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Essay / Research Paper Abstract
This 7 page paper discusses five journal articles about performance appraisal methods. The methods included are the 360-feedback, forced ranking, balanced scorecard and management by objectives. The writer offers comments about the value of the articles. Bibliography lists 5 sources.
Page Count:
7 pages (~225 words per page)
File: MM12_PGprfap5.rtf
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Unformatted sample text from the term paper:
reviews by self, peers and supervisor (or subordinates) and it can be used at any level in the organization (Kamen, 2003). In fact, the 360 process has been expanded in
some organizations to include others as deemed appropriate, such as suppliers or vendors (Kamen, 2003). The one overriding risk to the 360 is confidentiality (Kamen, 2003). Considering so many people
are involved, it is difficult to guarantee confidentiality, which makes many uncomfortable with this approach (Kamen, 2003). The 360 needs to be customized to the organizations needs (Kamen, 2003). Kamen
(2003) said the questionnaire used "must ensure that the competencies measured arc relevant to the job in question" (p. 10). The results of the questionnaires are graphed, which provides
a clear visual comparison of the feedback from the different groups involved in the process (Kamen, 2003). Every approach or method has its promoters and detractors. Pfau and colleagues (2002)
wrote: "Studies show that 360-degree feedback may do more harm than good" (p. 54). According to Watson Wyatts 2001 Human Capital Index, which is an ongoing study of 750 corporations
to find relationships or links between human resource practices and shareholder value "found that 360-degree feedback programs were associated with a 10.6 percent decrease in shareholder value" (Pfau et al,
2002, p. 54). This article points out the employee may be left more confused if he/she receives excellent ratings from peers but the manager gives a negative rating (Pfau
et al, 2002). It seems that conflicting reports are not all that uncommon, leaving the employee more confused and also making it difficult to implement appropriate employee development programs (Pfau
et al, 2002). The 360 offers different perspectives, which is one of its greatest strengths but if the perspectives differ dramatically, the method would not be very helpful to anyone
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