绩效评价绩效考核工具外文文献翻译节选.docx
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绩效评价绩效考核工具外文文献翻译节选.docx
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绩效评价绩效考核工具外文文献翻译节选
中文3100字,2000单词,1.1万英文字符
出处:
KipchumbaTB,YanoKL.PerceivedUsefulnessofthe360-DegreesAppraisalToolandItsUsageinPerformanceinNakuru,Kenya[J].JournalofEmergingTrendsinEconomics&ManagementSciences,2014,5.
原文
PerceivedUsefulnessofthe360-DegreesAppraisalToolandItsUsageinPerformanceinNakuru,Kenya
Kipchumba,TarusBenjamin;Yano,KutoLuka
Abstract
Thestudyexaminedtheperceivedusefulnessofthe360degreesappraisaltoolandtheextentofitsusageinperformanceinMunicipalCouncilofNakuru,Kenya.AsurveyresearchdesignwasappliedbecauseitwasanintensivedescriptiveandholisticanalysisofMunicipalCouncilofNakuruasasingleentity.Thestudytargetedemployeesfrom8departmentswithatotalpopulationof1062employeesbutittargeted282respondentswhichwas26.6%ofthetotalpopulation.Stratifiedsamplingtechniquewasusedinarrivingatstrataonthebasisofdepartmentsforemployees.Toarriveatspecificrespondentsamongemployees,purposivesamplingtechniquewasused.Thedataobtainedwascodedandanalysiswasdoneusingcentraltendency,bargraphs,percentagesandChi-square.Itwasrevealedthat360degreesasanappraisaltoolisadoptedbytheCouncilandithasimproveditsperformance.TheChi-squaretestscarriedoutrevealedthatthereisasignificantrelationshipbetweenuseof360degreesandorganizationperformanceandperceivedusefulness.Thestudyrecommendedtheneedtoeducateemployeesmoreontheimportanceof360degreesappraisaltoolandencouragethemtoparticipatefullyindevelopmentandimplementationprocess.Thefindingsandrecommendationsofthestudyarealsoimportanttothemanagementwhenplanningforperformanceappraisalsessionsaswellasinreviewingindividualperformance.
Keywords:
perceivedusefulness,360-degreesappraisaltool,usage,performance,nakuru,Kenya
INTRODUCTION
The360°review,alsoreferredtoas360°performanceassessmentsormulti-raterfeedback,isamethodandatoolthatprovidesemployeesfeedbackfromtheirpeers,co-workers,clients,thosewhoaredirectreports,anddirectsupervisors,therebyofferingmultipleperspectivesoftheemployee'soveralljobperformance.Most360°feedbacktoolsincludetheemployee'sself-review;hencethe"full-circle"meaningbehindthename.Theresultsaretabulatedandsharedwiththeemployee.Ideally,thistypeofassessmenthelpstheemployeegainabetterunderstandingofher/hisskillsandbehavioursastheyrelatetotheorganization'smission,values,goalsandvision.Additionally,thisfeedbackisgearedtowardsassistingeachemployeeunderstandherorhisstrengthsandweaknesses,andcancontributeinsightsintoareasofworkthatmayneedprofessionaldevelopment.Thefeedbackisviewedasusefulindefiningtheskillsandbehavioursneededtoexceedclient/customerexpectations.Theresultsfrom360°reviewareoftenusedbythepersonreceivingthefeedbacktoplantheirtraininganddevelopment.Theresultsarealsousedbysomeorganizationswhenmakingpromotionalorpaydecisions.The360-degreefeedbackprocessoffersauniqueopportunityforemployeesatalllevelstodiscoverhowtheirworkcolleaguesperceiveandareimpactedbytheirbehaviour.Asonecommentatordescribesthe360-degreefeedback,"Itislikehavingafulllengthportrait,aprofile,acloseupshotinthefaceandaviewfromthebackallinone!
"(Heather,2012).
IMPORTANCEOF360-DEGREESPERFORMANCETOOL
Whereastheremightbesomenegativefeelingsassociatedwithtraditionaltop-downperformanceappraisal,therecanbenumerousbenefitsstemmingfroma360-degreeperformanceappraisalsystem."The360-degreefeedbackservesasakeyrelationshipbuildingtoolthatorganizationscanusetoenhanceteamprocessesandworkinterrelationships"(Tornowetal.,1998,p.85).Whenco-workersareopenwitheachotherandholdeachotheraccountableforperformanceandproductivitythentheworkingrelationshipsimproveandtheproductivitywillthusimprove.Notonlywilltherelationshipsbetweentheworkersandmanagersimprovebutastheyimproveandgetstronger,buttheemployeesmoralewillalsoimprove."Whenimplementedproperly,subordinateappraisalsystemsenhanceworkerjobsatisfactionandmorale"(Benardin,1986,p.421).
The360-degreeappraisalalsocanhelptheemployeeormanagerdiscoverstheirownstrengthsandweaknesses.Throughfeedbackemployeesareabletoseewhereaco-workerexcels.Theycanalsoseewherethepersonneedstoimprove."The360degreefeedbackcanhaveenormouspowerperhapsmorethananyothertechniquetobringanindividual'sshortcomingstohisattentionsandconfirmthatareasofperceivedstrengthsareactualandrecognizedstrengths"(Grote,1996,p.292).Thedepthofthe360-degreeprocessgivesitgreatervalidityandreliability.Theobjectivityandtheanonymityoftheraterswillhelptodefendtheorganization."Numerousadvantagesofusingmultipleratershavebeencited...improveddefensibilityoftheperformanceappraisalprogramfromalegalstandpoint"(Harris&Schaubroek,1988,p.43).
