LET1

317.1.6-03-10 Upon review of the current appraisal process I have 3 main concerns. Firstly the form seems to focus on simply behaviors and traits. I do not see any emphasis on the task outcome being evaluated. It appears that the company is more concerned with if the worker is getting along with others that if he is doing the job assigned to him. Actually I see no reference to his job performance at all. Secondly this appraisal seems to be focusing more on the manager’s impression of the worker. All of the statements in the appraisal are how the worker seems to be by the manager. There doesn’t appear to be any input from others than a few coworkers. They stated a 360º approach to the appraisal process but are missing a couple of the groups such as customers and other managers that have interacted Kaplan, R. E. (1993). And I do not see any direct input from the coworkers, just what the manager has inferred. Thirdly, and probably most important, it seems the manager is somewhat prejudiced by a past experience in appraising this employee. It does not appear that the employee has been made part of the appraisal process and instead just gets it sprung on him during an annual review. This worker has lost all trust in this process for he was not involved and his skill set was not evaluated. I believe that the best way to resolve this is to give some empowerment to the employee by making him part of the appraisal process. The most commonly used sets of criteria for evaluation in the business world today are Task Outcomes, Behaviors, and Traits. These three criteria can generally cover those qualities in a worker that lead to a productive member of the company. Task Outcomes are usually defined by preset goals at the beginning of the appraisal period. This way you can quantitatively measure the workers ability to do their job. Not all outcomes though are easily defined and can be much harder to rate. These generally are how the worker interacts with

References: Kaplan, R. E. (1993). "360-Degree Feedback Plus: Boosting the Power of Co-Worker Ratings for Executives." Human Resource Management, 32:299-314.