The organization can satisfy the workers' desire for feedback, aid them in improving their performance

The key to successful appraisal interviewing seems to be the ability to avoid producing defensive reactions on the part of the employee while at the same time providing an accurate assessment of performance. By allowing a maximum of participation by the interviewee, by demonstrating the organization's interest in the employee's achievement, and by showing her or his own concern for the employee's well-being, the interviewer can minimize threat and maximize motivation to improve. By u"eating appraisal as a daily responsibility and by providing feedback frequently rather than annually, the organization can satisfy the workers' desire for feedback, aid them in improving their performance, and prevent the actual interview from being a u"aumatic experience.The Disciplinary Interview Closely related to the appraisal interview is the interview in which disciplinary action is taken. Occasions arise in which management must attempt to correct a behaviour or an attitude of a worker; common instances involve habitual tardiness, time wasting, improper work procedures, or violation of organization policies. The disciplinary interview is designed first to determine the facts underlying the case and then to produce whatever reforms are needed.

Procedures

Beginning: The interviewer should immediately inform the employee of the situation. Although the employee probably has some idea about why she has been summoned for a conference, doubts may still remain that should be removed as quickly and objectively as possible.

. The interviewee then should be given an opportunity to explain the situation as she views it, for she may be able to provide information that completely changes the interviewer's perceptions of the problem. Implicit in this is a willingness on the part of the interviewer to listen and to be flexible. Often this is not easily achieved. A disciplinary interview usually is sUITounded by a climate of anger and frustration, with either or both of the participants feeling hostile or upset. This climate in tum creates the danger that the interview will become a confrontation in which the interviewer becomes the prosecutor and the employee the defendant or in which the interviewer delivers a sermon demanding that the employee mend her ways or get out. To overcome these tendencies, both participants should resolve to listen and maintain and open mind.
approach can range from extremely non-directive to extremely directive. If threats and ultimatums seem the only viable methods, we must use them and be willing to carry them out. If a gentle application of probing questions can pe used to lead the interviewee to selfreform, the non-directive approach is preferable. It allows participation by the employee, makes his opinion seem valued by the company, and increases his commitment to reform measures ultimately agreed upon. But only through a suspension of anger and application of careful listening can .this method be effective.

Perhaps the extreme form of disciplinary interview is the one in which the employee is to be fIred. If such is the case, this should be clearly stated early in the interview. .