A 360-Degree Assessment of McDonald’s
Employee performance appraisal is the process of reviewing the performance of employees within an organizational setting (Farndale&Kelliher, 2013). Many models for the assessment of employees’ performance exist. One such model is the 360-degree feedback. As the name suggests, the 360-degree feedback relies on input from a broad range of sources surrounding the employee in question, in this case, fellow employees and peers, supervisors, direct reports about the employee, and even clients that the employee has interacted with (Waldman, 1998). This paper is aimed at analyzing the use of the 360-degree feedback method in employee assessment in succession plans for McDonald’s,following the development of a corporate succession plan for the company in the recent past. This employee assessment, therefore, is aimed at determining, in line with the succession guidelines, the most suitable candidate for the position of CEO at McDonald’s.
Contribution of 360-Degree Feedback to the Succession Planning
The 360-degree feedback strategy can contribute positively to the succession planning process in several ways. First of all, the 360-degree feedback is excellent in indicating a person’s efficiency in working in a team. For instance, one might be showing all signs of being effective by winning accolades and individually achieving their goals, while,in a real sense, they do so while creating havoc within the team that they work in, and impeding the performance of others. With the 360-degree feedback,these traits will be brought into thelight. Other traditional feedback mechanisms may not be as effective in this aspect.
Secondly, the 360-degree feedback has major advantages of identifying both strengths and weaknesses of the character in question. This is a balance that has been hard to achieve in the traditional employee reviews, for instance,equilibrium between the employee and his seniors.
On the flip-side, this feedback method, if implemented incorrectly, may be disastrous. For the case ofMcDonald’s, for instance, the use of the 360-degree feedback approach may not be very effective. In the event of an employee review for a promotion, this method can be influenced by the job policy. For instance, a peer who is competing with the candidate for the same promotion may be biased in the evaluation, giving negative feedback intentionally.
The 360-degree feedback also has the shortcoming of being costly and time-consuming. The sheer number of people involved in the assessment means that much time that should have otherwise been input in actualproduction,is wasted. McDonald’s may feel the pinch of the cost regarding the time spent in the evaluation, as well as the actual finances needed to be input into the exercise.
Suitability of the 360-Degree Feedback
The 360-degree feedback appraisal method may, however, not be suitable for everybody within the organization. This method is most appropriate for employees in top leadership positions (Braken et al., 1997). It is important to note, however, that the tides are shifting, and with the advancement in technology, 360s are being used increasingly on all levels of management within the organization, not just the top level management. Applying this method to entry-level and middle-level employees may, however, lead to lots of complications, including job politics, corruption, and even the formation of cartels for protecting mutual interests. These cartels may, for instance, collude to influence some particular outcomes of these evaluations. Therefore, an appraisal aimed at determining the succession of a top position, such as in the case at McDonald’s, may work out well if the 360-degree feedback is used. A low-level managerial position requiring the evaluation of candidates using the 360-degree model may be chaotic.
Importance of Feedback to McDonald’s
With the increasing number of millennials in the job market, regular feedback is an important aspect of the job nowadays. Effective 360s measure teamwork, leadership, communication, decision-making among other factors (Braken et al., 1997). This continued feedback ensures that employees do not just concentrate on getting the job done, but more on being the most productive they can be.
Consequences of the Failure to Share Feedback.
The 360-degree feedback…………………………………………….
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