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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
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(c) 
Subordinates' ratings have more impact because it is more unusual to receive ratings from 
subordinates. It is also surprising to bosses because, despite protestations to the contrary, 
information often flows down organisations more smoothly and comfortably than it flows up. When 
it flows up it is qualitatively and quantitatively different. It is this difference that makes it valuable. 
Problems
 
with the method
include fear of reprisals, vindictiveness, and extra form processing. Some 
bosses in strong positions might refuse to act, even if a consensus of staff suggested that they should 
change their ways. 
4.4 Customer appraisal 
In some companies part of the employee's appraisal process includes taking into account 
feedback 
from 
'customers' (whether internal or external).
 
Some organisations go further and make customer feedback a 
key element of employee remuneration. This reflects the view that customers are the best judges of 
customer service. 
4.5 360 degree appraisal 
Taking downwards, upwards and customer appraisals together, some firms have instituted 
360 degree 
appraisal
 
(or multi-source appraisal) by collecting feedback on an individual's performance from the 
following sources. 
(a) 
The person's immediate manager 
(b) 
People who report to the appraisee, perhaps divided into groups 
(c) 
Peers and co-workers: most people interact with others within an organisation, either as 
members of a team or as the receivers or providers of services, and can offer useful feedback 
(d) 
Customers: if salespeople know what customers thought of them, they might be able to improve 
their technique 
(e) 
The manager personally: all forms of 360 degree appraisal require people to rate themselves, and 
those 'who see themselves as others see them will get fewer surprises' 
Sometimes the appraisal results in a counselling session, especially when the result of the appraisals are 
conflicting. For example, an appraisee's manager may have quite a different view of the appraisee's skills 
than subordinates. 
Performance objective P02, relating to stakeholder relationship management, includes the 
maintenance of ‘productive business relationships’. Planning for and engaging positively with the 
appraisal process provides an example of a practical step you could take in this area. 
BPP Tutor Toolkit Copy

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CHAPTER 17
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PERFORMANCE APPRAISAL