Research Topic: Critically Discuss How Performence Appraisal Could be Effective With Reference to any organization in bangladesh.

Presented To: Jasim Uddin (JDn) Presented By: Group-05 Submission date: 8th March 2012

Performance Appraisal 2

Name

#ID

Md. Imran Faruque Rashed

093 0873 030

Mohammad Muddassir Haque

091 0383 030

Mohammad Abdul karim.

092 0629 030

A.M. Nurul Huda

092 0285 030

Gazi Mitul Minhar

062 124 030

Performance Appraisal Table of Contents

Area Introduction Definition of PA Characteristics of PA Meaning of PA PA and Job analysis Relationship Why PA is So Important? Benefits of PA Four Goals of PA Objectives of PA Process of PA Who Will Appraise Methods of PA Traditional Methods Paired Comparison Graphic Rating Scale Graphic Rating Scale Forced Choice Description Forced Distribution Method Check Lists Free Essay Method Critical Incident Group Appraisal Field Review Method Confidential Report Rating Method Modern Method Assessment Centre MBO Human Asset Accounting Behaviorally Anchored Rating Scale 360 Degree Feedback Evaluator's Concern Performance Appraisal In Reality PE System for Unilliance Textile Ltd Upper Level of Management Evaluation Lower Level Management evaluation Conclusion Reference Page 4 5 6 6 6 7 9 10 11 12 14 15 16-25 16 17 19 20 21 22 23 24 25 25 25 27-33 27 27 30 31 33 35 36 37-46 38 46 48 49

Performance Appraisal
INTRODUCTION: Managing human resources in todays dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increase in trends in employee maintenance. Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every managers responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. Once the employee has been selected, trained and motivated he is then apprised of his performance. Performance appraisal is the steps where the management finds out how effective it has been top communicated with the employee and rectify them. Employee appraisal techniques are said to have been used for the first time in the First World War when at the instance of Waller dill Scot the U.S army adopted man-to-man rating system for evaluating military personnel. During the 1920-30 periods relational wage structures for hourly paid workers were adopted in industrial units under this system the policy of giving grade wise increments on the basis of merit were accepted. These early employee plans were called merit rating program which continued up to the fifties however attention began to be devoted to the performance appraisal of the technical professional and managerial personnel. Performance Appraisal is the process of assessing the performance and progress of an employee or a group of employees on a given job and his/their potential for future development. It consists of all formal procedures used in the working organizations to evaluate personalities, contributions and potentials of employees. Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does.

Performance Appraisal
DEFINATION: It is formal, structured system of measuring, evaluating job related behaviors and outcomes to discover reasons of performance and how to perform effectively in future so that employee, organization and society all benefits. The term performance appraisal has defined by various authors, of these the widely accepted definitions are as follows: EDWIN B.FLIPPO defines performance appraisal as A systematic, periodic and as far as humanly possible an impartial rating of an employees excellence in matters pertaining to his present job and his potentialities for a better job. DALE S.BEACH defines performance appraisal, as It is a systematic evaluation of the individual with respect to his performance on the job and his potential for development. According to M.W.CUMMINGS performance appraisal or merit rating attempts to recognize and reward the personal abilities that an individual brings to the job, measured by the extent to which his output or quality of his work exceed the minimum that even reasonably be expected for his basic rate of pay. NEWSTROM, Says- It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance. So Performance Appraisal is the process of assessing the performance and progress of an employee or a group of employees on a given job and his/their potential for future development. It consists of all formal procedures used in working organizations and potential of employees. Performance appraisal is generally done in systematic ways which are as follows: 1. The supervisors measure the pay of employees and compare it with targets and plans. 2. The supervisor analyses the factors behind work performances of employees. 3. The employers are in position to guide the employees for a better performance.

Performance Appraisal
CHARACTERISTICS: Performance appraisal is a process It is the systematic examination of the strengths and weakness of an employee in terms of his job. It is scientific and objective study. It is an ongoing and continuous process wherein the

evaluations are arranged periodically according to a definite plan The main purpose of Performance Appraisal is to secure information necessary for making objective and correct decision for an employee aligning with the organizational goal. MEANING OF PERFORMANCE APPRISAL: Performance Appraisals is the assessment of individuals performance in a systematic way. It is a developmental tool used for all round development of the employee and the organization. The performance is measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, cooperation, judgment, versatility and health. Assessment should be confined to past as well as potential performance also. The second definition is more focused on behaviors as a part of assessment because behaviors do affect job results. PERFORMANCE APPRISAL AND JOB ANALYSIS RELATIONSHIP: Job analysis, Performance appraisal and performance management are closely linked up. There are some basic components of Performance management. COMPANIES STRATEGIES

GOALS

JOB ANALYSIS

JOB GOALS & STANDARDS

PERFORMANCE

APPRISAL

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Job Analysis Performance Standards Describe the work and personnel requirement of a particular job. Translate job Performance Appraisals Describe the job relevant strengths weaknesses individual. of and each

requirements into levels of acceptable or

unacceptable performance

Performance appraisal can easily uplift one companys overall performance. It is not a process that happens once a year or every six months, but one that happens once a year. It is a part of the performance management system. Company by applying this system can judge how well an individual employee is doing his job against a set of criteria. WHY PERFORMANCE APPRISAL IS SO IMPROTENT: Performance appraisal is an important tool to improve organizational performance. It provides a benchmark to organization for effective recruitment and selection. It appraises individual performance but through this improvement in performance has been made automatically. Training program is also improved by it because when an employees strength and weaknesses is identified than selection of training methods become easier for organization. So, these factors increase importance of appraisal system in organizational improvement: Validation of Selection Criteria To establish the validity of selection devices, they must be correlated with some measure of job performance. Therefore, a major purpose of performance appraisal is to provide information for validating employee selection techniques. Training Requirements A careful evaluation of employee performance can uncover weaknesses or deficiencies in knowledge, skills and abilities that once identified can be corrected through additional training. Redesigning of training programs for new workers and retraining current workers to correct

