Скачать или смотреть Errors in Performance Management

One reason for hearing from multiple sources is that performance measurements are not completely objective. People often tend to give a higher evaluation to people they consider similar to themselves. Unfortunately, it is sometimes wrong, and when similarity is based on characteristics such as race or sex, the decisions may be discriminatory. If the rater compares an individual, not against an objective standard, but against other employees, contrast errors occur. A competent performer who works with exceptional people may be rated lower than competent simply because of the contrast.

Raters make distributional errors when they tend to use only one part of a rating scale. The error is called leniency when the reviewer rates everyone near the top and strictness when the rater favors lower rankings. Raters can be trained to avoid rating errors. And, a growing number of organizations are bringing data analytics into the rating process. However, unintentional errors are not the only cause of inaccurate performance measurement. Sometimes the people rating performance distort an evaluation on purpose to advance their personal goals.

Appraisal politics are most likely to occur when raters are accountable to the employee being rated, the goals of rating are not compatible with one another, or performance appraisal is directly linked to highly desirable rewards. Organizations can help managers give accurate appraisals by training them to use the appraisal process, encouraging them to recognize accomplishments, and fostering a climate of openness about weaknesses. Organizations can minimize appraisal politics by establishing an appraisal system that is fair.