Chapter 7 Flashcards
1
Q
What is performance appraisal?
A
Evaluating an employee’s current and/or past performance relative to
performance standards.
2
Q
What is the 3 step performance appraisal process?
A
(1) setting work standards, (2) assessing the employee’s actual performance relative to those standards (this often involves some rating form), and (3) providing
feedback to the employee to help eliminate performance deficiencies or to continue to perform above par
3
Q
True or false: Effective performance appraisals are irrelevant to successful performance management
A
False: Effective performance appraisals are the basis for successful performance management
4
Q
Are performance appraisals a difficult task?
A
Although performance appraisal is a
difficult interpersonal task for managers, it cannot be eliminated
5
Q
In any organization, achieving strategic objectives requires….
A
Employee productivity above all else because organizations strive to create a high-performance
culture by using a minimum number of employees
6
Q
What is the suggested opportunity for organizations regarding performance management?
A
Better performance management is considered a largely untapped opportunity to improve overall organizational performance.
7
Q
What challenge do both managers and employees often face during performance appraisals?
A
Both may feel uncomfortable during the process, making it a difficult interpersonal task.
8
Q
What is performance management?
A
The process encompassing all
activities related to improving
employee performance,
productivity, and effectiveness
9
Q
How does performance management differ from performance appraisals?
A
Performance management is broader and more strategic, involving various activities to improve employee performance, productivity, and effectiveness, while appraisals are just one part of this system.
10
Q
What are the key components of performance management?
A
Goal setting, pay for performance, training and development, career management, and disciplinary action.
11
Q
How does performance management influence organizational work behavior?
A
Provides an integrated network of
procedures across the organization that will influence all work behaviour
12
Q
What are the three major purposes of performance management?
A
- It aligns employee actions with
strategic goals - It is a vehicle for culture change
- It provides input into other HR
systems such as development and remuneration.
13
Q
What are two formal appraisal methods
A
- Comparative methods
- Advanced quantitative methods
14
Q
What are the 4 comparative methods
A
- Graphic rating scale
- Alternation ranking method
- Paired comparison method
- Forced distribution method
15
Q
What is graphic rating scale
A
A scale that lists a number of traits (such as reliability)and a range of performance for each (from unsatisfactory to outstanding). The employee is then rated by identifying the score that best describes their level of performance for each trait.
Ex. rating uber driver
16
Q
What is the simplest and most popular technique for appraising performance?
A
Graphic rating scale
17
Q
How is the employee rated with the graphic rating scale?
A
The supervisor rates each employee by circling or checking the score that
best describes their performance for each trait. The assigned values are then totalled.
In a world of constant customer reviews, gig economy workers are often evaluated based on basic rating scales
18
Q
Instead of appraising generic traits or factors, many firms specify the duties to be appraised, give examples for a payroll coordinator
A
- Acting as a liaison with accounting and benefits staff.
- Continually updating knowledge on relevant legislation.
- Maintaining payroll records.
- Data entry and payroll calculations.
- Responding to employee inquiries regarding payroll issues
19
Q
What is alternation ranking method?
A
Ranking employees from best
to worst on a particular trait
20
Q
How is the alternation ranking method carried out?
A
- List all employees to be rated.
- Cross out names of employees not known well enough to rank.
- Identify and rank the highest and lowest performers on the chosen trait.
- Alternate between the next highest and next lowest until all employees are ranked.
21
Q
Why is the alternation ranking method popular?
A
It simplifies the ranking process by focusing first on identifying the extremes (best and worst), which is often easier than ranking everyone at once.
22
Q
What is paired comparison method?
A
Ranking employees by making
a chart of all possible pairs of
employees for each trait and
indicating the better employee
of the pair.
23
Q
How does the paired comparison method make ranking more precise?
A
Makes the ranking process more precise by comparing every employee with every other employee on a specific trait (e.g., quantity of work, quality of work).
24
Q
How does the paired comparison method work?
A
A chart is created with all possible pairs of employees for each trait.
For each trait, each pair of employees is compared, and the better employee is marked with a “+” and the other with a “−”.
The number of “+” marks for each employee is tallied to determine their rank on that trait.
25
What is forced distribution method?
Predetermined percentages of ratees are placed in various performance categories
26
How was the forced distribution method used at General Electric (GE)?
The late Jack Welch, who was chief executive offi-cer of General Electric (GE), is most often associated with the forced distribution method
At GE, the method followed a bell curve, with the top 10-20% of employees exceeding expectations, the bottom 10% not meeting expectations, and the rest considered the backbone of the workforce, receiving moderate compensation and development.