Performance Appraisal
shortcomings. Performance appraisal can also be used to assess the worth of a training program by determining whether job performance improved after the training period. Employee Improvement Performance appraisal programs should provide feedback to employees about their job competence and their progress within the organization. This kind of information is crucial to maintaining employee morale. Appraisals can also suggest how employees might change certain behaviors or attitudes to improve their work efficiency. Workers have a right to know what is expected of them what they are doing well, and how they might improve. Pay, Promotion and other personnel decisions In organizations, rewards are in the form of salary increases, bonuses, promotions and transfers to positions providing greater opportunity for advancement. To maintain employee initiative and morale, these challenges in status cannot depend on a supervisors personal bias but must be based on a systematic evaluation of employee worth. Performance appraisals provide the foundation for these decisions and also help to identify those employees with the potential and talent for contributing to the companys growth and expansion. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance of employees, a persons efficiency can be determined if the targets are achieved. This very well motivates a person for better job and helps him to improve his performance in the future. Communication: For an organization, effective communication between employees and employers is very important. Through performance appraisal, communication can be sought for in the following ways: Through performance appraisal, the employers can understand and accept skills of subordinates. The subordinates can also understand and create a trust and confidence in superiors. It also helps in maintaining cordial and congenial labor management relationship. It develops the spirit of work and boosts the morale of employees.

Performance Appraisal
The benefits of the appraisal are as follows: Benefits for the individual: Understanding more clearly how and where they fit in within the wider picture Getting an insight into how their performance is perceived Improving understanding of their strengths and weaknesses and developmental needs Identifying ways in which they can improve performance Providing an opportunity to discuss and clarify developmental and training needs

Benefits to the line manager/supervisor/team leader: An opportunity to identify any potential difficulties or weaknesses An improved understanding of the resources available An opportunity to plan for and set objectives for the next period An opportunity to motivate members of the team.

Benefits to the organization: A structured means of identifying and assessing potential Up-to-date information regarding the expectations and aspirations of employees Information on which to base decisions about promotions and motivation An opportunity to review succession planning Information about training needs which can act as a basis for developing training plans.

Performance Appraisal
FOUR GOALS OF PERFORMANCE APPRISAL: General Goals Developmental Use Specific Goals Individual needs Performance feedback Transfers and Placements Strengths and Development needs

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Administrative Decisions / Uses

Salary Promotion Retention / Termination Recognition Lay offs Poor Performers identification

Organizational Maintenance

HR Planning Training Needs Organizational Goal achievements Goal Identification HR Systems Evaluation Reinforcement of organizational needs

Documentation

Validation Research For HR Decisions Legal Requirements

Performance Appraisal
OBJECCTIVE OF PARFORMENCE APPRISAL: The main objectives of performance appraisal are: 1. To enable an organization to maintain inventory of the number and quality of all managers and to identify and meet their training needs and Aspiration. 2. To determine increments and to provide a reliable index for promotions and transfer to greater responsibility. 3. To maintain individual and group development by informing the employees of their performance standard. 4. To suggest ways of improving employees performance when he is not found to be up to the mark. 5. To provide feedback to employees so that they can know now where they stand and can improve their job performance. 6. To provide a valid database for personnel decisions concerning placements, pay, promotion, transfer, punishment, etc. 7. To diagnose the strengths and weaknesses of individuals so as to identify further training needs. 8. To provide coaching, counseling, career planning and motivation to subordinates.

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Performance Appraisal
PROCESS OF PEFORMENCE APPRISAL: Six certain stages while evaluating the performance of an individual mostly they consider certain factors relating to the job and their behavior in the organization. The following stages in the process of performance appraisal system:

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Setting Performance Standards Communicating standers Measuring Performance

PERFORMANC E APPRISAL

Comparing Standards

Taking corrective Standards

DiscussingResults

STEP1: Setting Performance Standards: The appraisal process begins with the setting up of criteria to be used for appraising the performance of employees. The criteria are specified with the help of job analysis which reveals the content of a job. This criteria should be clear, objective and in writing. It should be discussed

Performance Appraisal
with supervisors to ensure that all the relevant factors have been included. Where the output can be measured the criteria is clean. If work performance cannot be measured, the personal characteristics, which contribute to employee performance, must be determined. These characteristics include work quality, honesty and reliability, cooperation, teamwork, job knowledge, initiative, leadership, safety consciousness, attendance, learning ability, adaptability, judgment, sense of responsibility, health and physical condition, etc., these standards should be indicated on the appraisal form. Appraisal forms should be carefully designed. STEP2: Communicating Standards: The performance standards specified in the first step are communicated and explained to the employees so that they come to know what is expected of them. The standards should be conveyed to the evaluators. The reactions of the employees to the standards should be obtained. If necessary the standards may be revised or modified in the light of feedback obtained from the employees and the evaluators. STEP3: Measuring Performance: Once the performance standards are specified and accepted, the next stage is the measurement of actual performance. This requires choosing the right technique of measurement, identifying the internal and external factors influencing performance and collecting information on results achieved. Personal observations, written reports and face-to-face contacts are the means of collecting data on performance. The performance of different employees should be so measured that it is comparable. What is measured is more important than how it is measured. STEP4: Comparing Standards: Actual performance is compared with the predetermined performance standards. Such comparison will reveal the deviations, which may be positive or negative. Positive deviations occur when actual performance exceeds the standards. On the other hand, excess of standard performance over the actual performance represents negative deviation. STEP5: Discussing Result: To ensure that the appraisal is transparent and free from bias or subjectivity, discuss with the concerned employees. The employees may raise his\her objections in case the appraisal is far

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Performance Appraisal
from reality. Free exchange of such information reduces not only the scope for subjectivity errors in the process of appraisal but also may strengthen the morale and self-esteem of the employees. When the appraisal is discussed with the employees it is likely that the employees may take it positively or negatively. Particularly, where the appraisal is negative, the employee is to be handled with a lot of care so that he does not get disillusioned. STEP6: Taking Corrective Standards: Identify and initiate the corrective action where necessary suitable corrective action may be identified and initiated immediately. At times, this may yield only temporary results. Immediate corrective action is often described as putting out fire . Most often, this may not be the solution. It is necessary to identify the source of deviation and try to adjust the difference permanently. This calls for corrective action for permanent results. Though it may be difficult or time- consuming to go to the source of deviation, it saves time and resources tomorrow when the problem may get bigger. WHO WILL APPRAISE? The performance supervisor is the right person to evaluate the performance of the employee. It is because the supervisor monitors the progress of the employee on a day- to day basis. PEERS Peers are those who are more knowledgeable about the job or work. They will tell whether the performance of the employee is satisfactory or not by observing his/her Year long accomplishments or activities. SUBORDINATES The subordinates access the performance of the manager and this is not very common in our country, at least. MANAGER BY HIMSELF OR HERSELF This is called self-appraisal. The manager is encouraged to access his own performance and forward this report to the management for necessary action.

