Reference no: EM133140825

The Appraisal Interview

Sam Maynard was nervous as he walked into John Adam's office for his annual performance evaluations.

Sam dreaded the pilgrimage into his boss's office, as he never knew what to expect and always walked out of the interview with a desperate urge to quit. But Sam needed his job as a financial analyst and there were not many financial institutions like C.L. Carter & Company that offered great wages and benefits. He had been with the company for 15 years and always received very good performance evaluation results-until John Adam became his boss. Ever since Sam questioned a major policy change in how files are managed, John has been rather aloof and highly critical of everything Sam does. "Come on in, Sam, and make yourself comfortable," began John. "I know we don't see each other often as I've been busy working with staff at the other branches across the city, but I think I can be candid with you about your performance. In the past six months, I've noticed a sharp decline in your performance and a really bad attitude. Your paperwork is substandard and I rarely see you in your office. You never attend the social events we host for staff after hours and you rarely make any important contributions in our staff meetings. I also noticed that one of your clients walked out of the office looking angry a few weeks ago and I was wondering what you did to upset her so much." Sam was on the verge of speaking when John interrupted him, "I've heard from HR that you applied for the supervisory job we have posted. You realize with your questionable attitude and low performance that that's never going to happen. In my opinion, this job might be beyond your skill level. You need to make some serious changes in your personality and your behavior, Sam. Take time over the weekend to make up your mind about what you are going to do, because I don't want to have this discussion with you again. Have I made myself clear?"

Sam smiled, "Yes, Mr. Adams. Perfectly clear. I definitely have a great deal to think about." Sam left the interview already planning in his mind what he will write in his resignation letter.

The Performance Evaluation Interview can make or break the work a supervisor has put into a performance appraisal. Explain the guidelines of how effective performance evaluation interviews should be conducted. Based on those guidelines, critique John's approach to appraising Sam's performance.

2. Besides Sam's decision to resign, what are other HR implications of conducting appraisal interviews in this manner?

3. What potential Rater Errors are apparent in this case (name and define)? What corrective action would you recommend to the manager John to improve his approach in conducting performance appraisals and interviews?