One of the most common and important human resource activities is the evaluation of work performance. Decisions about how to appraise employee performance greatly affect employee attitudes and behaviors in ways that may not always be obvious. Often at risk during the appraisal process are such intangibles as commitment to the organization, satisfaction, perceptions of fairness, and motivation to change/improve behavior. For example, perceptions of unfairness and dissatisfaction with the process may result in the rejection of well-deserved feedback and refusal to use the feedback to improve performance. Such behavior can lead to stagnation in employee development. Dissatisfaction with the appraisal process can lower motivation and lead to turnover. It can also make it difficult for employees to link performance with rewards.

So, how can organizations improve the odds that employees will react positively to the performance appraisal process? In a word -- participation. Participation can take many forms. For example, employees can provide their opinion concerning the design or improvement of the appraisal process. They can help decide what criteria are used and how the criteria are assessed. They can choose the rewards for different levels of performance. Employees can also provide input through a self-appraisal component. A two-way feedback discussion between supervisors and employees gives workers the opportunity to state their views and opinions and set goals for their own development. Some appraisal programs ask employees to provide feedback for their supervisors in an upward appraisal of performance; others ask for a review of peer performance. Finally, participation can be as simple as providing an employee with an informal opportunity to state his/her side of a performance related issue. These examples of participation used together or individually, can help organizations obtain positive employee reactions.

An interesting finding in the organizational research suggests that employees react positively to the opportunity to participate even when their participation does not have a tangible influence on decisions. In other words, people do not have to feel their input has an impact on the final outcome to feel they have been treated fairly and to be satisfied with the decision. It is often enough to simply allow them to express their opinion; employees interpret the opportunity to voice their opinions as procedurally fair. They intrinsically value this opportunity even when it does not affect the final decision in a concrete way. Consequently, organizations can promote desirable reactions by providing employees with an opportunity to participate in the decision making process without losing any decision-making control. The result is a positive experience for both the organization and the employees. Giving people a voice can make all the difference!