Performance Appraisal Methods

The main purpose of this method is to reduce the evaluator's burden of rating the employee. In this method a dichotomous questionnaire (A question with two answer choices namely `Yes' or `No') is used. A rater is required to put a tick mark against the respective column.

Methods focusing on the past have the advantage of dealing with work already done and are therefore relatively measurable.

Example:

If there are ten employees the Best employee is given the first rank and the worst employee in the group is given the tenth rank.

To conduct a critical-incident appraisal, the supervisor keeps a written record of incidents that show positive and negative ways in which the employee has acted.

It is the oldest and simplest method of performance appraisal. In this method the employee is ranked from the highest to the lowest or from best to the worst.

Sometimes the supervisor must write a description of the employee's performance. The essay appraisal is often used along with other types of appraisals, notably graphic rating scales.

A performance appraisal in which the supervisor keeps a record of incidents that show positive and negative ways the employee has acted; the supervisor uses this record to assess the employee's performance.

The disadvantage of this method is the impossibility of result alteration. Employee performance appraisal oriented towards the future focuses on future performance.

Methods of performance appraisal:

☛ Narratives:

Critical Incidents

☛ Ranking Comparisons:

Ranking Method And Paired comparisons

☛ Checklists:

Simple-Weighted

☛ Rating Scales:

Graphic Rating Scales-behaviorally And Anchored Rating Scales(BARS)

☛ Objective Measures:

Goal Setting Standards

☛ 360-degree feedback

They provide an opportunity for supervisors to describe aspects of performance not thoroughly covered by an appraisal questionnaire.

Superiors have continuous and daily relations with the subordinates, giving accurate ratings may lead to spoiling relations with them which the superiors may want to avoid, hence higher rating to the subordinates.

Many a times to be on the safer side the rater would put the ratee on average scores. This happens because of two reasons. First of all if the rater does not want low scores to the ratee. Secondly, if he himself is not competent and would not like to show his incompetency.

Performance Appraisal must lay stress on the performance of the individual and not on his personal characteristics. Many a times this is overlooked and the personnel characteristics comes in the way of his performance appraisal.

Selection of appropriate appraisal technique is important to give the correct result. Some of the techniques are time-consuming and costly and so avoided. If wrong techniques are applied performance appraisal results may prove defective.

Performance appraisal is not complete without communicating to the employee the results of the appraisal and also give him a chance to give his opinion, otherwise it is a one-sided affair without participation of employee and will not lead to their development.

Performance appraisal is a continuous job for the superiors. There is need to continuously observe the subordinates, keep records, fill documents, write reports, hence time consuming and costly.

Performance Appraisal is not for witch hunting but for finding out strengths as well as weaknesses. The strengths can be consolidated upon and the weaknesses too be removed through appropriate training. However, this aspect is not given importance and so the main objective of performance appraisal is neglected.