Interpersonal Relations as a Context for Improving the Effect of Performance Appraisal Interviews on Employee Performance and Satisfaction: A Longitudinal Study

October 1, 1989
A field study was conducted by Barry R. Nathan, Allan M. Mohrman, Jr., and John Milliman to determine the effect of supervisor-subordinate interpersonal relations and the content and conduct of the appraisal review on reactions to the performance appraisal review, and job satisfaction and job performance after the review.

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