Evaluating Performance: Information Sources in Management

This report provides a comprehensive overview of the various sources of performance information in management, focusing on the advantages and disadvantages of each. It explores the roles of supervisors, subordinates, customers, peers, and self-assessment in evaluating employee performance. The report highlights the importance of managers as a primary source of information, while also acknowledging potential biases and limitations. It discusses the benefits of gathering information from multiple sources, such as peers and customers, and emphasizes the need for fair and unbiased evaluation methods. The report also delves into the significance of rater training programs and the use of anonymous evaluations to ensure accurate and reliable performance assessments. The advantages and disadvantages of each source are discussed, along with strategies to mitigate potential biases and inconsistencies. The report includes references to relevant academic sources.

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HRM

Variety of information sources may be helpful in effective performance management:
advantages and disadvantages of each
It is true that different people are involved in providing the information regarding
performance management. For providing the knowledge regarding employee’s performance,
different people are involved such as subordinates, supervisors, customers, peers and self.
Managers are found to be the most frequent and important source of performance
management. it is assumed that supervisor have enough knowledge regarding the requirement
of job. Due to this, they have enough opportunity for observing their employees. However,
problems might occur by using supervisor as information source as supervisor might not have
enough opportunity to observe the employees performance during their duty. Several
supervisors are also biased to some of the employees. Due to this, using supervisor as sole
information source might lead to less than accuracy measures (Medhi and Jain, 2018).
The main advantage of collecting information from such sources are ability to evaluate the
performance, effective able to compare the performance dimension as well as decision can
also be made toward research. At the same time, several disadvantages are seen such as
evaluation might be based. For example: if any subordinate have conflicts with any person,
he or she will not give positive feedback at all. At the same time, it might be possible that
supervisor is not able to directly observe the performance of their employees (Kokina,
Pachamanova and Corbett, 2017). Therefore, any performance management done by such
supervisor will be inappropriate or might be biased Peers are also found to be information
source in performance management. When information is collected from peers, it leads to the
team work. At the same time, peers might bias based on friendship. For example: If “A” is
the peer who have to give marks to B and C. B is good friend on A and C is not at all in
communication with C. In such a situation, a feedback will be based on the friendship
biasness. It might also be possible that subordinates do not check the day to day tasks so they
would not be able to talk about their behaviour. Peers are other information source who rates
the other members of the team since they are the one who work closely with them on daily
basis. They will also witness the performance, as employees know that manager is watching.
However, there might be some interpersonal problems if any team member tends to rate other
negatively which in turn can reduce the cohesiveness of group. With the peer evaluation, it is
therefore effective way to use the evaluation of subordinates for the purpose of development.
In order to assure that subordinate do not fear for their retribution, it is essential to use the

anonymous evaluation. When anonymous evaluation is taken, employees like to rate without
hesitating to give answers. For the safer side, it is essential to suggest employees not to give
biased answers (Robertson et al, 2018).
Employees also rate themselves that helps in reducing any other negative reactions to the
negative feedback got from other person because it provides more voice to the individual. on
the negative side, people are not that humble at the time of rating themselves. It is because
they always attribute success to the internal factor and fails to external factors. In addition to
this, self ratings are found to be inflated. These ratings are seen to be lenient as compare to
any other source of rating. Therefore, the use of self rating can be done by taking a session of
performance feedback in order to get employees what they think about their performance.
Person rating is need so that perception of every person can be taken by the organisation
regarding every single employee separately. Customers are also seen as the information
source for performance (Knoch et al, 2018). The advantage of using customer for information
source is that employees become much more focused in order to meet the expectations and
needs of the customers. However, customer information prove to be significant when job of
employees directly requires the service to customer and organisation is also interested to
gather information for determining what services are products are required by the customers
(Mone, London and Mone, 2018).
In order to remove the inconsistency of these information sources, organisation can gather the
information from different sources. It can divide the different elements on which employees
performance will be measured such as nature, communication or initiative. By assigning the
different weights to the scores as per their importance will help in getting out the results to
some extent. It is also required to ensure that employees must take active role in the ratings.
In order to ensure the success of such ratings, it is better to keep undesirable employees out of
the unit (Erickson, 2018). When any employees get negative rating, it might be possible that
the rating is biased due to some personal grudges. There are times when person give negative
rating or feedback for another person because he or she might not like him or her. In order to
overcome such issues, it is better to ensure the face-to-face meeting. In the face-to-face
meeting, raters can justify their ratings. In case if any biasness find, it might be dismissed.
For removing the inconsistencies, effective training program should be used in order to
decrease the rating errors. For example: If any of the employees done very well on the
performance dimension like customer service, he or she will definitely rate high on other
dimension of performance like leadership skills. Behaviour scale is another method that can

help in removing the inconsistency. It is because it helps in providing internal measurement
(Walker et al, 2018).

References
Erickson, B.H., 2017. Good networks and good jobs: The value of social capital to employers
and employees. In Social capital (pp. 127-158). Routledge.
Knoch, U., Fairbairn, J., Myford, C., Huisman11, A. and Council, B., 2018. Evaluating the
relative effectiveness of online and face-to-face training for new writing raters. PAPERS IN
LANGUAGE TESTING AND ASSESSMENT, 7(1), pp.61-86.
Kokina, J., Pachamanova, D. and Corbett, A., 2017. The role of data visualization and
analytics in performance management: Guiding entrepreneurial growth decisions. Journal of
Accounting Education, 38, pp.50-62.
Medhi, P.K., Jain, P. and Jain, T., 2019. Effects of information sources for new customers
and suppliers on the immediate innovation output of firms. European Journal of Innovation
Management.
Mone, E.M., London, M. and Mone, E.M., 2018. Employee engagement through effective
performance management: A practical guide for managers. Routledge.
Robertson, R.L., Vergis, A., Gillman, L.M. and Park, J., 2018. Effect of rater training on the
reliability of technical skill assessments: a randomized controlled trial. Canadian Journal of
Surgery, 61(6), p.405.
Walker, R.M., Lee, M.J., James, O. and Ho, S.M., 2018. Analyzing the complexity of
performance information use: Experiments with stakeholders to disaggregate dimensions of
performance, data sources, and data types. Public Administration Review, 78(6), pp.852-863.