Sample Items – Performance Appraisal Skills Inventory

The PASI presents 18 performance appraisal situations.  Individuals are asked to choose the action alternative they would most likely initiate. The following is a sampling of situations relating to each of the six necessary meeting steps:

Early in a performance appraisal meeting, an employee comments that he feels he has achieved some significant accomplishments this past year.

1. Go on with the business of meeting without commenting on the employee’s remark.
2. Nod your head in agreement.
3. Tell the employee you think that’s great and agree with his remark.
4. Remind the employee that there is always room for improvement.

The employee with whom you are about to conduct a performance appraisal meeting enters the office, greets you, and comments, “I guess it’s performance appraisal time again.”

1. Agree with the employee and ask how things have been going.
2. Greet the employee, explain that you see this as an opportunity for both of you to get at some important issues, and that you would like to begin by discussing a couple of concerns.
3. Greet the employee, suggest an agenda for the meeting, and pose a broad opening question to get the employee talking.
4. Assure the employee that she is correct and explain that you would like to begin the meeting by discussing your evaluation of her performance.

While you are conducting a performance appraisal meeting with a new employee, the employee discloses that she is having difficulty mastering a certain aspect of her job.

1. Tell her that you are not surprised because others have also had difficulty, but you wonder why she waited until now to tell you.
2. Question her about the exact nature of the difficulty.
3. Reassure her that most new employees have the same difficulty, but explain that it is necessary to master all aspects of the job.
4. Tell her that she is not alone and then explain what she can do to master that aspect of the job.

You and an employee are in the middle of a performance appraisal meeting, exploring possible ways the employee might learn to manage her time more effectively. The employee has suggested taking a time management course.

1. Probe to see if the employee has any other ideas for improving her time management skills in addition to attending a course.
2. React positively to the employee’s suggestion by supporting or agreeing with the idea, and elaborate on its benefits.
3. Explain to the employee that you like the idea and will check with Human Resources to see if they can recommend a course.
4. Acknowledge the employee’s suggestion, discuss what you think the benefits and drawbacks might be, and ask if she has any other ideas.

During an appraisal meeting, you mention about having heard about the employee’s lack of cooperation with members of other departments, and she responds by detailing the reasons for her behavior.

1. Explain to the employee that you did not mean to upset her and that you weren’t accusing her of anything; you were merely pointing out a situation of which you’d recently become aware.
2. Tell her that no doubt there were many valid reasons for her behavior, but that in the future you would like to see her work a little harder on interdepartmental teamwork.
3. Restate the issue so that she understands you weren’t blaming her, but only bringing up an issue you had heard about and want to discuss.
4. Explain to the employee that you’re more interested in solving the problem than in the reasons for her behavior.

You and an employee are concluding an end-of-the-year performance appraisal meeting. You have given the employee a final rating and he has agreed that it is an accurate assessment of his overall performance.

1. Tell him you appreciate his contribution to the discussion, and comment on what you see as the benefits of the meeting.
2. Reassure him that if he continues improving in the areas you’ve discussed, you’ll be able to give him an equally good rating next year.
3. Tell the employee that you seen some good things and that you’re sure he will continue to improve.
4. Thank the employee for his contributions during the meeting and urge him to see you whenever any problems come up.