Hiring and Evaluating Employees: Learn It 4—Evaluating Employees

Evaluating Employees

Industrial and organizational psychologists are typically involved in designing performance-appraisal systems for organizations. These systems are designed to evaluate whether each employee is performing their job satisfactorily. Industrial and organizational psychologists study, research, and implement ways to make work evaluations as fair and positive as possible; they also work to decrease the subjectivity involved with performance ratings. Fairly evaluated work helps employees do their jobs better, improves the likelihood of people being in the right jobs for their talents, maintains fairness, and identifies the company and individual training needs.

Performance appraisals are typically documented several times a year, often with a formal process and an annual face-to-face brief meeting between an employee and his supervisor. It is important that the original job analysis play a role in performance appraisal as well as any goals that have been set by the employee or by the employee and supervisor. The meeting is often used for the supervisor to communicate specific concerns about the employee’s performance and to positively reinforce elements of good performance. It may also be used to discuss specific performance rewards, such as a pay increase, or consequences of poor performance, such as a probationary period. Part of the function of performance appraisals for the organization is to document poor performance to bolster decisions to terminate an employee.

Performance appraisals are becoming more complex processes within organizations and are often used to motivate employees to improve performance and expand their areas of competence, in addition to assessing their job performance. In this capacity, performance appraisals can be used to identify opportunities for training or whether a particular training program has been successful. One approach to performance appraisal is called 360-degree feedback appraisal. In this system, the employee’s appraisal derives from a combination of ratings by supervisors, peers, employees supervised by the employee, and from the employee themselves. Occasionally, outside observers may be used as well, such as customers. The purpose of 360-degree system is to give the employee (who may be a manager) and supervisor different perspectives of the employee’s job performance; the system should help employees make improvements through their own efforts or through training. The system is also used in a traditional performance-appraisal context, providing the supervisor with more information with which to make decisions about the employee’s position and compensation (Tornow, 1993a).

360-degree feedback appraisal. A box titled “Self,” is surrounded on all four sides by four more boxes. The box to the left is titled “Peers.” The box above is titled “Supervisors.” The box to the right is titled “Customers.” The box below is titled “Reports.” Lines connect each of these surrounding boxes to the box titled “Self.” Supervisors and customers flow to one another. Customers and reports flow to one another. Reports and peers flow to one another. Peers and supervisors flow to one another.
Figure 1. In a 360-degree performance appraisal, supervisors, customers, direct reports, peers, and the employee himself rate an employee’s performance.

Researchers Atkins and Wood (2002) found that the self and peer ratings were unreliable as an assessment of an employee’s performance and that even supervisors tended to underrate employees that gave themselves modest feedback ratings. However, a different perspective sees this variability in ratings as a positive in that it provides for greater learning on the part of the employees as they and their supervisor discuss the reasons for the discrepancies (Tornow, 1993b).

In theory, performance appraisals should be an asset for an organization wishing to achieve its goals, and most employees will actually solicit feedback regarding their jobs if it is not offered (DeNisi & Kluger, 2000). However, in practice, many performance evaluations are disliked by organizations, employees, or both (Fletcher, 2001), and few of them have been adequately tested to see if they do in fact improve performance or motivate employees (DeNisi & Kluger, 2000). One of the reasons evaluations fail to accomplish their purpose in an organization is that performance appraisal systems are often used incorrectly or are of an inappropriate type for an organization’s particular culture (Schraeder, Becton, & Portis, 2007). An organization’s culture is how the organization is run, how it operates, and how it makes decisions. It is based on collective values, hierarchies, and how individuals within the organization interact. Examining the effectiveness of performance appraisal systems in particular organizations and the effectiveness of training for the implementation of the performance appraisal system is an active area of research in industrial psychology (Fletcher, 2001).