Performance appraisal in personality development

PERFORMANCE APPRAISAL

INTRODUCTION

Performance management is a holistic process bringing together many of the elements which

go to make up the successful practice of people management, including in particular learning

and development. But for this very reason, it is complex and capable of being misunderstood

‘Performance management is not achievable unless there are effective processes of continuous

development. This addresses the core competencies of the organization and the capabilities of

individuals and teams. ‘Performance management’ should really be called ‘performance and

development management.’ (Armstrong and Baron, 1998)

Performance appraisal is one element of performance management which involves different

measurements throughout the organization. Performance appraisal is the most important if the

organizations are to take the advantage of their most important asset, employees, and gain

human capital advantage.

PERFORMANCE APPRAISAL (History)

Fombrun et al. (1984) makes explicit use of the word Performance when illustrating the

Human Resource Cycle - sometimes referred to as the ELC. This model highlights the

importance of performance appraisal as a means of determining rewards and/or the need for

further development.
Rewards

Selection Performance Appraisal

Figure: The Human Resource Cycle Development

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(Fombrun et al., 1984, cited by Hendry, 1995)

Performance appraisal is “a well-established way of providing milestones, feedback, guidance

and monitoring for staff. A further development….is tying this appraisal into a larger and more

complex system of performance management” (Weightman,1999). CIPD (2008d) support the

view that whilst performance appraisal is an important part of performance management, it is

only one tool amongst a range of tools that can be used to manage performance. They also

highlight the fact that because performance appraisals are most usually carried out by the line

managers, rather than HR professionals, it is important that they understand their role in the

process and have the right skills to conduct them effectively.

Performance Appraisals are Key to Employee’s Personality Development

Performance appraisals are a review of an employee’s performance against pre-determined

objectives. They identify the strengths and weaknesses of an employee and address how to

improve or develop these areas. They aim to motivate the employee and provide them with

sufficient challenges and responsibilities in relation to the business objectives.

One definition of performance management is “the process of identifying, evaluating and

developing the work performance of employees in the organization, so that the organizational

goals and objectives are more effectively achieved, while at the same time benefiting

employees in terms of recognition, receiving feedback, catering for work needs and offering

career guidance”.

A key purpose of any appraisal process and its resulting performance development plan is to

identify gaps in an employee’s skills or competencies as well as opportunities for improvement

and personality development. Setting performance goals encourages employee motivation by

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stimulating effort, focusing attention, increasing persistence and encouraging new ways of

working.

The benefits of using a performance appraisal process to develop employees include the

opportunity for employees to be directly involved with identifying areas for their development

and how these can be achieved; being able to track progress and receive feedback against

development goals. Some examples of actions that may be taken to develop an employee

further include training and courses (internal and/or external) new work assignments/tasks,

increased responsibility, secondment to another role, and training another employee.

A good performance appraisal process that encourages employee development should be

designed to ensure the following:

 That all employees are regularly and formally reviewed regarding their career progress

to assist them in developing to the fullest

 That the systematic measure of an employee’s overall value to the organization is

recorded

 That essential information concerning the strengths and weaknesses of all employees,

in relation to their development including potential for advancement and suitability for

other positions and training, is recorded

 That employees are involved in the setting of development goals

 That there is a clear linkage between performance and remuneration.

Using the performance appraisal process to develop employees also assists with other key

organizational issues. One being its vital role in maintaining and/or improving attraction and

retention of high-performing employees by:

 Defining and establishing clear performance goals

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 Tracking progress and giving relevant, useful feedback

 Developing employees to meet or exceed the company’s goals and their own personal

career goals, and

 Its link to remuneration.

Performance appraisals are able to accomplish this as long as they focus on the employee.

Objectives in an employee-orientated performance appraisal process should:

 Provide information to employees about perceptions of their performance

 Clarify organizational expectations of employees

 Provide information to employees about their development needs.

However a number of common reasons why performance appraisals may not be a successful

tool for developing employees are:

 Lack of management support

 Performance management being undervalued in the organization

 Lack of use by management

 Difficulty in creating performance goals

 A lack of resources for, or availability of, training. [1]

Approaches to Performance Appraisal

There are two approaches to performance appraisal viz. administrative approach and

developmental approach.

1. Administrative approach: Making and carrying out employment decisions are the

fundamental goals of the administrative decision making. Administrative decisions

include deciding which employees to promote, which to terminate, which to discipline,

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which employees to transfer etc. In administrative approach, performance appraisal can

be used as a key input for administering a formal organization reward and punishment

system.

Administrative approach deals with the following: -

Human resource planning

- Reward decisions e.g. salary and wages increase

- Promotions; and

- Personnel research (e.g. effectiveness of training programs.)

2. Developmental approach: When performance appraisal information is intended to be

used for developmental purposes, employees receive concrete feedback

about their job performance. This serves a valuable function because in order to improve

in the future, employees need to know what their weaknesses were in the past and how

to correct them. This also enables managers to identify which employees would receive

the most benefit from developmental inputs. Pointing out strengths and weaknesses is a

counseling function for the manager, while receiving meaningful feedback and acting

upon it is a motivational experience for the employee. In this way performance appraisal

serves as a vehicle for personal development.

Developmental approach deals with the following:

- Provide employee with feedback on their strengths and weaknesses and how to

improve future performance.

- Aid career planning and development; and

- Provide inputs for personal remedial interventions.

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Methods of Performance Appraisal [5]

Traditional Methods of Performance Appraisal

1. Essay Appraisal Method:

In essay appraisal, appraiser rates the employee in an open-ended manner and put down his

impressions about the employee on a continuous basis. These impressions relate to strong and

weak points of the employee‘s behavior. He takes note of these factors:

• Job knowledge and skills exhibited by the appraisee while performing his job

• Appraisee’s relationship with the employees and manager

• Appraisee’s personality traits and attitude towards his job, peers, manager and the

organization.

• Appraisee’s understanding and commitment to organization’s goals and objectives

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• Appraisee’s potential for organizational future roles.

It is the simplest evaluating method in which evaluator writes an explanation about employee’s

strength and weakness points, previous performance, positional and suggestions for his (her)

performance improvement at the end of evaluation term. This kind of evaluations usually

includes some parts of other systems to cause their flexibility. This method often combines

with other methods. In essay appraisal, we attempt to focus on behaviors (Mondy, 2008).

2. Grading:

In this technique, the rater considers certain features and marks them according to a scale. The

selected features may be analytical ability, cooperativeness, dependability, self-expression, job

knowledge, leadership and organizing ability. These may be graded as e.g. A-Outstanding, B-

Very good, C- Average, D-Fair, E-Poor and F-Very poor. The actual performance of an

employee is then compared with these grades and he is allotted the grade which best describes

his performance.

