Transforming their role from a performance judge

Transforming their role from a performance judge
towards a performance coach
▪ Reliable information on any poor performance
they face up to
▪ Reliable information on behaviors
Employees
▪ Having a say in decision processes mostly
affecting each of them
▪ Opportunity to shape their career development
▪ Being more influential on the decisions at all
levels
▪ Having a say in leadership quality control
▪ Respect for quality and opportunity to reward
Senior Management
▪ Opportunity to see how they are judged by others
▪ High-quality information on selection decisions
▪ Transforming their role from a performance judge
towards a performance coach
▪ Trainings for work groups or units and their
developmental needs
▪ Quality of directly given reports for evaluation
Teams
▪ Opportunity to see how teams are serving
consumers
▪ High-quality information on the selection of team
members
▪ Opportunity to assess the developmental needs of
the team
▪ Reliable information on team leadership
▪ Information on team performance
Organization
▪ Better knowledge of HR decisions
▪ Enhancing quality control and the relevance of
promotion
▪ Increased work motivation
▪ Opportunity to establish a link with performance
and rewards Opportunity to organize vision,
appraisal and competencies together
Source: Keçecioğlu, 2003, p. 15- 16; aktaran Dinç, 2005: p. 104.
An Application of the 360-Degree Performance Appraisal System: Example of Heads of
Departments in Çanakkale Onsekiz Mart University
Research Purpose and Significance
The purpose of this study is to promote the use of 360-degree performance appraisal,
which is more effective, reliable and objective than conventional performance evaluation
systems, in public institutions, to implement this performance appraisal in a selected public
institution and to show its results. Given the rising importance of multi-source appraisals
relative to the performance evaluation systems, characterized by an evaluation of subordinates
by superiors, 360-degree performance appraisal need to be utilized by a greater number of
public institutions. In this sense, this study seeks to implement a multi-source evaluation in a
public institution and to reveal the resulting outcomes.

1430 GAUN JSS
Research Method and Reliability
The study employed quantitative research methods. The scale in this study was obtained
from the study titled “The 360° Performance Evaluation Tool” by Haigh (2016) and revised.
The survey was administered to the subordinates in the departments at Çanakkale Onsekiz Mart
University, to every head of department, to the superiors of the heads of departments, and to
those who benefit from the services in some departments. The data obtained from a total of 145
survey forms were entered into IBM SPSS Statistics 24 program.