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While the supervisor still maintains the role of performance appraiser and evaluator, the more modern role also allows the supervisor to solicit input directly from the subordinate (Daft, 2005; Russell-Whalling, 2008).
In that regard, some of the most important information relates to the subordinate's perspective of the possible factors that may contribute to less-than-optimal performance (Russell-Whalling, 2008). Furthermore, the modern approach to personnel and performance management also recognizes that the most effective systems also include elements of bottom-up evaluations in addition to the traditional top-down evaluations (Daft, 2005; Russell-Whalling, 2008). Naturally, bottom-up evaluations are more informal than top-down evaluations (Daft, 2005), but they often provide important information that enables supervisors recognize their own limitations...
However, it provides considerably less benefit in terms of enabling supervisors and organizations to get the most out of their employees. Ultimately, the modern approach incorporates all of the traditional goals of basic performance appraisal within a framework that also promotes the maximum professional development of the individual employee as well.
References
Daft, R. (2005). Management 7th Edition. Mason: Thomson South Western.
Russell-Whalling, E. (2008). 50 Management Ideas You Really Need to Know.
London: Quercus
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