Appraisal Participation and Perceived Voice in Annual Appraisal Interviews: Uncovering Contextual Factors
Appraisal interviews (AIs) are one of the most commonly used human resource practices in organizations. However, they are often criticized for comprising conflicting purposes. In this study, we focus on contextual factors of the appraisal process. Specifically, we propose that AIs follow a two-phase model of performance evaluation and development planning. These two phases trigger different levels of employee appraisal participation which, in turn, affects employees’ perception of voice. In a sample of 48 audiotaped AIs, we coded employees’ objective appraisal participation throughout the entire interview session and linked it to subsequent ratings of perceived voice. Results showed that interviews were highly leader-centered and mainly concentrated on performance evaluation. Employees’ appraisal participation was significantly lower during performance evaluation than during development planning. Appraisal participation during development planning, but not during performance evaluation, was related to subsequent ratings of perceived voice. In addition, this relationship was moderated by supervisor trust.
Leadership; Performance appraisal interview; Appraisal participation; Perceived voice; Social context
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