Peer AppraisalsWith more employees

Peer Appraisals
With more employees working in teams, appraisaappraisal of an employee by his or her peers— peer appraisal—is popular. Typically, an employee due for an annual appraisal chooses an appraisal chairperson. The latter then selects one supervisor and three peers to evaluate the employee's work. Research indicates that peer appraisals can be effective. One study involved u n dergraduates placed into self-managing work groups. The researchers found that peer appraisals had “an immediate positive impact on [improving] perception of open communication, task motivation, social loafing, group viability, cohesion, and satisfaction.” Employees, in other words, seem to be motivated to meet their colleagues’ expectations. Recently, the American military, concerned about numerous misconduct allegations, began requiring generals and admirals to be evaluated by their peers and subordinates.8
Rating Committees
Some companies use rating committees. A rating committee is usually composed of the employee's immediate supervisor and three or four other supervisors.9 Using multiple raters is advantageous. It can help cancel out problems such as bias on the part of individual raters.10 It can also provide a way to include in the appraisal the different facets of an employees performance observed by different appraisers. Multiple raters often see different facets of an employees performance. Studies often find that the ratings obtained from different sources rarely match." Its therefore advisable to at least obtain ratings from the supervisor, his or her boss, and perhaps another manager who is familiar with the employee’s work.12 At a minimum, most employers require that the supervisor’s boss sign off on any appraisals the supervisor does.
Self-Ratings
Some employers obtain employees’ self-ratings, usually in conjunction with supervisors’ ratings. The basic problem, of course, is that employees usually rate themselves higher than do their supervisors or peers.13 One study found that, when asked to rate their own job performances, 40% of employees in jobs of all types placed themselves in the top 10%, and virtually all remaining employees rated themselves at least in the top 50%.H In another study, subjects’ self-ratings actually correlated negatively with their subsequent

Kết quả (Việt) 1:

Peer đánh giáVới nhiều nhân viên làm việc theo nhóm, appraisaappraisal của một nhân viên của các đồng nghiệp của mình -thẩm định ngang — là phổ biến. Thông thường, một nhân viên do cho một đánh giá hàng năm đã chọn một chủ tịch thẩm định. Sau đó sau đó chọn một giám sát viên và ba đồng nghiệp để đánh giá công việc của nhân viên. Nghiên cứu chỉ ra rằng đánh giá ngang nhau có thể được hiệu quả. Một nghiên cứu liên quan đến u n dergraduates đặt vào tự quản lý các nhóm làm việc. Các nhà nghiên cứu thấy rằng đánh giá ngang nhau đã có "một tác động tích cực ngay lập tức về [nâng cao] nhận thức của giao tiếp cởi mở, động lực công việc, xã hội loafing, nhóm tính khả thi, gắn kết và sự hài lòng." Nhân viên, nói cách khác, dường như là động lực để đáp ứng mong đợi của các đồng nghiệp. Gần đây, quân đội Mỹ, quan tâm về những cáo buộc hành vi sai trái rất nhiều, đã bắt đầu yêu cầu các tướng và đô đốc được đánh giá bởi các đồng nghiệp và subordinates.8Ủy ban đánh giáSome companies use rating committees. A rating committee is usually composed of the employee's immediate supervisor and three or four other supervisors.9 Using multiple raters is advantageous. It can help cancel out problems such as bias on the part of individual raters.10 It can also provide a way to include in the appraisal the different facets of an employees performance observed by different appraisers. Multiple raters often see different facets of an employees performance. Studies often find that the ratings obtained from different sources rarely match." Its therefore advisable to at least obtain ratings from the supervisor, his or her boss, and perhaps another manager who is familiar with the employee’s work.12 At a minimum, most employers require that the supervisor’s boss sign off on any appraisals the supervisor does.Self-RatingsSome employers obtain employees’ self-ratings, usually in conjunction with supervisors’ ratings. The basic problem, of course, is that employees usually rate themselves higher than do their supervisors or peers.13 One study found that, when asked to rate their own job performances, 40% of employees in jobs of all types placed themselves in the top 10%, and virtually all remaining employees rated themselves at least in the top 50%.H In another study, subjects’ self-ratings actually correlated negatively with their subsequent