The use of objective measures of performance is put into place to reduce error in performance rating. When raters use objective measures they can only base performance on what they witness. Therefore, the acts of a less than adequate observation opportunity, any bias the rater may have, and a different employment of standards are circumvented (Jex and Britt, 2008). When a person is only objective, only the factual evidence can be presented, thoughts and emotions have no place. Objective measures of performance may also be used as an alternative to creating highly specific and detailed rating materials that are also formed to cut subjectivity and bias from entering into the performance process.
There are also disadvantages to using objective measures of performance. Objective measures of performance on there own indicate only effectiveness or productivity because they are so task specific (Jex and Britt, 2008). This can mean that several important organizational functions are left out of or left off of the evaluation of an employee, such as contributions to the team effort, ability to make decisions, and to an extent customer satisfaction. Another disadvantage done with objective measures of performance is the lack of control one has over the performance indicators (Jex and Britt, 2008). Some examples were the employee may have no or little control is the economy and a lack of supplies or materials.
At this time I would have to suggest that both objective and subjective measures be put into place when evaluating employee performance. I believe that you have to use your critical thinking skills when it comes to using objective measures. The manager rating the employee must decide what is appropriate given different circumstances, such as the economy. The performance rating process will ultimately be used to guide employees in the right direction, motivate them to do better, and create some new goals. Objective and subjective measures can work as a team to better each employee an organization has.
Jex, S. M., & Britt, T. W. (2008). Organizational psychology. A scientist-practitioner approach. (2nd ed.). John Wiley and Sons.