The Plant Manager: Performance Appraisal

3600 feedback is a process in which someone’s performance is assessed and feedback is given by a number of people who may include their manager, subordinates, colleagues and customers (Michael Armstrong 2009:644). The debate surrounds a point of whether it offers a means of overcoming the traditional limitations of appraisal.

Although performance cannot be judge alone with 360-degree assessment, it provides a commentary aspect that will assist an organization in Leadership Development and Succession Planning. Including the 360-degree appraisal in the performance management process will provide a broader perspective about an employee’s performance and detail to annual appraisal. In addition, the technique facilitates greater self-development for an employee. Moreover, it enables an employee to compare his or her self- evaluation about performance with the perceptions of others.

Heathfield, S. (2014). 360 Degree Feedback: The Good, The Bad, and The Ugly. Retrieved from:

Helping performance raters avoid bias is an important factor in creating a legally sound performance management system (Aguinis, 2013). All people leaders will be required to attend yearly and bi-yearly training to help manage the performance of employees. They will also be required to justify their ratings to their direct leader. Once the leader approves the rating, the performance review will be made available to the employee. The employee will be able to leave feedback and sign the performance review. Once signatures have been received the performance review will not be

The measurement of employee’s performance is only internal. A good performance appraisal should have multiple raters, both internal and external.

Next, the 360-Degree Feedback is also used to measure an employee’s performance. Through research, the 360-Degree Feedback sole purpose as David Bracken states is to “be seen merely as a tool or used as a one-time event. Rather, it must be understood as part of an ongoing process of assessment, performance evaluation, and discussion of performance with supervisors, subordinates, peers, and others.” More so, the 360-degree feedback is useful when considering the employee’s feedback and leadership skills.

A commanding performance evaluation is obtained from several different resources. A proper evaluation is not issued only from management but also with input from peers and subordinates. It is also not uncommon to have customers; both internal and external contribute to the appraisal process. Self-appraisal is also an effective tool for appraisal as it can assist with establishing goals for the future. This type of 360º degree appraisal process can provide a complete assessment of the employee’s strengths and weaknesses. Often times, this type of appraisal process can assist to identify area of concern that traditionally would not have been recorded. All evaluations should be recognized for their source. A self evaluation may be slightly biased and not overly critical where an appraisal from a peer could be affected by the employee’s willingness to properly cooperate with the process. The self evaluation has a tendency not to be objective in relation to the requirements of the position. An affective self evaluation must be based on the requirements of the position and not based on the judgment of the individual performing the activity.

There are two stakeholders in this appraisal form, the employee and the manager. Bob was given the form to complete the employee comments, and then Al filled in the supervisor comments. The form has done a good job of defining Bob’s competencies as an employee. The form touches on knowledge/know-how, communication skills, work results, work style, service orientation, additional performance attributes, and gives an overall success rating. By defining Bob’s skills, abilities, experiences, and performance levels, Al can connect B

This assignment discusses two common errors that may occur when conducting a Performance Appraisal – the halo effect and rater bias.

Performance evaluations, when implemented properly, act as a tool for improving employee productivity, team performance and individual development. They can serve to raise self-esteem, increase motivation, strengthen relationships and foster ongoing communication and commitment (Simpson, 2001). I feel that these reviews play a critical role in the workplace and should remain a part of standard operating procedures, however many are beginning to disagree.

However, I don’t feel that this evaluation method helps develop employees to perform the best they can considering that it leaves little or no room for questioning and negotiation to understand the challenges of the employees. This system focuses on a single aspect of the performance, and that is sales and ignores others such as attitude and customer service as well as dedication.

Colleagues can be asked to complete peer reviews, frequently referred to as 360 degree appraisal. Knowing how well employees interact with peers can help measure work ethic and professionalism. It can also help identify problems but also identity employees with potential for leading new developments or to be offered more responsibility for example. The use of standard assessment forms, which include open-ended questions about specific incidents (where

Performance Management Within the Workplace The basis of the mainstream of performance appraisals within the modern workplace is one person (a manager or executive) rating one more, an intrinsically individual process. There are distinction such as 360 degree appraisals that include the judgment of others such as clientele and peers/colleagues in the process but it is the action of one person transitory judgment upon another that is subjective in nature and the root cause of many of the problems encountered in the research associated with performance appraisals. Performance appraisals are of importance to the organisation, as they often provide the only measure of an individual's contribution and

360 degree feedback system as a performance evaluation tool as long as the understanding of its intent is understood. “There are three key steps in the successful implementation of 360 degree feedback systems in an organization. The three steps are that it must fit the organizations culture, make it psychometrically sound, and used with care” (“Best Practices”, 2012). It is also important to train the feedback providers to be sensitive, respectful and polite. Treating employees in a friendly and respectful manner and offering constructive advice will make them more open to accepting the performance

Some managers were reluctant in differentiating between their employees and allow any unfamiliar person to evaluate them. Because of this true performer might miss his/her rewards and incentives.