ABSTRACT
Feedback can come from any number sources. It can be visible in the tasks we do as we see the pace and quality of our work. It can come from reports, such as monthly sales figures. It also can come from other people: supervisors, subordinates, peers, and customers. This chapter concentrates on the traditional supervisor performance appraisal rating. I describe rating methods and also “ratingless” appraisals as a source of feedback. Also, I present self-assessment as a way to highlight the employee's responsibility for performance tracking and for using the feedback for development and improvement. I begin by considering what is measured: contextual, adaptive, and task performance.
