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Managing human resource capital is now mission critical. One of the most effective tools
for managing human resources is the 360-degree evaluation process. Traditionally, an
employee is evaluated from a sole source (1 degree), namely the immediate supervisor or
manager. However, employees interact with numerous sources: Co-workers, customers,
Managers outside the employees department, vendors, contractors, and others. The 360-
degree evaluation process relies on these multiple sources, providing a more balanced
and objective approach to measuring employee performance. This leads to higher
productivity, better customer service, and enhanced organizational performance.
When you tap into an employee's circle of influence, you will have a major impact on
changing employee behavior. Additionally, employees often respect the feedback of co-
workers more than their respective supervisor. A survey of Coca-Cola Foundation
employees indicates that over 90% of employees prefer evaluations that include both co-
worker and supervisor. Only 4% of employees chose to have their performance
evaluations performed by the supervisor only.
Surveys are often used for collecting the feedback used to evaluate the employee. It is
very important to keep surveys short and to the point. A few open comment questions can
be included. However, you need an objective way of scoring the surveys. It is also
important to maintain anonymity; i.e. receivers of the surveys should not know who
provided the information. Likewise, the information received must be controlled so that
confidentiality is maintained.
Assign a score of 1 to 10 for each of the following questions. 1 is the lowest score
(strongly disagree) and 10 is the highest score (strongly agree). N for Don't Know Score
5. Coordinates and manages time, people and other resources well ____
As with any new approach to managing people, the 360-degree approach requires careful
planning. For example, training is a must since employees will be apprehensive about
how this new evaluation approach will work. Training should address fundamental
questions, such as what is the 360 approach, why is the organization adopting it, who will
be doing the evaluations, how will the information be collected, etc.
The design of a 360-feedback process should actively enlist the employee. In fact, the
employee should select their own evaluation team, consisting of no more than six targets
(co-worker, supervisor, customer, etc.). Design of the surveys for feedback is also
important since traditional approaches will not fit:
Response Rates may be low . . . . . . . . . . . . . . . Need High Response Rate for Objectivity
Consistent rules must be adopted to make sure the process is fair for all employees. For
example, you will need rules on when to throw out invalid survey responses. Some
companies consider a survey as invalid when the individual response is more than 50%
different than all other responses. Minimum levels are also needed for acceptance of
surveys. For example, a required response rate of 75% is common where employee
compensation is linked to 360 feedback results.
This article has touched on some of the basics behind the 360-feedback process. Multi-
source systems, such as the 360 feedback, are more objective, accurate, creditable, and
influential than traditional single source systems. By tapping into sources closet to the
employee, we can better motivate and manage the employee. And since employees are at
the center of organizational performance, we need fair and accurate methods for
evaluating employee performance. The 360-degree feedback model is one of the best
methods for driving employee performance and satisfaction.
Chich-Jen Shieh
Fortune Institute of Technology
Department of Industrial Engineering and Management
摘要
本研究是以增進員工與組織雙方的認知,來發展一個有用的績效衡量與評估系統並正確的評價其
中的利益,同樣地.績效應該為利益而被衡量與管理,所以說,如績效果不能衡量,那是沒辦法談
管理。因此我們能更了解到;如果績效無法衡量時,是沒有人能夠去談改善工作.所以如果我們想
去創造一個高績效,我們也必需瞭解到什麼時候高績效要呈現,什麼時候不可。首先我們建立三種
的績效標準模型及四個步驟的程序,第一.白領員工,他們是最難衡量的工作,第二,工作團隊:
來衡量團隊績效,第三.困難的要素:團隊與其他難以衡量的工作。最後我訪談一些公司的白領階
級者及團隊的管理者,而得到本研究的結果。本研究發現應用如下的方法,績效能大大的影響或衝
擊:(1) 管理者需能明確知道,如何去幫助同伴克服他們在工作上所面對的問題 (2) 同伴們也能夠
認同,並能用一致性的方法去改善他們的績效 (3) 考慮另一個新的目標或次要的目標;及 (4) 身為
管理者應幫助同伴們成長。
關鍵字 :績效,團隊精神, 白領階級, 工作團隊
Abstract
This study aims to increase both employees and organizations awareness for the need to develop a useful
performance evaluation or appraisal system and appreciate its benefits, as well. Performance should be
measured for it to be managed, for no one can manage what he can’t measure. And it also follows that; no
one can improve what he can’t measure. So if we are to create high-performance, we must also understand
that it requires are definition that you would know when it is present and when it isn’t.
We create three models in performance standards firstly, White-collar work and it’s for the hard-to-
measure jobs, secondly, Work Teams: A four-step process for measuring team performance, and thirdly, The
Hard Stuff: Teams and other Hard-to-measure Work. Lastly, we interviewed some of white collar work,
chair of a team in a company and got a result.
