Multisource Assessments Multisource Assessments Question Results may show disparities because of the differences in expectation with the involved parties. There might be a case of over expectation from the management. Secondly, those who are using the assessment may be biased in one way or the other, especially the peers because of the interpersonal differences that may be affected by the past their past experiences (Hosie, 2006). The other reason is that, the employee or the peers may lack sufficient knowledge on the essential parameters that should be considered when using this approach of multisource assessment. This will result to errors in assessment. The last factor could be the changing job circumstances that may shift the goal post that were being used in the assessment (Hosie, 2006). Question 2Proper communication of the results and findings is a way that an individual can apply to bride the gap between the expectation and the actual outcome (Hosie, 2006). Another way that can be applied to cover this difference is through problem solving, which will eliminate all forms of errors, and wastages in the operations. Errors contribute to a decrease in performance, and therefore, avoiding them would be worthwhile. A person who is being rated can also work on interpersonal relationships that will foster teamwork and cooperation among the fellow workers (Chingos, 2002).Question 3The person assessing the rating should reconcile the difference by promoting the leadership spirit among the workers (Chingos, 2002). This will encourage continuous self-evaluation in the as an employee performs the tasks that are assigned to them, and enjoy more job satisfaction. The person should also acquire a better understanding of the multisource method to avoid ant y possible mistakes. The method that he chooses to use should be relevant to the nature of the business operations (Chingos, 2002).ReferencesHosie, P. (2006).Happy-performing managers: The impact of affective wellbeing and intrinsic job satisfaction in the workplace. New York: Edward Elgar.Chingos, P. T. (2002). Paying for performance: a guide to compensation management. London: John Wiley and Sons.