Table 20.4 Sources of performance appraisal data: pros and cons Pros Cons May not be familiar...

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Table 20.4 Sources of performance appraisal data: pros and cons Pros Cons May not be familiar with all aspects of employee's job or projects (may lack technical expertise; em- ployee may work in a different geographic location, or with multiple teams or units) • Potential for bias (positive or negative) if supervisor is the only appraiser Appraiser Immediate supervisor Subordinates Peers or team members Multiple sources (also called multi-rater, 360-degree rating) Self • Often in best position to know and observe employee's work Responsible for unit performance to which employee is a contributor • Appraisal data supports unit's employee training and development plan • Offers insight into manager's strengths and weaknesses • Feedback can be useful for career development • Provides close-up view of employee performance • Multiple opinions reduce bias • Peer pressure of evaluation can motivate team members to be more productive • Bias is reduced by including multiple perspectives from inside and outside the organization (that is, managers, subordinates, peers, customers) • Development-focused Emphasizes team and customer relationships Encourages employee involvement in appraisal process Employees in ideal position to evaluate own performance, and identify their development goals • Provides opportunity for employee to keep su- pervisor informed of accomplishments, issues ● ● O May be perceived as "popularity" rating of limited value • If not anonymous (as in small unit or organization), subordinates may fear reprisal and not offer honest input O • Reluctance to criticize teammates or peers O May focus on one specific problem or conflict that occurred providing an unbalanced overall assess- ment • If not anonymous (as in small unit or organization), raters may not offer honest input • Can be expensive to include multiple parties; use of an online rating system recommended • Training of appraisers and employee on purpose and procedures is required • Less useful for promotion, compensation decisions • Can be manipulated to overstate good performance or minimize negatives • Not recommended for compensation decisions prob illegal when a ma age, gender, or dis ratings. More sub ager's tendency lower based on ance or punctual effect on perform more weight on preceding the ap ing the entire rev for managers, th an employee is s rated area and t that performan across all other (SHRM 2018c) along very wel management; leads to a high employee not for work accur are also seen: t tendency, wh satisfactory rc to go | Performance Appraisal Assignment Read HIMT pgs 574-577 (5th ed) / 628-633 (6th ed) and Mgmt for the HIP textbook, Ch 9. Review Table 20.4 in the HIMT book (pg. 576-5th ed/ 632 - 6th ed), listing Pros and Cons of various types of appraisers responsible for providing feedback in a staff member's performance appraisal. Based on this information, indicate whether or not (YES or NO) you feel it is beneficial for this type of appraiser to provide this feedback and back up your answer by explaining why or why not. Appraiser: Immediate Supervisor: Subordinates: Peers or team members: Multiple sources (360-degree rating): Self: Table 20.4 Sources of performance appraisal data: pros and cons Pros Cons May not be familiar with all aspects of employee's job or projects (may lack technical expertise; em- ployee may work in a different geographic location, or with multiple teams or units) • Potential for bias (positive or negative) if supervisor is the only appraiser Appraiser Immediate supervisor Subordinates Peers or team members Multiple sources (also called multi-rater, 360-degree rating) Self • Often in best position to know and observe employee's work Responsible for unit performance to which employee is a contributor • Appraisal data supports unit's employee training and development plan • Offers insight into manager's strengths and weaknesses • Feedback can be useful for career development • Provides close-up view of employee performance • Multiple opinions reduce bias • Peer pressure of evaluation can motivate team members to be more productive • Bias is reduced by including multiple perspectives from inside and outside the organization (that is, managers, subordinates, peers, customers) • Development-focused Emphasizes team and customer relationships Encourages employee involvement in appraisal process Employees in ideal position to evaluate own performance, and identify their development goals • Provides opportunity for employee to keep su- pervisor informed of accomplishments, issues ● ● O May be perceived as "popularity" rating of limited value • If not anonymous (as in small unit or organization), subordinates may fear reprisal and not offer honest input O • Reluctance to criticize teammates or peers O May focus on one specific problem or conflict that occurred providing an unbalanced overall assess- ment • If not anonymous (as in small unit or organization), raters may not offer honest input • Can be expensive to include multiple parties; use of an online rating system recommended • Training of appraisers and employee on purpose and procedures is required • Less useful for promotion, compensation decisions • Can be manipulated to overstate good performance or minimize negatives • Not recommended for compensation decisions prob illegal when a ma age, gender, or dis ratings. More sub ager's tendency lower based on ance or punctual effect on perform more weight on preceding the ap ing the entire rev for managers, th an employee is s rated area and t that performan across all other (SHRM 2018c) along very wel management; leads to a high employee not for work accur are also seen: t tendency, wh satisfactory rc to go | Performance Appraisal Assignment Read HIMT pgs 574-577 (5th ed) / 628-633 (6th ed) and Mgmt for the HIP textbook, Ch 9. Review Table 20.4 in the HIMT book (pg. 576-5th ed/ 632 - 6th ed), listing Pros and Cons of various types of appraisers responsible for providing feedback in a staff member's performance appraisal. Based on this information, indicate whether or not (YES or NO) you feel it is beneficial for this type of appraiser to provide this feedback and back up your answer by explaining why or why not. Appraiser: Immediate Supervisor: Subordinates: Peers or team members: Multiple sources (360-degree rating): Self:

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Table 204 Sources of performance appraisal data pros and cons Appraiser Pros Cons Answers Immediate supervisor Often in the best position to know and observe employees work Responsible for unit perfor... View the full answer