Effects of Dyadic Quality and Duration on Performance Appraisal

Abstract

Performance evaluation is one of the fundamental tasks that have to be accomplished by an organization. It is a process through which the employee’s performance is evaluated and on the basis of which different decisions are taken. This paper focuses on the social context of the performance appraisal, and seeks to ascertain how do dyadic relations and duration of the process affect the performance appraisal process? A total of 120 paired questionnaires were sent to subordinate and employees of different organizations in order to collect data. Descriptive statistics and correlations among the different variables were calculated in order to analyze the results. The results show different dimensions of the employee appraisal comprising the time span of the employee with the supervisor, the relationship the employees have with the supervisor and the objective performance they have shown. The analysis is followed by the conclusion and recommendations. It also highlights the practical implications of the performance appraisal process for the organizations. The model paper followed in this research is ‘Effect of dyadic quality and duration on performance appraisal’ by Neville T. Duart, Jane R. Goodson and Nancy R. Klich.