This article describes a participative rather than confrontational performance management cycle that should precede the actual performance appraisal. As described in the article, this cycle should begin with the supervisor defining the role and responsibilities of subordinates with input from employees. Each employee then should set specific goals with the supervisor and develop strategies for attaining these goals. The supervisor should then monitor performance and provide feedback. Finally, the supervisor should review performance with the employee via frequent, regularly scheduled meetings that should not dwell on the past, but rather should emphasize planning for the future and analyzing the present. Supervisors should view performance appraisals as an ongoing and developmental process, based on a relationship of trust and confidence between themselves and their employees. The article contains a table listing old/confrontational and new/supportive methods of performance appraisal evaluation. Endnotes