Page 138 - DMGT406_HUMAN_RESOURCE_MANAGEMENT

Unit 8: Performance Management System

Assessment Centers Notes

This method of appraising was first applied in German Army in 1930. In fact it is a system or
organization, where assessment of several individuals is done by various experts using various
techniques. These techniques include in-basket, role-playing, case studies, and simulation exercise,
transactional analysis.
In this individual are brought together to spend two or three days working on an individual or
group assignment similar to the ones they would be handling when promoted. Observers rank
the performance of each and every participant in order of merit. All assesses get an equal
opportunity to show their talents and capabilities and secure promotion based on merit.

360-degree Feedback

Where multiple raters are involved in evaluating performance, the technique is called
360-degree appraisal. The 360- degree technique is understood as systematic collection of
performance data on an individual or group, derived from a number of stakeholders- include
immediate supervisors, team members, customers, peers, and self.

For one's development, multi-source feedback is highly useful. It enables an employee to compare
his or her perceptions about self with perceptions of others. The technique is particularly helpfulin
assessing soft skills possessed by employees. By design, the 360-degree appraisal is effective in
identifying and measuring interpersonal skills, customer satisfaction, and team-building skills.
It has number of drawbacks. Receiving feedback from on performance from multiple sources can
be intimidating. It is essential that the organization create a non-threatening environment by
emphasizing the positive impact of the technique on an employee's performance and
development. It takes a long time on selecting the rater, designing questionnaires and analyzing
the data.

Notes Performance Interview and Feedback
The post appraisal interviews are an essential part of the performance appraisal system.
It gives the opportunity to employee to explain his views about the ratings, standard,
rating methods, internal and external causes of low level of performance. It serves to meet
the following objectives:
1. To let employee know where they stand.

2. To help employees do a better job by clarifying what is expected of them.
3. To plan opportunities for development and growth.
4. To strengthen the superior-subordinate working relationship by developing a mutual
agreement of goals.
5. To provide an opportunity for employees to express themselves on performance-
related issues.

Feedback Defined
It implies two things:
1. Job-performance: Whether 'X' is capable in performing the specific task assigned.
2. Work-related behavior: The way 'X'.
Contd...

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