3. Ranking Method:

Under this method, superior ranks his subordinates in order of their merit, starting from the best

to the worst. The relative position of each employee is expressed in terms of his numerical

rank. In this type of appraisal, individuals are ranked from highest to lowest. It is assumed that

the difference between the first and second employee is equal to difference between 21st and

22nd employee. In this method, the manager compares each person with others than work

standards (Dessler, 2000).

Example: The evaluator rates the employee from highest to lowest on some overall criteria. In

this

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“how” and “why” are not questioned nor answered

Employee Rank

A 2

B 1

C 3

D 5

E 4

4. Checklist Method:

In this method, the evaluator has a list of situations and statements and compares it with

employees. The checklist is a presentation of employee’s characteristics and performance. The

results can be quantitative and give weight to characteristics. A typical checklist is given in the

table below. After ticking off against each item, rater forwards the list to HR department. The

HR department assigns certain points to each ‘Yes’ ticked. When points are allotted to the

checklist, technique becomes a weighted checklist. The advantages of as checklist are economy,

ease of administration, limited training of rater, and standardization. The disadvantages include

susceptibility to rater’s biases (especially the halo effect), use of personality criteria instead of

performance criteria, misinterpretation of checklist items, and the use of improper weights by

the HR department. Another disadvantage of this approach is that it does not allow the rater to

give up relative ratings.

Example:

 Is employee regular Y/N

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 Is employee respected by subordinate Y/N

 Is employee helpful Y/N

 Does he follow instruction Y/N

 Does he keep the equipment in order Y/N

5. Rating Scales:

This is the simplest and the most popular technique for appraising employee performance; the

typical rating-scale system consists of several numerical scales, each representing a job-related

performance criterion such as dependability, initiative, output, attendance, attitude, co-

operation, and the like. Each scale ranges from excellent to poor. The rater checks the

appropriate performance level on each criterion, and then computes the employee’s total

numerical score. The number of points scored may be linked to salary increases, whereby so

many points equal a rise of some percentage. Rating scales offer the advantages of adaptability,

relatively easy use and low cost. Nearly every type of job can be evaluated in a short time, and

rater does not need any training to use the scale. The disadvantages of this method are several.

The rater’s biases are likely to influence evaluation, and the biases are particularly pronounced

on subjective criteria such as cooperation, attitude and initiative. Furthermore, numerical

scoring gives an illusion of precision that is really unfounded.

Example:

Employee name_________ Dept_______

Rater’s name ___________ Date________

______________________________________________________________________________

Exc. Good Acceptable Fair Poor

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______________________5_______4________3__________2______1___________________

Dependability

Initiative

Overall output

Attendance

Attitude

Cooperation

___________________________________________________________________________

Total score

1. Critical Incident Method:

It focuses on key factors which make difference in performing a job efficiently. This method

is more credible because it is more related to job and based on individual’s performance than

characteristic. The necessity of this system is to try to measure individuals’ performance in

term of incidents and special episodes which take place in job performance. These incidents

are known as critical incident. In this method, the manager writes down the positive and

negative individuals’ performance behavior in evaluation term (Monday, 2008).

The critical incidents method of employee assessment has generated a lot of interest these days.

The approach focuses on certain critical behaviors of an employee that make all the difference

between effective and non-effective performance of a job. The supervisors record such

incidents as and when they occur.

The method has significant limitations.

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These include:

1. Negative incidents are generally more noticeable that positive ones.

2. The recording of incidents is a chore to the supervisor and may be put off an easily

forgotten.

3. Overly close supervision may result.

4. Managers may unload a series of complaints about incidents during an annual

performance review session. The feedback may be too much at one time and thus

appearing as a punishment to the rate. More appropriately, the management should use

incidents of poor performance as opportunities for immediate training and counselling.

Example

June 21 - Sales clerk patiently attended to the customers complaint. He is polite, prompt,

enthusiastic in solving the customers’ problem

June 21 - The sales assistant stayed 45 minutes beyond his break during the busiest part of

the day. He failed to answer store manager’s call thrice. He is lazy, negligent, stubborn and

uninterested in work

Ex: A fire, sudden breakdown, accident

Workers reaction scale

A informed the supervisor immediately 4

B Become anxious on loss of output 3

C tried to repair the machine 2

D Complained for poor maintenance 1

7. Behaviorally anchored rating scale:

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This method is combination of the rating scale and critical incident techniques of performance

appraisal. It is a tool that anchors a numerical rating scale with specific behavioral examples of

good or poor performance.

Behaviorally Anchored Scales, sometimes called behavioral expectation scales, are rating

scales whose scale points are determined by statements of effective and ineffective behaviors.

They are said to be behaviorally anchored in that the scales represent a range of descriptive

statements of behavior varying from the least to the most effective. A rater must indicate which

behavior on each scale best describes an employee’s performance.

Behaviorally anchored rating scales (BARS) have the following features:

1. Areas of performance to be evaluated are identified and defined by people who will use

the scales.

2. The scales are anchored by descriptions of actual job behavior that, supervisors agree,

represent specific levels of performance. The result is a set of rating scales in which both

dimensions and anchors are precisely defined.

3. All dimensions of performance to be evaluated are based on observable behaviors and

are relevant to the job being evaluated since BARS are tailor-made for the job.

4. Since the raters who will actually use the scales are actively involved in the development

process.

They are more likely to be committed to the final product. BARS were developed to provide

results which subordinates could use to improve performance. Superiors would feel

comfortable to give feedback to the rates. Further, BARS help overcome rating errors.

Unfortunately, this method too suffers from distortion inherent in most rating techniques.

BARS have five stages (Decenzo, 2002):

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1) Generate Critical Incidents

2) Develop performance dimensions,

3) Relocate incidents,

4) Rating of level of performance for each incident and 5) Development of the final

instrument.

Performance Points Behavior

Extremely good 7 Can expect trainee to make valuable suggestions for

increased sales and to have positive relationships with

customers all over the country.

Good 6 Can expect to initiate creative ideas for improved sales.

Above average 5 Can expect to keep in touch with the customers

throughout the year.

Average 4 Can manage, with difficulty, to deliver the goods in time.

Below average 3 Can expect to unload the trucks when asked by the

supervisor.

Poor 2 Can expect to inform only a part of the customers.

Extremely poor 1 Can expect to take extended coffee breaks and roam around

purposelessly.

8.Forced Choice Method: In this, the rater is given a series of statements about an employee.