27
What are the benefits of the forced distribution method?
It allows for focused effort and resources on top performers, motivating high achievers with higher compensation and advancement opportunities.
28
What are the main criticisms of the forced distribution method?
criticized as being demotivat-ing because the majority of the workforce are classified as at or below average. One survey found that 77 % of employers were at least “somewhat satisfied” with forced ranking, while the remaining 23% were dissatisfied. The biggest complaint: 44% said it damages morale. Forced distribution motivates effort and perhaps performance, but leaves many employees feeling that their appraisals were dysfunctional.
29
What nickname has been given to the forced distribution method?
It has been referred to as "Rank and Yank."
30
What is one of the challenges with forced distribution?
Differentiating meaningfully between the middle 80% of employees, as identifying the top and bottom performers is usually not the main issue.
31
What additional step is recommended for low-ranked employees in forced distribution?
A committee should review any employee’s low ranking to ensure fairness and avoid arbitrary evaluations.
32
What are the 2 advanced quantitative methods?
1. Behaviourally anchored rating scales (BARS)
2. Management by objectives (MBO)
33
What is the behaviourally anchored rating scale (BARS)?
An appraisal method that aims
to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified
scale with specific narrative examples of good and poor performance.
34
What is the purpose of BARS?
The guiding principle to BARS is that elaborating the dimension and rating scale gives raters a uniform interpretation of the types of behaviour being measured.
35
How is BARS typically structured?
BARS usually involves a scale of nine anchors, though scales with seven and five anchors are also used.
36
Why are midpoint scales challenging in BARS?
Midpoint scales are harder to standardize compared to extreme scale points, making it difficult to develop uniform interpretations across raters.
37
How can the development and use of BARS improve inter-rater reliability?
Recent efforts have focused on addressing midpoint scale development to influence inter-rater reliability and inter-rater agreement.
Anchoring all scale levels with clear statements and involving developers in user training can enhance consistent application of the scale, improving reliability and legal defensibility.
38
Give an example of a BARS for one performance dimension:
“sales skills.”
Look at figure 7.6
39
Developing a BARS can be more time-consuming than developing other appraisal
tools, such as graphic rating scales. But BARS may also have important advantages:
1. A more accurate measure
2. Clearer standards
3. Feedback
4. Independent dimensions
5. Consistency
40
How does BARS provide a more accurate measure?
People who know the job and its requirements better
than anyone else does develop BARS. The result should therefore be a good mea-sure of performance on that job
41
How does BARS provide clearer standards?
The critical incidents along the scale help to clarify what is meant by “extremely good” performance, “average” performance, and so forth
42
How does BARS help in providing feedback?
The critical incidents may be more useful in providing feedback to appraisees than simply informing them of their performance rating without providing specific behavioural examples
43
How does BARS provide independent dimensions?
Systematically clustering the critical incidents into five or six performance dimensions (such as “knowledge and judgment”) should help to make the dimensions more independent of one another. For example, a rater
should be less likely to rate an employee high on all dimensions simply because the employee was rated high in “conscientiousness.”
44
How does BARS provide consistency?
BARS evaluations also seem to be relatively consistent and reliable
in that different raters’ appraisals of the same person tend to be similar.
45
What is management by objectives (MBO)?
Requires the manager and employee to jointly set specific measurable
goals and periodically discuss progress toward these goals, aligned with a comprehensive, organization-wide goal-setting and appraisal program
46
Give an example of MBO being used.
Google’s CEO sets company-wide “OKRs” (objectives and key results) quarterly. All Google employ-ees then make sure their own goals are in synch with the CEO’s. All employees’ goals are posted on Google’s internal website next to their names.
47
What happens when managers and employees set goals collaboratively?
Employees become more engaged and committed to the goal, leading to a higher rate of success.
48
What is the benefit of difficult (stretch) goals in professional development?
Increase personal growth and professional development and improve organizational
effectiveness
49
What risk is associated with goals that push employees too far beyond their abilities?
Goals that are too challenging may result in burnout.
50
What is crucial for motivating employee performance through goals?
Objectives must be fair and attainable
51
What are the 6 steps to setting goals in an organization?
1. Set the organization's goals
2. Set departmental goals
3. Discuss departmental goals
4. Define expected results (set individual goals)
5. Performance reviews: measure results
6. Provide feedback
52
What are the 3 potential problems in using MBO?
