An Investigation on the Ratings from Four Sources for Different Positions in a 360 Degree Feedback System

Abstract

The 360 ​​degrees performance appraisal system, which is considered as the most popular evaluation system today, is based on the idea that the evaluations obtained from different sources are more objective and comprehensive. Since the system gives the employee a chance to evaluate him/herself and others, it is commonly preferred. It is investigated whether rater has a similar effect on the leniency of ratings from four sources (self, supervisor, peer, and subordinate) in multi-source assessment process. In this study, the establishment and implementation of a 360-degree performance appraisal system for all task positions including both white and blue-collar personnel in a medium-sized furniture business is discussed. A total of 200 employees (39 white collar employees, 17 foremen and 144 workers) from all functional areas and reputational roles participated in the study. The findings indicate that the influence of bias on ratings was significantly greater in self, subordinate and peer feedback than in supervisor feedback.

Keywords

• Multi-Source Assessment Process,Performance Criteria,Job Performance,Experience,Education

360 Derece Performans Değerleme Sisteminde Farklı Pozisyonlar İçin Dört Kaynaktan Performanslar Üzerine Bir Araştırma

Abstract

Günümüzde en popular değerlendirme sistemi olarak kabul edilen 360 derece performans değerleme sistemi, farklı kaynaklardan elde edilen değerlemelerin daha objektif ve kapsamlı olduğu görüşüne dayanmaktadır. Bu system, çalışana kendisini ve diğerlerini değerlendirme şansı tanıdığından, yaygın tercih edilmektedir. Çok kaynaklı değerleme sürecinde, dört kaynaktan (kendisi, yönetici, arkadaş ve ast)   değerlemelerinde değerleyicinin aynı hoşgörüye sahip olup olmadığı araştırılmaktadır. Bu çalışmada, orta ölçekli bir mobilya işletmesinde, hem beyaz hem de mavi yakalı personeli kapsayan tüm görev pozisyonları için 360 derece performans değerleme sistemin kurulması ve uygulaması ele alınmıştır. Tüm fonksiyonel alanlardan ve pozisyonlardan toplam 200 çalışan (39 beyaz yakalı, 17 ustabaşı, 144 işçi) çalışmaya katılmıştır. Bulgular, değerlemelerde önyargı etkisinin, kendi, ast ve arkadaş değerlemelerinde yönetici değerlemesinden daha fazla olduğunu göstermiştir.

Keywords

• Çok Kaynaklı Değerleme Süreci,Performans Kriterleri,Iş Performansı,Deneyim,Eğitim

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