These statements are arranged in blocks of 2 or more, and the rater indicates which statement

is most or least descriptive of the employee. Typical statements are:

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1. Learns fast _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ works hard

2. Work is reliable_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ performance is a good example for

3. Absents often_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ others usually tardy.

As in the checklist method, the rater is simply expected to select the statements that describe

the rate. Actual assessment is done by the HR Department. This approach is known as the

forced choice method because the rater is forced to select statements, which are readymade.

The advantage of this method is the absence of personal bias in rating. The disadvantage is that

the statements may not be properly framed – they may not be precisely descriptive of the ratee’s

traits.

Example: Criteria Rating

1.Regularity on the job Most Least

 Always regular

 Inform in advance for delay

 Never regular

 Remain absent

 Neither regular nor irregular

No.
of
employees

1% 2% 4% 2% 1%
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poor 0
Below 0 0
average good 0Excellent 14
average
Performance appraisal in personality development

9. Paired Comparison Method:

In this method, the appraiser compares each employee with all others in a group one at a time.

After all the comparisons, on the basis of the overall comparisons, the employees are given the

final rankings.

Under this method the appraiser compares each employee with every other employee one at a

time. For example there are five employees named A, B, C, D and E. The performance of A is

first compared with the performance of B and a decision is made about whose performance is

better. Then A is compared with C. D and E in that order. The same procedure is repeated for

other employees. The number of comparisons may be calculated with the help of a formula

which reads thus: N (N-1)/ 2 where N stands for the number of employees to be compared. If

there are 10 employees, the number of comparisons will be 10(10-1)/2 = 45.

After the completion of comparison, the results can be tabulated and a rank is created from the

number of times each person is considered to be superior.

9. Confidential Report:

It is mostly used in government departments. This report is prepared at the end of a year. It

shall have certain items like attendance, leadership, initiative, ability to work with others, job

knowledge, integrity etc. The superior records his impression about the subordinate considering

these items. This system does not offer any feedback to the subordinates hence there is no

surety of why he/ she is rated low than the others. [6]

Modern Methods of Performance Appraisal

1. Assessment Centre:

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An assessment Centre typically involves the use of methods like social/informal events, tests

and exercises, assignments being given to a group of employees to assess their competencies

to take higher responsibilities in the future. Generally, employees are given an assignment

similar to the job they would be expected to perform if promoted. This review of potential is

concerned with forecasting the direction in which an individual’s career should go and the rate

at which he is expected to develop.

The trained evaluators observe and evaluate employees as they perform the assigned jobs and

are evaluated on job related characteristics. The major competencies that are judged in

assessment centers are interpersonal skills, intellectual capability, planning and organizing

capabilities, motivation, career orientation etc. assessment centers are also an effective way to

determine the training and development needs of the targeted employees.

Assessment Centre - Many Takers

• Ranbaxy retained the services of a team of psychologists from the UK-based Kelly& King to

take the executives (of Ranbaxy) through an assessment center. 20 star manager went through

the exercise.

• Santrupt Misra, Director- Birla Management Corporation had plans for a similar exercise to

be held at Gyanodaya, the Aditya Birla learning center. Misra first specially Uploaded for

ProjectsParadise.com used the assessment center concept four years ago on 150 middle and

senior level managers.

• Old timers like Tata have created their own assessment centers, and so have the talent centric

companies' like Wipro and Cognizant.

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• SHL, a HR consulting firm has worked with over 100 companies conducting dose to 1,000

assessment centers.

• Consulting firm ECS (formerly known as Eicher Consulting Services) does a number of

assessments in a month for a variety of clients like Tata Steel, ING Vysya and the host of BPO

outfits.

• ICICI Bank uses assessment centre as a recruitment and selection tool to find the best talent,

while GE India subsidiary GECIS has used it on 20% of it5 middle managers.

2. Management by Objectives:

MBO (or management by objectives) is a technique credited to management guru Peter

Drucker, to describe a method of performance management that is based on the setting of clear

and measurable objectives, and the use of those objectives to evaluate and review performance.

When done correctly, MBO is probably the best and fairest way to plan for and create

effectively performing employees.

The principle behind Management by Objectives (MBO) is to make sure that everybody within

the organization has a clear understanding of the aims, or objectives, of that organization, as

well as awareness of their own roles and responsibilities in achieving those aims. The complete

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MBO system is to get managers and empowered employees acting to implement and achieve

their plans, which automatically achieve those of the organization.

3. Human Resource Accounting Method:

Human resources are valuable assets for every organization. Human resource accounting

method tries to find the relative worth of these assets in the terms of money. In this method the

performance appraisal of the employees is judged in terms of cost and contribution of the

employees. The cost of employees include all the expenses incurred on them like their

compensation, recruitment and selection costs, induction and training costs etc whereas their

contribution includes the total value added (in monetary terms). The difference between the

cost and the contribution will be the performance of the employees. Ideally, the contribution of

the employees should be greater than the cost incurred on them. [7]

4. 360 degree Feedback:

360 degree feedback is also known as 'multi-source feedback. First developed at General

Electric, US in 1992, the system has become popular in our country too. GE (India), Reliance

Industries, Crompton Greaves, Wipro, Infosys, Thermax are using this method with great

benefits. 360 degree Feedback is systematic collection of performance data on an individual or

group from a number of sources. The sources are immediate supervisors, peers, customers, self.
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Having collected data from these sources 360 degree feedback provides broader perspective

about employee performance. The 360-degree evaluation can help one person be rated from

different sides, different people which can give the wider prospective of the employee’s

competencies (Shrestha, 2007). It has been used for human resource development, appraisal

and pay decisions (Stone, 2002).

In the past few years, few human resource practices have received as much attention as multi-

source feedback systems (MSFSs). In the US and Canada, it is estimated that over one-third of

organizations are using some form of MSFS and recent surveys show that this practice is still

gaining popularity.

The results of an international survey of MSFS, the data collected from HR managers and

consultants from Argentina, Australia, China, Slovakia, Spain and the UK demonstrate that

MSFS are being implemented, in slightly different ways, in each of these six countries. The

main challenges in the application of MSFS in these various countries are the communication

efforts necessary before and after implementation, and the inherent difficulty in giving and

receiving feedback.

Four elements of 360 degree feedback

 Self- appraisal

 Superior’s appraisal

 Subordinate’s appraisal

 Peer appraisal

3 prime reasons

1. In order to get a enhance review about performance and prospective of the future leader.

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2. To broaden the insight of manpower development and its needs.

