Abstract
Despite the importance of employee performance appraisal and the generally low regard in which the process is held in local government, there has been little municipal experimentation with peer appraisal—a technique demonstrated elsewhere to be reliable and valid. In this paper previous research on peer rating is reviewed, common reasons for hesitancy in adoption enumerated, and the validity of some of the principal reasons for hesitancy examined in light of the experience of a city which adopted a peer-supplemented system for recognizing outstanding employees. Based upon an analysis of 1,452 appraisals, no evidence was found to support apprehensions that employees deemed outstanding under the peer-supplemented system would be less qualified than their predecessors who were rated by their supervisors. Some evidence to the contrary was found.
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