I DO NOT HAVE ACCESS TO THE BOOK SO YOU WILL HAVE TO LOOK AT THE EXAMPLES!!
Chapters 11 and 12 show how performance measurement and benefits shape employee behavior in different ways. Choose one benefit or appraisal practice discussed in the chapters and analyze it as a signal to employees.
In your post:
- What message does this practice send to employees?
- How might different employees interpret this signal differently?
- What unintended behavior might result?
Example 1:
The 360-degree feedback is an appraisal practice discussed in Chapter 11, employees receive evaluations from supervisors, peers, subordinates and sometimes customers. (Gerhart Chapter 11, pp. 390 – 391). This practice shows that performance is multidimensional, it suggests that how employees work with others is just as important as what they have achieved individually.
High performing or development oriented employees may see the 360 degree feedback as fairer and more comprehensive than a traditional supervisor only evaluation; a practice which I agree with. On the other hand, employees in competitive or low trust organization may see this as risky or political , especially if feedback influences compensation and promotion. Chapter 11 emphasizes that implementation and anonymity are critical to maintaining trust in the process (Gerhart Chapter 11, pp. 391).
Unintended behaviors such as employees focusing on management impression, alliance formation or employees providing feedback to their work friends. Rather than improving collaboration, the system could encourage strategic behavior if tied too closely to rewards. Appraisal systems can distort behavior when employees concentrate more on ratings than on genuine performance improvement . Overall, 360 degree feedback sends a strong developmental signal, but its effectiveness depends on design, transparency, and organizational culture.
References
Gerhart, B. (2026). Compensation (14th ed.). McGraw Hill.
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