360-degree feedback and performance appraisal methods in organizations

¶ … performance feedback methods that seek to present employees with an opportunity to receive feedback (with regard to their performance) from not only their supervisors but also from customers, co-workers, and peers. One of the key advantages of this performance appraisal system has got to do with its ability to allow for full participation. It also gives a variety of perspectives with regard to the performance of an individual. It is however important to note that in this case, feedback from the concerned sources could end up being somewhat overwhelming. A 360-degree feedback system could result in confusion and/or frustration. This is particularly the case given that there is always a chance of there being conflicting ratings.

Question 2

For a number of reasons, evaluations may encounter significant opposition from those being evaluated. Training acquaints those conducting performance evaluations with not only the common reasons for the said opposition but also with the most effective methods of countering such opposition. Inadequate rater training could result in harshness or leniency and personal bias. Training for those who conduct performance evaluations could help rein in such problems. Training also comes in handy in the minimization of rating errors and enhancement of recording and observation skills.

Question 3

Some of the evaluation techniques discussed include MBO, rating scales, and 360-degree feedback techniques. When it comes to MBO, Deming argues that the same largely concerns itself with problem detection as opposed to prevention. On the other hand, instead of mainly focusing on performance, rating scales technique focuses on the employee. The 360-degree feedback technique is not only time consuming but also relatively expensive (with regard to its administration).

Question 4

Formal evaluations should be conducted annually. Formal evaluations can also be conducted on the conclusion of work cycles. Informal performance evaluations can be conducted as often as it is appropriate, i.e. quarterly or even monthly.

Question 5

The various end-of-semester projects I have completed in the past are a form of performance evaluation. The results from my most recent end-of-semester project was what was used to rate my academic performance for the semester. In my opinion, the said end of semester projects are largely fair as they allow for comparisons to be made easily across the individuals being evaluated.

Question 6

The relevance of performance management as far as the accomplishment of organizational goals is concerned cannot be overstated. This is more so the case given that in addition to helping those in managerial positions to align the performance of employees with the goals of the firm, it also helps in the determination of the extent to which workers are efficient in the performance of their work.

Question 7

To be effective, an appraisal interview should allow for two-way communication. It must not also discuss the development or even salary of the employee. Further, the raters involved in the said interview must ensure that they put the employee at ease, use facts (as opposed to opinions), and avoid overwhelming the ratee with information. While focus should be on past performance with regard to experienced employees, emphasis should be on future behavior when it comes to new employees.

Question 9

MBO is essentially a performance evaluation technique whereby objectives are set and tasks defined by superior/subordinates. On consulting with subordinates, the superior develops a criterion appropriate for the assessment of objective accomplishment. Unlike some traditional performance evaluation methods, MBO largely concerns itself with only those results that are deemed relevant or important. However, it has been argued that MBO apportions too much emphasis on the detection of problems (as opposed to solving them). MBO also involves too much paperwork and confusion could occur if too many objectives are set.

Question 10

Employees blame performance appraisal systems for a number of reasons. To begin with, there are some of those who feel that the said appraisal systems are biased. Further, there are also those who are of the opinion that performance appraisal systems ignore the underlying causes and instead focus on symptoms associated with poor performance.