Experimental study comparing a traditional approach to performance appraisal training to a whole‐brain training method at C.B. Fleet Laboratories

Abstract

AbstractThe purpose of this study is to examine the effects of a new approach to performance appraisal training. Motivated by split‐brain theory and existing studies of cognitive information processing and performance appraisals, this exploratory study examined the effects of a whole‐brain approach to training managers for implementing performance appraisals. Managers at C.B. Fleet (n = 33) were randomly assigned into either the control or the experimental group. Fifty‐three employees participated in the study, with 27 employees reporting to a manager in the control group and 26 reporting to a manager in the experimental group. Managers in the control group received the company's traditional annual performance appraisal training that focused on training them to discern performance by specific dimensions, which is consistent with left‐brain activity. Managers in the experimental group received both the traditional training and training to stimulate the right brain hemisphere. The experimental training guided managers through a series of exercises to encourage them to access global impressions (person schema) of their subordinates. The effect of the experimental training was determined by surveying employees before and after the performance appraisal review cycle. The findings show that a whole‐brain approach to performance appraisal training results in positive returns from the perspective of the employees. Employees receiving performance appraisals from managers who participated in the experimental training group perceive the performance appraisal feedback and process as more useful.