Training Program for Raters in Organizational Behavior

This article discusses the training program for raters in organizational behavior, including specific components and advantages of various training strategies. It also suggests the most effective training program for department heads.

Running Head: Organizational Behavior 1
Organizational Behavior

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Introduction:
The training process of the raters in the organizational process is supposed to play a significant
role as they are directly engaged in providing ratings to the staff. Such ratings determine the
appraisal of the employees and so the ratings need to be efficient and compiled by experienced
and trained people in the organizational foray.
Specific components for training program of the raters:
 Information – It would be effective for the organization to provide proper information to
the raters for putting into application the performance management system by means of
the appraisal form and system mechanics (Mickan & Boyce, 2018).
 The training process would be characterized by proper identification, observation, and
recording and performance evaluation of the concerned staff to minimize rating errors.
 Interaction with the employees - The training would also teach to effectively interact with
the organizational staff for conducting the appraisal process.
 Sorts of training process – There are different kinds of training process for the raters like
RET, FOR, BO and SL to contemplate an effective rating process for the employees.
Advantage of various training strategies for the raters:
Rater Error Training (RET) –
RET is advantageous for increasing awareness of the raters of the sorts of rating errors likely to
be contemplated in the process (Holloway, 2012). In this way the errors are minimized and
accuracy in the rating process gets accrued by motivating the raters to derive accurate ratings.
Frame of Reference Training (FOR) –
This strategy is advantageous to develop generalized guidelines of reference simply by observing
and evaluating performance of the employees by focusing on their behaviors. Through FOR the
raters would be able to have consistent and accurate ratings of the staff to contemplate effective
job development mechanism (Coccia & Cadario, 2014).
Behavioral Observation Training (BO) –

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BO has its advantages in minimizing the unintentional rating errors like first impression,
spillover, negativity and attribution amongst others (Shafritz, Ott, & Jang, 2015). So it is useful
for developing the rating expertise by monitoring, storing, recalling and using information
regarding the performance of the employees.
Self-Leadership Training (SL) –
The advantage of SL is to develop the confidence of the raters to manage the performance of the
staff well (Holloway, 2012). It also enhances self-efficacy and mental process of the raters within
the organization.
“Discuss the presentation that you feel would most effectively provide the department heads with
the information that they need to be successful"
It seems that out of the different rating training program, RET would be the most effective one in
the process. RET would be valid as it points out the common mistakes that the raters are likely to
commit in the rating process in terms of both the intentional and unintentional errors (Mickan &
Boyce, 2018). The intentional errors like leniency and severity and a list of unintentional errors
like contrast, stereotype, attribution and halo are being spelt out enabling the raters not to fall
into the trap and make mistakes while rating the employees.
Validity of the proposed training system –
The validity of RET lies not only in increasing the rating efficiency but also to find out plausible
solutions to the matter (Coccia & Cadario, 2014). In this way RET would be effective in
understanding the aspects which could be put to use in rating the staff and an active
communication process play a distinctive role in this regard. RET would strive to motivate the
raters for conducting a skilled rating system for the staff and make the raters stay away from the
root cause of the errors by running a logical analysis of the training mechanism. So the training
has its validity in providing a logical explanation of the metrics that would be used in rating the
organizational staff in a just manner.

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References
Coccia, M., & Cadario, E. (2014). Organisational (un) learning of public research labs in
turbulent context. International Journal of Innovation and Learning, 15(2), 115-129.
Holloway, J. B. (2012). Leadership behavior and organizational climate: An empirical study in a
non-profit organization. Emerging Leadership Journeys, 9-35.
Mickan, S., & Boyce, R. (2018). Organisational behaviour: understanding people in healthcare
organisations. In Key Topics in Healthcare Management (pp. 164-179). New York: CRC
Press.
Shafritz, J., Ott, J., & Jang, Y. (2015). Classics of organization theory. London: Cengage
Learning.