1. Setting unclear, unmeasurable objectives
2. Time-consuming
3. Tug of war
53
How is setting unclear, unmeasurable objectives an issue for using MBO?
Is the main issue.
Such an objective as “will do a better job of training” is useless. Conversely, “will have four employees promoted during the year” is a measurable
objective
54
How is time consuming an issue in using MBO?
Taking the time to set objectives, measure progress, and provide feedback can take several hours per employee per year, over and above the time already spent doing each person’s appraisal.
55
How is tug of war an issue in using MBO?
Setting objec-tives with an employee sometimes turns into a tug of war; managers push for higher
goals and employees push for lower ones. It is thus important to know the job and the person’s ability.
56
Is there one best solution for all performance management systems?
Ultimately, no one single solution is best for all performance management systems. Most firms combine several appraisal techniques.
57
What are examples of mixing appraisal techniques?
- The graphic rating scale with behavioural incidents defines values for the traits being measured.
- The quantifiable ranking method permits comparisons of employees and is therefore useful for making salary, transfer, and promotion decisions.
- The critical incidents provide specific examples of performance relative to expectations and can be used to develop the high and low anchors for the BARS technique
58
What factors determine which appraisal methods an organization should use?
RESOURCE CONSTRAINTS (time, money, people) and ORGANIZATIONAL FACTORS (budget, turnover, strategy) will help determine which of the options is best for each organization
59
Why is appraising employees' performance challenging for managers?
It is fraught with peril because employees tend to be overly optimistic about their ratings, and their career progress, raises, and peace of mind often depend on those ratings.
60
What emotional component is involved in performance appraisals?
Honest appraisals can trigger emotional responses, making it difficult for managers who lack formal appraisal discussion skills.
61
What are some negative outcomes of poorly conducted appraisals?
Dishonest appraisals or complete avoidance of the appraisal process are common outcomes.
62
What are the structural problems with performance appraisals?
Structural issues in the process can cast doubt on the fairness of appraisals, leading to mistrust in management.
63
How can management improve employee trust in performance appraisals?
Research shows that implementing a more acceptable performance appraisal system can increase employee trust in management.
64
What is the general perception of performance management systems in organizations?
Most organizations view their performance management systems as ineffective and in need of better execution rather than new techniques.
65
Why must appraisal systems be valid and reliable?
They need to be valid to accurately reflect the position being rated and reliable to ensure consistent ratings for the same performance.
66
How do validity and reliability affect employee perceptions of fairness in appraisals?
Employees' concerns about appraisal fairness are influenced by how valid and reliable the performance appraisal system is.
67
What are the 3 key characteristics of valid appraisal criteria?
Criteria must be:
1. Relevant to the job being appraised.
2. Broad enough to cover all aspects of job requirements.
3. Specific to the role.
ex. Including a broad criterion, such as “leadership,” may not be relevant to non-management jobs and may be so vague that it can be interpreted in many ways
68
How can consistency be achieved in performance appraisals?
By using quantifiable and measurable criteria, ensuring consistent application across many employees and raters.
69
What are the 7 main problems that can undermine appraisal tools like graphic rating scales?
The seven problems are:
1. Unclear performance standards
2. Halo effect
3. Central tendency
4. Leniency or strictness
5. Appraisal bias
6. Recency effect
7. Similar-to-me bias
70
What is unclear performance standards?
An appraisal scale that is too
open to interpretation of traits
and standards
71
How do unclear performance standards affect appraisals?
Unclear standards lead to subjective and inconsistent appraisals because different supervisors may interpret ratings like "good" or "fair" differently.
72
What is an example of unclear performance standards?
A trait like "quality of work" might be rated as "outstanding" or "good," but without clear definitions, different raters could interpret these levels differently.
73
How can the problem of unclear performance standards be addressed?
The best solution is to develop descriptive phrases that define each trait, providing more specificity to differentiate rating categories.
74
What is the halo effect in performance appraisals?
The halo effect occurs when an employee’s rating on one trait (e.g., "gets along with others") biases their rating on other traits (e.g., "reliability").
75
Who does the halo effect most often occur with?
This problem often occurs with employ-ees who are especially friendly (or unfriendly) toward
the supervisor. For example, an unfriendly employee will often be rated unsatisfactory for all traits rather than just for the trait “gets along well with others"
76
How can the halo effect be avoided in appraisals?
Awareness of the halo effect and providing supervisory training can help mitigate this bias in appraisals
77
What is central tendency?