3. In order to collect feedback from all the employees and to ensure the organizational justice.

Usually under 360 degree appraisal system the feedback is collected from peers subordinates

customers managers and the team members of the employee. The feedback is collected using

on job survey based on the performance of employees there exist four stages of a 360 degree

appraisal. The first stages self appraisal followed by superior’s appraisal then subordinates

appraisal and lastly the peer appraisal

Implement 360 degree performance appraisal system

The implementation of 360 degree appraisal method is not an easy task. In order to design an

effective 360 degree appraisal system one has to take care of following things.

1. Determine the right skill to be assessed.

2. Proper selection of appraiser.

3. Proper training should be provided to all the employees about how to use the 360 degree

review system.

4. The intention of appraisal system should be elucidate.

5. Design simple and easily understandable process.

6. Ensure that a follow up is taken after appraisal review.

Objectives of 360 degree performance appraisal

The objective of 360 degree feedback process differs from company to company however the

main objective of 360 degree performance review used to evaluate the performance of

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employee in a holistic manner expert of this field often claim that a properly and effectively

implemented 360 degree feedback process makes employee more comfortable with the

organization and lead to their overall development along with boosting their performance.

360 Degree Performance Appraisal Process

1. Communicating the 360 degree performance review- It is very crucial to communicate

the entire process to the stakeholders of the organization. The purpose and objective of 360

degree performance appraisal process should be clearly mentioned and explained to each and

every participant. Also the process through which the feedback will be gathered and how the

feedback will be utilized should be clearly conveyed to the stakeholders. Time required- This

process could take 2-3 weeks to communicate about the appraisal system. This can be done

through in personal meeting with supervisors, managers, leaders and employees. Also it can be

communicated through emails and employees should be encouraged to come forward if they

have any queries related to 360 degree performance appraisal process.

2. Selection of raters- The selection of rater is one of the most important steps in 360 degree

performance appraisal system. We have to choose enough number of participants in order to

receive data which is relevant and comprehensive. The number of raters will depend on the

employee’s job profile and working relationship. Time required- This process generally takes

one to two weeks. The rater will include supervisors, direct reports, peers and perhaps some

customers or clients.

3. Distribution of survey- Organizations can use online 360 degree feedback system which

will allow a quicker distribution of questionnaire among the employees. The participants will

receive an email with the link of questionnaires and notification. They can click on the link,

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start and complete the 360 degree review. Time required- This may take one week in order to

distribute survey among all the employees.

4. Submission of questionnaires- Once the survey is distributed, the participant will complete

the survey online. The completed review will be provided to the evaluator. This process can

take the longest time. The time required to submit a questionnaire depends on the number of

raters which are involved, the job profile of employee and organization. It is highly

recommended that a particular deadline should be assigned to the participant in order to quickly

finish the process. Time required- This process should take to 2-4 weeks in order to get

completed feedback from the participant.

5. Completion of report- Once the review is been collected through the questionnaire

method a confidential report is being produced. It depends on the delivery plan of

organization sometimes once the report is ready it is directly sent to the participants or the

result is been given through one-one feedback session. Time required- if you are using an

online system this very quick to produce the report, sometimes it takes 1 to 2 days.

6. Facilitation of feedback- It is recommended that the feedback should be given in a

confidential manner by arranging the meeting with employee’s manager or coach. This

meeting will allow a great understanding about the feedback report and also provides an

opportunity to discuss the strength of the employee and areas which need to be improved.

Time required- It depends on the in depth of the feedback session generally a meeting can

last for 1 to 2 hours for each employee.

7. Completion of development plan- Once review is done the development plan should be

created for each of the participant based on the feedback reviews received through 360 degree

evaluation. It is important to develop an actionable plan which will help to improve the

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employee. The areas where the improvement is required should be identified as key areas based

on which a training programs, workshop, coaching, conferences or

mentoring should be arranged for the employee. The development of such plan helps

employees to improve quickly. Time required- Generally completion of development program

could take one to two weeks

8. Re- evaluating- 360 degree feedback system is not one of event; once you start the process

it is important to see the consequences of the process. Specific goals and opportunities are

outlined in the development program; it does make sense to check the progress. The re-

evaluation of participant will enable the organization to see the changes and the area in which

the employees are actually improved. Time required- This process should be carried out after

8 to 12 months of 360 degree performance appraisal.

The significance of 360-degree performance appraisal

The immediate benefits of 360 degree feedback system can be observed in terms of teamwork,

development of leadership and improved productivity of organization. It provides safe,

confidential and reliable way for colleagues to provide feedback. It also provides organization

valuable insights about the current leadership, how team mechanics works and overall culture

of the organization. 360 degree performance appraisal system provides powerful knowledge to

the leaders and hence helps them for the development of employees. The effectively used 360

degree performance appraisal system boosts the confidence of employees and helps them to

improve in their performance. It also helps employee to become better leader and contributor

for the organization. [2]

Advantages of 360 degree assessment

• This system provides a comprehensive view towards the performance of employees.

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• It improves the credibility of the performance appraisal system

• The feedback from colleagues helps to strengthen the self development process of the

employee

• It also increases the responsibility and alertness of employee towards their clients.

• The different ideas coming from different raters combined provide more accurate 360 degree

assessment.

• More persuasive opinions can be gathered from different participants.

• Here not only manager but colleagues are also responsible for assessment of staff performance

which empowers them.

• Employees get motivated who generally undervalue themselves.

• Honest culture can be established among the organization using 360 degree performance

appraisal system.

Disadvantage

• The process is very lengthy, complex and takes a lot of time.

• If the feedback got exchange among the employees it can create trouble and tension among

the staff.

• A lot of effort has to be placed in order to train the employee to effectively use the 360 degree

appraisal system.

• It is very difficult to figure out the results.

• Some feedbacks are useless and need to be deleted carefully.

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• A suspicious environment can be created in the organization as the information is not

available to everybody. [3]

practical applications of 360-degree feedback?

The following would be the most important:

 Employee Self-Insight (for personal attitude and behavior change)

 Employee Development and Coaching/Counseling

 Leadership Development

 Learning Needs Analysis

 Team Building and Development

 Training Workshop Pre- and Post Assessment

 Organizational Change Interventions

 Career Development

 Succession Planning (identification of star performers)

 Complementing Performance Appraisals

 Customer Feedback

 Student Feedback (educational institutions)

 Assessment Centres

Example: ALL Rater Groups: Rater Group's unique perspective (context) 360-degree

feedback systems use the same set of around 25 to 100 questions for ALL Rater Groups (e.g.

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Manager/s, Peers, Direct Reports, Customers). The context-targeted technology of Smart360

enables highly targeted sets of questions/competencies for each individual Rater Group—

covering its unique working relationship with the 360 appraisee. These Rater Groups can

include, among others::

PEERS: Questions about teamwork (and related).

