Employee Performance Appraisal Methods PDF

**1.Rating scales: - This is the simplest and most popular technique for appraising employee performance. The typical rating scales consist of several numerical scales, each representing a job related performance criterion. Such as dependability, initiative, output. attendance, attitude, cooperation...

**1.Rating scales: - This is the simplest and most popular technique for appraising employee performance. The typical rating scales consist of several numerical scales, each representing a job related performance criterion. Such as dependability, initiative, output. attendance, attitude, cooperation and the like.** **2.Checklist: - Under this method, a checklist of statements on the traits of the employee of himself is prepared in 2 columns \'yes\' or \'no\'. The benefit of a checklist is economy and loss is including suspect ability of raters ability.** **3.Forced choice method: - in this, the rate is given a series of statement about an employee. This statement arranged in block of two or more and the rater indicates which statement is most or least descriptive of the employee. This approach is known as the forced choice method because the rater is forced to select statements which are readymade.** **4.Forced distribution method: - This method seeks to overcome the problem by compelling the rater to distribute the rates on all points on the rating scale. The method operates under an assumption that the employee performance levels conforms to a nomal statistical distribution.** **5.Critical incident method: - it has generated a lot of interest these days. The approach focuses on certain behavior of an employee that makes all the difference between effective and non-effective performance of a job.** **6.BARS :- (behavioral anchored rating scales) :- Behaviorally anchored scales sometimes behavioral expectation scales, are rating scales whose scale are rating scales whose scale whose scale points are determined by statement of effective and ineffective features.** - **Areas of performance to be evaluated are identified and defined by the people who will use the scales.** - **The scales are anchored by descriptions of actual job behavior that, supervisors agree.** - **BARS are developed to provide results which subordinates could use to improve performance 7.** **7. Field review method: - This is an appraisal by someone outside the assessed own departments, usually someone from the corporate office or the HR department. The method is primarily used for making promotion decision at the managerial levels.** **8.Annual confidential records: - it is maintained mostly in government departments though its application in the industry is not ruled out. The approach had some items.** **· Attendance** **· Self-expression** **· Ability to work** **· Leadership** **· Initiative** **· Technical ability** **· Ability to understand** - **Responsibility** - **Judgment** - **Integrity** - **Ability to reason.** **9.Essay method: - In the essay method, the rater must describe the employee within a number of broad categories, such as The rater\'s overall impression of the employee\'s performance The promotability of the employee The jobs that the employee is now able qualified to perform The strength and weakness of the employee and, The training and development assistance required by the employee.** **10.MBO: - The MBO concept, as was conceived by Drucker, reflects a management philosophy which values and utilizes employee contributions. The first step is to establish the goals each subordinate is to attain. In some organization, superior and subordinates work together to establish goals. In others, superiors establish goals for subordinates. The goals typically refer to the desired outcome to be achieved.** **The second step involves setting the performance standard for the subordinate in a previously arranged time period. As subordinates perform, they know fairly well what there is to do, what has been done, and what remains to be done.** **The third step, the actual level of goals attainment is compared with the goals agreed upon. The evaluator explores reasons for the goals that were not met for the goals that were exceeded.** **The final step. involves establishing new goals and new strategies for goals not previously attained.** **At this point, subordinate and superior involvement in goal setting may change, Subordinates who successfully reach the established goals maybe allowed to participate more in the goal setting process the next time. The process is repeated.** **11. 360-degree appraisal: - As stated earlier, where multiple raters are involved in evaluating performance, the technique is called 360- degree appraisal. The 360-degree technique is understood as systematic collection of performance data on an individual or group. derived from a number of stakeholders- the stakeholders being the immediate supervisors, team members, customer\'s peers, and self.** **The 360- degree appraisal provides a broader perspective about an employee\'s performance. In addition the technique fascinates greater self- development of the employee to compare his perceptions about self with perceptions of others. Besides, the 360- degree appraisal provides formalized communication links between an employee and his customer. It makes the employee feel much more accountable to his internal or external customers. The technique is particularly helpful in assessing soft skills possessed by employees. By design, the 360-appraisal is effective in identifying and measuring interpersonal skills, customer satisfaction and team-building skills.** **12. Psychological Appraisal: - When psychologists are used for evaluations, they assess an individual\'s future potential and not past performance. The appraisal normally consists of in-depth interview, psychological tests, discussions with supervisors and a review of other evaluations. The psychologists then writes an evaluation of the employee\'s intellectual, emotional, motivational and other related characteristics that suggest individual potential and may predict future performance.** **13. Assessment centers:. An assessment centre is a central location where managers may come together to have their participation in job-related exercise evaluated by trained observers. The principles idea is to evaluate managers over a period of time, say one to three days, by observing their behavior across a series of select exercises or work. samples. Assess are requested to participate in basket exercises, work groups, computer simulations, role-playing, and other similar activities which require the same attribute for successful performance.**