A tendency to rate all
employees in the middle of the
scale.
Many supervisors have it when filling in rating scales
78
Give an example of central tendency?
For example, if the rating scale ranges from one to seven, they tend to avoid the highs (six and seven) and lows (one and two) and rate most employees between three and five
79
How does central tendency affect graphic rating scales?
Using a graphic rating scale, this
central tendency could mean that all employees are simply rated “average.” Such a restriction can distort the evaluations, making them less useful for promotion, salary, or counselling purposes.
80
How can the central tendency problem be avoided?
Ranking employees instead of using a graphic rat-ing scale can avoid this central tendency problem because all employees must be
ranked and thus cannot all be rated average.
81
What is strictness/leniency?
The problem that occurs when a supervisor has a tendency to rate all employees either low or high.
82
What causes leniency in employee evaluations?
Fear of interpersonal conflict often leads to supervisors being overly lenient, rating all employees too high.
83
What contributes to strictness in performance evaluations?
Evaluators often give more weight to negative attributes than positive ones, leading to overly strict ratings.
84
Why is the strictness/leniency issue especially serious with graphic rating scales?
Graphic rating scales allow supervisors to give uniformly high or low ratings without requiring them to distinguish between employee performance levels.
85
How can the strictness/leniency problem be minimized?
Using ranking or forced distribution methods forces managers to differentiate between high and low performers, reducing the strictness/leniency bias.
86
What is appraisal bias?
The tendency to allow
individual differences, such as
age, race, and sex, to affect the
appraisal ratings that these
employees receive.
87
What is the recency effect?
The rating error that occurs
when ratings are based on
the employee’s most recent
performance rather than on
performance throughout the
appraisal period.
88
What is similar to be bias?
The tendency to give higher
performance ratings to
employees who are perceived
to be similar to the rater in
some way.
89
How much of performance evaluations are related to employee performance?
Research shows that less than half of performance evaluation ratings are actually based on employee performance; most of the ratings are influenced by idiosyncratic factors.
90
Is appraisal bias illegal?
Not only does this bias result in inaccurate feedback, but it is also illegal under human rights legislation. Although age-related bias is typically thought of as affecting older workers, one study found a negative relationship between age and performance evaluation for entry-level jobs in public accounting firms
91
Does an employee's friendliness or likeability affect their performance ratings?
Research indicates that friendliness and likeability have little impact on performance ratings.
92
How can previous performance affect current evaluations?
An employee's previous performance can bias the current evaluation. Raters may overestimate improvement by a poor worker or decline by a good worker.
93
How about in the case that change in behaviour is more gradual?
In some situations—especially when the change in behaviour is more gradual—the rater may simply be insensitive to improvement or decline. In any case, it is important to rate performance objectively. Such factors as previous performance, age, or race should not be allowed to influence results.
94
Can similar to me bias be discriminatory?
This bias can be
discriminatory if it is based on similarity in race, gender, or other prohibited grounds.
95
What are the 5 sources of performance appraisal?
1. Supervisors
2. Self
3. Peers
4. Committees
5. Subordinates
96
Whose ratings are still the heart of most appraisal systems?
Supervisors
97
Why are supervisors' ratings considered central in most appraisal systems?
-Getting their appraisal is relatively easy & makes a great deal of sense
98
Why does it make lots of sense to ask supervisor's for their performance appraisals?
They should be—and usually are—in the best position to observe and evaluate the performance of employees reporting to them and are responsible for their performance
99
How often are employee's self ratings used?
Sometimes used, generally in conjunction with supervisor's ratings
100
What motivates employees to value the opportunity for self-rating in performance appraisals?
Employees appreciate self-rating primarily for the opportunity to have their perspectives heard rather than to affect the final outcome of their appraisal.
101
What common issue arises with self-ratings in performance appraisals?
A key issue is that employees often rate themselves higher than supervisors or peers, leading to inflated self-assessments.
102
What does research show about employees’ tendency to rate their own performance?
Studies show that many employees rate themselves in the top performance categories; for example, 40% place themselves in the top 10%, with most others rating themselves above average
103
How often do employees rate themselves as below average?
Rarely; only about 1-2% of employees rate themselves below average, often choosing the highest position within that range.
104
How can self-ratings become more aligned with actual performance measures?
Self-ratings align more closely with performance when employees know their self-assessment will be compared to performance measures and are instructed to compare themselves with others.
105
What are the best performance appraisal systems?
