Performance Appraisal System

Rajput, Veena. Asian Journal of Nursing Education and Research5.2 (Apr-Jun 2015):
287-292.
Abstract
Performance appraisal is the process of interaction written documentation, formal
interview and follow-up that occurs between managers and their employee to give
feedback, make decision and cover for employment practice law. 4. To reflect the
multidimensional nature of the job, the performance appraisal form usually requires a
nurse manager to rate several different performance dimensional such as use of the
nursing process, professionalism, safety, continuing education and initiative.
[...]employees subject to less competition or to lenient appraisers revive higher appraisal
higher appraisal than equally competent or superior associates. iii. Periodicity of
appraisal- Performance appraisal is most often conducted as an annual activity, though for
trainees and new recruits, quarterly frequency is usually the norm. [...]employees may be
rated at the same time during the year or an anniversary date of employment of the
respective individuals.
Full Text
INTRODUCTION:
A desired result of any employee's behavior is effective job performance. An important
part of behavior manager's job is to define performance in advanced and to state desired
results. Performance related behaviors are directly associated with job tasks and need to
be accomplished to achieve a job's objectives.
An hospital administrator has to have information regarding the performance of all the
personal working in the hospital. Except for the few top administrative
officers(managers). The administrator will not have direct information of those working
in a medium sized or large sized hospital. There is a need for a system of performance
appraisals.
DEFINITION:
1. Performance appraisals is the evaluation of work done (quality, quantity, and the
manner it is carried out) during a specified time period against the background of the total
work situation.
2. Performance appraisals is the planning and record of certain personality and behavioral
characteristics of the individual, effectiveness at the job and contribution to the
achievement of organizational goal.
3. Performance appraisal is the process of interaction written documentation, formal

interview and follow-up that occurs between managers and their employee to give
feedback, make decision and cover for employment practice law.
4. It is a systematic evaluation of a individual of respect his or her performance on the job
his or her potential for development
Purpose of performance appraisal:
1. Employee performance
2. Employed development
3. Supervisory understanding
4. Guide to job change
5. Salary and wage administration
6. Coaching and counseling
7. Remaining dissatisfaction
8. Validating personnel programmer.
Appraisal process:
1. To set standard based on job analysis.
2. Communicate standard of job performance.
3. Measure performance
4. Compare performance to standard
5. Rate the employee performance
6. Communicate the rating to the employee
7. Use the appraisal for decision making and developmental process.
Principles of performance appraisal:
The nurse's evaluation should be based on 1. Behaviorally, Oriented performance standards for the position that she occupies.

2. Adequate and representative sample of the individual's behavior should be observed in

evaluating her performance.
3. The individuals should be given a copy of job description format standard and
evaluation form
4. In documentary employees performance appraisal the supervisor should indicate this
area. In which performance is satisfactory and these in which improvement are needed.
5. If we want the improvement in several area then specify which area are to be given
priority.
6. Evaluation conference should be scheduled at a time convenient for both
Components to be evaluated:
Nurses engage in a variety of job related activities. To reflect the multidimensional nature
of the job, the performance appraisal form usually requires a nurse manager to rate
several different performance dimensional such as use of the nursing process,
professionalism, safety, continuing education and initiative.
In developing an appraisal device, an organization can focus on employee trails, results,
behaviors, and or same combination thereof (Bernardin and Beatly 1984). The specific
focus of the form affects the whole appraisal process.
1. Traits and personal characteristics:
Many appraisal system focus on personal traits and characteristics such as ability or
stability to handle stress because trait oriented instruments are in expensive to develop
and can be used for a wide variety of position.
2. Results oriented system:
All organization, even non-profit health care organizations, needs to be concerned with
the bottom line. If the hospital has a 35% occupancy rate or 20% employee absenteeism
rate its future is in jeopardy.
In recent years therefore top management has turned to appraising same employees at
least partly on results. There are pros and cons to evaluating health care personnel on
such a basis.
3. Behavioral criteria:
Behavior-oriented system focus on what the employee actually does.
Such as system gives new employee specific information on how they are expected to

