360 Degree Performance Appraisal-Final Copy
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- Date Submitted: 01/31/2011 11:10 AM
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Topic: 360 Degree Performance Appraisal
Sources of feedback relevant to an appraisal are highlighted by the 360 Degree (360°) Appraisal. The literature review discussed here highlights the sources of feedback relevant to performance appraisal. This multisource assessment is the most comprehensive appraisal where feedback about the employees’ performance comes from all the sources that come in contact with the employee on the job. Typical 360° Feedback surveys solicit and analyze input from the participants’ immediate supervisor(s), peers, direct reports, suppliers and customers (if applicable). Self-ratings are also often included. Although 360° ratings team membership may vary, all sources agree that rater anonymity must be guaranteed. The collective intelligence these respondents provide on critical competencies or specific behaviors and skills gives the employee, a clear understanding of personal strengths and areas ripe for development (Edwards, 1996).
Managers/Supervisor Ratings
Supervisor and Managers ratings are mostly not anonymous. The supervisor-only performance appraisal is subjective and relies on the supervisor's judgment. They are typically given once a year, assessing the employees work performance from a subjective point of view and providing management information for decisions on pay and promotions (Edwards & Ewen, 1996).
Self-Ratings
Self ratings tend to facilitate behavioral change because managers can compare their self-perceptions directly with how others see them (London & Beatty, 1993).
Peer (Co-worker) Ratings
Peers can provide valuable feedback on performance, particularly where teamwork occurs. “Peers may be in the best position to provide feedback on skills such as working with others and teamwork, decision-making and technical capabilities” (Pollack & Pollack, 1996).
Subordinate Ratings
Subordinates provide a credible source of information about their managers. They are often in better positions to observe and...
Sources of feedback relevant to an appraisal are highlighted by the 360 Degree (360°) Appraisal. The literature review discussed here highlights the sources of feedback relevant to performance appraisal. This multisource assessment is the most comprehensive appraisal where feedback about the employees’ performance comes from all the sources that come in contact with the employee on the job. Typical 360° Feedback surveys solicit and analyze input from the participants’ immediate supervisor(s), peers, direct reports, suppliers and customers (if applicable). Self-ratings are also often included. Although 360° ratings team membership may vary, all sources agree that rater anonymity must be guaranteed. The collective intelligence these respondents provide on critical competencies or specific behaviors and skills gives the employee, a clear understanding of personal strengths and areas ripe for development (Edwards, 1996).
Managers/Supervisor Ratings
Supervisor and Managers ratings are mostly not anonymous. The supervisor-only performance appraisal is subjective and relies on the supervisor's judgment. They are typically given once a year, assessing the employees work performance from a subjective point of view and providing management information for decisions on pay and promotions (Edwards & Ewen, 1996).
Self-Ratings
Self ratings tend to facilitate behavioral change because managers can compare their self-perceptions directly with how others see them (London & Beatty, 1993).
Peer (Co-worker) Ratings
Peers can provide valuable feedback on performance, particularly where teamwork occurs. “Peers may be in the best position to provide feedback on skills such as working with others and teamwork, decision-making and technical capabilities” (Pollack & Pollack, 1996).
Subordinate Ratings
Subordinates provide a credible source of information about their managers. They are often in better positions to observe and...