360-Degree Performance Appraisal
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One of the most difficult aspects of management is determining how employees are performing, identifying areas for improvement, and communicating both the employees' strengths and weaknesses to them without causing an undue loss of employee morale or building up unrealistic expectations. Many employees receive raises based on these evaluations, and entire careers are gauged by the way in which employees are evaluated. However, there have been many disadvantages with the traditional annual performance evaluation in which a manager speaks to a subordinate about their performance. Critics charge that the manager may not understand the intricacies of the subordinate's behavior, and may determine (for example) that someone who seems to have a lot of extra time may be lazy as opposed to being highly efficient. In addition, performance evaluations are highly formalized for line workers, but are often not nearly so quantitative for managers themselves; instead, managers are often appraised on the financial performance of their department. A new technique called 360-Degree Feedback is designed to augment the performance evaluation process. This research considers this technique and evaluates its potential implications for the workplace.The 360-Degree Feedback Process (3D) uses questionnaires to gather information about a particular employee (usually a manager) from a variety of sources, including managers, subordinates, peers and outs
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agers are able to measure their improvement over time. This also helps the company determine what resources might be necessary in order to assist managers in honing their supervisory skills. If a 3D program is put into place as a one-time-only event, there is the risk that the questionnaire results will be ignored by managers who recognize that there is no follow-up. Instead, once a company commits to the process, it needs to acknowledge that this has a profound and long-term effect on the way that the company does business now and in the future.
Advantages
There are a number of advantages associated with 3D feedback that are lacking from traditional performance evaluations. The first among these is that the 3D information is derived not from a single source (such as a supervisor) who has only a familiarity with one aspect of an employee's job, but rather from representatives of the various stakeholders with which an employee interacts. Thus if a sales manager has strong financials but is considered a tyrant by his workforce (resulting in a high level of turnover), the 3D evaluation might point out the problem and give the manager the knowledge necessary to work on the problem.
In some cases, employees select their own fee
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Some common words found in the essay are:
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Approximate Word count = 2058
Approximate Pages = 8 (250 words per page)
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