What is a key outcome of the interview structure in performance appraisals?

• A. It should blur fault-finding and emphasize problem-solving.
• B. It should be used primarily for ratings with little discussion.
• C. It allows both the supervisor and the subordinate to view it as a problem-solving session.
• D. It should focus on evaluating past mistakes.

Answer: (C)

A performance appraisal interview works best when it is a two-way, collaborative problem-solving session between supervisor and subordinate. This structure invites open dialogue, helps clarify expectations, identifies barriers to performance, and leads to concrete, shared action plans for development. When both parties view the meeting as a joint problem-solving effort, it builds accountability, engagement, and a forward-looking path for improvement.

The other approaches don’t fit as well because a ratings-centered or discussion-light format misses the development focus, focusing too much on past errors or assigning blame rather than solving performance gaps.