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Performance Appraisal
USERS OF SERVICES: Most of the times, the customers of the services are the real judges of the performance the department. The personnel in the service department can be assessed based on the customer satisfaction surveys. CONSULTANTS More often, an outside consultant is engaged for appraising the performance of the employee at different levels. This method is preferred to overcome the problem of bias or subjectivity in the process of appraisal. METHODS OF PERFORMANCE APPRAISAL: Several methods and techniques of appraisal are available for measuring the performance of an employee. There are differed for various reasons. They are broadly categorized into two categories. Traditional Methods. Modern Methods.

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Performance Appraisal
Traditional Methods: Paired Comparison Graphic Rating Scale: Graphic rating scales are one of the most common methods of performance appraisal. Graphic rating scales require an evaluator to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work. Each scale is a continuum of scale points, or anchors, which range from high to low, from good to poor, from most to least effective, and so forth. Scales typically have from five to seven points, though they can have more or less. Graphic rating scales may or may not define their scale points. Acceptable rating scales should have the following characteristics: a) Performance Dimensions should be clearly defined. b) Scales should be behaviorally based so that a rater is able to support all ratings with objective, observable evidence. c) Abstract trait names such as "loyalty," "honesty," and "integrity" should be avoided unless they can be defined in terms of observable behaviors. d) 4. Points, or anchors, on each scaled dimension should be brief, unambiguous, and relevant to the dimension being rated. For example, in rating a person's flow of words, it is preferable to use anchors such as "fluent," "easy," "unimpeded," "hesitant," and "labored," rather than "excellent," "very good," "average," "below average," and "poor." Carefully constructed graphic rating scales have a number of advantages: a) Standardization of content permitting comparison of employees. b) Ease of development use and relatively low development and usage cost. c) Reasonably high rater and rate acceptance. A disadvantage of such rating scales is that they are susceptible to rating errors which result in inaccurate appraisals. Possible rating errors include halo effect, central tendency, severity, and leniency. The halo effect occurs when a rating on one dimension of an appraisal instrument substantially influences the ratings on other dimensions for the same employee. As a result of the halo effect, an employee is rated about the same across all performance dimensions. Central

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Performance Appraisal
tendency is a lack of variation or difference among ratings of different subordinates, wherein most employees tend to be rated as average. Leniency refers to an evaluator's tendency to rate most employees very highly across performance dimensions, whereas severity refers to the tendency to rate most employees quite harshly.

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Paired Comparison Graphic Rating Scale Graphic Rating Scales: This technique may not yield the depth of an essay appraisal, but it is more consistent and reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is he outstanding, above average, average, or unsatisfactory) and on a variety of other factors that vary with the job but usually include personal traits like reliability and cooperation. It may also include specific performance items like oral and written communication. The graphic scale has come under frequent attack, but remains the most widely used rating method. In a classic comparison between the "old-fashioned" graphic scale and the much more sophisticated forced-

Performance Appraisal
choice technique, the former proved to be fully as valid as the best of the forced-choice forms, and better than most of them. (4) For many purposes there is no need to use anything more complicated than a graphic scale supplemented by a few essay questions. 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 Raters biases

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Graphic Rating Scales

Performance Appraisal
Forced Choice Description Method: This technique was developed to reduce bias and establish objective standards of comparison between individuals, but it does not involve the intervention of a third party. Although there are many variations of this method, the most common one asks ratters to choose from among groups of statements those which best fit the individual being rated and those which least fit him. The statements are then weighted or scored, very much the way a Psychological test is scored. People with high scores are, by definition, the better employees; those with low scores are the poorer ones. Since the ratter does not know what the scoring weights for each statement are, in theory at least, he cannot play favorites. He simply describes his people, and someone in the personnel department applies the scoring weights to determine who gets the best rating. The rationale behind this technique is difficult to fault. It is the same rationale used in developing selection test batteries. In practice, however, the forced-choice method tends to irritate ratters, who feel they are not being trusted. They want to say openly how they rate someone and not be second-guessed or tricked into making "honest" appraisals.

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Forced Choice method

Performance Appraisal
Forced Distribution Method: This is a ranking technique where raters are required to allocate a certain percentage of rates to certain categories (e.g.: superior, above average, average) or percentiles (e.g.: top 10 percent, bottom 20 percent etc). Both the number of categories and percentage of employees to be allotted to each category are a function of performance appraisal design and format. The workers of outstanding merit may be placed at top 10 percent of the scale; the rest may be placed as 20 % good, 40 % outstanding, 20 % fair and 10 % fair. Advantages of Forced Distribution a. This method tends to eliminate raters bias b. By forcing the distribution according to pre-determined percentages, the problem of making use of different raters with different scales is avoided. Limitations of Forced Distribution The limitation of using this method in salary administration, however, is that it may lead low morale, low productivity and high absenteeism. Employees who feel that they are productive, but find themselves in lower grade (than expected) feel frustrated and exhibit over a period of time reluctance to work.

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Performance Appraisal
Checks lists: A checklist represents, in its simplest form, a set of objectives or descriptive statements about the employee and his behavior. If the rater believes strongly that the employee possesses a particular listed trait, he checks the item; otherwise, he leaves the item blank. A more recent variation of the checklist method is the weighted list. Under this, the value of each question may be weighted equally or certain questions may be weighted more heavily than others. The following are some of the sample questions in the checklist. Is the employee really interested in the task assigned? Is he respected by his colleagues (co-workers) Does he give respect to his superiors? Does he follow instructions properly? Does he make mistakes frequently? Yes/No Yes/No Yes/No Yes/No Yes/No

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A rating score from the checklist helps the manager in evaluation of the performance of the employee. The checklist method has a serious limitation. The rater may be biased in distinguishing the positive and negative questions. He may assign biased weights to the questions. Another limitation could be that this method is expensive and time consuming. Finally, it becomes difficult for the manager to assemble, analyze and weigh a number of statements about the employee's characteristics, contributions and behaviors. In spite of these limitations, the checklist method is most frequently used in the employee's performance evaluation. Advantages of Checklists Most frequently used method in evaluation of the employees performance. Limitations of Checklists a) This method is very expensive and time consuming. b) Rater may be biased in distinguishing the positive and negative questions. c) It becomes difficult for the manager to assemble, analyze and weigh a number of statements about the employees characteristics, contributions and behaviors.