CUSTOMERS: Questions about customer service (and related).

MANAGER/S: Questions about the employee's job competency and behavior.

DIRECT REPORTS: Questions about the manager's management style and practices.

Smart360 allows for 20+ (no upper limit) Raters per 360 appraisal. Below are examples of how

these can be distributed in practice:

Peer feedback: 3 to 10 Raters

Direct Report feedback: 3 to 10 Raters

Line Manager feedback: 1 to 5 Raters

Customer feedback: 3 to 20 Raters

Educational Institutions:

Student feedback: 5 to 50 Raters (questions about classroom presentation, student relations,

etc.)

Peer feedback: 3 to 10 Raters

Principal/Dean & Department Head/s feedback: 1 to 10 Raters (The above are examples only,

as any number of raters per Rater Group and 360 can be assigned) The number and types of

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Rater Groups will depend on who you want feedback from, and can therefore be different

combinations for your 360 appraisees.

Should 360-degree feedback be linked to performance appraisal and

compensation? ( Employees developmental tool)

If 360 feedback is linked to performance appraisal and compensation, it loses its power as a

development tool. Especially with peer feedback, the danger arises where individuals may

quickly learn how to play the game: "I'll scratch your back, if you scratch mine."

Appraisees are also likely to become unduly defensive during the feedback process to protect

their income levels and prevent poor raises and bonuses. Rather adopt a positive and optimistic

mindset that performance WILL improve as a result of stress-free learning and development,

based on valid 360 feedback. For the same reason, do not place undue emphasis on comparing

the 360 results of employees, except for confidential consideration with promotion and

succession planning decisions. The 360 feedback process as a performance appraisal tool

should only be considered if there is a very strong existing performance appraisal system in

place, as well as an open and mature organizational culture where constructive feedback is

readily given and accepted in a spirit of continuous improvement and non-blaming.

360 degree feedback questionnaire

Leadership

• Do you think this employee exhibit the quality of leadership in the role which he or her play

for the organization?

• How positively this employee contributes through his leadership skills?

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Performance appraisal in personality development

• Do you think the employee should improve his leadership quality?

Interpersonal skills

• When you interact with this employee do you think the interpersonal skills which were

demonstrated were satisfactory?

• Do you experience any sort of problem while interacting with this employee?

• Do you recommend any improvement in the interpersonal skills and relationship development

skill of the employee?

Problem solving attitude

• Do you observe that this employee effectively solved problem?

• What are the skills which this employee has demonstrated in order to solve the problem?

• Do you think this employee has less problem solving skills and the employee need to work

to improve the skills?

Motivation

• Do you observe that this employee appeared motivated towards his work-related task, job or

relationships?

• How committed and motivated do you think this employee is with regards to success of the

organization?

• Have you ever experienced any issues related to the motivation level of the employees?

Efficiency • Do you think the work method and approach used by the employee are effective,

efficient and improving?

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Performance appraisal in personality development

• Do you suggest any areas of improvement for this employee? [4]

4. Computerized and Web based performance appraisal:

Nowadays, several performance appraisal software programs are available. These software

programs enable managers to keep computerized notes on subordinates during the year, and

then to combine these with ratings of employees on several performance traits. The software

programs then generate written text to support each part of the appraisal. In the traditional

Appraisal system, the paper based appraisal causes a lot of manual work, which is time

consuming, not secure and difficult to analyses the performance. Whereas Web based

performance appraisal provides an easy way to conduct appraisal.

5. Psychological Appraisals

Large organization employs full-time industrial psychologists. These psychologists are used

for evaluations. They assess an individual’s future potential and past performance. The

appraisal normally consists of in-depth interviews, psycho1ogical tests, discussions with

supervisors and a review' of other evaluations. The psychologists then write an evaluation of

the employee's intellectual, emotional, motivational and other-related characteristics that

suggest individual potential and may predict future performance. The evaluation by the

psychologist may be for a specific job opening for which the person is being considered. Or it

may be a global assessment of his or her future potential. From these evaluations, placement

and development decisions may be made to shape the person's career. [8]

Horizontal Evaluation: [9]

Definition: Horizontal evaluation is an approach that combines self-assessment by local

participants and external review by peers.

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The method : Horizontal evaluation is a flexible method which can be applied in a range of

settings to facilitate: the sharing of information, experiences and knowledge; the building

of trust and a sense of community, which in turn fosters knowledge exchange; the social

or interactive learning and corrective action needed to improve R&D methodologies; and

the adaptation and wider use of these methodologies

History: Papa Andina, a regional network that works to reduce rural poverty in the Andean

region by fostering innovation in potato production and marketing, has used horizontal

evaluations to improve the work of local project teams and to share knowledge within

the network. In a horizontal evaluation workshop, a project team and peers from other

organizations independently assess the strengths and weaknesses of a research and

development (R&D) approach being developed and then compare the assessments.

Project team members formulate recommendations for improving the R&D approach,

and peers consider ways to apply it back home. Practical results of horizontal evaluation

have included strengthening the R&D approaches being developed, experimenting with

their use at new sites, improvements in other areas of work, and strengthened

interpersonal relations among network members.

The central element of any horizontal evaluation is a professionally-facilitated, three-day

workshop that includes all of the steps and processes essential to this approach. The

workshop brings together a group of 10-15 ‘local participants’ who are developing a new

R&D methodology and a similar-sized group of ‘visitors’ or ‘peers’ who are also

interested in the methodology. The workshop is organized from start to finish by a small

group known as the “workshop organizers” (a sub-group of the local participants). It

combines presentations about the methodology with field visits, small group work and

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plenary discussions. It elicits and compares the perceptions of the two groups concerning

the strengths and weaknesses of the methodology.

The processes employed during the workshop and field-visits serve to promote social learning

among the different groups involved. Experience to date suggests the approach stimulates

further experimentation with and development of the methodology in other settings. The

authors believe that horizontal evaluation can be applied in different types of projects and

programs and is especially suited to those that operate in a multi-site, network mode

The primary responsibility for the planning and execution of the details of the workshop lies

with the group of “workshop organizers" - a sub-group of the 'local participants'. The

workshop organizers are responsible for the following tasks:

1. Identifying the appropriate object for evaluation (in the cases the authors have

supported this has been an R&D methodology of broad regional interest).

2. Ensuring the recruitment and participation of an appropriate group of local participants

and visitors. The latter should have an interest in learning about and perhaps using the

methodology or a revised and improved version of it.