behave and is less likely to lead to legal problems. The behavioral focus facilitates
employee development. The major drawbacks of a behavior-oriented appraisal system are
that it is relatively time consuming and tied to only job or narrow range job.
4. Combining different of criteria:
In such a system each employee may have a few major objectives, he or she is expected
to accomplish. In addition to being evaluated on whether these results were attained,
individuals are also evaluated in terms of both general personal characteristics and
behaviorally specific criteria.
Formats for appraisal:
Several techniques exist for appraisal of employees in an organization. Each has its own
combination of strengths and weakness. No one technique by it self is able to achieve all
the purpose for which management institutes the appraisal program. The choice of a
particular technology depends on three major factors1. Utilization criteria
Why is performance evaluation being done?
The objective may be for disciplinary action, feedback for employee development,
promotion, selection or training.
2. Qualitative criteria
Consideration of organizational constraints assumptions of the method relevance of
evaluation criteria, data availability, practicality, potential for equilence and
interpretability.
3. Quantitative criteria
Psychometric property of the evaluation-reliability, discriminability accuracy, inherent
rating occurs. A technique which is potentially less subjective and more objectives than
another is to preferred. 'Objective' is the ability of the format to bring out impartial,
reliable and valid information about the individual.
Method of appraisal
1. Self appraisalsEmployees are increasingly being asked to submit written summaries or portfolios of
their work related accomplishments and productivity as part of the self appraisal process.
Portfolios often provide examples of how the employee has implemented clinical

guidelines; patient outcomes achieved, and sample patient care documentation (Tailor,
2000). The portfolio also generally includes the employee's goals and an action plan for
accomplishing these goals.
2. Appraisal by others rating on appraisal by supervisor
* Graphic rating scale
* Rating
* Forced distribution system
* Free writer
* Essay
* Forced choice appraisal
* Critical incidence method
* Field review techniques
* Rating by self and by groups
* Feedback of appraisal information
* Appraisal using performance statistics
* Other method
* MBO
Technology of appraisal
Since the 1920s, many appraisals tools have been developed. Certain types of tools or
renew techniques have been popular at different times. Since the early 1990s, the Joint
commission an Accreditation of healthcare organization (JCAHO) has been advocating
the use of an employee's job description as the standard for performance appraisals.
The following is an over view of some of the appraisal tools commonly used in health
care organization.
1. Traditional rating scale
* Many organization use a TRS for all employees in a class (example staff nurse, clinical
nurse specialist) regardless of their specific job setting (example outpatient surgery,

ambulatory clinic)
* A traditional rating scale includes* General performance
* Equally weighted dimensions
* Absolute judgment standard
* Judgment based on supervisor's idea.
* In filling out a traditional rating scale, the appraiser is required to reflect on the
appraisee' performance over the entire evaluation period (12months) and rate the
individuals against the raters internal standard of performance.
2. Forced distribution evaluation
This is similar to grading on a curve. The manager is required to rate employees in a fixed
manner. If the rating scale has five categories Advantages- In that all employees can't be
given average or good ratings, some rated better than others.
Disadvantagesi) It is 'too gross' doesn't discriminate better individuals in a group.
ii) Problem occurs borderline cases.
iii) The scale doesn't explain the reason for certain performance gradation and employee
doesn't know what specifically he must do to improve his performance.
The manager may be required to spread employees rating equally over the five
categories.
Because this technique is constraining restrict severely Because of general dislike of
forced distribution system, they are not commonly used.
3. Trait rating scale
A rating scale is a method of rating a person against a set standard, which may be the job
description, desired behavior, or personal traits. The rating scale is probably the most
widely used of may available appraisal method. Rating personal traits and behavior is the
oldest type of rating scale.
There are two types of rating scales mainly used in many organization