Performance Appraisal
Free Essay Method: The essay method involves an evaluator's written report appraising an employee's performance, usually in terms of job behaviors and/or results. The subject of an essay appraisal is often justification of pay, promotion, or termination decisions, but essays can be used for developmental purposes as well. Since essay appraisals are to a large extent unstructured and open-ended, lack of standardization is a major problem. The open-ended, unstructured nature of the essay appraisal makes it highly susceptible to evaluator bias, which may in some cases be discriminatory. By not having to report on all job-related behaviors or results, an evaluator may simply comment on those that reflect favorably or unfavorably on an employee. This does not usually represent a true picture of the employee or the job, and content validity of the method suffers in this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promote ability 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 betterstructured 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.

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Free Essay Method

Performance Appraisal
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. Under this method, the manager prepares lists of statements of very effective and ineffective behavior of an employee. These critical incidents or events represent the outstanding or poor behavior of employees or the job. The manager maintains logs of each employee, whereby he periodically records critical incidents of the workers behavior. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers performance. Example of a good critical incident of a Customer Relations Officer is: March 12 - The Officer patiently attended to a customers complaint. He was very polite and prompts in attending the customers problem.

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Advantages of Critical Incident techniques: a) Evaluations are based on actual job behaviors. b) Ratings are supported by descriptions. c) This method provides an objective basis for conducting a thorough discussion of an employees performance. d) This method avoids recency bias (most recent incidents are too much emphasized)

Performance Appraisal
Limitations of Critical Incident techniques: a) Feedback may be too much and may appear to be punishment b) Negative incidents may be more noticeable than positive incidents. c) The supervisors have a tendency to unload a series of complaints about the incidents during an annual performance review sessions. d) It results in very close supervision which may not be liked by an employee. e) The recording of incidents may be a chore for the manager concerned, who may be too busy or may forget to do it. Group Appraisal: Under this method employees are rated by a group, consisting of their superiors who have some knowledge of their performance, the supervisor explains the group the nature of his subordinates duties the group then discuss the standard of the performance of the job. The actual performance of the employee is then matched or compared with the standard set.In this method, an employee is appraised by a group of appraisers. This group consists of the immediate supervisor of the employee, other supervisors who have close contact with the employee's work, manager or head of the department and consultants. The head of the department or manager may be the Chairman of the group and the immediate supervisor may act as the Coordinator for the group activities. This group uses any one of multiple techniques discussed earlier. The immediate supervisor enlightens other members about the job characteristics, demands, standards or performance, etc. Then the group appraises the performance of the employee, compares the actual performance with standards, finds out the deviations, discusses the reasons therefore, suggests ways for improvement of performance, prepares an action plan, studies the need for change in the job analysis and standards and recommends changes, if necessary. Advantages: a) This method eliminates personal biases to a large extent. b) This is through very simple and is devoid of any for its multiple judges. Disadvantages: It is very time consuming.

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Performance Appraisal
Field Review Method: This is an appraisal done by someone outside employees own department usually from corporate or HR department. Where subjective performance measures are used, there is scope for rater's biases influencing the evaluation process. To avoid this, some employees use the field review method. In this method a trained, skilled representative of the HR department goes into the field' and assists line supervisors with their ratings of their respective subordinates. The HR specialist requests from the immediate supervisor specific information about the employees performance. Based on this information, the expert prepares a report which is sent to the supervisor for review, changes, approval and discussion with the employee who is being rated. The ratings are done on standardized forms. Advantages a) Useful for managerial level promotions, when comparable information is needed b) This method eliminates ratersbiases to a large extent. Disadvantage: Outsider is generally not familiar with employees work environment, Observation of actual behaviors not possible.

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Field Rivew Method

Performance Appraisal
Confidential Report: It is mostly used in government organizations. It is a descriptive report prepared, generally at the end of every year, by the employee's immediate superior. The report highlights the strengths and weaknesses of the subordinate. The report is not data based. The impressions of the superior about the subordinate are merely recorded there. It does not offer any feedback to the appraise. The appraise is not very sure about why his ratings have fallen despite his best efforts, why others are rated high when compared to him, how to rectify his mistakes, if any; on what basis he is going to be evaluated next year, etc. Since the report is generally not made public and hence no feedback is available, the subjective analysis of the superior is likely to be hotly contested. In recent years, due to pressure from courts and trade unions, the details of a negative confidential report are given to the appraise. Ranking Methods: Ranking methods compare one employee to another, resulting in an ordering of employees in relation to one another. Rankings often result in overall assessments of employees, rather than in specific judgments about a number of job components. Straight ranking requires an evaluator to order a group of employees from best to worst overall or from most effective to least effective in terms of a certain criterion. Alternative ranking makes the same demand, but the ranking process must be done in a specified manner (for example, by first selecting the best employee in a group, then the worst, then the second-best, then the second-worst, etc.). Comparative evaluation systems such as ranking are rarely popular. No matter how close a group of employees is in the level of their performance, and no matter how well they perform on the job, some will rank high and some will end up at the bottom. Evaluators are often reluctant to make such discriminations. Also, rankings are unable to compare employees across different groups. For example, it is difficult to say whether the second-ranked employee in unit A is as good as or better than the second-ranked employee in unit B. Despite the problems of ranking methods, if an organization has a very limited number of promotions or dollars to allocate, rankings can be very useful in differentiating among employees.

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Performance Appraisal 27
Modern Methods: Assessment Center: This method of appraising was first applied in German Army in 1930. Later business and industrial houses started using this method. This is not a technique of performance appraisal by itself. In fact it is a system or organization, where assessment of several individuals is done by various experts using various techniques. In this approach individuals from various departments are brought together to spend two or three days working on an individual or group assignment similar to the ones they would be handling when promoted. Observers rank the performance of each and every participant in order of merit. Since assessment centers are basically meant for evaluating the potential of candidates to be considered for promotion, training or development, they offer an excellent means for conducting evaluation processes in an objective way. All assesses get an equal opportunity to show their talents and capabilities and secure promotion based on merit. Since evaluators know the position requirements intimately and are trained to perform the evaluation process in an objective manner, the performance ratings may find favor with majority of the employees. A considerable amount of research evidence is available to support the contention that people chosen by this method prove better than those chosen by other methods. The center enables individuals working in low status departments to compete with people from well-known departments and enlarge their promotion chances. Such opportunities, when created on a regular basis, will go a long way in improving the morale of promising candidates working in less important positions.

