Performance Review & Development Meetings

Performance Review & Development Meetings

  1. Both parties should prepare for the meeting so that they consider the points for discussion. Assess the achievement of objectives; understand the factors that affected performance and actions necessary to improve performance.
  2. Self-Assessment. The employee should consider achievements and progress, prepare to explain the shortfalls, training and development needs.
Constructive Review Meetings

Such a meeting is likely to take place if reviewers:-

  • Encourage reviewees to do most of the talking
  • Listen actively to what they say
  • Allow scope for reflection and analysis
  • Analyse performance, not personality
  • Keep the whole period under review, not isolated incidents
  • Adopt a ‘no surprises’ approach – performance problems should have been identified and dealt with at the time they occurred
  • Recognize achievements and reinforce strengths
  • End the meeting positively with agreed action plans and an understanding of how progress in implementing them will be reviewed.

 Organizational characteristics.

    • Emphasis on past clashes with managerial preference for current information
    • No commitment to appraisal
    • Conducting of appraisals not reinforced – no rewards
    • PA not an important function of management.
    • Redundant in participative democratic climate.

Position characteristics.

  1. Inability to observe performance.




  • No user participation in system development.
  • Failure to develop performance measures from job analysis.
  • Rating systems administered subjectively.
  • Results used to discriminate on the basis of race, gender etc.

 Performance appraisal policies.

  • No standard policy regarding raters tasks/roles in appraisal.
  • No standard policy regarding frequency of appraisals.


Rater and rating process


  • Lack of knowledge of ratees job.
  • Possession of erroneous or incomplete information.
  • Differing expectations because of levels in hierarchy and role


  • Bias and errors in human judgement.
  • Stereotypes and prejudices.

performance appraisal instrument.

Performance measures (criteria)

  • Ambiguity of performance measures: incompleteness.
  • Lack of specificity and behaviour – based language
  • Irrelevant performance criteria
  • Criteria not communicated explicitly to ratees.



  • Failure to recognise excellent performance
  • Promotional decision errors
  • Staffing jobs with inadequate skills mix

         Guidance and development.

  • Failure to recognise potential
  • Failure to build skills through training.


Grievances because of subjectivity and bias.

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