It offers constructive input about the skills and behaviors the organization needs to accomplish its mission, vision, goals and objectives. According to the American Society of Training and Development (ASTD), 360 degree feedback has many positive aspects and appreciated by a wide number of companies nationwide (Nowack)
Navy, it is remarkable that it has managed to develop, redevelop and periodically test these evaluation domains and ratings through statistical analyses and using empirical data. This is indeed a commendable aspect of the performance appraisal management system of the organization, and its practice must continue for further standardization and increased reliability and validity of all constructs and measures contained in the appraisal form (Armstrong, 2006:490)
A report by the Navy Human Resource Center demonstrated how the domains and performance ratings were statistically analyzed and checked for their reliability and validity. These domains or "dimensions" were created and developed based on the experiences and judgment of Navy officers themselves, and these domains were further 'dissected' and described through behavioral statements (Bourne, 2006)
Further, these constructs' content validity must be periodically monitored and re-assessed to determine if they are still responsive to the organizational structure and values. A combination of both quantitative and qualitative assessment tools within the appraisal form provide the right balance for both employees and evaluators to generate objective yet in-depth information about the employees' performance for the year (Schwerin, 2006:230 and Scroggins, 2008:186)
But an even bigger issue is that you are receiving feedback from people who are not trained in evaluation, who do not know what your job specifications are, and this opens the door to an incredible amount of subjective information, inaccurate assessments and other such noise. Your evaluation might end up having nothing to do with your actual performance against the measures set out in your job description (Jackson, 2012)
Due to the globalization of most businesses and organizations, there are global trends that are now considered when the HR department is making its selection. The recruitment and selection process, which is simply the process of getting the best possible applicant for the job, will only be effective if it is paired with the valid and reliable selection team who can objectively look into the type of skills and quality of the skills that the applicants have (Boohene R., 2011: Pp2)
have in place some form of appraisal program. The trend is not different across the globe where it is estimated that 91% of all companies have got some form of appraisal to ensure performance by the employees is achieved (University of Pennsylvania, 2011)
Since the evaluator is not directed to provide feedback on specified points of work processes and delivery, there is a likelihood of focusing on either the favorable aspects of an employee or the unfavorable elements. Therefore, the feedback could be biased or misleading, and misrepresent the capabilities of an employee (Kokemuller, 2016)
The evaluators should be thoroughly trained to master the fundaments aspects of the job evaluation process. Some of the core aspects that must be observed include applying the process consistently, timeliness and objective evaluation (Mayhew, 2016)
The evaluators should be thoroughly trained to master the fundaments aspects of the job evaluation process. Some of the core aspects that must be observed include applying the process consistently, timeliness and objective evaluation (Mayhew, 2016)