a) Job Dimension Scale

b) Behavior Anchored Rating Scale
Job dimension scaleThis technique requires that a rating scale be constructed for each job classification. The
rating factors are taken from the context of the written job description.
Weakness- It focuses on job requirements rather than ambiguous terms such as 'quantity
of work'.
Behaviorally anchored rating scaleFirst developed by Smith and Kendall for staffnurse in 1963, the BARS assumes the
following. A person's effectiveness on the job can be best inferred from the behavior on the job
rather than on personality traits. Evaluation of behavior is more objectives than judging
personality traits.
. The employee's performance is complex results from several dimension. The amount or
degree of each dimension can be effectively recorded through statement rather than by
mere numerical gradation.
.During the evaluation process, BARS forces appraisal to focus on an employee's actual
behavior.
Limitation
1. The process of BARS construction is time consuming.
2. BARS developed for one situation can't be easily used in another situation as the job
requirements may be different in another situation.
4. Checklist
There are several types of checklist appraisal toolsa). Weighted scale
b). Forced checklist
c). simple checklist
a). Weighted Scale

It is most frequently used checklist, is composed of many behavioral statements that

represent desirable job behaviors. Each of these behavior statements has a weighted score
attach to it. Employee receives an overall performance appraisal score based on behavior
or attributes.
b). Forced Checklist
It requires that the supervisor select an undesirable and a desirable behavior for each
employee. Both desirable and undesirable behavior has quantitative values, and the
employee again ends up with a total score on which certain employment decisions are
made.
c). Simple checklist
It is composed of numerous words or phrases describing various employee behavior or
traits. These descriptors are often clustered to represent different aspects of one
dimension of behavior, such as assertiveness or interpersonal skill.
Limitation
1). There is no set performance standard.
2). Specific components of behavior are not addressed.
5. Essays
The essay appraisal method is often referred to as the free from review. The appraiser
describes in narrative form an employee's strength and areas where improvement or
growth is needed.
Although this method can be unstructured it usually call for certain items to be addressed.
This technique has some strength because it forces the appraisal to focus on positive
aspects of the employee's performance. However, a greater opportunity for personal has
undoubtedly exists.
6. Peer review:
When monitoring and assessing work performance are carried out by peers rather than by
supervisors. It is referred to as peer review. Most likely, the managers review of the
employee is not complete unless some type of peer review. When implemented property,
provides the employee with valuable feed back that can promote growth.
Advantage:
It also can provide learning opportunity for the peer reviews. Taylor(2000) suggests that

peers who work together have a level of insight in to each others clinical practice and that
peer review provide them an opportunity to receive better feedback about self
improvement.
Disadvantage:
As evidence by some university teacher receiving by justified tenure or the failure of
physicians to maintain adequate quality control among some individual's in the
profession. It involves much risk taking. Time consuming. Requires a great deal of
energy.
7. Performance appraisal interview:
In performance appraisal interview the nurse manager need to establish that performance
has been carefully assessed that, when merited, rewards will be forthcoming.
Developmental activities also need to be derived from an accurate evaluation. If an
employee is rated on "needs immediate improvement" on delegation skills, for exampleAny effort to remedy this deficiency must stem from the employee's acceptance of the
need for improvement in delegation.
The appraisal interview is most likely to go well if the nurse manager has written and
shared critical incidents throughout the evaluation period. If such feedback has occurred,
staff members go in to the interview with a good idea of how they are likely to be rated,
as well as what behavior led to the rating.
If nurse manager has not kept notes throughout the year, It is important to recall
numerous, specific examples of behavior, both positive and negative to support the rating
given.
Leadership roles associated with performance appraisal:
1). Uses the appraisal process to motivate employees and promote growth.
2). Uses techniques to reduce the anxiety inherent in the appraisal process.
3). Uses coaching techniques that promote employee growth in work performance.
4) Involves employees in all aspects of performance appraisals.
Management function associated with performance appraisal:
1). Use a formalized system of performance appraisal.
2). Gathers data for performance appraisals that are fair and objective.

