Managerial power: A neglected aspect of the performance appraisal interview

Abstract

This field study investigated the relationships between three types of attributed managerial power (positive, coercive, and legitimate) with subordinates' perceptions of performance appraisal interview processes and their reactions to appraisal feedback. Attempts to improve job performance on the part of the subordinates were also assessed three months later by their managers. Managers perceived as high in positive power tended to be described as more participative in goal setting and less critical during the feedback interview, whereas managers perceived as high in coercive power were described as less participative. All three types of power related significantly with subordinates' reactions to the feedback. Only legitimate power, however, related to subordinates' attempts to improve job performance. Practical implications of these findings are discussed.