226 Human Resources Management for Public and Nonprofi t Organizations
Because different organizations evaluate employees for different
purposes and use different types of instruments, organizations must provide
raters with training relevant to the organization ’ s instruments and objectives.
Raters must understand how to use the instruments with which they are
provided. In agencies where evaluations are used for training and devel-
opment purposes, supervisors also need to be trained in how to develop
performance objectives and standards, motivate employees to achieve the
agreed - on objectives, and counsel employees whose performance is unsat-
isfactory. In agencies where evaluations are used to substantiate personnel
decisions such as promotions, terminations, or pay increases, supervisors
must understand how the relationship between the evaluation process and
the agency ’ s policies and personnel regulations governs those decisions.
They must be able to document that their decisions are based on job -
related behaviors or performance. Supervisors may not use the evaluation
process as a subterfuge for unjust discrimination.
Because of the sensitive nature of performance evaluations, agencies
have a responsibility to train their raters. Training can improve raters ’
documentation and counseling skills, thereby not only reducing their
discomfort but also enabling them to help employees clearly understand
what the employees ’ strengths are and areas that need improvement.
Training can teach raters how to describe job - related behaviors and
develop performance standards, emphasize the importance of accuracy
and consistency in the appraisal process, and provide constructive feed-
back. Training can be provided through a variety of methods: in work-
shops conducted in - house by the HRM department or off - site by trainers
from universities or consulting fi rms or video packages tailored to the
performance evaluation process.Spillover effect: Allowing past performance appraisal ratings to unjustly infl uence
current ratings. Past performance ratings, good or bad, result in a similar rating for
the current period, although demonstrated behavior does not deserve the rating,
good or bad.
Same as me: Giving the ratee a rating higher than deserved because the person
has qualities or characteristics similar to those of the rater (or similar to those held
in high esteem).
Different from me: Giving the ratee a rating lower than deserved because the
person has qualities or characteristics dissimilar to the rater (or similar to those
held in low esteem).