360-DEGREE FEEDBACK PERFORMANCE APPRAISAL IN MANAGEMENT EDUCATIONAL INSTITUTION - A STUDY

Size: px
Start display at page:

Download "360-DEGREE FEEDBACK PERFORMANCE APPRAISAL IN MANAGEMENT EDUCATIONAL INSTITUTION - A STUDY"

Transcription

1 360-DEGREE FEEDBACK PERFORMANCE APPRAISAL IN MANAGEMENT EDUCATIONAL INSTITUTION - A STUDY 1. Dr.S.K.Padhi, Professor, Presidency College, Berhampur 2. Dr.P.C.Sahu, Professor, Presidency College, Berhampur Abstract Under the present competitive era no Supervisors have time to think for him. Everybody is remaining busy with their own job. Supervisors with increased workloads and a large number of reporting relationships lack the opportunity to observe and provide fair, accurate, credible and motivating performance appraisals. To compensating with the situation and be able to compete for the survival for a longer period in the market to understand the capability of the employees become very indispensable. To solve this problem the 360 degree performance system is to be accepted by the educational institutions to study and enhance the performance of the employees as well as the standard of the institution to maintain good will s LondonM. (2004) 1. After industrial globalization, when hierarchy is being replaced by teamwork, participative leadership, empowering employees, improving customer service and re-engineering, employers need to look at other alternatives that will support and enhance personnel development. For the purpose of the study the researcher has selected three management educational institutions to understand how for the 360-degree performance appraisal system is helpful for betterment of the appraise and appraiser that inter alia develops the standard. Key Words: Performance Appraisal, 360-Degree Performance system, personnel development Introduction 1 LondonM.&Beatty, R.W.(1993), 360-Degree Feedback as a Competitive Advantage, Human Resource Management,Vol.32,pp

2 Dissatisfaction is the real source of inspiration for future search work to provide rationale in the subject area. Almost every employee seems to be dissatisfied with their Performance Appraisal and always play the Blame Game. Why is it so? From the first ever Man to Man Rating System developed for the military personnel s during the First World War to the well-known 360 degree Performance Appraisal system, there seems to be always some gap between the expected and the actual. Winds of change are sweeping business organizations globally. Organizations jump on the band wagon assuming that survey feedback results are valuable. Companies suffer through the experience of initially implementing the performance appraisal system, often confronting resistance from Managers about being evaluated by their subordinates and peers. Long term reactions and effects are rarely determined systematically, so if the organization continues to use 360 degree feedback, the only evidence for its effectiveness may be an ecdotes from vocal participants.(london, Manuel and Richard W.Beatty) 2. After industrial globalization, when hierarchy is being replaced by teamwork, Participative leadership, empowering employees, improving customer service and re-engineering, employers need to look at other alternatives that will support and enhance personnel development. Organizations are asking personnel for more productivity with fewer resources. The traditional tops down supervisor only evaluation systems are no longer practical for the present globalization days. Supervisors with increased workloads and a large number of reporting relationships lack the opportunity to observe and provide fair, accurate, credible and motivating performance appraisals. To compensating with the situation and be able to compete for the survival for a longer period in the market and to understand the capability of the employees become very indispensable. To solve this problem the 360 degree performance system is to be accepted by the educational institutions to study and enhance the performance of the employees as well as the standard of the institution. According to David W. That multi rater feedback (360-degree) for decision making has worked in many 2 London, Manuel and Richard W.Beatty, "360-Degree Feedback as a Competitive Advantage"-Human Resource Management 32(2&3)

3 organizations (Bracken, Dalton, Jako, McCauley, Pollman and Hollenbeck, 1997). 3 Before understanding the meaning of 360-degree performance appraisal we should first know what performance appraisal is. The basic root function of performance appraisal is gauging where the employee is in job, how doing in that job, and what can be done to improve job performance, if improvements are necessary. Performance appraisal is an exercise in observation and judgement, it is a feedback process, and it is an intensely emotional process (Cascio 1995,274). 4 The degree performance appraisal is an appraisal system that encompasses views of employee's superior and co-workers/peers. Through 360-degree performance appraisal the employee has the chance to review the supervisor an element that is not practiced with top down performance appraisals. The use of 360 degree instruments has exploded during the past ten to fifteen years. The 360 degree appraisal takes information from more than one source. This assessment collects information from peers, subordinates, and superiors so that the person can get a well-rounded, or 360 degree, view of their performance. Here the traditional source for performance appraisals - the individual's manager is supplemented by other sources who has significant perspectives to provide which the manager may not have" (Tornow 1993,212) 5. Ideally with multiple assessment sources, the manager will have little doubt that every part of the employee's performance is checked and double checked. The more feedback the manager is given the better the appraisal process should go. And better yet, the employee will not think that they are criticized solely by the manager " a cardinal rule is that the more information one collects and the greater depth of the information, the greater the commitment must be to the recipient on the part of the organization and on the part of those who conduct such an exercise"(kaplan 1994) 6. 3 Bracken,D.W.Dalton, M.A.Jake, R.A.McClauley, C.D.Pollman, V.A, and Hollenbeck, G.P.(1997) Should 360-degree feedback be used only for developmental purposes? Greensboro, North Carolina: Center For Creative Leadership. 4 Cascio, Wayne F. Managing Human Resources, New York: McGraw-Hill, Tornow,W.W.(1993a), Editor snote:introductiontospecialissueon360- DegreeFeedback,Human ResourceManagement,Vol.32,pp Kaplan, R. E., and Palus, C. J.,(1994).Enhancing360-DegreeFeedbackforSenior 26

4 In simple 360-degree feedback system is a new model for performance feedback and appraisal. 360 turn the appraisal process upside down. It assesses employee performance and development from multi perspectives such as supervisors, peers, subordinates, customers and clients. It is aimed at improving performance by providing a better awareness of strengths and weaknesses. The employee receives feedback from multiple sources in anonymous form, compares them with self-ratings, and gets limited coaching and sets goals for improvement. It is a process of feeding back to a person how others see him or her from people who work most closely with them and know them best. 360 serve as a supplement to, not a replacement for, supervisory review. For the purpose of the study the researcher has selected three management educational institutions to understand how for the 360-degree performance appraisal system is working and be helpful for betterment of the appraise and appraiser that inter alia develops the standard as well as decision making capability. Scope and Objective of the study The primary purpose of this research is to investigate into the challenges before Educational Institutions while implementing the system. However, to have a more focused study, the objectives have been divided in two categories i.e. broad objectives and specific objectives. In fact, the accomplishments of specific objectives ultimately contribute to the achievement of broad objectives. More specially, the objectives of the research will be as under: To examine the comparative significance of the 360-degree appraisal and feedback system vis-a-vis the traditional system. To pinpoint the pitfall of the 360-degree appraisal and feedback system and highlight the impediments in its implementation. Executives.Greensboro,North Carolina:Center for Creative Leadership. 27

