Person; Appraise Performance 1

Person: Who can Appraise Performance

Submitted By A. K. M. Radowan Ahmad ID: 2008-3-70-018

Submitted in Partial Fulfillment of the Requirements for Industrial Psychology

East West University

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Person; Appraising Performance

A performance appraisal, performance review, performance evaluation, (career) development discussion, or employee appraisal is a method by which the job performance of an employee is evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. A performance appraisal is a systematic and periodic process that assesses an individual employees job performance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc. Some applications of performance appraisal are performance improvement, promotions, termination, test validation, and more. While there are many potential benefits of performance appraisal, there are also some potential drawbacks. For example, performance appraisal can help facilitate management-employee communication; however, performance appraisal may result in legal issues if not executed appropriately as many employees tend to be unsatisfied with the performance appraisal process. Who should appraise performance: Traditionally, the persons direct Supervisor appraises his or her performance. However other options are available and are increasingly used. Some of the main ones are discussed as given below: Peer Appraisals

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Rating Committees Self-Rating Appraisal by Subordinates 360-Degree Feedback

The Immediate Supervisor: Supervisors ratings are the heart of most appraisals. This makes sense. The supervisor usually is in the best position to observe and evaluate the subordinates performance and is responsible for that persons performance. Peer Appraisals: With more firms using self managing teams, peer or team appraisals, the appraisals of an employee by his or her peers are becoming more popular. Typically, an employee chooses an appraisal chairperson each year. That person then selects one supervisor and three or four peers to evaluate the employees work. Peer appraisals can predict future management success. In one study of military officers, peer ratings were quite accurate in predicting which officers would be promoted. Peer ratings have other benefits. One study involved placing undergraduates into self managing work groups. The researchers found that peer appraisals had an immediate positive impact on (improving) perception of open communication, task motivation, social loafing group viability, cohesion and satisfaction. However, logrolling when several peers collude to rate each other highly can be a problem. Rating Committees: Many employers use rating committees. These committees usually contain the employees immediate supervisor and three or four other supervisors. Using multiple raters make sense. While there may be a discrepancy among ratings by individual supervisors, the composite ratings tend to be more reliable, fair, and valid. Using several raters can also cancel out problems like bias and halo effects. Furthermore, when there are differences in ratings, they usually stem from the fact that raters at different levels observe different facets of an employees performance, and the appraisal ought to reflect these differences. Even when a committee is not used, it is customary to have the manager immediately above the one who makes the appraisal review it. 360-Degree Feedback: Combining evaluations to get overall appraisal from all sources; like,

Superiors

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Peers Self Subordinates Internal or external clients or customers

Appraisal by subordinates: Many employers let subordinates anonymously rate their supervisors performance, a process some call upward feedback. The process helps top managers diagnose management styles, identify potential people and take corrective action with individual managers as required. At firms such as FedEx subordinate ratings are especially valuable the used for developmental rather than evaluative purposes. Managers who receive feedback from subordinates who identify themselves view the upward appraisal process more positively than do managers who receive anonymous feedback. However, subordinates (not surprisingly) are more comfortable giving anonymous responses, and those who have to identify themselves tend to provide inflated ratings. Sample upward feedback items include; I can tell my manager what I think and my manager tells me what is expected.

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Bibliography 1. http://www.citeman.com/9517-who-should-do-the-appraising-and-ratingerrors.html#ixzz2Pqr3onDT 2. http://en.wikipedia.org/wiki/Performance_appraisal