Unit 9.1        Essay Preview

Look at this examination question about human resources.  The student was asked to discuss the practice known as reverse performance reviews. This is when bosses are evaluated by their employees, rather than the other way round. The answer is based on some case studies, which the student read and commented on (these haven't been included here). The answer is well-structured, but some of the words here don’t fit in with the academic style of the rest. First of all, think for yourself of a more academic way of saying it - then, you can double-click on the words to find a more academic word from the generator. Some of these words are practised in this unit, but there are also several words which you'll find in other units.

With reference to one or more case-studies, discuss the following aspects of reverse performance reviews:

Reverse performance reviews, or upward appraisal,  is when employees are given the opportunity to comment on the performance of their managers. The rationale for this is twofold: philosophical and results-driven. As Chris Carey of Datatec industries noted, one potential benefit is that this form of appraisal fulfils a company’s philosophy of participation or teamwork, free from the limits of a traditional hierarchy. Ricardo Semler, of Semtec, referred to the need for companies to become more democratic in order to realise the ideals of a democratic society. However, he also stressed the other objective – greater efficiency, staff staying on and increased output. He says the probable cause of  much of his company’s financial success was the degree of upward appraisal in the company.

A company which wishes to put into practice upward appraisal needs to carefully have a look at its existing structures and values. Chris Carey noted that his company would not have been able to use the new system effectively without a good deal of groundwork. It was essential, in his view, to build up trust in order to increase as much as possible the positive involvement of staff and management in the new scheme. Ricardo Semler, however, took a more radical approach, getting rid of not only traditional checking procedures, but everything he regarded as divisive and unnecessary, despite a good deal of opposition and scepticism.

Carey notes that upward-assessment can be conducted in different ways depending on the company culture and the wishes of the staff. Questionnaires, face-to-face interviews and discussions with another manager are all used. This last method is used to make easier the openness of staff who might feel embarrassed criticising their own manager to his face. Both Datatec and Semtec claim to have got positive benefits both in the short and the longer term. Chris Carey pointed out the positive effect of the high scores got as well as the reminder to senior managers to improve their communication skills with the workforce. Ricardo Semler emphasises the extremely high staff staying on rates in his company, as well as its steady growth and getting really different over the last twenty years in which the system has been in place.

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