5 To know whether the employees of management education are in support of 360 appraisal back system or not. To make some viable recommendations on it. Methodology The study employed exploratory research in reaching the final results presented. About 150 in-depth interviews were conducted with Professors, Associate Professors, Assistant Professors, Demonstrators, and Associate Officials of three educational institutions of repute through 5 point Likert scale questionnaire method, using a simple random sampling. Out of 150 there were only 80 (Professor - 10, Associate Professor - 15, Assistant Professor- 20, Demonstrators - 10, Associate officials 25) respondents opined on various factors in relation to the study. The field survey for primary data collection was conducted in three different phases. In the first phase, a pilot survey was conducted to prepare a prototype questionnaire. In second phase, the questionnaires were tested and finalized. In the third phase, the final field survey was conducted. The questionnaire was analysed and percentage values were calculated to find out the exact impact of 360-degree performance appraisal system in the educational institution. Review of existing literature Hegarty (1974) 7 examines that managers who received upward feedback about their supervisory behaviour significantly improved their behaviour and improves the subordinate ratings of managerial performance. Similarly, Mc Ivorand Buller(1987) 8 found that employees were favourably disposed toward peer evaluation. There action is positively associated with 7 Hegarty,W.H.(1974), UsingSubordinateRatingstoElicitBehaviouralChangesin Managers,Journalof AppliedPsychology.Vol.59,pp Mc.Evoy,G.M.&Buller,P.F.(1987), UserAcceptanceofPeerAppraisalsinanIndustrialSetting, PersonnelPsychology,Vol.40,pp

6 29 July 2013, Volume: 1 Issue: 7 satisfaction with prior peer ratings and negatively associated with perceived friendship bias and years of company experience. Atwater, Roush and Fischthal (1995) 9 opined that subordinates ratings of leadership were significantly higher following feedback from subordinates under which a highly structured session is there where leaders discussed the feedback results with subordinates. Smither, Vasilopulos, Reilly, Millsap & Solvemini (1995) 10 found that low and medium level performers improved and high performers declined overtime. It is due to managers who received feedback were no more likely to improve performance than managers who did not receive feedback; people who gave themselves higher self-rating than the ratings their subordinates gave them tended to improve overtime (Johnsonand Ferstl(1999). 11 Walker and Smither (1999) 12 clarified that the improvements in subordinate ratings was greater for managers who discussed the previous year s feedback with subordinates than for managers who had not discussed ratings. However, Manab Bose (2003) 13 explains that the system helps to plan senior leadership break class from the decadent past, there by developing competencies to attract and retain world-class talent so desperately needed for business and organisations to grow to world class standards. Similarly, Anu Wakhlu (2003) 14 clarifiesthat 360-degree appraisal and feedback system is totally developmental, and it can be linked to the overall performance of the business plans of the company and the individuals. Generally, a performance appraisal occurs during a meeting between manager and employee where the employee job performance is discussed. The tone of the meeting usually depends on how the manager conducts it. The review should have a 9 Atwater,L.Roush,P.,&Fischtal,A.(1995), TheInfluenceofUpwardFeedbackonSelfandFollower RatingsofLeadership,PersonalPsychology,Vol.48,pp Smither,J.W., London,M., Vasilopoulos,N.L.,Reilly,R.R.,Millsap,R. E.,& Salvemini,N. (1995), An ExaminationoftheEffectsofanUpwardFeedbackProgramOvertime,PersonnelPsychology,Vol.48, pp Johnson,J.F.,&Ferstl,K.L. TheEffectsofInter-RaterandSelf-OtherAgreementonPerformance Improvement Following Upward Feedback, PersonnelPsychology,Vol.52,pp WalkerA.G.&Smither,J.W.(1999), A Five Year Study of Upward Feedback: What Managers do with their Results Matter, Personnel Psychology,Vol.52,pp Bose,Manab(2003) 360-Degree feedback as an Intervention, in T.V.Rao and Raju Rao(Eds.),360- DegreeFeedback&PerformanceManagementSystem,NewDelhi:ExcelBooks.PP Wakhlu, Anu (2003), Leadership Development using 360-Degree Feedback Process - The Pragati Approach, in T.V.Raoand RajuRao(Eds.),360-Degree Feedback and Performance Management System, NewDelhi:ExcelBooks,pp

7 fair, honest, and thorough hearing as he presents his evaluations and plans for development and he should leave the review session feeling that his superiors take his idea seriously and are vitally interested in his progress (Rowland 1970, 303) 15. There are certain things to be done when an appraisal meeting takes place. The boss should avoid any thing of threatening attitude in his conduct of the appraisal interview. If he does not do this, his appraisal group will become nervous as appraisal time approaches and the work will suffer (Rowland, 1970, 210). Nobody wants to be called into the managers office to be yelled at or talked down to. This technique can be seen as a motivational tool but all it doesis destroy productivity because the entire employee thinks about is the appraisal meeting and what will be said during it. Rowland maintains that while conducting the meeting, the manager should avoid telling the employee that their performance needs improvement, Specific cases should be called to the attention of the appraise for they will help to make clear exactly what the appraisers meant by the statement they made but should not take the form of a harsh reprimand (Rowland,1970,273). The employment of performance appraisal for development purposes helps strengthen the employee-supervisor relationship where the supervisor is cast in the role of coach and adviser rather that of lord high executioner encourages teamwork and facilitates the development of good work behaviours (Daley,1992,48). 16 According to Cascio(1995,277) 17 the appraiser should be carefull and be unbiased while appraising on the performabce of others. The criterion used in the appraisal process is a big determinant of the validity of the appraisal process. If a manager is able to insert his/her bias into the appraisal then the validity decreases. "The more subjective the rating criteria the easier it is for the raters biases to enter into his/her evaluation"(fleenor Scontrino,1982, 70) 18. The appraisal system needs be as objective as possible to eliminate bias on the part of the supervisor. The courts have ruled on what exactly constitutes an objective performance appraisal. "Case law outlines six criteria for 15 Rowland, Virgil K. Evaluating and Improving Managerial Performance New York McGraw-Hill Publishers, Daley, Dennis M "Pay for Performance, Performance Appraisal, and Total Quality Management" Public Productivity and Management Review 18(I) 1992: Cascio, Wayne F. Managing Human Resources New York McGraw Hill, Inc Fleenor,C.P. and M.P.Scontrino. Performance Appraisal: A Manager Guide, Dubuque: Kendall/Hunt Publishing Company

8 constructing objective performance appraisal system: job analysis, work behaviours, communications, training, documentation, and monitoring combine to guide the development of systems capable of appraising performance" (Daley,1992,49) 19. If an organization constructs an appraisal system that has at least these six objective criteria, the courts and the majority, if not all, the employees should consider the system a valid appraisal of productivity and performance. Analysis and discussion On the basis of the Best(1977) 20 measurement scale the following tables are being analysed. Table No. 1 Respondents awareness of performance appraisal system Category Strongly Agree Moderate Disagree Strongly Mean SD Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data 19 Daley, Dennis M "Pay for Performance, Performance Appraisal, and Total Quality Management" Public Productivity and Management Review 18(I) 1992:49 20 Best, J. W. (1977). Research in Education. 3rd ed. Englewood Cliff, NJ: Prentice Hall, Inc.. 31

