Implementing a Comprehensive Review
In the study of industrial psychology, the 360-degree Performance Appraisal is a form of feedback where information on a supervisor’s performance is gathered from the supervisor and anyone else who has firsthand experience with the supervisor’s performances. This includes, but is not limited to, their work peers, subordinates, managers, and customers. After all the information is collected, it is combined into overall ratings which the supervisor can compare to his or her own ratings. This allows the supervisor to see what areas they are perceived as deficient in and allows them to work on becoming a better supervisor. (Colquitt, 2013, p. 48-49)
So how can this type of review be used to improve job performance? Obviously, it gives supervisors a tool to see their weak areas so they can become stronger in them. However, in my opinion, whether or not the system works depends on the situation. First, I believe it depends on the type of supervisor being evaluated. There have been many links made between a supervisor’s personality/character traits and the effectiveness of the review process. For example, supervisors with high self-esteem were shown to have a better attitude towards the performance appraisal. (Funderburg and Levy, 1997) If you have a supervisor who does not believe in their own abilities from the beginning, they are going to be resentful and afraid of the process and this in turn could actually hinder job performance. Also, extroverted leaders were more likely to see negative feedback as valuable and had the desire to seek more information about the negative feedback. (Smither, London, and Richmond, 2005) If a company were to try and impose this review system on a heavily introverted supervisor, he or she may go along with the process but ultimately the results and time spent would be useless. This is because the supervisor will have no desire to pursue further knowledge on any negative feedback....
References: Atwater, L., Waldman, D., Atwater, D., & Cartier, T. (2000). An upward feedback field experiment.
Supervisors’ cynicism, follow-up and commitment to subordinates
Brutus, S., & Derayeh, M. (2002). Multi-source assessment programs in organizations: An insider’s
Colquitt, J. A., Lepine, J. A., & Wesson, M. J. (2013). Organizational Behavior: Improving performance
and commitment in the workplace
Funderburg, S. A., & Levy, P. E. (1997). The influence of individual and contextual variables on 360-
degree feedback system attitudes
Smither, J. W., London, M., & Richmond, K. R. (2005). The relationship between leaders’ personality and
their reactions to and use of multisource feedback: A longitudinal study
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