Behavioral Expectation Scales (BES) research has concentrated upon psychometric properties, while evidence for potential operational advantages has been largely anecdotal. This empirical study explored the operational value of BES as a technique for identifying divergent rater‐ratee perceptions of ratee behavior frequency and for facilitating subsequent ratee behavior change. Results indicated that ratees perceived desired behaviors as occurring more often and undesired behaviors occurring less often than did raters. Behavior change was demonstrated both after development and after implementation of BES. Such operational advantages of BES are argued as a crucial factor in the choice of an organization's performance appraisal format.
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