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Strength-based performance appraisal and goal setting

Osnat Bouskila-Yam, Avraham N. Kluger

Human Resource Management Journal - Jun 2011

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Overview​

Many supervisors and subordinates hate performance appraisal exercises. Moreover, the benefits of performance appraisals for organizations are questionable. To address these challenges, we participated in the development of an alternative Strength-Based Performance Appraisal (SBPA) and a goal setting process, considering ideas both from performance appraisals practitioners and from Positive Psychology scholars. SBPA emphasizes learning from success stories using the Feedforward interview [Kluger A.N. and Nir D., 2009. The feedforward interview. Human Resource Management Review 20,235–246.], reflected best self [Roberts L.M., Dutton J.E., Spreitzer C.M., Heaphy E.D., Quinn R.E. 2005. Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations Academy of Management Review 30(4),712–736], finding new ways to use existing strengths (Seligman, Steen, Park, & Peterson, 2005) and a win–win approach (Pruitt & Rubin, 1986). However, SBPA does not avoid negative feedback; it constrains it for prevention-focus behaviors, where it appears to be effective in increasing motivation and performance [Van-Dijk D. & Kluger A.N. 2004. Feedback sign effect on motivation: Is it moderated by regulatory focus? Applied Psychology: An International Review, 53(1), 113–135]. Following an elaboration of the theoretical rationale of SBPA, we describe a case study of applying SBPA at SodaStream (formerly Soda-Club), coupled with an initial evaluation of its impact. We conclude with lessons learned from the first implementation, followed by a call for replications.

Key ideas​

  • The paper starts from a common failure mode: both supervisors and employees often dislike appraisal, and the organizational benefit of appraisal is uncertain.
  • Strength-Based Performance Appraisal (SBPA) shifts the conversation toward what works. It asks people to learn from success stories, identify existing strengths, and find new ways to use those strengths.
  • SBPA draws on the feedforward interview, reflected best-self work, positive psychology, and a win-win framing of goals.
  • The model is not "only say positive things." Negative feedback is still used, but the paper argues it should be constrained to prevention-focus behaviors, where prior evidence suggests it can improve motivation and performance.
  • The SodaStream case is presented as an early implementation example, not final proof. The authors explicitly call for replications.

Practical use​

  • Start appraisal conversations with concrete success stories, then ask what strengths made those outcomes possible.
  • Translate strengths into future goals: where can the employee use the same capability more often, in a broader context, or with higher impact?
  • Reserve corrective feedback for situations where avoiding errors, risks, or missed obligations is the central performance need.
  • Treat SBPA as a structured alternative to conventional appraisal, but validate it locally before assuming it will work the same way in every team.

Original research: Open publisher page