this process should be completely rational, leading to unbiased and objective judgments
about exactly how well each employee performed his or her job, focusing on both strengths and
areas needing improvement.
 TYPES OF PERFORMANCE
APPRAISAL:
1. The 360-Degree Appraisal
This method involves giving out a questionnaire with questions regarding  a colleague’s performance they need to fill it up.
The manager can consider this feedback by evaluating the performance at the end of the quarter/year.
2. General Performance Appraisal
This method involves continuous interaction between the employee and his manager, continuous setting of goals and
achieving them. Whether the employee has been able to do justice the entire process or not is evaluated at the end of the year.
3. Technological/Administrative Performance Appraisal
This appraisal technique concentrates on technical more than any other aspect of performance on the job as the employees
involved have specialized skills. They’re judged on the skills they possess and the activity they complete.
 TYPES OF PERFORMANCE
APPRAISAL:
4. Manager Performance Appraisal
A manager’s performance should also be appraised, and this includes not just his/her performance on the job but also
relationship management with clients at his/her disposal. Generally, anonymous feedback forms are received, which are then
considered for appraisal.
5. Employee Self-Assessment
This method is very unpopular among employees as nobody can deal with rating himself or herself. The self-assessment
sheet is compared with the one filled up by the manager and the differences are discussed.
6. Project Evaluation Review
This method involves performance appraisal of the team members involved at the end of every project and not at the end of
every year. This helps the team and its members develop with each passing project.
7. Sales Performance Appraisal
A salesperson is evaluated on the basis of his/her sales skills and accomplishment of financial goals set previously. Goals set
in case of sales should be realistic and ways of achieving them should be decided by the employee and the manager
concerned.
 FACTORS AFFECTING APPRAISAL
Conscientiousness
 Raters who are conscientious tend to be more dependable, stick to the rules and are more diligent than those with a lower level
of conscientiousness. However, it has also been found that people with high levels of conscientiousness set high standards of
performance for others as well.

Level of self-monitoring
People who have high levels of self-monitoring tend to examine and control their own behaviours and be concerned with things
like fairness and reducing bias. 
Attitudes towards the organisation
Managers with higher levels of a sense of citizenship tend to take greater care with performance appraisals and be concerned
with general organizational performance.
 REFERENCES:
Types of performance appraisal: techniques of performance appraisal. Educba.
(2021, may 25). Retrieved February 1, 2022, from https://www.Educba.Com/types-
of-performance-appraisal/
Performance appraisals: the 4 factors that make managers good at them. The
oxford review. (2018, November 10). Retrieved February 1, 2022, from
https://oxford-review.Com/4-factors-that-makes-a-manager-good-at-performance-
appraisals/
Behaviour in organizations by Jerald Greenberg 10th edition
THANK YOU