PERFORMANCE

APPRAISAL

CHAPTER 2

TRADITIONAL METHODS OF
PERFORMANCE APPRAISAL
ESSAY METHOD
 Appraiser rates the employee in an open ended manner and puts
down his impressions( strong and weak points of behavior) about
the employee on a continuous basis.
THE APPRAISER FOCUS ON
FOLLOWING POINTS TO RATE

a) Job knowledge, skill exhibited

b) Relationship with other employee and
superior
c) Personality traits and attitude toward his job,
peer, superior.
d) Clarity and commitment toward goals and
objectives
e) And lastly potentials for future organizational
roles
 Here appraiser have the opportunity to
express his views about appraise talent ,
unique characteristics .
 This method is reliant on the appraisers
writing skills and their ability to express their
thoughts through the written word
MERITS
 Closed evaluation
 Facilitates documentation of personal and
work behavior
 Improvement progms with ease given ready
availability of performance records.
DEMERITS
 Incorrect sentences construction can give a
different impression
 time consuming
 Honesty and of appraiser is questionnable?
GRAPHIC RATING METHOD
 THIS METHOD assess employee on a rating scale comprising lists of
traits and a range of performance values for each trait.
 Supervisor rate based on the score that describes his/her performance for
each trait and all ratings have to be totaled at the end.
 Raters are provide the descriptions of a dimension on which the ratings
are to be evaluated and a continuum with points the demarcates levels of
effectiveness along that continuum and the rater has to judge the level of
effectiveness for each ratee using that rating continuum.
MERITS
 Easy and less costly
 categorizes employees performance clearly
and specifically
 Facilitates easy linkage to compensation
increases
DEMIRTS
 Lacks validity of rating
 lacks reliability of rating
 Subject to managerial and employee
manipulations.
FIELD REVIEW METHOD
 In this method a member of hr DEPT
interviews line supervisors to evaluate their
respective subordinates
 Information about requirements of each job.
 And then details of each employee in his job
from line supervisors.
 He repeats this process for each line
supervisors of the organization and then
meets with small group of raters from each
unit
 Discuss with them regarding
a) identifying areas of inter rater
disagreement
b) Help the group to arrive at a consensus
c) Determine that each rater can conceive the standards similarly
MERITS ?
DEMERITS ?
 FORCED DISTRIBUTION METHOD
 This is a method where employees are appraised
based on predetermined percentage of ratees
into several performance categories. The
proportions in each category need not be
symmetrical.
 Ex: you can put 20% for top and 70% middle and
10% for poor performers.
 Fortune 500, intel,microsoft.
 This method is more unforgiving than most
other methods.
 Employers need to be very carefull and
protect them from abuse, office politics and
managerial bias can taint ratings.
 Choosing performance extremes , and
identifying the good performer and bad
performer is also not a difficult task but the
challenge is how meaningfully you can
differentiate between the categories ?
CRITICAL INCIDENT METHOD
 Supervisors keeps the log of positive
and negative examples of a
subordinates work related behavior.
Every 6 month or so , supervisors and
subordinate meet to discuss the
performance using the incidents as
examples.
 An appraise keeps a dairy to record critical
incidents involving effective and ineffective
job behaviors and these incidents later used
as criteria's for evaluation of performance.