INTERPERSONAL RELATIONS AS A CONTEXT FOR THE EFFECTS OF APPRAISAL INTERVIEWS ON PERFORMANCE AND SATISFACTION: A LONGITUDINAL STUDY.

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Abstract
The field study reported here examined the effect of interpersonal relations between supervisors and subordinates on the content and efficacy of performance appraisal reviews. One to two months after the reviews occurred and two to four months after interpersonal relations were measured, we measured subordinates' reactions to their review, their job satisfaction, and their supervisors' evaluations of their performance. Even after statistically controlling for the favorableness of performance evaluations, we found that subordinate reactions to review were affected by interpersonal relations and by three measures of review content: the evaluation criteria used, the opportunity for subordinate participation, and the presence of career discussion. The three content variables also had effects on subordinate performance and satisfaction.

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