3. Designing in detail the 3-day workshop.

4. Finding a facilitator who should already be familiar with or be willing to master the

horizontal evaluation approach.

5. Developing, in a participatory manner, the preliminary evaluation criteria. These are

often based on the criteria of the organization or project using the methodology.

6. Arranging the field visits that will demonstrate the application of the methodology.

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7. Sending both sets of participants - local and visiting – all necessary background

information prior to the workshop.

8. Arranging a ‘dress rehearsal’ of key moments and presentations for the workshop.

9. Making provisions for writing up and promoting the use of the workshop’s

findings. [10]

Planning the workshop: We work with our partners to identify an appropriate methodology

to be evaluated, select participants and prepare for the event. An organizing committee should

be established and should include decision makers from among both local participants and

visitors. We have learned that it is very important that the topic of the evaluation should be

clearly defined: it is the methodology that should be evaluated, not the project or organization

that developed it. Defining and maintaining the scope of the evaluation is critical for its success

The professional facilitator, selected by the workshop organizers, works with the local

group to (i) identify the appropriate methodology to be evaluated, (ii) select participants

(both local and visiting) and (iii) contribute to the workshop organizers’ preparations for

the event.

Day 1– Introducing the methodology: At the start of the event, the facilitator introduces

the objectives of the workshop and the procedures to be followed. The facilitator stresses

that the workshop is intended to evaluate ONLY the methodology selected, not the project

as a whole, nor the executing agency as an organization. S/he encourages the visitors to be

critical but constructive by identifying the strengths and positive aspects of the

methodology as well as its weaknesses. S/he also encourages the local participants to be

open and receptive to comments and suggestions.

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Day 2 – Field visits: Field visits provide the opportunity for visitors to see at first hand the

methodology under development and to talk with those whose livelihoods are directly

affected by it. Visitors conduct semi-structured interviews and carefully observe what they

see and as far as possible try to triangulate different sources of information.

Day 3 – Comparative analysis and closure: For each evaluation criterion, the two groups

(visitors and local participants) separately identify strengths, weaknesses and suggestions

for improvement. Each group is asked to limit itself to identifying no more than six

strengths, six weaknesses and six suggestions for each evaluation criterion. Following this

group work, visitors and local participants present their findings in separate plenary

sessions. The facilitator then helps all participants to identify convergent and divergent

ideas. Where the strengths converge, local participants can feel confident that they are on

the right track. Where weaknesses coincide for both groups, the need for corrective action

is indicated. Where the two groups’ assessments of strengths or weaknesses diverge, the

reasons must be explored together in detail in order to reach a shared understanding of the

differences of opinion.

After the workshop: The organizing committee should establish clear responsibilities and

deadlines for editing and distributing the report it is important to distribute the report soon

after the event, while participants are still interested in its outcomes. Local participants use

the workshop’s recommendations to make changes in the methodology being developed.

Horizontal evaluation promotes ownership of the recommendations, making

implementation more likely than in conventional evaluations. In all four workshops that we

helped organize, horizontal evaluation led to significant changes. Where the horizontal

evaluation forms part of a broader network, such as Papa Andina, network coordinators

may follow up by facilitating the exchange of information and the application or adaptation

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of the methodology by visitors (for example, they may provide consultancy support for

more in-depth training in the methodology, organize longer exchange visits, commission

the development of training materials, etc).

Examples: Experiences: To learn about and improve the R&D methodologies under

development in our network, we have done four horizontal evaluations to date:

1. An evaluation of the Participatory Market Chain Approach (PMCA), conducted with

the Promoción de la Production Competitive de la Papa Peruana (INCOPA) project in Peru

(2003).

2. An evaluation of methodologies designed to articulate the demands of small-scale

producers and match these with the supply of new technologies, conducted with the Innova

project in Bolivia (2004).

3. An evaluation of the use of multi-stakeholder platforms to link small-scale farmers with

markets, conducted with the Instituto Nacional Autónomo de Investigaciones

Agropecuarias (INIAP) in Ecuador (2005).

4. An evaluation of the initial application of the PMCA in Uganda, conducted with the

Program Regional d’Amélioration de la Culture de la Pomme de Terre et de la Patate Douce

en Afrique Central et de l’Est (PRAPACE), a regional network for the improvement of

potato and sweet potato (2005).

Practical Example:

Applying horizontal evaluation to the Participatory Market Chain Approach in Peru

We helped the INCOPA Project, which led the evaluation, to design and prepare for the

workshop. The partners identified the following criteria for analyzing PMCA:

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• potential for developing new products for market

• potential for empowering small-scale farmers and alleviating poverty;

• capacity to stimulate technological or organizational innovation;

• cost-effectiveness.

Local workshop participants included market chain actors from Peru, while visitors came

from Puno in southern Peru, from Bolivia and from Ecuador.

On Day 1, local participants explained the PMCA methodology and activities and

achievements in entering two new markets: yellow potatoes to make crisps and

standardized bags of selected and classified potatoes for the Lima wholesale market. On

Day 2, visitors went to two sites:

• a factory where yellow potatoes are processed into crisps. Visitors interviewed the factory

owner about his impressions of the PMCA process

• the wholesale potato market in Lima. Visitors interviewed market authorities,

intermediaries and members of the trade union who carry overweight sacks.

The evaluation found the following:

Strengths:

• rapid implementation using a participatory approach involving various sectors of the

potato market chain;

• facilitation of shared investment and generation of a platform for future collaboration;

• empowerment of participants, who are active in the process and assume new

responsibilities.

Weaknesses:
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Performance appraisal in personality development

• need for complementary interventions to ensure impact on the poor. Recommendations:

• training materials should be made available for those facilitating the PMCA

• experiences of application need to be properly written up and shared. The workshop

stimulated a learning process about the PMCA as well as an exchange of relevant

knowledge. After the workshop the visitors applied and further developed the approach in

Bolivia and Ecuador. Papa Andina supported this process, and documented both the

approach and the outcomes (Bernet et al., 2005)

Strengths of Horizontal evaluation

 Overcomes the lack of clear outcomes and lack of follow up that typically results

from mere site visits.

 Overcomes traditional ‘external expert-led’ evaluations that limit participation and

learning and may result in poorly implemented recommendations.

