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1. Review of performance appraisal
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I. Contents of getting review of performance appraisal
==================
Some management mavens have questioned the utility of performance appraisals, calling for
their abolition. But if done correctly, appraisals can stimulate productivity, shape culture, reward
excellent performance, provide notice to employees who need improvement or development, and
establish baselines for employment decisions.
Nonetheless, appraisals can achieve their intended purposes only if done properly. It is better to
have no appraisals than sloppy ones. Allow me to present 12 common mistakes made in the
appraisal process, along with recommendations for how to avoid or at least minimize them.
1. Late Evaluation
Few managers jump with glee at appraisal time. When they triage workplace demands, many
times appraisals end up at the bottom. As a result, late appraisals are often the norm and not the
exception.
From an employee relations perspective, the message is clear. You may say in your handbook
that you consider employees your most valuable asset, but they now know why you include so
many disclaimers, too—because it's not true.
Late appraisals also may lessen a manager's credibility in the eyes of subordinates. If the
manager writes up the subordinate for missing a deadline, expect the subordinate to remind his
manager that he is only following her example.

2. We can minimize late evaluations only if we hold managers accountable for their lateness. Set
strict deadlines. Evaluate managers on their timeliness.
2. Over-evaluation
Often an employee with substandard performance is evaluated as meeting expectations or even
better, and the average employee receives an above-average evaluation. Unfortunately, over-
evalution does a number of disservices. It provides a false sense of security to the employee and
devalues excellent performance by others. And it serves as possible evidence of bias (pretext) for
legal action if subsequent to the over-evaluation, the employee is criticized or penalized for real
problems with her performance. (The apparent inconsistency may give the employee a basis for
claiming unlawful treatment.)
To combat over-evaluation, we should train our evaluators to begin the evaluation of each
criterion with "meets expectations" and then go up or down. Starting visually at the top makes it
harder psychologically to go down as far as you may need to go.
Consider a comparator question: How does the employee's performance compare with his or her
peers? Provide three options: stronger, essentially the same, or weaker. A relative few can be
stronger and a relative few can be weaker. This form of forced ranking helps make distinctions at
the extremes where most employment decisions (promotions and discharges) are made.
3. Timing Issues
An annual evaluation should reflect only the year evaluated. But sometimes employers bring up
baggage from the past.
Managers should raise prior deficiencies only to the extent they remain, in which event they
really are current deficiencies. Conversely, if a deficiency was noted in the prior year and the
employee has corrected it, that can and should be noted.
Another timing mistake is focusing heavily on performance in the last few months. That process
allows employees to game the system by working at their full potential only in the last quarter.
While managers should focus on the full 12 months, they should note any differences in
performance at different periods of time. For example, if the employee's performance rated as
stronger or weaker in the last quarter, the manager can and should note it with the
recommendation that flows from it.

3. ==================
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

4. 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
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. 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.
III. Other topics related to Review of performance appraisal (pdf download)
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