3). Uses the appraisal process to determine staff education and training needs.
4). Maintain appropriate documentation of appraisal process.
Following are recommendation for conducting an appraisal interview:
1). Put the employee at ease.
2). Cleary state the purpose of the appraisal interview.
3). Go through the rating one by one with the employee.
4). Draw out the employee's reactions to the rating.
5). Decide on specific ways in which performance areas can be strengthened.
6). Set a follow-up data.
7). Express confidence in the employee.
Appraisal interview difficulties:
a). BEFOREi). Make sure that the conditions mentioned previously have been met.
ii). Select the appropriate
iii) Care the employee 2-3 days advance notice of scheduled appraisal.
iv) Personally prepare, mentally and emotionally.
v). Plan a seating arrangement.
b).
b). DURINGI). Greet the employee warmly.
ii) Begin the conference on a pleasant informal notes.
iii) Avoid surprises.
iv) Use caching technique.

v). Conduct the conference in a nondirective manner.

vi) Focus on employee performance.
vii)Use term language which are easily understood.
c). AFTERi). Both the manager and employee need to sign the appraisal form.
ii). End the conference in a pleasant notes.
iii) Documents the goals.
iv) The manager should develop a method of follow-up to ensure such coaching task
place.
Potential appraisal problems:
There are 3 types of potential appraisal problemi) Leniency error
ii) Regency error
iii)Halo error
Leniency error
The tendency of a manager to overrate staffperformance.
Regency error
The tendency of a manager to rate an employee based an recent events, rather than over
the entries evaluation period.
Halo error
The failure to differentiate among the various performance dimension when evaluating.
Conflicts in appraisals:(General problem)
i. BIAS:
a). Opportunity bias-

Some employee have better working conditions, supportive supervisors more experienced
co-workers.
b).Group characteristics biasGroup cohesiveness morale, group interpretation of fair day's work.
c). Predictor biasAppraiser's knowledge of parts record of an individual.
d). Individuals prejudicesRegarding age, sea, religion behavior.
ii . Equivalence:
A major aim of appraisal is to compare the performance of an individual with that of his
peer. These assumptions enter that all individual being compared were subject to similar
work environments to similar inhibitory and facilitator falters assumptions that are rarely
true. Consequently employees subject to less competition or to lenient appraisers revive
higher appraisal higher appraisal than equally competent or superior associates.
iii. Pressure:
From power group unions and superiors to rate the subject favorable.
The appraiser:
"Who knows best about an individual's performance" is an important issue in appraisal.
Equally important is the question whether the person who knows, best about the
individual's performance is the best person to record this performance in the light of the
organization objectives.
Periodicity of appraisalPerformance appraisal is most often conducted as an annual activity, though for trainees
and new recruits, quarterly frequency is usually the norm. Thus employees may be rated
at the same time during the year or an anniversary date of employment of the respective
individuals.
Points are to be kept in mind for appraising fairer and more accurate assessment:
1. The appraiser should develop an awareness of his own bias and prejudices.
2. Consultation should be sought frequently.

3. Information should be gathered appropriately

4. Information should be written down and not trusted to memory.
5. Collected assessment should contain positive example of growth and development
achievement areas where development is needed.
6. The appraiser needs to guard against the three common pitfalls of assessment halo,
horn and central tendency.
7. Some efforts must be made to include the employees own appraisal of his other work.
A sound appraisal program must satisfy the following basic requirement:
1. The system must be consistent with the management style and philosophy, work
technology and socio-cultural characteristics of the individuals concerned.
2. It should be in tuned with other personnel programs, such as the system of rewards,
compensation scheme training programs etc.
3. The technology in use should have the co-operation of the appraisals. It should have
the ability to assess, in as objective manner as possible, the performance and
effectiveness of an individual's as related to his job.
CONCLUSION:
Despite from numerous problems associated with appraisal, most organization continue
to have the formal appraisal program. It is hence clear that the alternative to a bad
appraisal program at all, but it can and ought to be a batter appraisal program.