 Flexible in that it can be applied in a range of settings and a range of evaluations

including fairly complex R&D methodologies

 Facilitates the sharing of information, experiences and knowledge, interactive

learning

 Facilitates the building of trust and sense of community

 Promotes ownership of results that in turn encourages the adoption of corrective

action needed to improve R&D methodologies

 Creates the conditions for the adaptation and wider use of the R&D technologies

being evaluated

 It is enjoyable for participants who, as part of the process, learn a great deal in a

dynamic yet structured environment;

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Performance appraisal in personality development

 Local participants accept critical feedback and observations more easily from peers

than from external evaluators;

 It fosters social learning, as local participants and visitors are actively engaged

throughout the review process, which guides analysis and synthesis and generates

new knowledge and proposals for action;

 It stimulates experimentation with and further development of the methodology in

other locations;

 It can be used in conjunction with a more traditional external evaluation to generate

additional information and insights.

Critical Success Factors

The authors identify the following factors as critical for the success of an application of the

horizontal evaluation approach:

 Select the right moment for the workshop – one when the new R&D methodology

is sufficiently advanced so that there is real substance to review but not so finished

that there is little scope for modification;

 Select visitors with care to ensure that they have diverse perspectives, possess

adequate knowledge and experience, and are perceived as peers rather than

superiors to the members of the team whose technology is being evaluated;

 Ensure good facilitation so as to create an environment of trust, focus the attention

of participants and manage time efficiently;

 Identify and employ a limited number of clearly defined evaluation criteria;

 Ensure presentations and field visits and well planned and prepared to ensure the

visitors have all the information they need to understand the methodology. [11]

Upward Appraisal [12]

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Definition: Upward appraisal is

a performance appraisal of a boss written by

the subordinates.

In organizations that use upward appraisal,

after the manager has finished preparing and discussing their performance appraisals with each

subordinate, the subordinates individually and anonymously complete a questionnaire about

how well the manager manages them. The results are distilled into an anonymous report and

given to the manager so that he can learn about his managerial strengths and shortcomings.

In most organizations that use this technique (there aren’t too many), as soon as the manager

has completed his responsibilities for creating and reviewing the performance appraisals of his

staff, each staff member completes a written questionnaire that contains a dozen or so questions

about the boss’s managerial skills and practices.

Management & Employee Upward Performance Feedback

Upward (180) degree feedback performance feedback offers an opportunity to conduct

individual reviews without a self-evaluation. VM180 Upward Performance Review is the ideal

performance appraisal solution when seeking to compile all rater groups in one metric.

Purpose: Upward Feedback provides an anonymous and confidential means for employees to

provide developmental feedback to their immediate supervisors to enhance the supervisor’s

ability to lead their teams more effectively. [14]

How it works: Upward Feedback utilizes an online survey consisting of rated items and open-

ended questions that takes approximately ten minutes to complete. All supervisors and

managers who supervise at least three staff are expected to be rated every two years; the process

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involves both a self-assessment by the person being rated and the evaluation by the direct

reports.

The manager, supervisor and direct reports all have a role. Managers will identify the

supervisor to be rated and conduct the debriefing of the feedback report with the individual.

The supervisor does a self-assessment, identifies with the manager specific development

activities, and communicates with the direct reports about the results. Employees of the

supervisor complete the online survey and provide honest feedback that the supervisor can use

to improve.

The Upward Feedback process is designed primarily as a developmental process rather than as

a performance evaluation tool. However, once developmental needs are identified, the
[13]
supervisor is expected to take the necessary steps to develop the needed competencies

Conducting Upward Appraisals

General guidelines and recommendations for conducting upward appraisals include:

• Conduct the upward appraisal process after you’ve completed and delivered staff appraisals.

• Select and edit one template for completion by a group of staff and/or by all staff in your

department.

• Establish guiding principles, procedures, and a timeline for the upward appraisal process.

Communicate these in writing prior to the distribution of the appraisal form.

Recommendations:

 Because the independent perspective of all members of the staff is important, ask each

person to complete and submit his or her appraisal individually.

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 To protect confidentiality, ask staff to complete their appraisals anonymously and send

them to a third party for review and summary. If needed, provide preaddressed

envelopes. Options for a third party include the individual to whom you report, your

HR Services Manager, or a trusted administrative colleague (your peer or above)

willing to serve in the role.

 Ask the third party to provide you with a summary of common themes. The summary

should not identify or attempt to identify individuals and no verbatim statements should

be shared, with or without attributing them to an individual. Include these expectations

in your communication to staff.

 At the end of the process, thank staff for their willingness to provide feedback and, as

appropriate, acknowledge what you have learned and actions you plan to take as a result

of the upward appraisal process. [15]

Practical Example :Use of Upward Appraisal in US Libraries

'Enhancement of organizational structure through upward evaluation', provides a

thorough review of the use of upward appraisal systems in libraries throughout the

United States. Most notable of these is the 20-year successful experience with upward

appraisal at the University of Texas at Austin. There the stated purpose for conducting

these evaluations is 'to encourage individual and continued self-development by staff

in supervisory positions, as well as to allow every library employee to express an

opinion on the supervisory skills of his or her supervisor.' (RiceLively, 1991). Feedback

forms are tabulated by computer and the results reported as averages. Because the

feedback is anonymous, it is not retained in the rated manager's personnel file and only

the evaluated manager sees the cumulated results. In addition, a computerized report is

produced showing average scores library-wide. Each year, these aggregate scores are

published in their General Libraries Library bulletin. Areas of strengths and weaknesses
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Performance appraisal in personality development

are highlighted. Staff and managers alike have shown strong support for the process.

Another notable example, this time for its lack of success, is the Center for Health

Sciences Library at the University of Tennessee, where, in the second year of the

program, a lowered response rate and overall higher ratings for managers resulted when

anonymity was eliminated from the program and signed feedback forms were

mandated. This caused the director to discontinue the program. Upward appraisal has

been tried with varying degrees of success at these and other US libraries

Advantages of Upward Appraisal

1. Properly implemented, the system can lead to improved supervisory

effectiveness.

2. Staff members can provide valuable suggestions about how they need to be

supervised in order to perform to the best of their abilities.

3. Upward appraisal contributes to a more participative management style, which

is a hallmark of today's quality-driven organizations.

4. It increases employees' sense of empowerment and lets them know that their

opinions about how they are managed are valuable to the organization.

5. Upward appraisal also increases communication by opening a channel of

information that was previously neglected.

6. Because the appraisals are conducted anonymously, they may be more accurate

than face-to-face appraisals, which tend to be more lenient.

7. Upward appraisal can reinforce good managerial behavior that may go

otherwise unobserved by the manager's supervisor.

8. It can also point out and facilitate needed changes in a manager's department by

revealing problems that the manager may have overlooked or ignored.