9 The table No.1 depicts that 100% (Mean 4.7) professors have agreed that they have the idea about the performance appraisal system of their institution. That 87% Associate Professors opined positively whereas 13% did not comment on the subject. The mean in case of associate professors are 4.2. In respect of Assistant Professors 30% expressed that they are having knowledge about performance appraisal system, whereas 40% did not comment and 30% have no knowledge about the existing of performance appraisal system. The mean in this respect is 3.0. With regard to the demonstrator, that all the demonstrators did not expressed whether they have the knowledge on the existing performance appraisal system of their institution or not. 80% Office staffs of the institutions opined negatively that they are not having any knowledge about the performance appraisal system of their institution and mean is 1.5 only. From the above it can be interpreted that the professors and associate professors are having very good information about the existing of the performance appraisal system. In case of Assistant Professors and Demonstrators it exhibits that they are having average awareness on the system. But Official staffs are not aware of the performance appraisal system. Table No.2 Respondents Satisfaction with Current Evaluation System Category Fully satisfied Satisfied Moderate Dissatisfied Fully dissatisfied Mean Total Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data 32

10 Table No.2 exhibits that 70% professors, 26% associate professors have expressed their views positively whereas Assistant Professors, Demonstrators and office staffs they did not comment on the question. The mean in respect of Professor is 3.7 which seem to be good; in total the mean 2.84 indicates low degree of satisfaction. From the above it is clear that the present evaluation system is not beneficial to the respondents of the sample institutions. Table No.3Respondents Willing to Evaluate Superiors, Peers, and Subordinates Category Strongly Agree Moderate Disagree Strongly Mean Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data That the table No.3 shows only 50% (Mean 2.9), 33%(Mean 1.9) and 70%(Mean 3.96) Professors, Associate Professors and Assistant Professors in that order have agreed to evaluate superiors, peers and subordinates performance. The Demonstrator and Associate Officials did not opine on the matter. The mean in total is 2.95 reflects the average degree of acceptance. 33

11 Table No.4 Respondents willing to accept evaluation from Peers and Subordinates Category Strongly Agree Moderate Disagree Strongly Mean Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data The above table No.4 exposes that 60% (Mean 2.8), 46%(Mean 2.73), 70% (Mean 3.7) Professors, associate professors and assistant professors respectively opined their acceptance on the performance evaluation by their peers and subordinates. The demonstrators and Associate Officials opined reversely. In total the mean is 1.88 that reflects low degree of willingness in the matter. The above analysis shows that the non executives (Demonstrator and Associates) are not willing to accept the review of their performance by their peers and subordinates, whereas the executives they were accepting the system. The mean in respect of the executives is 3.07 which represent average degree of willingness. Table Degree Evaluations Associated with performance Category Strongly agree Agree Moderate Disagree Strongly Mean Total Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data Table No.5 indicates that 70 %( Mean 3.9) Professors are accepted the affect of performance on the evaluation of performance of superior, peer, and subordinates. 66% (Mean 3.33) Associate Professors 34

12 are opined in the same manner as professors. 80 %( Mean 4.05) Assistant Professors have accepted the impact of performance of the employees on the performance evaluation. Only 20% demonstrators are d the subject question. 100% associate officials did not opine on the matter. The total mean is 3.41 that indicate the good degree of acceptance by the respondents of sample institution regarding the impact of performance on evaluation. Table No Degree Evaluations Associated With attitude/approach Category Strongly Agree Moderate Disagree Strongly Mean Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data That 60% Respondent Professors agreed that attitude and approach is important to secured high degree. 75% Associate Professors accepted the views of respondent professors whereas 60% respondent assistant professors did not opined and 40% opined negatively. 100% respondent demonstrator opined negatively. From the above it seems that Respondents of Professors and Associate Professors accepting the impact of attitude and approach on employee feedback system whereas other just reverses their views. The total mean is 2.8 which are indicating average degree of acceptance in to. 35

13 Table No Degree Evaluations Associated with guidance July 2013, Volume: 1 Issue: 7 Category Strongly Agree Moderate Disagree Strongly Mean Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources: Compiled Primary data The perceptual views from the respondents regarding the influence of guidance on the performance of individuals are shown in table No.7. Out of 10 professors all have strongly agreed that accurate and timely guidance affects the feedback system of the employees. Whereas, 53% and 33% associate professors strongly agreed and agreed the views of the professors. 50% assistant professors supported the views of professor and associate professors. In respect of demonstrator and associate officials did not opine on the matter. The overall mean score in the matter is 3.68 which seem to be good degree of acceptance that proper and timely guidance to the needy have much important while measuring the performance by adopting 360-degree performance appraisal system. Table No Degree Evaluation associated with decision making Category Strongly Agree Moderate Disagree Strongly Mean Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources: Compiled Primary data 36

14 The above table exhibits the perpetual views of the respondents how the decision making capability of employees associate with, for measuring the performance through 360-degree appraisal system. 80% (Mean 4.1) professors accepted the importance decision making ability of an employee. 100% (Mean 5.0) Associate Professors strongly agreed and in respect of Assistant Professors 60% strongly supported and 25% supported the views of professors. 70% (Mean 3.7) demonstrator accepted the reality of decision making ability. The overall mean (4.05) on the perpetual views indicates the good degree of acceptance of respondents the employees performance measurement which inter alia mostly linked with the decision making ability at the needy moment. Table No Degree Evaluation associated with Cooperation Category Strongly Agree Moderate Disagree Strongly Mean Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data The table No.9 exposes the importance of cooperation with each other inside and outside the workplace. That 80% (Mean 4.0), 53% (Mean 3.4) Professor and Associate Professors respectively accepted that 360-degree evaluation is associated with cooperation among the employees. Whereas Assistant Professors and Associate Officials did not opine on the subject, but 100% demonstrators presented their views negatively. The overall mean score is 3.8 i.e. degree of acceptance is good with regard to the cooperation is concerned in and out of the institution. 37

15 Table No Degree Evaluation associated with sociability July 2013, Volume: 1 Issue: 7 Category Strongly Agree Moderate Disagree Strongly Mean Total agree Professor Associate Prof Asst Prof Demonstrator Office Staff Total Sources : Compiled Primary data With regard to the sociability and its association with 360 degree evaluation in an institution the perpetual views of the respondents are shown in the table No % professors opined reversely on the matter. Whereas, out of 15 only 40% Associate Professors have opined positively and 60% did not accept the formals view. 100% demonstrator viewed negatively and associate officials did not comment on the matter. The overall mean score is 2.67 i.e. average degree of acceptance. From the above it can be perpetuate that in all the times scalability is not considered as the major factor for measuring the performance of an employee. Findings Senior Officials are having full knowledge about the performance appraisal system. The traditional evaluation is not so beneficial to the employees. Senior Officials are expressed their willingness to evaluate Superiors, Peers, and Subordinates as well as from peers and subordinates All have agreed that 360-degree performance measurement is well associated with the performance, decision making, guidance and cooperation. Junior Officials did not agree that the approach and attitude of the employees associated with the Performance appraisal. 38