Management by Objectives: The use of management objectives was first widely advocated in the 1950s by the noted management theorist Peter DRUCKER.MBO (management by objectives) methods of performance appraisal are results-oriented. That is, they seek to measure employee performance by examining the extent to which predetermined work objectives have been met. Usually the objectives are established jointly by the supervisor and subordinate. Once an objective is agreed,

Performance Appraisal
the employee is usually expected to self-audit; that is, to identify the skills needed to achieve the objective. Typically they do not rely on others to locate and specify their strengths and weaknesses. They are expected to monitor their own development and progress.

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The term MBO almost always refers to a comprehensive organization-wide goal setting and appraisal program that consist of six main steps: 1. Set the organizations goals: Establish organization-wide plan for next year and set goals. 2. Set departmental goals: Here department heads and their superiors jointly set goals for their departments. 3. Discuss and allocate department goals: Department heads discuss the department's goals with all subordinates in the department (often at a department-wide meeting) and ask them to develop their own individual goals; in other words, how can each employee contribute to the department's attaining its goals? 4. Define expected results (set individual goals): Here, department heads and their subordinates set short-term performance targets. 5. Performance review and measure the results: Department heads compare actual performance for each employee with expected results.

Performance Appraisal
6. Provide feedback: Department heads hold periodic performance review meetings with subordinates to discuss and evaluate progress in achieving expected results.

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Advantages The MBO approach overcomes some of the problems that arise as a result of assuming that the employee traits needed for job success can be reliably identified and measured. Instead of assuming traits, the MBO method concentrates on actual outcomes. If the employee meets or exceeds the set objectives, then he or she has demonstrated an acceptable level of job performance. Employees are judged according to real outcomes, and not on their potential for success, or on someone's subjective opinion of their abilities. The guiding principle of the MBO approach is that direct results can be observed, whereas the traits and attributes of employees (which may or may not contribute to performance) must be guessed at or inferred. The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that go to make up employee performance. MBO advocates claim that the performance of employees cannot be broken up into so many constituent parts - as one might take apart an engine to study it. But put all the parts together and the performence may be directly measured and observed. Disadvantages MBO methods of performance appraisal can give employees a satisfying sense of autonomy and achievement. But on the downside, they can lead to unrealistic expectations about what can and cannot be reasonably accomplished. Supervisors and subordinates must have very good "reality checking" skills to use MBO appraisal methods. They will need these skills during the initial stage of objective setting, and for the purposes of self-auditing and self-monitoring. .

Performance Appraisal
Unfortunately, research studies have shown repeatedly that human beings tend to lack the skills needed to do their own "reality checking". Nor are these skills easily conveyed by training. Reality itself is an intensely personal experience, prone to all forms of perceptual bias. One of the strengths of the MBO method is the clarity of purpose that flows from a set of wellarticulated objectives. But this can be a source of weakness also. It has become very apparent that the modern organization must be flexible to survive. Objectives, by their very nature, tend to impose certain rigidity. Of course, the obvious answer is to make the objectives more fluid and yielding. But the penalty for fluidity is loss of clarity. Variable objectives may cause employee confusion. It is also possible that fluid objectives may be distorted to disguise or justify failures in performance. Human Asset Accounting: Human Resource Accounting (HRA) measures the cost and contribution of human resources in the organization. The cost includes the cost of recruitment, selection, induction, training, salaries and other facilities, etc. Contribution is the money value of the service of the employees. This service is measured by labor productivity. If the contribution is more than the cost, then the employee performance is positive and vice-versa.HRA is a sophisticated way to measure (in financial terms) the effectiveness of personnel management activities and the use of people in an organization. It is the process of accounting for people as an organizational resource. It tries to place a value on organizational human resources as assets and not as expenses. The HRA process shows the investment the organization makes in its people and how the value of these people changes over time. The acquisition cost of employees is compared to the replacement cost from time to time. The value of employees is increased by investments made by the company to improve the quality of its human resources such as training, development skills acquired by employees over a period of time through experience, etc. When qualified, competent people leave an organization; the value of human assets goes down. In this method, employee performance is evaluated in terms of costs and contributions of employees. Human resource costs include expenditure incurred by the company in hiring, training, compensating and developing people. The contributions of human resources are the money value of labor productivity. The cost of human resources may be taken as the standard. Employee performance

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Performance Appraisal
can be measured in terms of employee contribution to the organization. Employee performance can be taken as positive when contribution is more than the cost and performance can be viewed as negative if cost is more than contribution. Positive performance can be measured in terms of percentage of excess of employee contribution over the cost of employee. Similarly negative performance can be calculated in terms of percentage of deficit in employee contribution compared to the cost of employee. These percentages can be ranked to Zero Level' as shown in the Table below. Rank 1. 2. 3. 4. 5. 6. 7. Rating Extremely good performance Good performance Slightly good performance Neither poor nor good Slightly poor performance Poor performance Extremely poor performance Percentage of surplus/Deficit of contribution to cost of employee Over 200 150 200 100 150 0 100 0 0 to (- 50) (-50) to (-100)

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An Example ofHuman Asset Accounting Behaviorally Anchored Rating scales: Behaviorally anchored rating scales (BARS) are rating scales whose scale points are defined by statements of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scales represent a continuum of descriptive statements of behaviors ranging from least to most effective. An evaluator must indicate which behavior on each scale best describes an employee's performance.Also known as the behavioral expectations scale, this method represents the latest innovation in performance appraisal. It is a combination of the rating scale and critical incident techniques of employee performance evaluation. The critical incidents serve as anchor statements on a scale and the rating form usually contains six to eight specifically defined performance dimensions. The following chart represents an example of a sales trainee's competence and a behaviorally anchored rating scale.

