The employee is given a chance to air whatever grievances he may have, to present any suggestions which may have occurred to him, and generally to engage in some upward communication.
Perhaps the most difficult aspect of the appraisal interview lies not in considering job-related performance but in dealing with the interviewee's interpersonal relationships. Occasionally a worker may not get along well with her co-workers or may not respond well to her boss. Complaints may have been lodged against her by others, or she may have been observed violating company policies. Whatever the situation, these matters are even
more threatening than job performance issues, for they focus on the person herself, not just her work. Such matters should be handled directly, objectively, and with whatever evidence is available to support the complaint and minimized the rationalization that "somebody's out to get me" or "that's just somebody' opinion:" These matters should be considered only as they affect job performance;othr matters of a personal nature belong in a counselling.
interview. As with matters concerning performance, the interview's input should be sought; best results are obtained if she is able to devise and implement a solution of her own.
Closing: Like other interview forms, the appraisal interview should be closed on a positive note with an emphasis on future performance. The interviewer should express optimism about the employee's future perfonnance, indicate a willingness to meet again with the employee whenever he wishes, provide him with copies of any written perfonnance evaluations available, and give him the opportunity to suggest changes in any factual matters he believes incorrect. Most important, no matter how bad the appraisal has been, the interview should end positively. The interviewer should show that she or he values the employee as a person, feels positively toward him, and is willing to aid in promoting future improvements.
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