LET1 Task 4
Christopher Thomas, 215442
WGU Business Management Program
A. In the given scenario, the company’s evaluation contains three known evaluation criteria: Friendliness, neatness of workspace, and attitude; and the manager is to rate the employee in these categories. While the complete evaluation form is not available, based on the known information, there are concerns present about the current form being used. First, from what is known, there is no evaluation criteria that relate to the engineer’s core/technical job responsibilities. The engineer is stated to be bright and detail-oriented in the scenario, he has suggested process changes that have resulted in significant ...view middle of the document...
This criterion can be a great segue off of the individual performance as it can lead identifying reasons positive outcomes exist, as well as identifying areas of opportunities to focus on to increase task outcomes. Behaviors are also important for rating those without individual outcome expectations. For example, a manager could be evaluated on how promptly feedback is given, or how often and efficiently new information is communicated out to direct reports. The last criteria, traits, it considered a weak criteria in relation to the previously discussed, because it is the furthest removed from the employees core job performance. It is common though, as a part of a holistic review to consider things such as experience or dependability to add credibility and recognizes that these items are basically essential to any job. (Judge, 2012)
B. Using common evaluation criteria when rating employees add value to the performance review process in several ways. First, employees will know what to expect, and will more than likely feel that the review process is fair when everyone is rated on the same core factors. Next, evaluations are more likely to be more accurate in terms of performance comparability between employees when the same criteria is used. The manager/evaluator will likely also be able to provide better quality evaluations when they are uniform, as they will not have to “re-learn” rating criteria when completing each review. This may provide the manager with extra time to devote to the evaluations, or possibly solicit feedback from others.
C. The 360-degree evaluation refers to collecting performance feedback from nearly everyone around the employee, including managers, co-workers, subordinates and customers (Judge, 2012). This can have several advantages when compared to using a single rater evaluation. Having multiple evaluators and averaging their inputs, a more reliable and accurate evaluation is formed. There is also opportunity for discovery of value previously unseen by the manager, for example an employee may be fairly shy around a manager, but may have open and positive interactions with co-worker or customers. The process can also impact the organization as a whole, as everyone is involved in the review process, rather than employees feel that it is simply administered by higher management.
D. Using the 360-degree approach can present challenges or disadvantages though. With so many raters, there are times when the proper direction is not given, resulting in a lack of constructive feedback, this holds true especially for non-management staff who are unfamiliar with evaluating others. It is also important to ensure that the rater’s relation to the rated employee are relevant and that there is knowledge of the rated employee’s scope. For instance, a payroll administrator would not be able to give quality feedback to a sales associate, but another salesperson or customer would be able to comment on the salespersons interactions. The...