Hi!
This is a very informative material on the 360 Degree Appraisal Method.
But, sad to say, it fails also (and again) to answer the questions and clarify the issues that surrounds this methodology. The reasons are as follows:
1. There is no discussion about the "appropriate weight of the ratings" that each of the identified raters must be given. Again, does it mean all the raters identified (employee's immediate contacts) will have the same or equal rating weights? I don't agree because this is open to questions and poses a legal problem for the company, esp when the results are used as basis for dismissal of those rated "poor".
2. This material failed to make the 360 Degree a true appraisal tool that can stand on its own. In this discussion, the 360 Degree remains a framework or perspective. It does not provide the "tool or form" that organizations can use to accomplish the objectives that is is promoting. Hence, HR practitioners would still have to design their tools/ questionnaires.
3. In view of its failure to propose its own "tool or form", the 360 Degree can be a useless methodology if the people that will follow it will adopt "appraisal forms" that contain the same "characteristics" (e.g. subjectivity, bias, favoritism, unfairness) as those that have made employees hate appraisals worldwide.
Best wishes.
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
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