16 Limitation of the study Despite the maximum efforts, that has been made by the researcher to make the study a perfect one, in overcoming difficulties, which were experienced during investigation. The respondents who were busy in their official matters were neither easily available nor even prepared to spare time for answering the questionnaires. It became too much time consuming and the research was delayed. Some executives were also hesitant to give their frank opinion on different aspects with an apprehension of difficulties like victimization in future. However, most of them were cooperative and encouraging for whom the study was completed. A sincere attempt was made to put forth the facts relating to the topic in detail. But this is not the end by itself. Being a vast subject and due to its changing perspectives no study can be considered as complete by itself. The researcher expects further researches on the topic to reveal more facts and to help developing new ideas on 360-degree performance appraisal system with more practical and feasible direction. Conclusion The 360- degree feedback system can be very sensitive in nature. A person not well prepared for it could be thrown out of balance. It can also create some new issues in an organisation. If not designed and conducted well, it possess the potential danger of a candidate developing wrong perceptions or notions about one or more of his assessors and developing new attitudes towards them. It is therefore, necessary and important to manage the process well and make it fool proof. The first important step is to determine whether the organisation is ready for it or not. The second important step is to determine if the candidate is ready for it. Even if, it is the opinion that for growth and development of personnel and the department will be more probable with the adoption of 360-degree feedback performance appraisal system. More so, the implementation of 360-degree performance appraisal systems in the educational institution is very much essential. It will help the students as well as the employees for their internal and external development and growth by knowing their lacuna. It can help the management to arrange need 39

17 based development training programmes for their employees at the emergency changing environmental situation. It will enhance the skill of individuals in all aspects. 360-degree is the newest alternative for performance appraisals measurement system. Feedback is almost always a sensitive subject. People are often cautious, sometimes fearful, and occasionally emotional about it. A good facilitator or administrator recognizes and appreciates the sensitive nature surrounding 360 degree feedback and takes serious steps to insure the integrity of the process and support of the individual. Once the process has been breached by any of the above actions, it will be difficult to recover. Spend the time upfront doing the home work necessary to make the process successful. The results will be more than worth it. Whatever it may be while writing something as an appraiser, the person concern should take into consideration the following five components that must be present in any performance appraisal system are: (a) Relevance (b) Sensitivity (c) Reliability (d) Acceptability and (e) Practicality. Rele va nc e refers to a correspondence between the elements identified as critical to job performance and performance standards. Sensitivity refers to the extent to which the appraisal instrument can distinguish between good performance and poor performance. Reliable instruments result in similar scores. Acceptability is the under similar conditions extent to which the process is accepted by supervisors and employees. Finally, practicality means that the instrument can be used and understood by both management and employees. Suggestions If 360-degree feedback is implemented, the following is very essential for its success. 1. The appraisee and appraisers should have comprehensive knowledge of 360-degree feedbacks or organization has to make understandable by providing specific trainings. 2. All raters are assured anonymity. 3. The ratings to be kept confidential. 4. The evaluation should be fairly short. 40

18 5. Should be able to be completed within an hour 6. There should be a minimum of three evaluators. 7. The evaluation program to be evaluated periodically. 8. Modifications are essential according to the requirement. Reference 1. London M.& Beatty, R.W.(1993), 360-Degree Feedback as a Competitive Advantage, Human Resource Management,Vol.32,pp London, Manuel and Richard W.Beatty, "360-Degree Feedback as a Competitive Advantage"-Human Resource Management 32(2&3) Bracken,D.W.Dalton, M.A.Jake, R.A.McClauley, C.D.Pollman, V.A, and Hollenbeck, G.P.(1997) Should 360-degree feedback be used only for developmental purposes? Greensboro, North Carolina: Center For Creative Leadership 4. Cascio, Wayne F. Managing Human Resources, New York: McGraw-Hill, Tornow,W.W.(1993a), Editor snote:introductiontospecialissueon360- DegreeFeedback,Human ResourceManagement,Vol.32,pp Kaplan, R. E., and Palus, C. J.,(1994).Enhancing360-DegreeFeedbackforSenior Executives. Greensboro, North Carolina: Center for Creative Leadership. 7. Hegarty,W.H.(1974), UsingSubordinateRatingstoElicitBehaviouralChangesin Managers,Journal of AppliedPsychology.Vol.59,pp Mc.Evoy,G.M.&Buller,P.F.(1987), UserAcceptanceofPeerAppraisalsinanIndustrialSetti ng, PersonnelPsychology,Vol.40,pp Atwater,L.Roush,P.,&Fischtal,A.(1995), TheInfluenceofUpwardFeedbackonSelfandFoll ower RatingsofLeadership,PersonalPsychology,Vol.48,pp

19 10. Smither,J.W., London,M., Vasilopoulos,N.L.,Reilly,R.R.,Millsap,R. E.,& Salvemini,N. (1995), AnExaminationoftheEffectsofanUpwardFeedbackProgramOvertime,Personnel Psychology,Vol.48, pp Johnson,J.F.,&Ferstl,K.L. TheEffectsofInter-RaterandSelf- OtherAgreementonPerformance Improvement Following Upward Feedback, PersonnelPsychology,Vol.52,pp WalkerA.G.&Smither,J.W.(1999), A Five Year Study of Upward Feedback: What Managers do with their Results Matter, Personnel Psychology,Vol.52,pp Bose,Manab(2003) 360-Degree feedback as an Intervention, in T.V.Rao and Raju Rao(Eds.),360-Degree Feedback & Performance Management System, NewDelhi: ExcelBooks.PP Wakhlu, Anu (2003), Leadership Development using 360-Degree Feedback Process - The Pragati Approach, in T.V.Raoand RajuRao(Eds.),360-Degree Feedback and Performance Management System, NewDelhi:ExcelBooks,pp Rowland, Virgil K. Evaluating and Improving Managerial Performance New York McGraw-Hill Publishers, Daley, Dennis M "Pay for Performance, Performance Appraisal, and Total Quality Management" Public Productivity and Management Review 18(I) 1992: Cascio, Wayne F. Managing Human Resources New York McGraw Hill, Inc Fleenor,C.P. and M.P.Scontrino. Performance Appraisal: A Manager Guide, Dubuque: Kendall/Hunt Publishing Company Daley, Dennis M "Pay for Performance, Performance Appraisal, and Total Quality Management" Public Productivity and Management Review 18(I) 1992: Best, J. W. (1977). Research in Education. 3rd ed. Englewood Cliff, NJ: Prentice Hall, Inc. 42

Best Practices to Ensure Impact

Best Practices to Ensure Impact 360-Degree Feedback Best Practices to Ensure Impact Executive Summary The 360-degree feedback process, in which direct reports, peers, bosses and/or customers provide behavioral and performance feedback

More information

360 Degrees Performance Appraisal

360 Degrees Performance Appraisal 360 Degrees Performance Appraisal Mrs. Neeshu Lecturer Government College, Gurgaon (HR) ABSTRACT: 360 Degree Performance Appraisal is an Industrial Psychology in Human Resource Management. It is also known

More information

EXPLORING 360-DEGREE FEEDBACK PERFORMANCE APPRAISAL

EXPLORING 360-DEGREE FEEDBACK PERFORMANCE APPRAISAL EXPLORING 360-DEGREE FEEDBACK PERFORMANCE APPRAISAL EXECUTIVE ANALYSIS OF FIRE SERVICE OPERATIONS IN EMERGENCY MANAGEMENT BY: Thomas R. Parker Wilson Fire/Rescue Services Wilson, North Carolina An applied

More information

Integrating 360 degree feedback in to performance appraisal tool and developmental process

Integrating 360 degree feedback in to performance appraisal tool and developmental process IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 17, Issue 1.Ver. III (Jan. 2015), PP 50-61 www.iosrjournals.org Integrating 360 degree feedback in to performance

