Page 402 - The Handbook for Quality Management a Complete Guide to Operational Excellence

388 M a n a g e m e n t o f H u m a n R e s o u r c e s R e s o u r c e R e q u i r e m e n t s t o M a n a g e t h e Q u a l i t y F u n c t i o n 389

2. Integrate subordinate, peer, customer, and self-evaluations with
supervisory ratings into the process. This approach is sometimes
called a 360-degree appraisal process.
3. Use continuous improvement, quality, and customer satisfaction
as key evaluative criteria as well as traditional outcome or
behavioral criteria.
4. Require work team or group evaluations that are at least equal in
emphasis to individual-focused evaluations.
5. Use review procedures, particularly the appraisal meeting, that
include the supervisor, focal employee or team, peer and/or work
team representatives, and possibly customers.
6. Require more frequent performance reviews that have a dominant
emphasis on future performance planning and problem solving.
7. Promotion decisions should be made by an independent
administrative process that draws on performance-in-current-job
data from the indi vidual appraisal system where appropriate but
also independently addresses employee’s performance potential
for the new job.
8. Adjustments to individual base salary should be skill based
rather than performance based.
9. Include performance-based rewards with a mix of individual
and team (or plant) bonuses, with the latter generally being the
larger of the two.
10. Require supervisors to have primary responsibility for addressing
work system constraints on performance uncovered in the
performance review session.

Alternative #2: Customer-Supplier Appraisals
Eckes (1994) also believes that performance appraisals are a necessary
part of business. He points out that customers constantly conduct perfor-
mance appraisals. When a customer doesn’t like a hotel’s service, the
result of his or her appraisal of that establishment is to not stay there
again. More businesses are now obtaining performance evaluations
through customer satisfaction surveys. Thus, as more companies are rec-
ognizing their internal and external customers, it is logical that the
appraisal function should take into account how well employees satisfy
the customers’ requirements. Eckes describes a six-step process for
customer-supplier appraisals:

• Identify the customers. This includes external customers, inter-
departmental internal customers, and intradepartmental internal
customers (department employees, department manager, and
technical advisors).

20_Pyzdek_Ch20_p381-398.indd 389 11/9/12 5:31 PM