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¶ … Internet
Placing the performance appraisal system on the Internet should save Otis Elevator time and money by reducing the number of staff required to process appraisals. For example, it eliminates the creation, distribution and collection of forms and should automatically tabulate and aggregate results. Required information is more readily updatable as evaluation needs change because the appraisal is in a centralized electronic format and data can more easily be integrated with other HR systems as necessary. Further, it should now be easier to compare results across managers for corporate-wide improvement strategies and to create a history of the evaluations that will facilitate tracking ongoing progress. Otis Elevator could also take advantage of the new online system to increase the frequency of performance appraisals and the number of participants in the performance appraisal process. Increased employee access might have the indirect benefit of increasing morale if employees feel more valued because there input is being solicited. For Otis Elevator employees, access is more ubiquitous, convenient and secure than the older, paper-based system.
2. Otis Elevator most likely encountered challenged related to internal business processes after implementing its 360-degree feedback system (Koebelin, 1999). Now that it has the feedback, the company needs to understand...
This could be a problem if the initial performance appraisal system design did not have clearly defined objectives. Otis Elevator will need to decide what employee development plans should be created based on the feedback and how these plans will be used to align behaviors needed to successfully implement the corporate strategy or goal. And, from a learning perspective, the organization will need to address the following questions for the 360-degree feedback to have meaningful impact (Koebelin, 1999):
How will individual development needs identified in the process be addressed?
Will supervisors require training in order to address the identified needs of subordinates?
Will HR utilize aggregate data on employee needs to create an organization-wide development plan?
Often, corporations rushed into 360-degree feedback without laying the foundation for success (Linman). Resulting issues that Otis Elevator may experience include:
Feedback tied to merit pay or promotions rather than employee development
Comments traced to individuals causing resentment between workers
Feedback not linked to organizational goals or values does not accomplish objectives
Use of the feedback tool as a stand alone without follow-up…
Bibliography
Koebelin, G. (1999, Spring). Are you ready for 360. Retrieved June 26, 2005 from Web site: http://www.work911.com/performance/particles/360.htm
Linman, T. 360-degree feedback: Weighing the pros and sons. Retrieved June 26, 2005 from Web site: http://edweb.sdsu.edu/people/ARossett/pie/Interventions/360_1.htm
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