Those in which the supervisor or manager makes an ongoing effort to coach and monitor employees instead of leaving evaluation to the last minute
106
What should supervisors be aware of when requesting self-appraisals from employees?
Their appraisals and their employees’ self-appraisals may accentuate appraiser–appraisee differences and
rigidify positions
107
What happens even if self-appraisals are not formally requested in a performance review?
Employees typically come into performance review meetings with their own mental self-appraisal, which is usually higher than the supervisor’s assessment.
108
What are peer appraisals effective at predicting?
Future management success
109
Why can peer appraisals be effective in predicting future management success?
Peer appraisals can be effective because peers often have more opportunities than supervisors to observe each other in various settings, including challenging or revealing situations.
110
What is a potential issue with peer appraisals?
A common issue is "logrolling," where peers may collaborate to give each other high ratings, which can compromise the objectivity of the appraisal.
111
How has the rise of self-managing teams influenced the use of peer appraisals?
The growth of self-managing teams has made peer or team appraisals increasingly popular
112
What positive effects have been observed from peer appraisals within teams?
Peer ratings had an immediate positive impact on perceptions of open communication, motivation, group cohesion, and satisfaction, and these were not dependent on the ratio of positive to negative feedback.
Thus, peer appraisals would appear to have great potential for work teams.
113
What is a rating committee, and who typically comprises it?
A rating committee is a group that evaluates an employee, typically including the employee's immediate supervisor and three or four additional supervisors.
114
What are the benefits of using multiple raters in employee evaluations?
Although there may be a discrepancy in the ratings made by individual supervisors, the composite ratings
tend to be more reliable, fair, and valid.
115
How do committee ratings help cancel out problems?
Using several raters can help cancel out problems, such as bias and the halo effect on the part of individual raters.
116
Why might there be discrepancies among ratings from different supervisors on a committee?
Discrepancies often arise because different supervisors observe different aspects of an employee’s performance, and each rating reflects these varied perspectives.
117
What alternative is often used when a rating committee is not available?
When no committee is used, the appraisal is reviewed by a manager immediately above the one who conducted the initial evaluation, to ensure accuracy and fairness.
118
What is another name for subordinate appraisal
Upward feedback
119
Why did supervisors traditionally fear being appraised by their employees?
Supervisors feared that employee appraisals would undermine their authority, potentially weakening their management authority.
120
How have changes in organizational structure affected the acceptance of upward feedback?
With flatter organizational structures and empowered workers, traditional managerial authority has diminished, making employee evaluations of supervisors more accepted.
121
What is upward feedback, and how is it typically conducted?
More firms today are conducting it. It is a process where employees anonymously evaluate their supervisors' performance, providing insights into management effectiveness and potential issues.
122
How can upward feedback benefit top managers in a company?
When conducted throughout the firm, the process helps top managers diagnose management styles, identify potential “people” problems, and take corrective action with individual managers as required.
123
In what context are employee ratings of supervisors most valuable?
Especially valuable when
used for developmental rather than evaluative purposes
124
How do managers generally feel about receiving identified versus anonymous feedback from employees?
Managers view the upward appraisal process more positively when employees identify themselves, though employees often feel more comfortable providing anonymous feedback.
125
How does requiring employees to identify themselves in feedback affect the ratings?
When employees must identify themselves, they tend to provide more favorable or inflated ratings.
126
What has research shown about the comparability of employee and peer ratings of managers?
Studies have found that employee ratings of managers are generally comparable to peer ratings, indicating a level of consistency in feedback across sources.
127
How effective is upward feedback from employees in improving supervisor behavior?
According to the research evidence, upward feedback from reporting employees
is quite effective in improving the supervisor’s behaviour.
128
What did one study examine to measure the impact of upward feedback on supervisors?
The study examined data for 92 managers who were rated by their employees, using surveys with 33 behavioural statements to assess manager performance
129
What type of feedback did the managers receive in the study on upward feedback?
Managers received feedback that included current survey results and previous survey results, allowing them to track their performance and behavioral changes over time.
130
How did managers with initially lower performance levels respond to upward feedback?
Managers with lower initial performance levels improved by the next performance assessment, and they sustained these improvements for up to two years.
131
Did the specific feedback from employees directly cause the performance improvements?
The study suggests that the feedback itself may not have been the direct cause. Managers improved over time, even without receiving specific feedback.
132
What was a key factor in the performance improvements observed in managers?