More information

Using Attitudes to Assess the Effectiveness of 360-Degree Performance Appraisal in San Marcos, Texas

Using Attitudes to Assess the Effectiveness of 360-Degree Performance Appraisal in San Marcos, Texas Using Attitudes to Assess the Effectiveness of 360-Degree Performance Appraisal in San Marcos, Texas James Brooks An Applied Research Project (Political Science 5397) Submitted To The Department of Political

More information

Unleashing your power through effective 360 feedback 1

Unleashing your power through effective 360 feedback 1 Consulting with organizations that are committed to being an employer of choice. Unleashing your power through effective 360 feedback 1 What is feedback? Feedback is input from others. It reflects the

More information

360-Degree Assessment: An Overview

360-Degree Assessment: An Overview 360-Degree Assessment: An Overview United States Office of Personnel Management Performance Management and Incentive Awards Division This material was developed with the assistance of Human Technology,

More information

360-DEGREE FEEDBACK DEFINED

360-DEGREE FEEDBACK DEFINED 34 360-degree feedback 360-degree feedback is a relatively new feature of performance management, although interest is growing. The Institute of Personnel and Development 2003 survey (Armstrong and Baron,

More information

Solution-Focused Rating (SFR): New Ways in Performance Appraisal

Solution-Focused Rating (SFR): New Ways in Performance Appraisal Prof. Dr. Günter Lueger Solution-Focused Rating (SFR): New Ways in Performance Appraisal Introduction Keywords: performance appraisal, appraisal interview, assessment, assessment centre, evaluation, solution-focused

More information

Longitudinal Evaluation of a 360 Feedback Program: Implications for Best Practices

Longitudinal Evaluation of a 360 Feedback Program: Implications for Best Practices : Implications for Best Practices Kenneth M. Nowack, Ph.D. Consulting Tools Inc. knowack@consultingtools.com 310-450-8397 Paper presented at the 20 th Annual Conference of the Society for Industrial and

More information

Recommendations for implementing 360-degree appraisal system:

Recommendations for implementing 360-degree appraisal system: LESSON: 32 360-degree Feedback Learning Objectives: 1. To know the 360 degree feedback method of PA. 2. To know the recommendations in implementing 360 degree feedback. 3. To know about the importance

More information

Practices and challenges of employee performance appraisal in the Ministry of Culture and Tourism, Ethiopia

Practices and challenges of employee performance appraisal in the Ministry of Culture and Tourism, Ethiopia Practices and challenges of employee performance appraisal in the Ministry of Culture and Tourism, Ethiopia Adeba Hundera, Addis Ababa University School of Commerce, Department of BAIS, Ethiopia Introduction

More information

Case analysis of 360 degree feedback

Case analysis of 360 degree feedback Case analysis of 360 degree feedback Sapna Ghutke (Author) D2-504, Nisarg Nirmiti, Pimple Saudagar, Pune-27 Raksha Jaiswal (Co-Author) 268, Darda Marg, Rahate Colony, Wardha Rd, Nagpur-22 Dr Asha Thakur

More information

Performance Management and Job Satisfaction of University Library Professionals in Karnataka: A Study

Performance Management and Job Satisfaction of University Library Professionals in Karnataka: A Study DESIDOC Journal of Library & Information Technology, Vol. 28, No. 6, November 2008, pp. 39-44 2008, DESIDOC Performance Management and Job Satisfaction of University Library Professionals in Karnataka:

More information

THE BATUK. Published by:

THE BATUK. Published by: 112 THE BATUK: Journal of Interdisciplinary Studies Vol. 2 No. 1 January 2016 ISSN 2392-4802 THE BATUK Journal of Interdisciplinary Studies Vol. 2 No. 1 January 2016 Published by: Nesfield International

More information

Guide to180 Feedback HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY

Guide to180 Feedback HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Guide to180 Feedback The goal of an effective 180 feedback implementation should be positive, measurable, long-term leadership growth and development

More information

Performance Appraisal and it s Effectiveness in Modern Business Scenarios

Performance Appraisal and it s Effectiveness in Modern Business Scenarios Performance Appraisal and it s Effectiveness in Modern Business Scenarios Punam Singh* *Assistant Professor, Department of Social Work, Sardar Patel University, Vallabh Vidhyanagar, Anand, Gujarat, INDIA.

More information

Competency-based 360 Multi-Source Feedback

Competency-based 360 Multi-Source Feedback Competency-based 360 Multi-Source Feedback Contents INTRODUCTION 3 ESTABLISHING FEEDBACK GOALS 3 PROCESS AND RESOURCES 4 DELIVERING THE PROJECT 7 SELECTING A MULTI-SOURCE FEEDBACK SOFTWARE SOLUTION 9 360

More information

360-degree Feedback: A summary evaluation

360-degree Feedback: A summary evaluation 360-degree Feedback: A summary evaluation William J Fear Copyright William James Fear 2014. The author asserts their rights over this text according to copyright law. All rights reserved by the Author.

More information

Developing performance management

Developing performance management Questions this tool will help you answer: How should performance be described in my organisation? What should performance management be seeking to achieve in my organisation? What tools will most effectively

More information

8 APPRAISING AND IMPROVING PERFORMANCE

8 APPRAISING AND IMPROVING PERFORMANCE CHAPTER 8 8 APPRAISING AND IMPROVING PERFORMANCE A major function of human resources management is the appraisal and improvement of employee performance. In establishing a performance appraisal program,

More information

PERFORMANCE MANAGEMENT ROADMAP

PERFORMANCE MANAGEMENT ROADMAP PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize

More information

Making Your 360 Degree Feedback more effective in delivering successful behavioural change

Making Your 360 Degree Feedback more effective in delivering successful behavioural change Making Your 360 Degree Feedback more effective in delivering successful behavioural change Research Findings & The 10 Key Questions for Success By Jo Ayoubi, Senior Consultant, Track Surveys Author of

More information

360 Degree Feedback: A Review of Literature Monalisa Mohapatra* *Research Scholar, School of Management, KIIT University, Bhubaneswar, Orissa Abstract: - 360 degree feedback, itself gives a clear picture

More information

Development at the top: Who really cares?

