Horngren’s Cost Accounting A Managerial Emphasis, Canadian 9th edition soluti...
360 degree performance Appraisal
1. TIMES ASCENT ARTICLE
“ THE BETTER FORM OF APPRAISAL”
PRESENTED BY;
AJMAL ALI S
MBA SEC “A”
ROL NO 009
HUMAN CAPITAL MANAGEMENT
UNDER THE GUIDANCE OF DR.IRSHAD NAZEER
2. Performance appraisal – method by which the
performance of an employee is evaluated.
THINK APPRAISALS ARE DONE ONLY BY THE
BOSS?
360 degree feedback is one of the tools, which
measures the social perception of daily work by
taking input from all the stakeholders.
the stakeholders include peers, managers,
customers and superiors.
It was first introduced by the Russian army in the
world war II.
4. 360 DEGREE FEEDBACK
The goal of the 360degree feedback is to give the
evaluated person a chance for self-development.
The 360degree feedback as a tool strengthens the
feeling of responsibility, both within the appraise and the
appraising person.
Traditional performance management systems fail to
bring in transparency to the performance criterion.
The first step is to define the criterion that forms the basis
of survey questionnaire.
5. 360degree feedback makes sure that performance
evaluation includes the feedback from the customer.
Helps them to define what can be done to improve
customer value proposition.
6. COMMON MISTAKES AND SOLUTION AS AN HR
MANAGER
Having no clear Purpose:
Lack of a clear purpose – The feedback doesn’t address
an organizational performance issue or strategic need –
it’s being done because it’s the latest management trend
– because a senior manager thinks it’s a good idea, or
word-class organizations are doing it.
Solution :
They should be designed and implemented to address
specific business and strategic needs. Whatever the
needs, it’s important to have a clear and well-defined
understanding why the organization is undertaking it.
It's also a poor idea to use 360 feedback just because
other organizations are doing it
7. Using it as a substitute:
It’s not uncommon to hear managers murmuring, “If I
only had an objective way to deliver constructive
feedback to employees, I’d be able to manage their
performance better.”
Solution:
When you see managers substituting 360-degree
performance improvement tool, call it to their attention.
Be sure not to collude with them. Ideally a training or
performance improvement consultant can encourage
managers
8. Compromising confidentiality:
Multi-rater feedback is based on the idea that people can
feel safe providing anonymous feedback. It can be a
death knell if confidentiality or anonymity is compromised
or if there’s the perception that it has been compromised.
Solution:
At the outset, nail down which data is confidential.
Communicate those decisions clearly. People need to
know exactly what will be reported to whom, if they’re to
speak freely.
9. Not making clear the feedback’s use:
it can cause great confusion if you don’t make sure
people know whether the feedback will be used for
evaluation or development purposes.
Solution:
If you decide to use it for development purposes, be sure
to make that clear. If you decide to use it for evaluative
purposes, start slowly and move gradually.
10. CONCLUSION
By this presentation we came to know something
about 360 degree feedback and appraisal.
Extensive workshops and communication are the
building blocks of a good 360 degree program.
The tool should not be selectively used with one
group.
It should be simultaneously introduced across
levels, so that one group is not targeted by the
feedback.
A regular update keeps the participants committed
to the program.
It should be ensure that the confidentiality of the
respondents is maintained.