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Whereas Smith et al. (2000) identified the raters' belief about the importance of performance appraisals in his/her organisation as important predictor of performance appraisal discomfort suggesting that performance appraisal discussions are likely to produce discomfort to the extent that the appraisal is associated with important outcomes. Villanova et al. (1992) reported that raters reporting higher levels of discomfort tended to give more lenient ratings of subordinates than raters reporting lower levels of discomfort. In sum, albeit performance appraisal is uncomfortable for many raters, little is known about performance appraisal discomfort (PAD) (Smith et al. 2000). While Villanova et al. (1992) reported some of PAD consequences to include giving more lenient subordinate ratings and being less likely to distinguish among subordinates. Presumably, by giving uniformly high appraisals, they can avoid the potential consequences of assigning high ratings to some subordinates and l

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