PERFORMANCE APPRAISAL methodas- Methods.pptx

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1. PERFORMANCE APPRAISAL- Methods

2. Methods Traditional method Paired comparison Graphic Rating scales Forced choice Description method Checks lists Free essay method Critical Incidents Group Appraisal Field Review Method Confidential Report Modern method Assessment Center Appraisal by Management by Objectives (MBO) Human Asset Accounting Behaviourally Anchored Rating scales (BARS) 360 Degree Feedback

3. Paired comparison This is a man to man ranking . Each employee is compared will all the others in pairs one at a time. The number of times an employee is judged better then the others determines his rank. Comparison is made on the basis of overall performance.

4. Graphic Rating scales It is a numerical scale indicating different degrees of a particular criteria. Intelligence, quality of work , leadership skills, judgment , etc. are some of these characteristics. The ratter records his judgment on the employee’s performance on the scale. The numerical points given to an employee are added up to find out his overall performance a standing in the group.

5. Forced choice Description method In this technique, the rater is required to distribute his rating in the form of a normal frequency distribution. Purpose is to eliminate the rater’s basis of central tendency. If the company have 300 employees the raters is asked to group 10-20% of top-level employees, 70-80% of middle-level employees, 10% of bottom-level employees.

6. Check List Checklist is a list of statements that describe characteristics and performance of employee on the job. The ratter checks to indicate positive or negative to each statement. The performance of an employee is rated on the basis of number of positive checks. There are three types of checklist. 1.Simple Checklist 2. Forced Choice Block 3. Weighted Checklist

7. Free essay method Description of the performance of an employee by his superior. Based on the facts and often includes examples and evidences to support the information. Major drawback of the method is the bias of the evaluator.  Job knowledge and potential of the employee Employee’s understanding of the company’s programmes, policies, objectives, etc. The employee’s relations with co-workers and superiors

8. Critical Incidents Written record of critical events and how different employee behaved during such events. The rating of an employee depends on his positive/negative behaviour during these events.

9. Group Appraisal Group of evaluators consists of the immediate supervisor, other supervisor having close contact with employee’s work, head of the department and a HR expert. The group determines the standards of performance for the job , Measures actual performance of an employee, Analyses the causes of poor performance Offers suggestions for improvement in future.

10. Field Review Method Training officer from the HR department interviews line supervisors to evaluate their respective subordinates. The interviewer prepares in advance the questions to be asked. Supervisor gives his opinions about the level of performance of his subordinate, the subordinate’s work progress, his strengths and weaknesses, promotion potential

11. Confidential Report This is a traditional form of appraisal used in government organization. A confidential report is a report prepared by the employee’s immediate superior . It cover the strengths and weaknesses, main achievements and failure, personality and behavior of the employee’. It is descriptive appraisal used for promotion and transfers of employees

12. Assessment centre An assessment centre is a group of employees drawn from different work units. These employees work together on an assignment similar to the one they would be handling when promoted. Evaluates observe and rank the performance of all the participants. Experienced managers with proven ability serve as evaluators. Techniques like role playing, business games and in basket exercises. Employees are evaluated on job related characteristics considered important for job success.

13. MBO Management by objectives(MBO) was developed by Peter Drucker in 1954. Self control and self direction superior and subordinate of an organisation jointly identify its common goals, define each individual’s major areas of responsibility and results expected MBO involves appraisal of performance against clear, time bound and mutually agreed job goals.

14. Human Asset Accounting Performance is judged in terms of costs and contribution of employees. Costs of human resources consist of expenditure on human resource planning, recruitment, selection, induction, training, compensation, etc. Contribution of human resources is the money value of labour productivity

15. Behaviourally Anchored Rating scales (BARS)