2. A process of determining how well employees
do their jobs compared to a set of standards
to improve their performance effectiveness.
Appraisal involves:
Setting work standards
Assessing actual performance vs set standards
Identifying conditions influencing performance
Discussing with the employees and giving
feedback
3. Play an integral role in the employer’s
performance management process.
Help in planning for correcting deficiencies and
reinforce things done correctly.
Useful for career planning in identifying employee
strengths and weaknesses.
Affect the employer’s salary raise decisions.
4. Evaluative/ administrative purpose
Personnel decisions (promotion transfer, layoff, retention)
Motivational decisions (rewards, grades, incentives)
Developmental purpose
Assessment of personal/professional competency and
potential
Identification of development needs
Training and development decisions
5. Establish performance standards
Mutually set measurable goals
Measure actual performance
Compare performance with standards
Discuss the appraisal with employees
Initiate development/ corrective actions
6. Topics for seminar
1. Graphic Rating Scale
2. Alternate Ranking
3. Paired comparison
4. Forced Distribution
5. Management By Objectives (MBO)
6. Behaviorally Anchored Rating Scale (BARS)
7. Boss
Peers
You
Rating
Customers Committee
Subordinates
8. Design decisions
Decide the nature of the system (uniform or
differentiated; open or close; interactive or
one-way)
Decide the purpose (evaluative,
development or both)
Define the rater/ appraiser (single or
multiple)
Define the appraisee (individual or group)
9. Develop measurement content
◦ Focus of appraisal and relative weights
Person oriented (attributes and traits)
Work oriented (job functions/ results)
◦ Aspects of performance value (quantity, quality, time,
cost, supervision need, customer satisfaction)
◦ Performance level anchors or measurement criteria
Adjectival anchors (eg: satisfactory, poor)
Behavioral anchors (eg: sends notice about meeting)
Result oriented anchors (eg: number of customer complaints)
10. Design measurement process
Types of measurement scale (ordinal/ranking;
rating/interval)
Types of rating instruments
Accounting for situational constraints for
performance
Score computation methods (judgemental or
mathematical)
11. Administrative characteristics
Frequency and timing
Performance recording procedures
Information collection and processing
procedures
Confidentiality and access
Methods of feedback
12. Primacy and recency effect
Halo and horn effect
Central tendency
Leniency/ strictness
Non-performance factor
Stereotyping
Hostility
Self-comparison/ compatibility
13. Awareness of errors/ problems and their
likely effects
Use of right appraisal tools
Training of appraisers
Use of diaries
14. Use behaviour/ outcome based measures
Monitor and documents performance records
Provide on-going feedback
Avoid perceptual errors
Have both interactive (interview) and written (form)
structure
Have multiple raters
Involve the employee in the appraisal process
Train appraisers
15. Limited purpose (promotion-oriented) +lack of defined
goals
Informal and subjective criteria
Lack of transparency in evaluation
Current performance-oriented (No consideration of
potentialities o the performer)
Appraisal not as motivational tools
Poor infrastructure (e.g., lack of job description, goal
setting, etc.)
Lack of performance-based reward and development
system
Unfavorable organizational or administrative culture
Ritual practice
