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MGMT 351
Performance management assignment

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ñ en considering performance appraisal measures one must take into account

t e purpose. ñayne R. Mondy states t at360-Degree Feedback is preferably used for

purposes of employee development. Rating scales evaluation on t e ot er and, is

preferred for pay increase, promotions or training.

ñ en utilizing a 360-Degree Feedback scale, t e basic purpose is to elp

employees realize t eir potential in t e workplace(Culk, et al., 2009). T is could be a

useful tool for management in strategic planning, suc as succession. Since t e results

from t e 360-Degree performance appraisal come from various sources/individuals,

t ere are a number of possible drawbacks. One of t e drawbacks is bias, employees

involved in t e review are aware t eir input as a direct effect on t e person reviewed. If

t ere is a general camaraderie between all employees it is possible for all reviews to

come up positive, providing management a skewed view of t e team. T e second

possible drawback is confidentiality, w ic could be overcome by outsourcing. For

companies w o do not outsource, identities and review data could easily be conveyed

t roug t e workforce ³grapevine´.

360-Degree review also as positive aspects. T is review provides an overall

³organic´ flow of information. Giving management an objective overview of an

employee¶s performance, granted t e bias factor is eliminated. T is process would be

ig ly preferred w en attempting to measure an employee¶s potential, in comparison to

rating scales w ic merely measures if performance required by t e company is met.

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T e Rating Scales evaluation as a big advantage to ot er evaluation met ods

because of its simplicity. T is quickens t e evaluation time versus t e 360-degree

evaluation, w ic requires involvement of multiple parties. If time and simplicity are

major factors w en considering evaluations, t en rating scales is preferred.

Management s ould keep in mind t at bot of t ese evaluations s ould be used for

different purposes in t e organization¶s strategic planning. One drawback t at could be

overlooked is t e evaluation is vulnerable to t e subjectivity of t e rater. If t e rater as

not been properly trained, minimum or maximum scales mig t never be ac ievable in

t e eyes of t e rater.

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As a manager readying to review t is employee t ere are a number of

performance reviews one could use. Rating scales and critical incident met od

immediately become obvious. After reading t e case, it seems t at t e employee

feedback given as negative activity-oriented reviews. T e only positive feedback could

be considered to be result-oriented. ñ en it comes time to decide w ic review to

c oose, t e BARS (Be avioral anc ored rating scale) met od would best meet t e

needs for t is scenario.

T e advantage of using BARS for t is scenario is t at it provides t e objectivity

of rating scale, and it also clarifies eac point being reviewed. T is way t e manager

as a better tool to elp t e employee improve, by referring back to specific examples.

ñit t ese examples, a development program could be formed for t e employee. If t e

manager decides to take t e route of termination, peace of mind can also be kept, as

BARS is ig ly defensible in court (Mondy, 2010).

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As far as performance messages delivered to t e employee, some of t e

following would be adequate:

Knowledge, Skills and Abilities ‰ Need improvement on understanding of ow

to develop metrics and use t em to make
analytical decisions
‰ Has s own a need to increase knowledge of
telemarketing systems
Basic management functions ‰ S ows proficiency in determining and
monitoring regional calling priorities and
assignments
‰ Needs training on management and
leaders ip skills
‰ Has not followed t roug on projects
consistently.
Supervisory Functions ‰ Demonstrated inability to coordinate unique
program efforts and support calling programs
wit telemarketing supervisors

Alt oug t e majority of t e review is negative and could be uncomfortable for

management to deliver t e review, BARS enables opportunities for conversation. ñ en

using rating scales, t e employee would just be informed if t ey are meeting, or not

meeting expectations. ñ ile BARS specifically identifies w ere t e employee needs

training or improvement.

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