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My performance appraisal
In this file, you can ref useful information about my performance appraisal such as my
performance appraisal methods, my performance appraisal tips, my performance appraisal forms,
my performance appraisal phrases … If you need more assistant for my performance appraisal,
please leave your comment at the end of file.
Other useful material for you:
• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting my performance appraisal
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Many employees think of the performance review as a time to passively receive their boss’s
opinion of their worth. If that’s your view, you may be missing a valuable opportunity. Instead,
look at the performance appraisal as a chance for an in-depth discussion about your work and
career. Capitalizing on this opportunity requires advance planning, so use the following steps to
prepare for a useful talk with your manager.
1. Be sure that you have a review.
Large organizations will have an annual review process managed by the HR department, but
small businesses often operate more informally. And even when a formal sit-down occurs, many
managers fail to have a real two-way discussion. So you may need to initiate the dialogue by
asking for a time to talk about your job and your performance.
2. Honestly evaluate the past year.
An annual review should be just that – a look back at the previous year. So you need to consider
all the successes, problems, and challenges that occurred during the past twelve months. We
naturally tend to interpret circumstances in our favor, so try to be objective. Denying obvious
problems will just make you appear self-serving and biased.
3. Think about next year’s objectives.
Although reviews focus on the past, you don’t want to stop there. Once the formal assessment is
over, shift the focus to upcoming activities and events. To plan for this discussion, consider

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goals, opportunities, and obstacles. What projects would you like to undertake? What resources
will you need? How can your manager help you succeed?
4. Consider your career.
You should also reflect on your career goals. What training or development opportunities would
benefit you? Could your organization sponsor membership in professional organizations? Can
your manager facilitate internal networking opportunities? Are there assignments that would help
you prepare for the future?
5. Anticipate your manager’s point of view.
When dealing with managers, smart employees always try to think like one. So you must
consider how your boss will view your past performance and future goals. This will help you
predict the course of the discussion and plan your approach.
6. Set goals for the discussion with your boss.
If you’ve completed steps 2 through 5, then you’re ready to develop a discussion plan. Although
your manager controls the appraisal conversation, you can also initiate topics. So before the
meeting, make a list of everything you hope to cover.
7. Prepare for known disagreements.
If some issues have been contentious or if you and your boss predictably differ in certain areas,
then you need to decide how to handle this. Since managers control the review process, starting
an argument will only hurt you. Simply acknowledging the differences without arguing is often
the best course.
However, if you feel that your career or reputation is at stake, you may want to add written
comments to your review. These will be included in the official record. And if the problem is
truly severe, you might even appeal the appraisal. Just be sure to weigh the risks and benefits
before taking any adversarial actions.
8. Complete your self-appraisal form.
In most formal review systems, employees are asked to fill out self-appraisal forms.
Unfortunately, too many people view self-appraisal as a meaningless chore or an opportunity for
blatant self-promotion.
The self-appraisal can help you by reminding your boss of overlooked accomplishments. After
all, few managers are aware of everything their employees do. But don’t overdo it - if you boast,
brag, and omit known problems, your comments may be ignored.

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To insure that your input is considered, turn in your form as early as possible. You want your
boss to have it before writing your review.
9. Decide whether to discuss pay concerns.
If you feel you deserve a salary increase, you need to determine the best time to ask. In many
organizations, pay decisions are made before the performance review discussion, so you might
want to make your request prior to review time.
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III. Performance appraisal methods
1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale

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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 – Rater’s biases
3. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method

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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. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
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 better-structured 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.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.

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