In this study, we found that performance can greatly influence or impact in the following ways: (1) the
managers can determine how they can help associates overcome problems they face on the job; (2)
associates can identify ways to improve their performance; (3) to consider new objectives or sub-
objectives; and (4) for the managers to help associates grow.
Keywords: Performance, esprit de corps, white-collar work, work
Teams
1. Introduction
Since employees are the most expensive as well as the most important resource in any company, it
would be to the best advantage of both employer and employee to ensure the latter’s satisfaction
performance. But how employee productivity is maximized? This can be attained and be made possible
only when management has provided are healthy climate for individual growth and development in the
company. There should increase the good relationship between employer and employee.
The importance for the need to evaluate or appraise every employee’s job performance therefore cannot
be overemphasized. This is one of the oldest and most universal practices of personnel management. But in
many cases, the appraisal or evaluation is in informal, unsystematic and unrecorded. Although, almost are
unhappy with it. Due to companies increasing awareness of its usefulness and benefits, training and
personnel improvement professionals can find fertile ground for improving the personnel of large numbers
of employees by applying to management’s goals the basic pr technology.
Generally, conscientious and concerned employees want to know how they are performing according to
the set standards – what is expected for them, how well they are meeting those expectations, how they can
improve and what their supervisors think about the way they are performing their work. And so consciously
or unconsciously the workers or employees are in are way evaluating themselves and their co-workers and
compare themselves with their colleagues. Also supervisor may do the same, which is, passing judgement
on the employees under them. Oftenly, these are subjectively rather than objectively done.
Everyone’s performance must be measured including that of the managers. But their manager’s own
performance is measured by the performance of the workers they manage.
2. Literature Review
The goals, design and management of the organizational and process levels are part of the system that
affects erformance (Rummler, Brache, 1990). The Performance System builds on those levels by providing
a more “micro” picture of people and of the immediateenvironment that surrounds them (Stolovich, 1992).
The Human Performance System is viewed in the input-output-feedback perspective. The quality of
outputs is a function of the quality of inputs, performers, consequences, and feedback- inputs are those raw
materials, forms, assignments, and customer requests that can cause people to perform (Stolovich, et al.,
1992). It also includes the performers’ resources, systems and procedures that represent the performer in to
the process level. A factor that affects input is task interference (Rummler, Brache, 1990). The performer
must easily recognize the input that requires immediate action. The task should be done without
interference from other tasks. Also, adequate resources (time, tools, and information) should be available
for performance.
Performers are the individuals or groups who convert inputs to output (Stolovich, 1992). Among the
factors that affect the performer are the skills and knowledge required of the job. If skills and knowledge
are inadequate or missing, job performance is impaired and training may be required for the job. Another
factor that affects the performer is his or her own individual capacity. This involves the performers’
internal capabilities. No matter how supportive their environment or effective their training, they will not
be able to do their job if they lack the physical, mental, or emotional capacity to achieve the goals.
Appraisals Feedback tells a performer to change performance or to keep on performing the same way.
Without feedback, good performance can Fall off-track and poor performance can remain unimproved.
3. Methodology
In order to achieve the objectives set for writing this paper and to determine the impact performance
would create individual accomplishing the organizations goals and objectives, it is therefore necessary to
adapt are particular plan that would provide practical assistance to both management and employees
individual achieving its objectives.
The difficulties inherent in this task can not be compared with the benefits or the impact if would to the
achievement of the organizations goals and objectives. Thus, we shall present here a four-step process steps
on how to create performance standards first, for the hard-to-measure jobs, second, for measuring team
performance, and third, for a team and hard-to-measure work. Then we interviewed some of white collar
work, chair of a team in a company and got a result.
Model 1: The hard-to-measure-job or white collar wok
Model 2: Team Measurement
Model 3: Team and Hard-to-measure jobs
ILLUSTRATION
Step 1. Draw a customer diagram showing the internal and external customers to
whom you provide products and services.
List only those products and services that your customers need to help them to their job.
Step 2. Create a list of results for your position.
Look at your customer diagram and the products and services each customer receives from you.
Reword each result using the “noun + verb in the past tense” format.
To help you identity the result of the service you listed, ask yourself, “What is left behind when I go
home at night after providing this service?’ If that doesn’t help, try asking, “What products come from
these actions?” or “what is my organization really paying me to produce here?”
Step 3. Decide how to measure each result.
For each result, determine which general measures (i.e., quantity, quality, cost and timeliness) are
important. For each general measure, ask your yourself, “How could I measure the (quantity, quality, cost,
or timeliness)?” If you can only measure the result with numbers, write down the units you would count or
track the percentage of. If you can only describe the performance, write down who would judge the work
and what factors they would look for.
Step 4 Check the performance standards using the following guidelines.
_Account for 80 percent or more of _Have a judge, list of factors and what a
your job’s responsibilities? good job looks like for each factor, when the measure
is descriptive?
_Specify the critical results your customers _Appear practical to track and monitor?