Anotherbenefitof360-degreeappraisalistherelativelowcostofimplementation.Comparedtobringinginanappraisalcompanyfromtheoutsideordevelopinganassessmentcentreapproach,thecostisreallyquiteminimum."Thecostsofinstalling,maintaining,andmonitoringasubordinateappraisalsystemformanagersisminimalrelativetothecostsincurredinwithdevelopinganinhouseassessmentcentreorcontractingoutfortheservice"(Bernardin,1986,p.433).Sotherearenumerousreasonsanorganizationshouldthinkaboutemployinga360-degreeappraisalprogramme.Inadditiontohavinganeffectonemployeeperformanceandproductivity,theprocesscanimprovemanagerialperformanceaswell.
The360-degreeperformanceappraisalsystemhasthepotentialtopositivelyeffectontheperformanceandproductivityofmanagersandsupervisors.Managersneedsourcesofappraisaladditionaltotheirsuperiors."The360-degreeapproachrecognizesthatlittlechangecanbeexpectedwithoutfeedbackandthatdifferentconstituenciesareasourceofrichandusefulinformationtohelpmanagersguidebehaviour"(London&Beatty,1993,p.354).Withthistypeofappraisal,themanagerswillhavebettermoralethemselvesandwilldevelopbettercommunicationskillswiththeirsubordinatesaswellaswiththeirsuperiors.Justlikethedevelopmentoftheemployees,managerscanalsotakeadvantageofthedifferingsourcesoffeedbackabouttheirproductivityandmakepositivechanges.The360-degreeappraisalcanhelpassessthestrengthsandweaknessofthemanager.Ifamangerhasbeenmadeawareofsomeofhisownmanagerialshortcomings...hisabilitytocommunicateshouldbeimprovedandhisfaithinhisownmanagerialabilitiesshouldbestrengthened(Rowland,1970,p.303).
Theemployeescanalsobenefitwhenamanagerhasundergonea360-degreeappraisal.Organizationalcommitmentandproductivitymayincreasewhentheemployeesfeelthe360-degreeappraisaltakenisseriously.Ideally,subordinateswillstartnoticingthemanager'sbehaviourmoreasaresultofthe360-degreeappraisal."Upwardfeedbackleadstosubordinatesperceivingpositivechangesintheboss'ssubsequentbehaviour"(Reillyetal.,1996,p.600).Apossibleresultofthemanager'schangedbehaviourisastrongerworkingrelationshipbetweenthemanagerandthesubordinates.Justasthevalidityof360-degreeappraisalsishigherthantraditionaltop-downappraisalconcerningsubordinates,thevalidityishigherwithmanagersaswell."Subordinateappraisalshaveshownahighervalidityforpredictingmanagerialsuccessthanassessmentcentreperformance"(Schultz&Schultz,1994,p.170).Atwateretal.(1995,p.36)havefoundthat"inputfromsubordinateswaseffectiveinelicitingmodestchangesinmanagerialbehaviour."
LondonandBeatty(1993),whileagreeingthatmixingdevelopmentandappraisalpurposesisproblematic,conclude"usingfeedbackfordevelopmentonlycanimpedetheeffectiveuseoftheresultsunlessthereisarequirementforthemanagertoberesponsibletothefeedback"(p.367).Despitetherelativelysimpletechnologyinusingthe360-degree,itscostsforthecompanyarepotentiallymuchhigherthanexpected.First,thereseemstobesomeagreementthat360sarenotaone-shotdeal,butmustbeusedconsistentlyoverseveralyears(DeNisi&Kluger,2000;Snader,1997).Second,usingthesimplerstructuredinstrumentsthatCentreforCreativeLeadershipputsout($195perassessee)candefeatthedevelopmentalpurposesbecausethefeedbackandinterpretationistoodifficult(i.e.,comparativeresultsarecomplicatedbyavarietyofsituation-specificfactors(Ghorpade,2000).Ontheotherhand,constructingacustominstrumentthatisspecifictotheperformancerequirementsforthecompanydemandssignificantlymoretimeandmoneytodevelop.Finally,thebestwaytoovercometheinterpretationofresultsproblemistoinvestinconsultantsoratleastinvesttimefromsupportpeopletodeliverandconsultwithtargetmanagers.
Purposesof360-DegreesPerformanceTool
Thetoolisexpectedtoserveanumberofpurposessimultaneously.Noeetal.(1997,p.198-199)andSwanepoel(2003,p.372-373)andSchofield(1996)agreeonthefollowingpurposesofthe360-degreesappraisaltool:
StrategicPurposes
Noeetal.(1997,p.198)andDeCenzoetal.(1996,p.322)concurthataperformanceappraisalsystemshouldlinkemployeeactivitieswiththeorganization'sgoals.Thiscallsforflexibilityinthesysteminorderforittobeadjustedtothechanginggoalsandstrategiesofanorganization.Manycompaniesdonotuseperformanceappraisaltocommunicateit
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