Types of Performance Appraisal Final

8/8/2019 Types of Performance Appraisal Final

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` Individual methodx Essay evaluation

x Checklist

x

Graphic ratings

calex Critical incident

x Behaviorally anchored

rating scale

x Management by

objectivex Field Review

` Multiple methodx Ranking

x Paired comparison

x

Forced dis

tributionx 360 degree appraisal

x Assessment Center


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` Open ended qualitative appraisal of employeesperformance

` Evaluator puts down his impression in subjective

form on important job factors They provide an opportunity for supervisors to describe

aspects of performance not thoroughly covered by an

appraisal questionnaire.

Since it is descriptive in nature, likely to be biased and

judgmental errors may crop in.


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Simple

Descriptive

No specific format

x highly subjectivex scope for biasness

x writing skill

x time constraints


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` Evaluator uses a list of behavioral descriptions

` checks offsuitable behaviors

` Evaluated by an HR personnel

Reduces bias as rater and scorer different

x Inefficient as checklist for each category


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Are the supervisors orders followed?

Does the individual approachcustomer promptly?

Does the individual suggest additionalmerchandise the customers?

Does the individual lose temper inpublic

Does the individual volunteer to helpother employees?

Yes No


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`A performance appraisal that rates the degree to

which the employee has achieved various

characteristics along a scale or continuum

`

Measure the degree of characteristics required foradequate performance of the job.

` Rates usually receives a score of 1 to 5, with 5

representing excellent.

` Used to assess factors such as quantity and qualityof work job knowledge, dependability, integrity,

attitudes etc.


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U F S G O

Quantity of work:Volume of work under normal working conditions

Quality of work:Neatness, thoroughness and accuracy of work

Knowledge of JobA clear understanding of the factors connected with the job

Attitude:Exhibits enthusiasm and cooperativeness on the job

Dependability:Conscientious, thorough, reliable, accurate, with respect to

attendance, reliefs, lunch breaks, etc.

Cooperation: Willingness and ability to work with others toproduce desired goals.

U Unsatisfactory F-Fair S Satisfactory G-GoodO

-O

utstanding


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` Any critical incidents or Outstandingexamples ofsuccess or failure ofsubordinates is recorded by supervisor.

` Supervisor keeps a log of these critical

incidents

Looks at behaviors and the employee can beshown the desirable and undesirable

behavior.x Regularly maintain log

x Critical incidents can not be quantified


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` Combination of graphic rating scale and

critical incident method.

` Rates employee on a scale

` Points on the scale are actual behavior

` Specify definite, observable and measurable

job behavior


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` Discourages the tendency to rate on the basis of

generalized assumptions about personality traits

(subjective) by focussing attention on specific

work behaviours.

` Tedious to Develop

` Open to Interpretation


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` Converts organizational objectives to

individual objectives

` Four steps

-goal setting

-action planning

-self control

-periodic reviews


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`A person might do his job well but fail as a

colleague, partner, subordinate, supervisor.

` Quality will lose out to Quantity

` Leaves out the wish list of the Individual` Heavy paper snowstorm

` Does not fit an entrepreneurial environment

` Line managers did not relish this (administrative)

piece of work


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` A senior member of the HR department or a

training officer discusses and interviews the

supervisors to evaluate and rate the subordinate

employees performance` The assessor does not belong to the ratees

department.

` Reduces superior personal bias

` Time consuming technique

` Generally used for lower level employees


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Employees are directly compared against oneanother

- Straight ranking: employees rated from best

to worst

-alternate ranking: ranks the best employee

and then the worst employee

- paired comparison: employees are paired,

from the pair one is judged the better

performer


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` Employee is evaluated in certain order or merit

giving some numerical rank and then these ranks are

grouped to see which employee is rated BEST.

Subordinates A B C Mean Rank

Mohan 2 4 3 3.0

Kumar 1 2 1 1.3

Sunil 3 1 2 2.0

Bharat 5 3 4 4.0

Ravi 4 5 5 4.6


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` The appraiser compares each employee with every

other employee

PROCESS

First: A and B are compared

Second: Then A is compared with C, D,E.


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The no. of comparisons may be calculated with the helpof a formula:

N (N-1)

2

where N is the no. of employees to be compared.

AS

compared

to

A B C D E

A X - - - -B X + - + -

C + - X - -

D + - + X -

E + + - + X


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Highest RankingEmployee

1. ___________

2. ___________

3. ___________

4. ___________

5. ___________

6. ___________

7. ___________8. ___________

9. ___________

10.____________

11.____________

12.____________

13.____________

14.____________

15.____________

16.____________

17.____________

18.____________

Lowest RankingEmployee


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` It is a method to evaluate employeesperformance according to a pre-determined

distribution scale For E.g. rater is asked to distribute 5% of the total

employees on the top of the scale, indicating theirsuperior performance and promotability

` Predetermined percentages placed in each

categories 10 % may be put immediately under this level,

indicating good performance and promotability


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20% Top performers

70% Middle

10%Bottom


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` Used to eliminate rating errors such as leniency and centraltendency

` It can cause rating errors because it forces discriminations

between employees even where job performance is quitesimilar. For example, even if all employees in a unit aredoing a good job, the forced distribution approach dictatesthat a certain number be placed at the bottom of a gradedcontinuum.

` Hence raters and ratees do not readily accept this method,especially in small groups or when group members are allof high ability.


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` It is also known as 'multi-rater feedback', is the

most comprehensive appraisal where the

feedback about the employees performance

comes from all the sources that come in contact

with the employee on his job.


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` It ensures total employee involvement and

employee empowerment

` objectivity

` Points out bias in the supervisor` Ensures internal customer satisfaction

` Promotes culture

` Potential cost ofsurvey

` Difficulty in implementation


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` This method is to test candidates in a social

situation by the number of assessors, using a

variety of criteria

` The assessors or evaluators are drawn from theexperienced executives, working at different levels

of management

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Types of Performance Appraisal Final