Development at the top: Who really cares? Development at the top: Who really cares? A survey of executive teams Erik de Haan Ashridge Business School Inge Wels Ashridge Business School Bill Lucas Talent Foundation Jonathan Winter Career Innovation

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

More information

360 Degree Feedback 1

360 Degree Feedback 1 360 Degree Feedback 1 Importance of Performance Feedback The most successful managers & leaders become more effective by learning from feedback 2 Where does feedback fit in? Business Environment Organizational

More information

Research Article Performance Appraisal System of Employees of Private Banking Sector in Bangladesh: A Case Study on National Bank Limited

Research Article Performance Appraisal System of Employees of Private Banking Sector in Bangladesh: A Case Study on National Bank Limited International Journal of Advanced Multidisciplinary Research (IJAMR) ISSN: 2393-8870 www.ijarm.com Research Article Performance Appraisal System of Employees of Private Banking Sector in Bangladesh: A

More information

9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method

9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method SEC 9 Page 1 of 5 9. Performance Appraisal Tools and Techniques 1. Tools Performance appraisals are a fact of life for employees and supervisors in most companies. When taken seriously and conducted the

More information

39 360-Degree Feedback

39 360-Degree Feedback 643 39 360-Degree Feedback Learning outcomes On completing this chapter you should know about: The process of 360-degree feedback 360-degree methodology Use of 360-degree feedback Advantages and disadvantages

More information

PERFORMANCE ASSESSMENT OF EMPLOYEES IN ORGANISATION A CASE STUDY

PERFORMANCE ASSESSMENT OF EMPLOYEES IN ORGANISATION A CASE STUDY PERFORMANCE ASSESSMENT OF EMPLOYEES IN ORGANISATION A CASE STUDY Veena Datar Lecturer, Humanities Department, Samrat Ashok Technological Institute (Deg) Vidisha, M.P. 464001, India Manorama Saini Reader,

More information

A RESEARCH PAPER ON STUDY OF EMPLOYEE S PERFORMANCE MANAGEMENT SYSTEM. D. B. Bagul, Ph. D

A RESEARCH PAPER ON STUDY OF EMPLOYEE S PERFORMANCE MANAGEMENT SYSTEM. D. B. Bagul, Ph. D A RESEARCH PAPER ON STUDY OF EMPLOYEE S PERFORMANCE MANAGEMENT SYSTEM D. B. Bagul, Ph. D Director RJSPM, Institute of Computer and Management Research,Alandi Pune Abstract Managing human resources in today's

More information

Coming Full Circle Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs

Coming Full Circle Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs Coming Full Circle Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs Frederick P. Morgeson Troy V. Mumford Michael A. Campion Michigan State University Utah State University

More information

360-DEGREE FEEDBACK. Performance Management Series Part II. By Leslie A. Weatherly, SPHR, HR Content Expert

360-DEGREE FEEDBACK. Performance Management Series Part II. By Leslie A. Weatherly, SPHR, HR Content Expert 360-DEGREE FEEDBACK Performance Management Series Part II By Leslie A. Weatherly, SPHR, HR Content Expert Note: This Dilbert strip is not part of the SHRM article. What is 360-Degree Feedback? The 360-degree

More information

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL DRAFT TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL An initial draft proposal to determine the scale, scope and requirements of a team productivity development improvement program for a potential client Team

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership

More information

Performance Review Process Guidelines Nova Southeastern University

Performance Review Process Guidelines Nova Southeastern University Performance Review Process Guidelines Nova Southeastern University for classified and administrative/professional employees Statement of Purpose and Philosophy The annual performance review is a key element

More information

African Leadership in ICT The Leadership Toolbox 360 - Review

African Leadership in ICT The Leadership Toolbox 360 - Review African Leadership in ICT The Leadership Toolbox 360 - Review www.gesci.org Session Objectives To present an overview 360-degree feedback tool for assessing leadership behaviour and competency To promote

More information

The use and consequences of performance management and control systems: a study of a professional services firm

The use and consequences of performance management and control systems: a study of a professional services firm Wendy Beekes Lancaster University David Otley Lancaster University Valentine Ururuka Lancaster University The use and consequences of performance management and control systems: a study of a professional

More information

Competency Based Recruitment and Selection

Competency Based Recruitment and Selection Competency Based Recruitment and Selection A Handbook for Managers 2010 March 2010 v2 1 March 2010 v2 2 Table of Contents Introduction...4 1. What are competencies?...4 2. Why use competencies for recruitment

More information

Encouraging Effective Performance Management Systems

Encouraging Effective Performance Management Systems Encouraging Effective Performance Management Systems Alison Carr, PhD candidate, Shaker Consulting Group Kelsey Kline, PhD, Organizational Development and Talent Management Consultant A White Paper prepared

More information

PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL WHAT IS A PERFORMANCE APPRAISAL? The Appraisal Process PHASE 1 Identification and Observation of Behaviour PHASE 2 Measurement of Performance PHASE 3 Development of future Performance

More information

How to gather and evaluate information

How to gather and evaluate information 09 May 2016 How to gather and evaluate information Chartered Institute of Internal Auditors Information is central to the role of an internal auditor. Gathering and evaluating information is the basic

More information

Measuring the Impact of Sales Training

Measuring the Impact of Sales Training Measuring the Impact of Sales Training Authors: Barry Hennessy Barry@i2isales.com Jon Gooding Jon@i2isales.com Page 1 Table of Contents Why Measure? 3 What to Measure? 3 Business Impact Considerations

More information

PAY AND REWARD. Think Business, Think Equality

PAY AND REWARD. Think Business, Think Equality PAY AND REWARD Think Business, Think Equality CONTENTS INTRODUCTION WHAT TO CONSIDER WHEN DECIDING HOW MUCH TO PAY STAFF DEVELOPING PAY SYSTEMS INTRODUCING A NON-DISCRIMINATORY PAY RATE SYSTEM INTRODUCING

More information

360 0 Performance Appraisal

360 0 Performance Appraisal 360 0 Performance Appraisal B Ruth Sunitha Dept. of Business Management St. Martin s PG College of Technology Hyderabad, India rithsunithabusi@gmail.com Abstract 360-degree performance appraisal process

More information

Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya

Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya Journal of Emerging Trends in Economics and Management Sciences (JETEMS) 5(3):330-335 Scholarlink Research Institute Journals, 2014 (ISSN: 2141-7024) jetems.scholarlinkresearch.org Journal of Emerging

More information

Mini-Guide to Selecting and Working with Consultants

Mini-Guide to Selecting and Working with Consultants Mini-Guide to Selecting and Working with Consultants Before Contacting a Consultant What to expect from a consultant Thinking through your needs Interviewing Consultants Describe what will happen during

More information

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing

More information

CHANGE MANAGEMENT PRINCIPLES AND PRACTICES IN ORGANISATION

CHANGE MANAGEMENT PRINCIPLES AND PRACTICES IN ORGANISATION CHANGE MANAGEMENT PRINCIPLES AND PRACTICES IN ORGANISATION Dr. Mane Vijay Annaso Associate Professor in Commerce Mahatma Phule Mahavidyalaya Pimpri, Pune-17, India. vijay_mane5777@yahoo.co.in ABSTRACT:

More information

IMPACT FACTOR OF HUMAN RESOURCE MANAGEMENT AT PRIVATE SECTOR IN TAMILNADU

IMPACT FACTOR OF HUMAN RESOURCE MANAGEMENT AT PRIVATE SECTOR IN TAMILNADU IMPACT FACTOR OF HUMAN RESOURCE MANAGEMENT AT PRIVATE SECTOR IN TAMILNADU R.Murugesan Assistant Professor, Dept. of Management Studies, P.S.V.College of Eng. &Tech, Krishnagiri, Tamilnadu, India. Abstract

More information

A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal

A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal Karen N. Caruso, Ph.D. What is Performance Calibration? Performance Calibration

More information

THE NEED OF 720 DEGREE PERFORMANCE APPRAISAL IN THE NEW ECONOMY COMPANIES

THE NEED OF 720 DEGREE PERFORMANCE APPRAISAL IN THE NEW ECONOMY COMPANIES 39 THE NEED OF 720 DEGREE PERFORMANCE APPRAISAL IN THE NEW ECONOMY COMPANIES ABSTRACT ANUPAMA*; MARY BINU T.D.**; DR. TAPAL DULABABU*** *Asst. Professor, The Oxford College of Business Management, No.32,