Performance Appraisal
BARS differ from other rating scales in that scale points are specifically defined behaviors. Also, BARS are constructed by the evaluators oganization will use them. How to construct BARS? Developing BARS follows a general format which combines techniques employed in the critical incident method and weighted checklist ratings scales. Step 1: Collect critical incidents: People with knowledge of the job to be probed, such as job holders and supervisors, describe specific examples of effective and ineffective behavior related to job performance. Step 2: Identify performance dimensions: The people assigned the task of developing the instrument cluster the incidents into a small set of key performance dimensions. Generally between five and ten dimensions account for most of the performance. Examples of performance dimensions include technical competence, relationships with customers, handling of paper work and meeting day-to-day deadlines. While developing varying levels of performance for each dimension (anchors), specific examples of behavior should be used, this could later be scaled in terms of good, average or below average performance. Step 3: Reclassification of incidents: Another group of participants who are knowledgeable about the job is instructed to retranslate or reclassify the critical incidents generated (in Step II) previously. They are given the definition of job dimension and told to assign each critical incident to the dimension that it best describes. At this stage, incidents for which there is not 75 per cent agreement are discarded as being too subjective. Step 4: Assigning scale values to the incidents: Each incident is then rated on a one-to-seven or one-to-nine scale with respect of how well it represents performance on the appropriate dimension. A rating of one represents ineffective performance; the top scale value indicates very effective performance. The second group of participants usually assigns the scale values. Means and standard deviations are then calculated for the scale values assigned to each incident. Typically incidents that have standard deviations of 1.50 or less (on a 7-point scale) are retained. Step 5: Producing the final instrument: About six or seven incidents for each performance dimension all having met both the retranslating and standard deviation criteria will be used as behavioral anchors. The final BARS instrument consists of a series of vertical scales (one for

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Performance Appraisal
each dimension) anchored (or measured) by the final incidents. Each incident is positioned on the scale according to its mean value. Performance Extremely good Points 7 Behavior Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country. Can expect to initiate creative ideas for improved sales. Can expect to keep in touch with the customers throughout the year. Can manage, with difficulty, to deliver the goods in time. Can expect to unload the trucks when asked by the supervisor. Can expect to inform only a part of the customers. Can expect to take extended coffee breaks and roam around purposelessly.

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Good Above average Average Below average Poor Extremely poor

6 5 4 3 2 1

An Example of Behaviorally Anchored Rating Scale (BARS) 360 Degree Feedback: It is a technique which is systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self. In fact anyone who has useful information on how an employee does a job may be one of the appraisers. This technique is highly useful in terms of broader perspective, greater self-development and multi-source feedback is useful. 360-degree appraisals are useful to measure inter-personal skills, customer satisfaction and team building skills. However on the negative side, receiving feedback from multiple sources can be intimidating, threatening etc. Multiple raters may be less adept at providing balanced and objective feedback.360 feedback is one of the more common business improvement techniques used in modern organizations, especially for building stronger teams. This annual performance appraisal method depends upon having a manager/appraiser interviewing peers, colleagues, supervisors and managers of the person being appraised for feedback relating to the employee.

Performance Appraisal
An employee is assessed based on technical elements as well as their behavior & character throughout the time period. This level of subjectivity means that a broader range of assessments feed into evaluating each employees performance. Example: This performance appraisal method is popular in consultancy houses and companies where individuals work on several different projects. Employees who move from project to project wont have set supervisors for long periods of time so more rounded & all-inclusive types of performance appraisal methods are required. Benefits of this technique:

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Does away with the danger of one bad appraisal affecting an employees promotion opportunities.

Highly effective for organizations where employees are involved in several projects, responsibilities or roles. Staff performance appraisal comments can come from several managers and supervisors of your employee.

Performance Appraisal
Managers commit mistakes while evaluating employees and their performance. Biases and judgment errors of various kinds may spoil the performance appraisal process. Bias here refers to inaccurate distortion of a measurement. These are: 1. First Impression (primacy effect): Raters form an overall impression about the rate on the basis of some particular characteristics of the rate identified by them. The identified qualities and features may not provide adequate base for appraisal. 2. Halo Effect: The individuals performance is completely appraised on the basis of a perceived positive quality, feature or trait. In other words this is the tendency to rate a man uniformly high or low in other traits if he is extra-ordinarily high or low in one particular trait. If a worker has few absences, his supervisor might give him a high rating in all other areas of work. 3. Horn Effect: The individuals performance is completely appraised on the basis of a negative quality or feature perceived. This results in an overall lower rating than may be warranted. He is not formally dressed up in the office. He may be casual at work too! 4. Excessive Stiffness or Lenience: Depending upon the raters own standards, values and physical and mental makeup at the time of appraisal, rates may be rated very strictly or leniently. Some of the managers are likely to take the line of least resistance and rate people high, whereas others, by nature, believe in the tyranny of exact assessment, considering more particularly the drawbacks of the individual and thus making the assessment excessively severe. The leniency error can render a system ineffective. If everyone is to be rated high, the system has not done anything to differentiate among the employees. 5. Central Tendency: Appraisers rate all employees as average performers. That is, it is an attitude to rate people as neither high nor low and follow the middle path. For example, a professor, with a view to play it safe, might give a class grade near the equal to B, regardless of the differences in individual performances. 6. Personal Biases: The way a supervisor feels about each of the individuals working under him - whether he likes or dislikes them - as a tremendous effect on the rating of their

35

Performance Appraisal
performances. Personal Bias can stem from various sources as a result of information obtained from colleagues, considerations of faith and thinking, social and family background and so on. 7. Spillover Effect: The present performance is evaluated much on the basis of past performance. The person who was a good performer in distant past is assured to be okay at present also. 8. Recency Effect: Rating is influenced by the most recent behavior ignoring the commonly demonstrated behaviors during the entire appraisal period. Therefore while appraising performances; all the above biases should be avoided.

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Performence appraisal In reality: UNILLIANCE Textile Limited

UNILLIANCE Textile is leading home fashion manufacturer based in Bangladesh. This is vertically integrated throughout the manufacturing process with efficient infrastructure and technological setup on 16 acres of land which is ran by different level of expertise on different level of organization under the visionary and strategic leadership. The core vision or the mission statement of the organization is, Mission Statement: To be valued as one of the most progressive global companies in the home fashion industry for its innovation, reliability, and responsibilities towards the stake holders.

