Several of the behavior or outcome-based scales assess the quality of relationships between the supervisor and subordinates or peers with whom the employee works. Few of these scales, however, contain items that deal with the relationship between an employee and other constituencies, such as customers, trustees, alumni, or members of the local community. In most instances, rating scales are only used to assess individual performance.
The multi-source assessment systems I describe in the next essay are beginning to provide a broader context for the appreciation of the setting within which people perform certain functions. Even these systems, however, do not provide adequate understanding of the complex interaction between the employees and their context. Multiple methods, along with multiple sources, must be engaged to produce a fully appreciative appraisal of an employee’s performance.
As an instrument for developmental purposes (Function Two), a rating scale is usually not sufficiently specific, particularly if it is normative and trait based. If peer ratings are shared and if the rating scale is descriptive then the performance appraisal rating scale can be used for team-building purposes (Function Four). It can also be used for a perception check (Function Ten) if anticipated ratings by peers, supervisors or subordinates are compared with actual ratings. Their quantitative nature makes rating scales an excellent research tool (Function One). As I have noted already, however, these rating scales are frequently used inappropriately in establishing accountability (Functions Six and Seven).
Intention-Focused Assessment (IFA)
This method of performance appraisal directly addresses one of the major objections that is often voiced regarding performance appraisals. How do these appraisals impact on the overall performance of the organization? Does it really make any difference if an individual employee is doing an adequate job? Isn’t the critical factor really the overall performance of the organization or, at the very least, the department in which the person being assessed is working?
Many performance appraisal experts are opposed to the use of outcome measures, given that many factors other than an individual employee’s work influence outcomes. A strong case, however, can be made for a focus on outcomes. Organizational leaders have every right to conduct appraisals that reveal the extent to which the organization’s intentions are represented in the work of each employee.
