360-Degree Performance Appraisals

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CHAPTER 12
360-Degree Performance Appraisals Problems in
Performance Appraisal Examples of Behavioral
Measures for Evaluating Foremen Examples of
Behavioral Measures for Evaluating Logging
Supervisors An Example of BES
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CHAPTER 12 (cont.)
Example of One BOS Criterion Performance
Evaluation Methods Uses of Performance
Appraisal Relationship of Performance Standards
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360-degree Performance Appraisals
The primary objective of the 360-degree
performance appraisal is to pool feedback from
all of the employees customers.
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Top Management (Internal customer)
Manager (Internal customer)
(External customer) Suppliers
Clients (External Customer)
Subordinates (Internal customer)
Co-workers or team members (Internal customer)
Other Department Representatives (Internal
customer)
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PROBLEMS IN PERFORMANCE APPRAISAL
Lack of Objectivity Halo Error Leniency/Strictness
Central Tendency Recency Personal Bias of Rater
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CHARACTERISTICS OF AN EFFECTIVE APPRAISAL SYSTEM
Job Related Criteria Performance
Expectations Standardization Qualified
Appraisers Feedback Mechanism for Appeal
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PROBLEMS IN PERFORMANCE APPRAISAL
Lack of Objectivity Halo Error Leniency/Strictness
Central Tendency Recency Personal Bias of Rater
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Examples of Behavioral Measures for Evaluating
Foremen
1. Explains job requirements to new employees in
a clear manner (e.g., talks slowly shows them
how to do it). Almost Never 0 1 2 3 4 Almost
Always 2. Tells workers that if they have
questions or problems to feel free to come and
talk to him or her. Almost Never 0 1 2 3 4 Almos
t Always 3. Distributes overtime equally taking
into account seniority. Almost
Never 0 1 2 3 4 Almost Always
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Examples of Behavioral Measures for Evaluating
Logging Supervisors
1. Evaluates a tract of timber in terms of
production cost and profit before agreeing to
harvest it. Almost Never 0 1 2 3 4 Almost
Always 2. Sets a goal of how much wood he will
harvest on a daily or weekly basis. Almost
Never 0 1 2 3 4 Almost Always 3. Keeps spare
tools, parts, and/or supplies in his truck (e.g.,
chainsaw, gas) Almost Never 0 1 2 3 4 Almost
Always
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An Example of a BES
MOTIVATION --the desire and willingness to work
hard.
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7 After job responsibilities are met, this
employee could be expected to help other
employees complete their assignments. 6 5 Employee
could be expected to do the job when the
supervisor is gone. 4 3 Employee could be
expected to refuse to work overtime. 2 1 Employee
could be expected to criticize peers who work
more rapidly than others. Describe critical
incidents to support your rating
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Example of One BOS Criterion or Performance
Dimension for Evaluating Managers
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1. Overcoming Resistance to Change (1) Describe
s the details of the change to subordinates. Alm
ost never 1 2 3 4 5 Almost Always (2) Explains
why the change is necessary. Almost
never 1 2 3 4 5 Almost Always (3) Discusses how
the change will affect the employees. Almost
never 1 2 3 4 5 Almost Always (4) Listens to
the employees concerns. Almost
never 1 2 3 4 5 Almost Always
Scores are set by management
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(5) Asks the employee for help in making the
change work. Almost never 1 2 3 4 5 Almost
Always (6) If necessary, specifies the date for
a follow-up meeting to respond to the employees
concerns. Almost never 1 2 3 4 5 Almost
Always Total___________________
Below Adequate Adequate Full Excellent Superior
6 - 10 11 - 15 16 - 20 21 - 25 26 - 30
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Performance Evaluation Methods

• 1. Ranking
• A. Simple ranking method--usefulness.
• B. Order of merit--average overall
  characteristics
• C. Forced distribution--
• 2. Person --to-person comparison
• A. Army rating scale--key people 5 traits.
• B. Paired comparison--you guessed it.

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Performance Evaluation Methods(Con.)

• 3. Rating scale
• 1 5 Poor Good
  Sloppy Neat
• Multiple Traits
• 4. Assessment centers--skills NOT traits
• 5. Standards of performance
• Feedback

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Uses of Performance Appraisal

• Reward past behavior
• Encourage future behavior
• Performance issues
• Compensation determination
• Career planning and development
• HR planning
• Recruitment and selection

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Relationship of Performance Standards To Job
Analysis and Performance Appraisal
Job Analysis
Performance Standards
Performance Appraisal
Describes work and personal requirements of a
particular job
Translate job requirements into levels of
acceptable/unacceptable performance
Describes the job-relevant strengths and
weaknesses of each individual