Values: Unilliance has some core values regarding their activities, employees and customers. In our evaluation system we have implemented some strategies which can identify if the employees are committed to these values or not. These values are,

Performance Appraisal
Innovations: Continues efforts to of research and development to bring innovations to the product and solution. Reliability: Constant improvement of infrastructure, technologies and business process to gain reliability of the stake holders. Responsibilities: Responsible and caring to the environment, society and economy along with responsible and ethical working attitudes with customers and other stakeholders. Team Work: Working together as a team to developing partnership with customers and suppliers to achieve long term objectives. Progressive: At any level of the organization thinking progressively. Strategic:Strategic approach throughout the different level of the organization to be competent and competitive to ensure profitability and sustainable growth of the business. Performance Evaluation System for Unilliance Textile Limited: We have categorized two types of performance evaluation system for UnillianceTextile Limited. One for the Upper level management which is a 360 degree evaluation done by the employee himself, his/her colleagues and employees upper level supervisor and an adjective rating scale base evaluation for the floor lever employees.

37

Performance Appraisal
Upper Level Management Evaluation: For upper level we have divided the evaluation process into three different categories making it a 360 degree evaluation process. This evaluation process has been chosen to seek out every single detail and by evaluating them choosing potential leaders inside the organization successfully. Every step of the process will be dependent on each other to minimize every possible error. The three step process of upper level evaluation is, Self-Evaluation Process Colleagues Evaluation Upper Level Supervisors Evaluation.

38

Self-Evaluation Process: Our self-evaluation process is targeted to know the employees of the organizations is meeting with our core values which are innovations, reliability, responsibility, team work, progress and strategy. It will be a two-step process: Weekly and Monthly. First step of the evaluation will be based on selected employees weekly and Second phase will be based on those 4 weekly evaluations and also concerning the core values of the organization which will notify employee how committed he or she is to the organization. Weekly Evaluation: The basic strategy we applied in weekly evaluation is we will provide a sheet of paper at the beginning of every weak and suggest them to write down some objectives (related to his current work and job position) employee is trying to achieve. The sheet will be provided to his supervisor and he will write down the expected score he or she wants from the selected employee (It is a part of the supervisors evaluation process). At the end of the weak the sheet will be again provided to him and he will give score to his performance about the objectives he was able to fulfill in the given standards and will compare it with the standard his super visor is was expecting from a week before and will giving reasons for his score. This process will give him or her clear picture about his performance and capabilities. It can be used as a motivational tool which will notify employee about his status and he or she will be forced from within to strive for achieving the objectives with expected success.

Performance Appraisal
Performance Appraisal Form EMPLOYEE INFORMATION (SELF) WEEK 1 Name of the Employee: DATE:

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Department:

Current Designation:

Date of Joining::

Appraiser ( Self):

Sign:

List the objectives you set out to achieve in the past week with the measures or standardsagreed against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-4 = poor, 5-7 = satisfactory, 8-9 = good, 10= excellent):

Objective

Measures

standard score (For

comment

(Employees Score) Supervisor)

Performance Appraisal
Monthly Final Evaluation: This evaluation will be based on the 4 weekly evaluations and some questions which will notify employee and the organization that the employee is committed to the core values of the organization or not. The total scores employee achieved for the last 4 weeks will be provided with the monthly evaluation sheet. A set of question has been designed to find out the satisfaction, commitment to the job, forecasting power, visions, creativity, and problem solving ability etc. of employee. A sample is given below. Performance Appraisal Form EMPLOYEE INFORMATION (SELF) Month 1 Monthly Evaluation Form Date:

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Name of the Employee: Department: Current Designation Date of Joining:

Appraiser ( Self) State your understanding of your main duties and responsibilities.

Sign

Has the past month been for you? Satisfactory Dissatisfactory Neutral Otherwise.

What do you consider to be your most important achievements of the past month?

Performance Appraisal
\What

Lacking does u think in the organization or in yourself have to be improved to

become better in your job?

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In light of your current capabilities, your performance against past objectives, and your future personal Growth and/or job aspirations, what activities and tasks would you like to focus on during the next month? Again, also think of development and experiences outside of job skills - related to personal aims, fulfillment, and passions. Objective 1... Objective 2...

What strategic techniques you think will be effective to attain your objectives? A... B...

Performance Appraisal
Colleagues Evaluation: The basic reason for evaluating an employee by his colleagues is to find out how good he or she is doing in the team and how he has been accepted by others in the job environment. Without the judgment of other employees we can miss out a potential leader or could select a person who could be unacceptable by others which will lead to unavoidable failure because team work will not be there. To find out employees perception we will providean evaluation form to his/her colleagues who work together and will try to find some key points about the employee. Also an option of critical incident description will be available to find out how good or bad the employee performs in a certain event. A sample of this evaluation strategy is given below,

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Performance Appraisal Form EMPLOYEE INFORMATION (COLLEAGUES) Month 1 Date:

Name of the Employee: Mr. XDepartment: FinanceCurrent Designation: Financial Manager appraisers Department Appraiser ( Colleagues Name) appraisers Current Designation: Sign

Score this employee based on his/her capability and knowledge in the following areas in terms of their current (and if applicable, next) role requirements: Give 1 -for Highly Agree, 2-Agree, 3- Neutral, 4-Disagree, 5- Highly Disagree. Criteria Employees performs good quality of work He/she has strong ability to take initiative He/she is dependable to others He/she is flexible to work environment He/she is a good team worker Punctual in his/her job Has a managing capability Can he or she bring out innovative ideas in any task has an ability to work in pressure Misunderstands group members Is highly knowledgeable in his field Highly Agree Agree Neutral Disagree Highly Disagree

Performance Appraisal
In a short summery explain any incident where this particular employee has performed very well or verry poorly on your judgement (if any): poorly on your own judgment (If Any):

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Upper Level Supervisors Evaluation: Supervisors evaluation will be based on the complete set of data from Self Evaluation Process and Colleagues Evaluation Process. From each process supervisor will evaluate the employee will find out how he or she is progressing. First of all, Based on the data from weekly self-evaluations supervisor will identify how much the employee is capable of overcoming his expectations by his gradual growth or gradual fall from the standards. It will give the supervisor a clear picture of employees problem solving ability, proficiency, creativity, integrity etc. which will be the key elements to seek out the prospective leader. Secondly, From the Monthly self-evaluation process supervisor will discover how committed the person is to the core values of the organization also how innovative and visionary the person is. Also, how much the job is satisfying him/her, lacking within her/him or in the organization, his strategic analyzing capabilities and progressive attitude also come across from there. In addition to that, colleagues evaluation will finally determine whether he/she is being a good team player or not and will verify that the employee is actually meeting his/her objective efficiently or not. In this section the scores given by the colleagues and any critical incident explained by them will justify the other details and will make the supervisor more certain about the nature of the employee. After all those are evaluated by the supervisor based on the collected information and also his/her personal supervision supervisor will evaluate the employee himself or herself.

