Individuals and/or groups can learn a lot from going through the process of developing a performance appraisal instrument for their current job or for one of their group projects (if they are taking a course). Individuals/groups can apply the principles described in the section on accuracy (summarized below).

1. Reach agreement on what the deliverable is. For example, if the assignment is to conduct a “case analysis of an assigned case, ”a deliverable can be a “written report that analyzes an assigned case.” More specifically, it can be a written report that identifies the strengths and problems inherent in the case, analyzes the problems using theories and concepts covered in the course, and provides recommendations.

2. Establish the group ’s goal with respect to the quality and standards of the written report. For example, is the group ’s goal to obtain an A grade on the assignment or to learn from the project, both, or something else altogether.

3. Establish the major responsibilities of each group member and translate these responsibilities into specific goals or actions.

4. Establish dimensions of performance and define them in behavioral terms. Dimensions can be grouped according to task dimensions, OCBs, and CWBs. Task dimensions can include timely submission of material to group members, depth of analysis of problems indentified in the case, appropriate use of theories, etc. OCBs can include reviews team members ’ submission, respects team members, shares important information, etc. CWBs can include conforms to university policy and procedures regarding code of conduct, is not late or absent from meetings, etc.

5. Establish standards of performance for each dimension using clearly defined anchors on the rating scale. For example, on the job dimension “ attendance ” (7 = attends all meetings, 2 = missed half of the meetings).