Customers need?_ _Use a range when the measure is numeric?
_ _Leave room to exceed the standard, or require perfection only when no errors can be tolerated?
Appraising people is not an easy job because it is judgmental, subjective, and at times inpassionistic in
nature. Any judgment given by the supervision can determine the employee’s status and future in the
company. The problems in here lies in the biases the supervision may have considering are subordinates
performance. The supervisor may be considering what he is capable of doing which is not relevant to his
job. It is task requiring skill and training. Managers and supervisors therefore, who are required to give
performance evaluation of employees should be given adequate training so that they can give unbiased
ratings. In doing so, the raters must strictly adhere to the rating instructions and not to make their own rules
to achieve uniformity of methods for all raters in the company.
In rating, absolute accuracy cannot be expected since; it is based mostly upon the
observation and judgment of the raters. Its objective therefore is to minimize errors which
could be achieved once the raters are equipped with proper understanding of how should
it be done; as well as help them avoid the serious pitfalls in rating.
4. Result
Employees are most likely to be successful performance when they clearly understand their assignments,
know what level of performance is considered acceptable, and receive consistent feedback. There should be
a clear-cut statement of “expectations” or set standards. Performance standards, therefore, are written
statements describing how well are job should be preformed. It is an “expectation” a statement of a
condition that will exist when a job is being performed satisfactorily. It is the range of points on the
“yardstick” that represents excellent performance. The employee demands to know what point of this
yardstick represents meeting expectations which a good manager should successfully communicate about.
Other employees may also be interested in knowing what performance will be interpreted as exceeding
expectations that would make earn an extra measure of reward or recognition.
On the other hand, measures are the yardstick used to judge how well the team or individual produces
each result. These are the factors you use to evaluate how well a result has been done. For the purpose of
discussion, there are two kinds of measures, namely: numeric and descriptive. Numeric measures have met
the criteria of verifiability. They are easily verified, so they can be used to verify whether a standard was
met, exceeded or not met. But to avoid frustration for an hour or so, you should stop trying to measure
everything with numbers. It’s not everything, which can be meaningfully measured with numbers, and
trying to would be impossible. Descriptive measures, on the other hand, are measures you can use by
describing the performance in a way that can be verified.
The task of identifying measures for a given result can be easy once you know what units you should
track. If you still have difficulty, you may use the four general measures, as a starting point. Generally, any
result can be evaluated from the standpoint of any of these four or a combination of all. These measures
which you can possibly use, quality, cost or timeliness. When you still have difficulty identifying a
measure, you may begin by asking, “When I evaluate this result, am I concerned with quantity, quality, cost
or timeless?”
7.References:
1. Cohen, William A., The Art of the Leader, The Manager’s Duidebooks vol. 2., 1994 by World
Executive Digest Limited, pp. 35
2. Carnegic, Dale. Leadership Training for Managers (Team-building skills for todays quality conscious
organization), 1993.
3. Landau, Sidney I., ed-in-chief, Webster Illustrated Contemporary Encyclopedic edition, 1988 by J.
G. Ferguson Publishing Company, Chicago, Illinois.
4. Martinez, Esdras Production Management, 2nd edition, 1974 by G/C Enterprises and Company. Inc.
pp. 14.
5. Op. Cit. Zigon, Jack, White-collar Article pp. 1
6. Performance Appraisal and Evaluation. http://www.summitmanagement.com/pac.html pp. 1-2
7. Russell , Craig A., Perforamnce Management Basics, 1996, p. 1.
http://members.aol.com/hrmbasics/perf.htm
8. Rummler, B., and Brache, A. (1990). Improving Performance. San Francisco: Josey-Bass
Publishers.
9. Sison, Perfecto S., Personnel and Human Resources Management, 6th edition, 1991 by the
Personnel Management Association of the Philippines, pp. 224.
10. Sibson Robert E., Maximizing Employee Productivity, The Manager’s Guide, vol. 1., 1994 by
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Last Updated March 16, 2000 http://www.hr.arizona.edu/hrinfoSeries3.htm pp. 3
12. Stolovich J. (1996). Management: Responsibility for Performance. USA: The McGraw Hill
Company, Inc.
13. UCSD Human Resources Department, guide to Performance Management,
http://www.hr.ucsd/~staffeducation/guide/def.html pp. 1
14. Zigon, Jack. Is Your Performance Appraisal Team Friendly. 1998 by Zigon Performance pp. 2, 4,
7, to 8
15. Zigon, Jack. A Seven-step Process for measuring the results of work teams. 1998 by Zigon
Performance Group pp. 1
16. Zigon, Jack. How to Measure the Hard-stuff: Teams and Hard-to-measure Work. Zigon Performance
Group, 1998 pp. 1
Zigon, Jack. White Collar Article. Zigon Performance Group. 1998
http://www.zigonperf.com/article/whitecollar.htm pp. 3