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It's time employees had more say in evaluating their supervisors Reciprocal evaluation provides path to greater effectiveness

It's time employees had more say in evaluating their supervisors Reciprocal evaluation provides... Purpose – This paper aims to advance the view that employees should be allowed to evaluate their supervisors, with a review of these evaluations by the next level of management. Design/methodology/approach – Draws on reflections from a workshop in which members of the workforce shared their concerns about the arbitrariness of supervisors in judging their performance, and these employees' lack of power and influence to critique the supervisor's performance in return. Findings – Shows that, even in workplaces that claim to have initiated mechanisms for employees to evaluate their supervisors, these often fall short, either because employees have to place their names on their evaluations or because supervisors hand pick the employees who take part. Practical implications – Contends that reciprocal reviews would improve the performance of supervisors. Originality/value – Details a useful role for HR in the reciprocal‐review process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

It's time employees had more say in evaluating their supervisors Reciprocal evaluation provides path to greater effectiveness

Human Resource Management International Digest , Volume 16 (5): 3 – Jul 18, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670730810888519
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to advance the view that employees should be allowed to evaluate their supervisors, with a review of these evaluations by the next level of management. Design/methodology/approach – Draws on reflections from a workshop in which members of the workforce shared their concerns about the arbitrariness of supervisors in judging their performance, and these employees' lack of power and influence to critique the supervisor's performance in return. Findings – Shows that, even in workplaces that claim to have initiated mechanisms for employees to evaluate their supervisors, these often fall short, either because employees have to place their names on their evaluations or because supervisors hand pick the employees who take part. Practical implications – Contends that reciprocal reviews would improve the performance of supervisors. Originality/value – Details a useful role for HR in the reciprocal‐review process.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jul 18, 2008

Keywords: Performance appraisal; Employee rights; Supervisors

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