Convenience

360-degree feedback
, in which managers are evaluated by everyone
around them—their boss, their peers, and their subordinates. Such a complete and
thorough approach provides people with a far richer array of information about their
performance than does a conventional appraisal given just by the boss. Of course, such
a system also takes considerable time and must be handled so as not to breed fear and
mistrust in the workplace.
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Performance Feedback
The last step in most performance appraisal systems is giving feedback to subordinates
about their performance. This is usually done in a private meeting between the person
being evaluated and his or her boss. The discussion should generally be focused on the
facts—the assessed level of performance, how and why that assessment was made, and
how it can be improved in the future. Feedback interviews are not easy to conduct.
Job: 
Specialty store manager
Dimension: 
Inventory control
Always orders in the right quantities and at the right time
Almost always orders at the right time but occasionally orders too much
or too little of a particular item
Usually orders at the right time and almost always in the right quantities
Often orders in the right quantities and at the right time
Occasionally orders at the right time but usually not in the right quantities
Occasionally orders in the right quantities but usually not at the right time
Never orders in the right quantities or at the right time
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F I G U R E 8 . 3
Behaviorally Anchored Rating Scale
Behaviorally anchored rating scales help overcome some of the limitations of
standard rating scales. Each point on the scale is accompanied by a behavioral
anchor—a summary of an employee behavior that fits that spot on the scale.