Performance Appraisal 44

After analyzing all the data supervisor scores the employee in some specific categories. A sample foe supervisors evaluation is given below.

Performance Appraisal 45
Performance Appraisal Form EMPLOYEE INFORMATION (SUPERVISOR) Month 1 Date

Name of the Employee: Mr. XDepartment: FinanceCurrent Designation: Financial Manager appraisers Department appraisers Current Designation: Sign

Appraiser ( Supervisors Name)

Section 1: Score the employees capability or knowledge in the following areas in terms of Their current (and if applicable, next) role requirements. Score (1-4 = poor, 5-7 = satisfactory, 8-9 = good, 10 = excellent). If appropriate provideEvidence to support your assessment. The second section can be used for other criteria or ifThe employees are working towards new role requirements. Criteria Commercial judgments Technical knowledge Time management Planning, budgeting and forecasting Reporting and administration Communication skills Delegation skills IT/equipment/machinery skills Commitments Creativity Problem solving and decision making Team working and developing others Energy, determination and work rate Steadiness under pressure Leadership and integrity Adaptability, flexibility and mobility Personal appearance and image Progressiveness Quality of work Committed to company values Proper use of resources Poor Satisfactory Good Excellent

Performance Appraisal 46
Section 2: Other criteria and new role requirements (If Any):

Lower Level Management Evaluation Process: For lower level employees such as supervisors and general workers we have constructed a simple Adjective rating scale appraisal system because in this level more than anything productivity, quality, skill, technical knowledge, time management are the most important facts. So in this level the objectives of the evaluation, * To identify most skilled workers and maintaining them to achieve higher productivity * Identifying weak and unskilled workers and provide training to improve them * Maintaining the discipline in production process by punishing the violators In this level a huge number of employees are working. So evaluating each one of them from different sources and processes is very difficult and complex and also not a good idea because of the high cost and time it would take. So we have decided that for a group of worker their corresponding supervisor will evaluate them. First there will be some standard established for every worker and supervisor will check how much the employees are meeting those standards by everyday activities. Every day he will collect data for each and every worker in his/her batch and from those data at the end of every month he/she will fill up an evaluation form concerning each and every employee. The upper management will supervise the supervisors activities everyday and he/she will also evaluate him based on those activities. In summery the whole process is,

Performance Appraisal 47

Performance Appraisal Form WORKERS IN FORMTION (SUPERVISER) MONTH 1 WORKERS NME: X DATE:

Score the following worker based on the data collected on pastmonth. Score 1 for verry satisfactory,2-Satisfactory, 3- Neutral, 4-Dissatisfactory, 5- Very Dissatisfactory Criteria
Verry Satisfactory Satifactiory

Neutral Dissatisfacto ry

Very Dissatisfactory

Standard

Quality of the work( Skill, Accuracy, completeness etc) Quantity of the work ( Volume ProduceDaily) Job Knowledge (Technical skill, designing ability, selection of material etc.) Time Management ( Attending on time, working speed) Working in Pressure Energy and Accuracy Attendance Innovative Ideas

2 1

2 1 2 2 3

Performance Appraisal 48
CONCLUSION: The core objective of our project knewabout performance evaluation system with minimum errors which can seek out the valuable potential leaders based on their performance. That is why we chose a 360 degree performance evaluation system in which employee is constantly evaluated not only by supervisor or colleagues but also by himself after a period of time. This will help to evaluate his/her behavior in a great extent and the organization can become an accomplishment as everyone will try to raise themselves. So, after all, performance appraisal plays the significance part deciding the future of an organization where employees play the vital role. Here, our organization mostly conducts the appraisal process based on 360 degree feedback.it is clearly predictable that such appraisal method has some advantages and some disadvantages. But the postive outcomes are our main focus for the broader concept. In the 360 degree feedback where we recive revies regarding an employee from almost every posible sources it also leaves some limitations regarding evaluating anyone. Personal biasness or favorism are regular phenomena in this case. Above all, the company deals with the appraisal system with all available resources and based on the inner environment review the organization can forecast that the employees jobsatisfaction level is at high. a trasparent appraisal process is necessary for an organization and the company is dealing with it high priority.

Performance Appraisal
References: Books: Thomas H. Stone, Understanding Personnel Management, Dryden Press. Human resource management by John M Ivancevich. T.V.RAO, Appraising and Developing Managerial performance, 1998,5th Edition, Excel Books, pp.71-90. K.ASWANTHAPPA, Human Resource and Personnel Management, 1992, 3rd Edition, TATA McGraw-Hill, pp.199-240. Personnel Management Edwin B Flippo Human Resources and Personnel Managemen K. Ashwathappa Essentials of Human Resource management and Industrial Relations P.Subba Rao Human Resource management V.S.P.Rao

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Links:

http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Meth ods.html http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Meth ods.html http://product-ivity.com/types-of-performance-appraisal-methods/ http://www.managementstudyguide.com/performance-appraisal-tools.htm http://www.whatmakesagoodleader.com/Performance-Appraisal-Forms.html http://www.whatmakesagoodleader.com/Performance-Appraisal-Forms.html http://www.performance-appraisal.com/methods.htm http://www.performance-appraisal.com/benefits.htm http://www.strategic-human-resource.com/performance-appraisal-methods.html http://books.google.com.bd/books?id=CpbSimkn9hQC&pg=PA30&lpg=PA30&dq=forc ed+choice+description+method+performance+appraisal&source=bl&ots=3fGV8x1HVs &sig=9Fd_lE9uShp0Uectw2HCxxf50Ro&hl=en&sa=X&ei=8IxsT7ayE4fwrQfq6yUAg&redir_esc=y#v=onepage&q=forced%20choice%20description%20method%20per formance%20appraisal&f=false