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Real-life appraisal interviews conducted by 92 manager-subordinate pairs were studied intensively. Reactions of subordinates were systematically obtained before and after their appraisal interviews and the proceedings in the actual interviews were carefully documented by trained observers. Measures of subsequent performance improvement realized as a result of the appraisal interviews were taken 12 wks later The results indicated that a manager's attempts to assist a subordinate by pointing up improvement needs were likely to be perceived by the subordinate as threatening to his self-esteem and to result in defensive behavior. The greater the threat, the less favorable the attitude toward the appraisal system and the less the subsequent constructive improvement in job performance realized. These reactions were strong to the extent that the subordinate had relatively low occupational self-esteem Some practical implications for appraisal practices are cited

Within organizations, individuals are surrounded by performance goals—quotas, standards, “bogeys,” deadlines—which, whether set by themselves or others, are expected to influence their performance. Should these goals be set at, or close to, previously attained levels or far above them?

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