Training Evaluators

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While not legally mandated, the training of evaluators is highly desirable.
Performance evaluations are considered a "test." A fundamental requirement is that evaluations must be done in a "fair, impartial, unbiased, objective and consistent manner" (National Fire Academy, 1985).

Why might training be desirable?

Let's first look at rater motivation. Regarding rater motivation, one study revealed that over 70% of responding managers believe that inflated and lowered ratings are given intentionally (Longenecker and Ludwig, 1990). Kozlowski, Chao, and Morison suggest that a good rater needs to play "appraisal politics" in organizations. This may mean inflating ratings. They say, "Indeed, if rating distortions are the norm, a failure to engage in appraisal politics may be maladaptive" ( Kozlowski et al., 1998). Of course, realistically, appraisal politics can also promote lowered ratings. We now see ratings being given that have little to do with actual job performance of the person being evaluated.

Add to this the potential of appraisal politics and the lack of rater accountability. Muchinsky (2003) states, "There are typically no rewards from the organization for accurate appraisals and few if any sanctions for inaccurate appraisals." On the other hand, according to Meno and Molowidlo, raters who are in fact held accountable tend to be more accurate in their performance ratings (Mero and Molowidlo, 1995)

Sometimes raters just don't know how to administer the performance evaluation process and/or they are simply uncomfortable with the process. They may not fully understand the performance management process, performance standards, the form, the rating designations or some other aspect of performance evaluation.

Last in our list: the common rater biases. While bias may be intentional, also problematic is the interference of one or more of the common rater biases, usually not intentional.

Reading Assignment: Review the common rater biases by reading the following in your text book. Please read Chapter 8, pages 152-154, from the Fire Service Personnel Management textbook by Steven Edwards.

Content of Evaluator Training

While there is no "master script" for what should be included in evaluator training, consider the following:

• An overview of performance management
• The organization's philosophy regarding performance evaluation
• The importance of performance appraisal; purposes of the process
• A review of the applicable job descriptions with the evaluator
• A review of the form
• A review of the specific performance expectations to be used in the evaluation and to which category on the form they apply
• A review of the ratings and the descriptors for each
• Training in the common rater biases
• The accountability of the supervisor to complete them accurately
• Sources of input , emphasizing the importance of performance notes
• Practice in evaluating performance illustrated in a video or role play
• Ideally there will be either an on line manual or hard copies laying forth the above.

References

Kozlowski, S. W., et al. "Games Raters Play: Politics, Strategies and Impression Management in Performance Appraisal." In J. W. Smith (Editors). Performance Appraisal. San Francisco: Josey Bass. 1998.

Longenecker, C. & Ludwig, D. "Ethical Dilemmas in Performance Appraisal Revisited. Journal of Business Ethics. 9. December, 1990, 961-969.

Mero, W. P. & Molowidlo, S. J. "Effects of Rater Accountability on the Accuracy and the Favorability of Performance Ratings." Journal of Applied Psychology, 1995.

Muchinsky. Psychology Applied to Work. Seventh Edition. Belmont: Thomson, 2003.

Course Development Team. Fire Service Supervision: Increasing Team Effectiveness. Emmitsburg: Federal Emergency Management Agency, National Emergency Training Center. National Fire Academy. 1985.

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