Use question and answer (Q&A) format for your response; in other words, include the original question along with your answer in the reply.  Within your post, support your response with information from at least two reputable sources (library and/or web-based) and provide the full citation at the end.  Use APA format for your references.  Bring in your own personal experiences, if applicable.

 Performance Management:  Performance management and/or appraisal experiences for employees and supervisors are so vastly different.   For some it is a chance to have a one-on-one discussion about the employee’s work; to highlight strengths and identify areas needing improvement; to identify barriers; to determine how to contribute to the needs and goals of the department/organization; to seek specific input, support and guidance to achieve job and/or career goals.

For others it results in a lack of understanding; assumption that the review will be negative, fear of surprises; concern for changes in the relationship between employee and supervisor, fear of failure; that it becomes part of their file.  Some supervisors are uncomfortable talking about performance; worry that the differences will be confrontational; that the process is too time consuming; possess a fear of surprises; are concerned about possible negative consequences in their relationship with the employee.  

1.  What is it about the process and the relationship between the employee and supervisor that makes the experiences so different?   

2.  Is it possible for appraisals to become a less dreaded part of supervising others?  If so, how?  What needs to be done so that performance appraisals have constructive, positive outcomes for both employees and supervisors?