A variety of face types can be in operation in workplaces, dependent on, for example, the kind of workplace, the various activities engaged in in that workplace, the status/role/gender of participants working in and/or connected with the workplace, etc. This paper offers an adapted version of Archer’s (2015) Facework Scale as a means of accounting for the different types of face in evidence in one activity – Performance Appraisals – in one workplace, relating to a UK retail organization. We will show that interlocutors used facework strategies that emphasized different or multiple facets of face on both a professional and personal level (Jagodzinski 2013). This includes attempting to safeguard/support their working relationships (Haugh 2013) by managing impressions of self and/or the company (Jones and Pitman 1982) at the same time as maintaining credibility for self and/or other(s) (Bolino et al. 2016). We use our findings to argue that employers and their employees would benefit from having an understanding of face(work), and briefly discuss the training implications for Performance Appraisals if face(work) notions were introduced.

中文翻译：

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绩效评估中的面孔：以英国零售组织为重点

取决于工作场所的种类，从事该工作场所的各种活动，在工作场所工作和/或与之相关的参与者的身份/角色/性别，本文提供了Archer（2015）Facework Scale的改编版，作为一种方法来解释与英国零售组织有关的一项活动（绩效评估）中一项活动中不同类型的面部证据。我们将证明，对话者使用的面子工作策略在专业和个人层面上都强调不同或多个面子（Jagodzinski 2013）。这包括在维护自我和/或其他人的信誉的同时，试图通过管理自我和/或公司的印象来维护/支持他们的工作关系（Haugh 2013）（Jones and Pitman 1982）（Bolino等人）。 （2016年）。我们用我们的发现来论证，雇主和他们的雇员将从了解面部（工作）中受益，并简要讨论如果引入面部（工作）概念对绩效考核的培训意义。