Learning about critical supervisory behaviors through the appraisal surveys and knowing they might be appraised seemed to motivate managers to improve their behavior.
133
What does the research suggest about the role of formal upward feedback programs in improving managerial performance?
The research indicates that the presence of a formal upward feedback program, rather than the specific feedback provided, motivated supervisors to align their behaviors with expectations.
134
What is 360-degree appraisal?
A performance appraisal
technique that uses multiple
raters including peers,
employees reporting to the
appraisee, supervisors, and
customers
135
Performance information is collected "all around" an employee in 360 performance appraisal, list some sources
- Supervisor/boss
- Internal customers
- External customers
- Subordinates/Direct reports
- Suppliers
- Skip-level reports
- Peers/Co-workers
- Other boss
136
What was the initial purpose of 360-degree feedback, and how has it evolved?
Initially, 360-degree feedback was used for training and development, but it has expanded to include performance feedback, pay, leadership development, succession planning, rewards, and recognition
137
What activities does the 360-degree approach support in organizations?
The 360-degree approach supports performance feedback, coaching, leadership development, succession planning, and rewards and recognition.
138
Why has the use of 360-degree appraisals grown rapidly in recent years?
Despite the significant investment of time required for it to function successfully, today’s flatter organizations employ a more open communicative climate conducive
to such an approach, and 360-degree appraisal fits closely with the goals of organizations committed to continuous learning
A multiple-rater system is also more meaningful in today’s reality of complex jobs, with matrix and team reporting relationships.
139
How does the 360-degree appraisal system enhance fairness in evaluations?
Can be perceived as an evaluation from a jury of peers, rather than just the supervisor as a single judge, which enhances employees’ perceptions of fairness in the process and outcomes
140
What are some common features of 360-degree appraisal systems?
Most 360-degree appraisals include anonymous and confidential feedback from peers, superiors, employees, and customers, often through internet-based systems.
For example they complete surveys about questionnaires about an individual. The surveys are tailored to align with the organization’s strategic goals, vision, and values.
141
How is the feedback collected in a 360-degree appraisal system?
Feedback is collected through custom-designed surveys that are completed by various parties—peers, superiors, subordinates, and sometimes customers—about the individual being appraised.
142
How is the feedback from a 360-degree appraisal compiled and presented?
The feedback (from the surveys) is compiled into individualized reports.
143
What happens when 360-degree feedback is used for self developmental purposes?
The report is presented to the person being rated, who then meets with their own supervisor and information pertinent for the purpose of developing a self-improvement plan is shared
144
What happens when 360-degree feedback is used for performance management or pay?
When the information is being used to manage performance or pay, the information is also provided to the ratee’s superviso
145
What is required after 360-degree feedback is collected for performance improvement?
A supportive follow-up process is necessary to ensure that the required behavioural changes are made for performance improvement. This often involves additional coaching or support.
146
What challenges have some organizations faced with 360-degree appraisals?
There is a limited amount of research data on the effectiveness of 360-degree appraisal
Some organizations have abandoned 360-degree appraisals due to negative employee attitudes, inflated ratings, and disagreements between raters on performance.
147
What did research at Concordia University reveal about 360-degree feedback?
The study found that, despite challenges like time investment, lack of trust, and misalignment with strategic goals, 360-degree feedback remains popular among Canadian employers.
148
What factors contribute to the success of 360-degree feedback implementation in organizations?
Successful organizations had clear objectives for implementing 360-degree feedback and were sensitive to contextual factors, such as employee readiness and organizational culture.
Had the most clarity on what their initial objectives were
149
Why do some organizations struggle with implementing 360-degree feedback?
Organizations that rely solely on external consultants for establishing 360-degree appraisals tend to have less success than those that consider internal factors and employee readiness.
150
Why do some experts recommend using 360-degree feedback for developmental purposes only?
Experts suggest using 360-degree feedback initially for developmental and career-planning purposes to help organizations determine if they are ready to use it for evaluative purposes without causing negative consequences.
151
What is a recommended approach when starting to use 360-degree feedback?
It is often recommended to begin with a pilot test in one department, using 360-degree feedback for development, before considering its use for evaluative purposes.
152
What key advice should organizations follow when implementing 360-degree feedback?
* Have the performance criteria developed by a representative group that is familiar with each job.
* Be clear about who will have access to reports.
* Provide training for all supervisors, raters, and rates.
* Assure all raters that their comments will be kept anonymous.
* Plan to evaluate the 360-degree system for fine-tuning.