More information

Education Module for Health Record Practice. Module 7 - Administration and Management of the Health Record Department

Education Module for Health Record Practice. Module 7 - Administration and Management of the Health Record Department Education Module for Health Record Practice Module 7 - Administration and Management of the Health Record Department The health record officer must meet the leadership challenge in his/her quest to develop

More information

Integrating HR & Talent Management Processes

Integrating HR & Talent Management Processes Integrating HR & Talent Management Processes Using Competency Assessment Technology to Attract, Develop, and Retain Talent Succession Planning Human Resource Development Competencies Critical characteristics

More information

Performance Appraisal Review for Exempt Employees

Performance Appraisal Review for Exempt Employees Client Company Performance Appraisal Review for Exempt Employees Employee Name Department Title Date Started Current Position Date of Review Current Supervisor Instructions Review employee s performance

More information

Performance Feedback

Performance Feedback Using Structured vs. Unstructured 360 Feedback to Improve Performance The Changing Face of 360 Reviews & Performance Feedback This paper is designed to shed light on the evolving processes used by organization

More information

Railway Management Maturity Model (RM 3 )

Railway Management Maturity Model (RM 3 ) Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policy

More information

DSC Management & Leadership Fair. 360 Appraisal

DSC Management & Leadership Fair. 360 Appraisal DSC Management & Leadership Fair 360 Appraisal 1 Going Round in Circles! Many people think 360 is a new concept and something of a flavour of the month initiative. However if you speak to the non -managerial

More information

Performance Management Handbook. City of American Canyon

Performance Management Handbook. City of American Canyon Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core

More information

Pitfalls and Best Practices in Performance Management Overview

Pitfalls and Best Practices in Performance Management Overview Pitfalls and Best Practices in Performance Management Overview Introduction This article describes common pitfalls that undermine performance management initiatives, and best practices that address those

More information

COURSE OUTLINE OLG 611 : STRATEGIC HUMAN RESOURCE MANAGEMENT THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUINESS MANAGEMENT

COURSE OUTLINE OLG 611 : STRATEGIC HUMAN RESOURCE MANAGEMENT THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUINESS MANAGEMENT COURSE OUTLINE OLG 611 : STRATEGIC HUMAN RESOURCE MANAGEMENT THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUINESS MANAGEMENT DEPARTMENT OF LEADERSHIP AND GOVERNANCE MASTER OF BUSINESS ADMINISTRATION PROGRAMME

More information

EFFECTIVE PERFORMANCE APPRAISALS

EFFECTIVE PERFORMANCE APPRAISALS EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.

More information

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT ! 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS: 50 EMPLOYEE ENGAGEMENT IDEAS AND TIPS 1 2 3 4 5 BE A BETTER BOSS! Immediate manager

More information

Study of an organization employing 360 degree feedback

Study of an organization employing 360 degree feedback International Journal of Farm Sciences 2(2) : 155-160, 2012 Study of an organization employing 360 degree feedback ROMILLA BALI and NEHA SHARMA Department of Social Sciences Dr YS Parmar University of

More information

Conducting an Effective Performance Appraisal

Conducting an Effective Performance Appraisal Conducting an Effective Performance Appraisal In this factsheet What is performance appraisal? Who assesses performance? How to conduct a performance appraisal Appraisal skills What is performance appraisal?

More information

4a Revalidation: Guidance on Colleague and Patient Questionnaires Annex A. Revalidation: Guidance on Colleague and Patient Questionnaires

4a Revalidation: Guidance on Colleague and Patient Questionnaires Annex A. Revalidation: Guidance on Colleague and Patient Questionnaires 4a Revalidation: Guidance on Colleague and Patient Questionnaires Annex A Revalidation: Guidance on Colleague and Patient Questionnaires The document is intended to provide guidance for those involved

More information

Coaches Coach, Players Play, and Companies Win

Coaches Coach, Players Play, and Companies Win Coaches Coach, Players Play, and Companies Win Patrick C. Caironi Pennsylvania State University Executive coaching has been a part of business consulting for some time now, and according to London (2002),

More information

Graduate School. Into the groove, Rebecca Watts, Graduate School Research Images Competition 2012. The Graduate School guide to. Surviving the viva

Graduate School. Into the groove, Rebecca Watts, Graduate School Research Images Competition 2012. The Graduate School guide to. Surviving the viva Graduate School Into the groove, Rebecca Watts, Graduate School Research Images Competition 2012 The Graduate School guide to Surviving the viva You have submitted your thesis and now all you have to do

More information

Employee Performance Review. Reference Guide

Employee Performance Review. Reference Guide Employee Performance Review Reference Guide Oklahoma Baptist University Office of Human Resources March 2005 TABLE OF CONTENTS Why Review?... 1 The Ratings... 1 Managerial Elements... 1 Leadership...

More information

Certified Performance Appraisal Manager VS-1011

Certified Performance Appraisal Manager VS-1011 Certified Performance Appraisal Manager VS-1011 Certified Performance Appraisal Manager Certification Code VS-10 1011 11 Vskills certification in Performance Appraisal Management focuses on devising a

More information

Administrative Instruction

Administrative Instruction Administrative Instruction Date: To: From: 26 July 2011 All UNOPS Personnel Pierre Moreau-Peron, Director, HRPG J 1-r AI Reference: Subject: AUHRPG/2011/04 Performance Management and Appraisal for staff

More information

Workforce Development Pathway 8 Supervision, Mentoring & Coaching

Workforce Development Pathway 8 Supervision, Mentoring & Coaching Workforce Development Pathway 8 Supervision, Mentoring & Coaching A recovery-oriented service allows the opportunity for staff to explore and learn directly from the wisdom and experience of others. What

More information

ONLINE PERFORMANCE APPRAISAL SYSTEM

ONLINE PERFORMANCE APPRAISAL SYSTEM ONLINE PERFORMANCE APPRAISAL SYSTEM Ms.S.Priscilla Florence Persis B.Tech IT IV year SNS College of Engineering Coimbatore ABSTRACT : Online Performance Appraisal systems enable you to track and monitor

More information

Managing Your Career Tips and Tools for Self-Reflection

Managing Your Career Tips and Tools for Self-Reflection Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated

More information

GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR SUPERVISORY/MANAGERIAL EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #:

GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR SUPERVISORY/MANAGERIAL EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #: GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR SUPERVISORY/MANAGERIAL EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #: JOB TITLE: REVIEWED BY: UNIT: DATE OF REVIEW: REVIEW

More information

A Guide To Understanding Your 360- Degree Feedback Results

A Guide To Understanding Your 360- Degree Feedback Results A Guide To Understanding Your 360- Degree Feedback Results 1 Table of Contents INTRODUCTION CORE BELIEFS... 1 PART ONE: UNDERSTANDING YOUR FEEDBACK... 2 360 Degree Feedback... 2 Evaluate Your Effectiveness...

