Research papers on performance appraisal

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I. Contents of getting research papers on performance appraisal

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Work performance appraisal systems assess the employee's effectiveness, work habits and also the quality of the work produced. The research methodology used to evaluate the accuracy and effectiveness of the appraisal instrument takes different forms and depends on the type of career professional under the microscope for evaluation, but the foundation for all evaluations rests on several basic research techniques. The evaluation methodology corroborates the original employee evaluations and performance appraisals through supporting multiple research reporting measures.Correlating Data and Appraisals

Correlating operational data on employee firing and reprimands offers one way to assess the validity of the employee appraisal systems in place at the workplace. Tracking the staff members with negative feedback during evaluations and noting the types of reprimands and retraining necessary to improve work skills or performance allows administrative officers a chance to correlate the negative comments with the requests for improvement. Long-term correlations allow tracking of the employees' improvement or the staff fired after failed attempts at remediation.Self-Assessments and Supervisor Evaluations

Other forms of evaluation for performance appraisal systems include input from employees using self-assessment tools and also supervisor appraisals of the system of evaluation. The employee self-reflection offers the vantage point of examining the evaluation from the worker level. The

supervisors offer the viewpoint of a middle- to upper-level management evaluator. Both have a unique stake in the appraisal process and also experience in dealing with a variety of appraisal system users. Grouping both workers and supervisors into separate and anonymous feedback groups provides candid opinions on the perceived validity of the appraisal system. While some viewpoints offer only biased information, common threads and repeated comments do provide validity for some of the assessment areas.Direct Observation

The use of multiple research measures to evaluate performance appraisal systems includes using secondary outside assessment teams to support or challenge the original appraisal staff findings. Hiring a professional assessment firm to visit the workplace on a formal and informal basis provides feedback independent from in-house evaluations by staff or workers. Meeting with the outside assessment team prior to the visit focuses the evaluation on key issues noted on the in-house assessment. Direct observation methods by outside teams using video of the workplace also offer an independent research method for correlating the employee performance with the appraisals.Client or Customer Evaluations

Another research methodology used to evaluate the findings from employee performance appraisal systems involves setting up an additional study involving work customers or business clients. This secondary evaluation takes the form of written comment forms, telephone surveys or online questionnaires where the client answers questions developed to test the validity of the original performance appraisal. When the original appraisal cited staff failing to follow up on customer care, for instance, the questions developed for a secondary evaluation probe this area in depth to validate or disprove the original assessment.

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III. Performance appraisal methods

1.Ranking Method

The ranking system requires the rater to rank his subordinates on overall performance. This consists in simply putting a man in a rank order. Under this method, the ranking of an employee in a work group is done against that of another employee. The relative position of each employee is tested in terms of his numerical rank. It may also be done by ranking a person on his job performance against another member of the competitive group.Advantages of Ranking MethodEmployees are ranked according to their performance levels.It is easier to rank the best and the worst employee.Limitations of Ranking MethodThe “whole man” is compared with another “whole man” in this method. In practice, it is very difficult to compare individuals possessing various individual traits.This method speaks only of the position where an employee stands in his group. It does not test anything about how much better or how much worse an employee is when compared to another employee.When a large number of employees are working, ranking of individuals become a difficult issue.There is no systematic procedure for ranking individuals in the organization. The ranking system does not eliminate the possibility of snap judgements.

2. Rating Scale

Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages – Rater’s biases

3. Checklist method

Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages – economy, ease of administration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings

4. Critical Incidents Method

The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages – Evaluations are based on actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment.

5. Essay Method

In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promoteability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage – It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages – It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters.

6. Behaviorally Anchored Rating Scales

statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions inherent in most rating techniques.

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