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Psy 838 Dq2 Wk 6 Pr

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Psychology
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Strayer University
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Discussion Question-Psy 838-DQ2 wk 6
The 360-degree approach to appraisal can be used for several purposes as noted by
Edwin, Henk, & Minne (2005). It can be used for administrative purposes, research purposes, in
the assessment of employee potential, and in employee development (Edwin, Henk, & Minne,
2005). However, there are concerns with regard to the use of the method for appraising
performance as opposed to simply using it as a tool to aid in employee development. This is
because the assessment of performance is sensitive, and can result in demotions, reprimands, and
even loss of jobs. On the other hand, employee development, and learning is aimed at simply
helping employees identify their faults, or weaknesses so that they can improve on them. These
considerations are important when choosing the purpose of an appraisal tool because the tool's
weaknesses, or strengths can make it suitable, or unsuitable for the task at hand, and selecting the
wrong tool can have dire consequences. In this paper, the weaknesses of the 360-degree feedback
tool are argued to disqualify it from being used as a performance evaluation tool, leaving it
appropriate only for the learning, and development of employees.
The first argument against the use of 360 degrees feedback for performance appraisal is
that it is susceptible to office, and organizational politics (Greguras & Ford). As noted by
Greguras & Ford, each organization has underlying dynamics that shape employee and
management opinions on different matters, as well as individuals. These dynamics can affect the
performance appraisal process and are magnified in the case of the 360-degree approach. This is
because, rather than come from a singular source, these dynamics and the biases they inspire in
other employees, affect every rater. Therefore, a performance appraisal asked on this approach
would also be inherently biased, making the 360 degrees approach ineffective in such regard.

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Similarly, since 360-degree feedback is sourced from different sources, a majority of
whom are not professional raters, individual attitudes that are independent of organizational
politics may also affect the outcome. This means personal stereotypes and biases would be in
play, especially if the raters know that the assessment would be used for performance appraisal.
This results in a compromised appraisal process.
Finally, as noted by Edwin, Henk, & Minne (2005), there are interrater variations in 360-
degree feedback method that are caused by a number of issues, several of which are hard to
pinpoint. For example, the authors noted that supervisors tend to rate employees severely than
employees would rate themselves or their peers. This was concluded to be an indication that the
process is inherently biased. In fact, Edwin, Henk, & Minne (2005) concluded that the ratings
seem to be indicative of the rater traits than the ratee traits, an indication of weaknesses in the
construct validity of the approach.
Therefore, 360-degree feedback should be used for development and learning. This is
because when employees and raters know that it is only for development and not for
performance, they may be able to see it neutrally and respond accordingly. It would still have
issues but the obvious aspects of bias, driven by organizational politics, and adversarial tactics
would be significantly reduced.

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1 Discussion Question-Psy 838-DQ2 wk 6 The 360-degree approach to appraisal can be used for several purposes as noted by Edwin, Henk, & Minne (2005). It can be used for administrative purposes, research purposes, in the assessment of employee potential, and in employee development (Edwin, Henk, & Minne, 2005). However, there are concerns with regard to the use of the method for appraising performance as opposed to simply using it as a tool to aid in employee development. This is because the assessment of performance is sensitive, and can result in demotions, reprimands, and even loss of jobs. On the other hand, employee development, and learning is aimed at simply helping employees identify their faults, or weaknesses so that they can improve on them. These considerations are important when choosing the purpose of an appraisal tool because the tool's weaknesses, or strengths can make it ...
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