Abstract
Employee reactions to performance appraisals are essential to appraisal effectiveness: They are correlated with subsequent job attitudes, motivation, and performance. Yet, many managers dread giving appraisal reviews and employee reactions are often negative. Although performance appraisal research has traditionally focused on psychometric properties of performance ratings, there is a burgeoning literature on appraisal reactions. In this chapter, this burgeoning literature is reviewed to identify key predictors of appraisal reactions, opportunities for future research, as well as implications for managers and organizations. A conceptual model is developed to guide future research; this model implies that more longitudinal and multilevel studies are needed to better understand the processes whereby predictors are related to appraisal reactions. This review suggests that managers and organizations should pay special attention to leader–member exchange quality, due process performance appraisal, and providing opportunities for voice in the appraisal review so as to improve performance appraisal effectiveness.
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