| In a multirater feedback system, many people are involved in evaluating the performance of one employee. Multirater systems utilize multiple evaluations of an employee's performance including self, peer, supervisor, and subordinate ratings. Within the methodology of multirater feedback systems, quantitative methods are utilized most often. The present study puts a principal focus on extending the methods used in multirater systems to include qualitative methods. The current study also extends the setting in which multirater systems are used to include educational settings.; The present study utilized archival data from a multirater performance appraisal system via a web survey, the Perceptions of Administrative Performance. The survey was designed to assess the perceptions of upper administrators' performances from many constituency groups including supervisors, peers, subordinates, staff, faculty, students, and community members. First, the psychometric properties of the scale used to obtain perceptions of upper administrators were determined. A two factor solution was retained, containing two highly reliable subscales, Administrative Performance and Confidence. Analyses of the proposed subscales, named leadership, administration and management, planning, and external relations and development revealed high reliability.; The utility of qualitative data in multirater systems, the second focus of the study, was assessed via analyses of qualitative data. Specifically, the utility of qualitative data regarding the level of unique information obtained over and above quantitative items was established. Additionally, differences in raters' utilization of qualitative data in reference to quantitative ratings were found. The findings of the present study show that specific and comprehensive information is acquired via qualitative data, and that this information can be used for performance improvement within multirater feedback systems. The present study illustrates the potential benefits of including qualitative methods within multirater systems, including the enhancement of employee performance, development, and improvement, as well as a possible high return on investment for organizations that employ such systems. |
