Performance appraisal has been limited to a feedback process between
supervisors and employees . But , with the increased focus on employee
development , teamwork , and customer service , the emphasis has shifted to
employee feedback from the full circle of sources which is sometimes
called ``360-degree assessment . The circle , or sphere of feedback
sources consists of supervisors , peers , subordinates , customers , and
one 's self . In performance appraisal program , it is not necessary or
always appropriate to include all of the feedback sources . The
organizational culture and mission must be considered , and the purpose
of feedback will differ with each source . The objectives of performance
appraisal and the particular aspects of performance that are to be
assessed must be established before determining which sources are
appropriate .
For example , an individual works in a university as a secretary . His
superior , the director of the school , is evaluating his performance for
a promotion . His superior have the broadest perspective on the work
requirements of his position . The superior 's rating would be a reliable
source of feedback for the employee 's performance if the superior is
involve in monitoring the employees work or if he is in direct contact
with the employee all the time . One hindrance that lessens the
reliability of the superior 's evaluation is when he is not in the same
location or is supervising very large numbers of employees and does not
have sufficient knowledge of each employee 's performance . Another source
of performance evaluation is the self-assessment . The most significant
contribution of self-assessment is improved communication between
supervisors and subordinates . This is an opportunity for the employee to
identify his accomplishment . The downside of self assessment is that the
self ratings tend to be consistently higher compared to other sources of
ratings...