Abstract
A survey of 137 employees provided data on performance appraisal reviews conducted by 38 managers. Participation in the review was influenced more by which manager conducted the review than the circumstances of the specific review. The effect of participation was greater for variables measuring future relationship (potential in the firm and seeking feedback from manager) than immediate decisions (self-evaluation and intention to stay). Reaction to the review was moderated by subordinate experience and prior feedback. The results indicate the importance of understanding the context in which the review occurs and the limited degree to which managers alter their own behavior in the review.
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