Performance Evaluation of Nestle

Topics: 360-degree feedback, Human resource management, Performance appraisal Pages: 5 (1491 words) Published: February 16, 2011
Objectives of the article:
This article focuses on the following areas.
1. To define the meaning and concept of the 360 degree performance appraisal process. 2. To communicate or inform the participants about the weaknesses of the conventional system and how 360 degree system overcome these weak areas. 3. To provide necessary skills to plan and implement a 360-degree appraisal System in the organization. 360 Degree Appraisal System :

A latest “performance management tool” is a 360 degree appraisal system. This process enables the individuals performance to be evaluated from an all around perspective and thereby provide more accurate information on an individual’s performance over a stated time period. The concept of 360 degrees comes from the number of degrees in a circle. Every point at the edge of the circle provides a direction or a dimension to its centre. So providing an employee with 360 degree feedback means that feedback comes from all directions like From your boss From your peers From your customers From your team members on special projects & alsoFrom those people who report to you. This leads toward validity and reliability of the performance appraisal. CURRENT THINKING ON 360 DEGREE PERFORMANCE APPRAISAL Here we see that what factors we should keep in mind while appraising under 360 rule. 1. Do the various sources provide unique information. 2. Does 360 degree feedback result in improved performance 360 Degree Works Best When 1. Managers meet with their subordinates to discuss their upward feedback. 2. The Managers, receiving the feedback ,were initially not the top performers. 3. The Managers, receiving the feedback , initially think that they are performing better than do their subordinates. 4. The results are used for feedback rather than for decisions about compensation and promotions. NOTE The above four concluded points are the results of a research conducted by executives in the American companies. The points 1 , 2 are the findings of walker & smither , 1999. The point 3 is the finding of Johnson & feostle , 1997. The point 4 is concluded by denisik & kinger , 2000.

A modern questionnaire is designed on the basis of various job dimensions. These job dimensions could vary from employee to employee. These forms are given to all the points on the edge of the circle keeping employee as a centre of that circle. CONCLUSION The process of 360 degree performance appraisal or assessment can help your employees see themselves in an entirely new light. It can assist them in gaining consensus about what they are doing right and what they still need to improve. Designing and Implementing A 360° Appraisal System

The 360-degree appraisal system is the latest performance management tool currently being used by many of the Fortune 500 companies in the U.S. to evaluate and provide feedback on the performance of individuals in an organization. Unlike conventional appraisal systems, which call for the evaluation and feedback to be, provided by only an individual’s superior, the 360-degree system calls for this to be done by subordinates, peers and superiors. According to a survey carried out by the Human Resources consulting firm of Towers Perrin in 1998, 8 percent of major companies in the United States were using the 360-degree appraisal system. It also stated that 69 percent planned to introduce it in the next three years. Some of the companies, which are presently using it, are McDonell-Douglass, At & T, Dupont, Boeing and Intel, where it has been judged a considerable success. Article # 2

This Article focuses on the following areas
Reasons For Measuring White-Collar Work
Why it is so difficult
Techniques to identify the “results” and “performance standards” for this kind of work. Examples of “verifiable performance standards” created with these techniques.
*1* Reasons to measure white-collar work
a. performance...
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