Final answer:
It is true that employees may perceive annual performance reviews as an acute stressor. This perception arises from cognitive evaluations of the stressor's potential threat and one's ability to cope with it. A well-conducted performance review could also be seen as an opportunity for growth and improvement.
Step-by-step explanation:
Employees may perceive annual performance reviews as an acute stressor. This is true. The perception of performance appraisals as a stressor is based on the cognitive appraisal theory of stress, where individuals interpret and respond to events that they judge as overwhelming or threatening to their well-being. According to Lazarus and Folkman (1984), two critical appraisals are involved: primary and secondary. In primary appraisal, one judges the potential harm or threat to well-being a stressor might entail, and in secondary appraisal, one assesses their resources and options for coping with the stressor.
Job strain, as it relates to performance evaluations, can cause nervousness among employees. However, if an employee is well-prepared, it can also be an opportunity for professional growth. Job stress, defined as the perception that the demands placed on an individual exceed their capability to cope, could potentially arise from performance appraisals and affect job satisfaction and overall performance. Yet, an optimal level of stress may actually enhance performance, which is known as eustress. When this balance is tipped, and stress levels become too high, it can lead to distress and negatively impact performance. Thus, performance reviews can be seen both as potential stressors and as opportunities for improvement, depending on the employee's perspective and preparation.
It is important that performance appraisals are conducted fairly and that they incorporate the original job analysis and goals set by the employee. This helps in ensuring that the appraisal is a fair reflection of the employee's performance. The appraisal process could involve discussing performance, reinforcing strengths, setting goals for improvement, and discussing potential rewards or consequences of performance.