Disadvantages of Upward Appraisal

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1. subordinates are not qualified to give valid ratings on the performance of their

supervisors because they lack the ability, aptitude, or training

2. subordinates may not give an accurate appraisal because they fear retribution

from their manager

3. the system will undermine managerial authority

4. the manager will focus too much on pleasing employees at the expense of

other responsibilities

5. subordinates do not adequately understand the supervisor's job and lack

organizational perspective about the job - the process will turn into a

popularity contest

6. the subordinates who are pushed the hardest will rate the lowest.

Steps to a Successful Program

upward appraisal program usually has the components:

 a questionnaire or a series of statements designed to measure how a given manager

performs along certain targeted performance dimensions such as communication or

delegation of authority

 an evaluative scale of some sort, usually a Likert scale which rates performance along

a continuum from best to worst

 a comments section

 a set of procedures to guide the evaluation and reporting processes

 supporting documentation such as schedules, procedures, instructions for raters and

for supervisors preparing reports on feedback.

upward appraisal suggests several guidelines that should be followed in order to ensure a

successful implementation and acceptance of the program.

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1. Determine the purpose of the program:Most authorities recommend that the program be

used only for development purposes for the first three years to allow employees time to become

accustomed to the process. If it is to be used solely for development purposes, who will see the

results? Will they only be seen by the manager, or by the manager and his or her supervisor?

Will an action plan be developed to ensure that issues raised in the evaluation are addressed?

2. Protect the confidentiality of rater's responses: The confidentiality of subordinates'

responses is Upward Appraisal critical to the success of the program. Raters must feel that they

can trust the process before they will feel confident enough to give an accurate evaluation of

their manager's behavior. In departments that have only one or two employees, protecting

confidentiality is difficult, if not impossible. Many organizations with upward appraisal

programs require that there be at least four employees in a department before that department

head can be evaluated by his or her subordinates.

3. Develop a questionnaire thoughtfully. Predesigned forms are available from management

consultants, but these forms tend to be too general to be of any real value. Designing your own

form has the advantage that the questions can be specific to your organization. When devising

the questions for your feedback instrument, ask for input from the staff. In addition, your

questions should be as specific as possible. A manager attempting to improve his or her

performance on a given dimension will not be helped by vague feedback. Each question should

focus on only one behavior or skill. Open-ended responses are also important and may be

provided for either through a comments section at the end of the feedback instrument or by

allowing space for comments after each question. The designer may also want to include a few

open-ended questions at the end of the questionnaire, such as `Which two or three things is it

most important for your supervisor to focus on improving during the coming year?' or 'What

would you say are your supervisor's two greatest strengths and two greatest weaknesses?'

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4. Target the appropriate behaviors: Be sure that subordinates are asked to rate those

people-oriented dimensions of performance that they observe regularly. Include questions

about leadership, communication, interest in subordinates' development, provision of adequate

training, delegation of authority, setting and maintaining performance standards, provision of

timely performance feedback, and fairness and honesty in evaluations. The choice of items to

include in the questionnaire should also be guided by which managerial behaviors are most

important to the organization. If an organization has recently implemented a quality program,

questions about how well the manager uses quality principles in their interactions with staff

can be included.

5. Provide fast turnaround of the results of the evaluations to the managers involved.

Upward Appraisal ratees alike will become frustrated and disillusioned with the process if too

much time goes by before they receive their feedback. Ensure that whoever compiles and

prepares the reports on the feedback has adequate time to do so in a timely fashion, even if this

means relieving them of other duties or extending deadlines on other projects.

6. Establish performance norms. Providing computerized data analysis not only can speed

up the turnaround time of results, but can also facilitate the establishment of performance

norms for each item on the questionnaire. The existence of such norms allows managers to see

how their ratings compare with the standard and puts their results in a larger organizational

context. It also allows the organization to identify any training needs for their managers as a

group.

7. Evaluate the responses carefully and use them to develop action plans to improve

managerial performance. H. John Bernardin recommends that `managers above the rank of

managers being appraised should serve as the major vehicle for the feedback and action

planning to correct acknowledged problems' (ibid.). Both the manager being evaluated and his

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or her manager should focus on those items that suggest corrective action and draw up an

appropriate action plan. One of the biggest causes of failure in upward appraisal programs is

ignoring the results received.

8. Keep the results in perspective. Upward appraisal should always be used in conjunction

with other appraisal techniques and incorporated into a multiple rater system. There are many

dimensions to a manager's job that their subordinates are not qualified to rate. The results

should be properly weighted and compared with all other sources of information.

9. Solicit feedback on the process itself from both the raters and the managers being rated.

This should be done at the time of the appraisal, or as soon as possible thereafter..

10. Repeat the process every year. This will allow managers to track their improvement over

time and give them feedback on the success or failure. [16]

.CONCLUDING REMARKS: The success of any performance management system is

influenced by the effectiveness of its appraisal system. Report takes the conceptual

review of performance management. The various issues like performance appraisal

process, methods, characteristic of an effective performance appraisal system etc. have

been covered in detail. Upward appraisal, horizontal and 360 degree feedback are such

tools that addresses a long overlooked source of valuable management development

information. It can bring about positive change

References: [1]https://www.businessblogshub.com/2013/09/performance-appraisals-are-key-

to-employee-development/

[2]https://www.hrhelpboard.com/performance-management/360-degree-performance-

appraisal.htm

[3]https://virtualspeech.com/blog/360-degree-feedback

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Performance appraisal in personality development

[4]https://www.appraisal-smart.com/360-Degree-Feedback-Appraisal-

FAQs.htm#360LinkingToPerformanceAppraisal

[5]https://www.slideshare.net/PranavKumarOjha/performance-appraisal-concepts-and-

method

[6]https://www.slideshare.net/preeti52/performance-management-herman-augnis-82353530

[7]https://www.slideshare.net/bindmadhuri/performance-appraisal-23010631

[8]https://www.slideshare.net/hemanthcrpatna/performance-appraisal-h-r-

project?qid=394d7d06-e61b-4e33-be3b-f5073af6e384&v=&b=&from_search=1

[9] https://journals.sagepub.com/doi/abs/10.1177/1098214007308989.

[10]https://www.betterevaluation.org/en/plan/approach/horizontal_evaluation

[11]https://www.betterevaluation.org/sites/default/files/ILAC_Brief13_Horizontal_Evaluatio

n_0.pdf

[12] .https://www.adeak.com/2011/03/what-is-upward-appraisal/

[13]https://www.visionmetrics.net/en/management-performance/

[14]https://hr.nd.edu/career-development/performance-management/upward-feedback/

[15]https://www.rit.edu/fa/humanresources/sites/rit.edu.fa.humanresources/files/docs/upward

guidelines.pdf

[16]https://files.eric.ed.gov/fulltext/ED405882.pdf

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