Abstract
The article reports on the perceptions of managers who are in the process of evaluating their subordinates. The author focuses on discussing the importance of maintaining objectivity, or limiting subjectivity, during performance appraisal. It is suggested that a manager's inclination to be subjective during the employee evaluation process can lead to dysfunctional behavior in the workplace. Studies investigating the perceptual responses of managers conducting performance appraisals are discussed in detail. The superior - subordinate relationship during the evaluation process is examined. A mathematical model for predicting employee performance is also included.
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