More information

Effects of Multisource Feedback and a Feedback Facilitator on the Influence Behavior of Managers Toward Subordinates

Effects of Multisource Feedback and a Feedback Facilitator on the Influence Behavior of Managers Toward Subordinates Journal of Applied Psychology Copyright 2003 by the American Psychological Association, Inc. 2003, Vol. 88, No. 3, 561 569 0021-9010/03/$12.00 DOI: 10.1037/0021-9010.88.3.561 Effects of Multisource Feedback

More information

ASSESSMENT CENTERS. Definition. Description

ASSESSMENT CENTERS. Definition. Description ASSESSMENT CENTERS Performance Change Level of Performance Establish Improve Maintain Extinguish Business U it Process Work Group Individual Definition An assessment center is a process in which several

More information

Chapter- I Introduction Chapter- I Introduction

Chapter- I Introduction Chapter- I Introduction Chapter- I Introduction Chapter- I Introduction Traditional performance appraisal involves bosses assessing their staff. Yet the people who actually work with us peers, subordinates, suppliers and customers

More information

Performance Management Guide

Performance Management Guide Performance Management Guide Civil Service Bureau 1999 Contents Introduction Objectives of A Performance Management System Features of A Good Staff Performance Management System Conclusion Sources of Advice

More information

SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER

SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER C-12 INFORMATION SHEET SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER QUESTIONS ABOUT YOU Tell Me a Little about Yourself. The interviewers want to know if you are well adjusted, work well with others, have

More information

SUCCESSION PLANNING. 1 Dr Priya Srivastava. Llyod Institute of Management, Greater Noida (India) 2 Saumya Srivastava

SUCCESSION PLANNING. 1 Dr Priya Srivastava. Llyod Institute of Management, Greater Noida (India) 2 Saumya Srivastava SUCCESSION PLANNING 1 Dr Priya Srivastava Llyod Institute of Management, Greater Noida (India) 2 Saumya Srivastava Scholar, Inderprastha College for Women, Delhi University (India) Succession planning

More information

Destatis' experience in conducting staff opinion surveys

Destatis' experience in conducting staff opinion surveys Destatis' experience in conducting staff opinion surveys Heinz-Christoph Herbertz, Katrin Dorka Statistisches Bundesamt Division Human Resources Development Gustav-Stresemann-Ring 11 D-65189 Wiesbaden,

More information

What are research, evaluation and audit?

What are research, evaluation and audit? 1 What are research, evaluation and audit? Barbara Sen, Maria J. Grant and Hannah Spring I don t do research. I don t have the time. I am too busy with the day to day running of the library. I do evaluations

More information

Medical leadership for better patient care: Support for healthcare organisations 2015

Medical leadership for better patient care: Support for healthcare organisations 2015 Medical leadership for better patient care: Support for healthcare organisations 2015 1 Our vision is to see and inspire excellence in medical leadership and drive continuous improvement in health and

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

ITPMG. August 2006. The Measurement-Managed Organization How IT Benefits From Adopting Measurement-Management Techniques

ITPMG. August 2006. The Measurement-Managed Organization How IT Benefits From Adopting Measurement-Management Techniques The Measurement-Managed Organization How IT Benefits From Adopting Measurement-Management Techniques August 2006 IT Performance Management Group Bethel, Connecticut The Beginnings of Organizational Measurement

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations HRS Human Resource Services-Operations The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for

More information

SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It

SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It ASTD 2007 International Conference & Exposition Atlanta, Georgia Kenneth M. Nowack, Ph.D. Envisia Learning 3435 Ocean Park Blvd, Suite

More information

Supporting GPs to interpret and learn from Patient and Colleague

Supporting GPs to interpret and learn from Patient and Colleague Supporting GPs to interpret and learn from Patient and Colleague Feedback Dr Di Jelley Northern Deanery Associate Advisor for Appraisal and Revalidation APCE Appraisal Conference 14/11/12 What is Multi-source

More information

BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK

BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK Kenneth M. Nowack Ph.D. 3435 Ocean Park Blvd. Suite 214 Santa Monica, CA 90405 (310) 452-5130 (310) 450-0548 Fax www.envisialearning.com 2008 Envisia Learning

More information

A Fresh Look at Appraisals in Law Firms

A Fresh Look at Appraisals in Law Firms A Fresh Look at Appraisals in Law Firms By Nick Jarrett-Kerr Introduction Most law firms claim to have appraisal systems but the trouble is that very few of them are effective. Implementation seems to

More information

THE EFFECT OF ORGANIZATIONAL CHANGE ON TEAM CREATIVITY, JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, AND WORK PERFORMANCE

THE EFFECT OF ORGANIZATIONAL CHANGE ON TEAM CREATIVITY, JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, AND WORK PERFORMANCE THE EFFECT OF ORGANIZATIONAL CHANGE ON TEAM CREATIVITY, JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, AND WORK PERFORMANCE Angela Shin-yih Chen National Chung-Hsing University, Taiwan, ROC angela@dragon.nchu.edu.tw

More information

A STUDY TO ASSESS THE KNOWLEDGE ON 360 DEGREE PERFORMANCE APPRAISAL AMONG FACULTY OF SRM COLLEGE OF NURSING, KATTANKULATHUR.

A STUDY TO ASSESS THE KNOWLEDGE ON 360 DEGREE PERFORMANCE APPRAISAL AMONG FACULTY OF SRM COLLEGE OF NURSING, KATTANKULATHUR. International Journal of Pharmacy and Biological Sciences ISSN: 2321-3272 (Print), ISSN: 2230-7605 (Online) IJPBS Volume 6 Issue 1 JAN-MAR 2016 172-177 Research Article Biological Sciences A STUDY TO ASSESS

More information

HOUSE OF COMMONS HEALTH COMMITTEE INQUIRY INTO COMPLAINTS AND LITIGATION

HOUSE OF COMMONS HEALTH COMMITTEE INQUIRY INTO COMPLAINTS AND LITIGATION HOUSE OF COMMONS HEALTH COMMITTEE INQUIRY INTO COMPLAINTS AND LITIGATION SUBMISSION FROM NATIONAL VOICES Summary and Recommendations 1. Effective complaints handling is a vital impetus to improving quality

More information

INTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2

INTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2 Reference Checking Table of Contents INTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2 WHO CONDUCTS THE REFERENCE CHECKS?...2 HOW MANY REFERENCES SHOULD BE CONTACTED?...2 WHO SHOULD

More information

Effectiveness of the 360-degrees appraisal tool in human resource practice in Kenya

Effectiveness of the 360-degrees appraisal tool in human resource practice in Kenya Herald Journal of Marketing and Business Management Vol. 3 (1), pp. 010 021 June, 2014 Available online http://www.heraldjournals.org/hjmbm/archive.htm Copyright 2014 Herald International Research Journals

More information

720 Degree Performance Appraisal: An Emerging Technique Paper ID IJIFR/V3/ E8/ 042 Page No. 2956-2965 Subject Area HRM

720 Degree Performance Appraisal: An Emerging Technique Paper ID IJIFR/V3/ E8/ 042 Page No. 2956-2965 Subject Area HRM Reviewed Paper Volume 3 Issue 8 April 2016 International Journal of Informative & Futuristic Research ISSN: 2347-1697 720 Degree Performance Appraisal: An Emerging Paper ID IJIFR/V3/ E8/ 042 Page No. 2956-2965

More information