This document discusses various methods for performance appraisal in organizations. It describes methods such as confidential reports, essay evaluation, critical incidents, checklist methods, behaviorally anchored rating scales, graphic rating scales, and management by objectives. For each method, it provides details on the process, advantages, and disadvantages.

1. Denin P Davis
Roll No. : 12

2. Performance Appraisal
Performance management is the process of identifying, measuring,
managing, and developing the performance of the human resources in
an organization.
Performance appraisal, is the ongoing process of evaluating
employee performance.

3. Performance Appraisal
Performance appraisal deals with how organizations evaluate and
measures its employees achievements and behaviors. It is an employee
review by his manager where his work performance is evaluated and
strengths and weaknesses are identified so that the employee knows
his improvement areas.

4. Performance Appraisal Methods
• Individual Evaluation Methods
• Multiple Person Evaluation Methods
• Other Methods

5. Confidential report
Mostly used by government departments, however its application in
industry is not ruled out. Here the report is given in the form of Annual
Confidentiality Report (ACR) and may record ratings with respect to
attendance, self expression, team work, leadership, initiative, technical
ability, reasoning ability, originality and resourcefulness etc.

6. Confidential report
• Prepared at the end of the year
• Prepared by the employee’s immediate supervisor
• The report highlights the strengths and weaknesses of
employees
• Prepared in Government organizations
• Does not offer any feedback to the employee

7. Confidential report
The system is highly secretive and confidential. Feedback to the assesse
is given only in case of an adverse entry.
Disadvantage is that it is highly subjective and ratings can be
manipulated because the evaluations are linked to HR actions like
promotions etc.

8. Essay evaluation method
In this style of performance appraisal, managers/ supervisors
are required to figure out the strong and weak points of
staff’s behaviors. Essay evaluation method is a non-quantitative
technique. It is often mixed with the method
graphic rating scale.

9. Essay evaluation method
• Job knowledge and potential of the employee
Input of info. sources
• Employee’s understanding of the company’s programs, policies,
objectives, etc.
• The employee’s relations with co-workers and superiors
• The employee’s general planning, organizing and controlling ability
• The attitudes and perceptions of the employee, in general

10. Essay evaluation method
• Manager / supervisor may write a biased essay
• A busy rater may write the essay hurriedly without properly assessing
the actual performance of the worker.
• If rater takes a long time, this becomes uneconomical from the view
point of the firm, because the time of rater is costly.
• Some evaluators may be poor in writing essays on employee
performance.
Disadvantages

11. Critical incidents
This format of performance appraisal is a method which
is involved identifying and describing specific incidents
where employees did something really well or that needs
improving during their performance period.

12. Critical incidents
• Identifying and describing specific incidents
• Manager maintains logs on each employee
• Periodically records critical incidents of employee’s behavior
• It is based on logs that in the evaluation form
• Evaluates the worker performance at end of rating period
• Critical incidents file reflect all data about employee
performances

13. Critical incidents
Disadvantages
• Negative incidents may be more noticeable than positive
incidents
• Results in very close supervision which may not be liked
by the employee
• Managers may be too busy or forget to record incidents

14. Checklist method
• Simple checklist method
• Weighted checklist method
• Forced choice method

15. Simple Checklist method
•Is employee regular Y/N
•Is employee respected by subordinate Y/N
•Is employee helpful Y/N
•Does he follow instruction Y/N
•Does he keep the equipment in order Y/N

16. Weighted checklist method
Performance appraisal is made under a method where
the jobs being evaluated based on descriptive statements
about effective and ineffective behavior on jobs.

17. Weighted checklist method
• HR department and Managers / Supervisors will set up
checklist for each position.
• If the rater believes strongly that the employee possesses a
particular listed trait, he checks the item; otherwise, he
leaves the item blank.
Process

18. Weighted checklist method
Pros and cons
• Helps to evaluate the performance of the employee.
• Rater may be biased
• This method is expensive and time consuming
• Difficult for the manager to assemble, analyze

19. Weighted checklist method
Weights Performance Rating(scale 1 to 5)
• Regularity 0.5
• Loyalty 1.5
• Willing to help 1.5
• Quality of work 1.5
• Relationship 2.0

20. BARS
Behaviorally anchored rating scales is formatted performance
appraisal which is based on making rates on behaviors or sets of
indicators to determine the effectiveness or ineffectiveness of
working performance. The form is a mix of the rating scale and
critical incident techniques to assess performance of the staff.

21. BARS
Each behavior can rate at one of 7 scales as follows
• Extremely poor (1 points)
• Poor (2 points)
• Below average (3 points)
• Average (4 points)
• Above average (5 points)
• Good (6 points)
• Extremely good (7 points)
Rating scales

22. Graphic rating scales
This method is considered as the oldest and most popular
method to assess the employee’s performance.
In this style of performance appraisal, the management just
simply does checks on the performance levels of their staff.

23. Graphic rating scales
• Dependability
• Attitude, Initiative
• Neatness and accuracy of work
Content of appraisal
• Volume of work under normal working conditions
• Willingness & ability to work with others for achieving goals

24. Graphic rating scales
Rating scales can include 5 elements as follows
 Unsatisfactory
 Fair
 Satisfactory
 Good
 Outstanding
Rating scales

25. Graphic rating scales

26. Graphic rating scales
• Graphic rating scales are less time consuming to develop
• They also allow for quantitative comparison
• Different supervisors will use the same graphic scales in slightly different ways
• More validity comparing workers ratings from a single supervisor than comparing
two workers who were rated by different supervisors
Content of appraisal

27. Management by Objective (MBO)
MBO is a method of performance appraisal in which managers or
employers set a list of objectives and make assessments on their
performance on a regular basis, and finally make rewards based on
the results achieved. This method mostly cares about the results
achieved (goals) but not to the way how employees can fulfill them.

28. Management by Objective (MBO)
Classification of Objectives
• Corporate objectives
• Functional objectives
• Individual objectives

29. Management by Objective (MBO)
• It is based on the assumption that the individual (employee) knows
more than anyone else about her/his own capabilities, needs, strengths,
weaknesses and goals.
• A further advantage of MBO is that the emphasis is on the future rather
than on the past.
Advantages

30. Forced ranking method
In this style of performance appraisal, employees are ranked in terms of forced
allocations.
For instance, it is vital that the proportions be shared in the way that 10 or 20 % will
be the highest levels of performances, while 70 or 80% will be in the middle level
and the rest will be in the lowest one.

31. Forced ranking method
• They force reluctant managers to make difficult decisions and
identify the most and least talented members of the work group.
• They create and sustain a high performance culture in which the
workforce continuously improves.
Advantages

32. Forced ranking method
• They increase unhealthy cut-throat competitiveness
• They discourage collaboration and teamwork
• They harm morale
Disadvantages

33. Thanks