Using 360-degree Performance Appraisals for improving job performance
Employee performance appraisal is a very important part of organizational management regarding improving job performance. Traditionally, direct supervisors are the primary evaluators for their subordinate’s job performance, but the result often times lacks accuracy and subjectiveness since it only provides “a single or limited viewpoint”. (Alexander, 2006) In the recent years, a different approach called 360-degree performance appraisal has gained much popularity among organizations. According to Human Resource Consultant, William M. Mercer, 90% of Fortune 500 companies have adopted this 360 degree performance review approach in 2002. (Carruthers, 2003)
As opposed to the traditional top-down feedback approach, the 360-degree performance appraisal incorporates information gained from not only the leadership, but also other people such as peers and customers. (Linman, 2006) 360-degree performance appraisal is often considered a more accurate profile of an employees’ professional performance, since it involves evaluators on different organizational levels to comment on aspects that the rest maybe not have a chance to observe. (Meenakshi, 2012)
While the general idea of 360-degree performance appraisal seems easy to understand, the specific application of the method involves takings each step with caution. First of all, the primary task is to determine the skills to assess. Before the evaluation process takes place, it’s important to choose only a few criteria that matter the most in the employee’s job. (Stack, 2013) If too many criteria are chosen, it may distract the raters from giving accurate response.
Second of all, the raters have to be carefully chosen as well. The evaluation should only involve individuals who work closely with the employee, and preferably have minimal conflict of interest with him or her. For instance, if one of the coworkers is competing for the same promotion...
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