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1. Performance appraisal questionsand answers
In this file, you can ref useful information about performance appraisal questions and answers
such as performance appraisal questions and answers methods, performance appraisal questions
and answers tips, performance appraisal questions and answers forms, performance appraisal
questions and answers phrases … If you need more assistant for performance appraisal questions
and answers, 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 performance appraisal questions and answers
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Mutual respect goes a long way toward a successful performance appraisal meeting. Employees
might be nervous about the future of a small business and whether they're getting a pay raise.
The boss might be nervous, too, for any number of reasons, ranging from the fact that she simply
hates doing reviews to the fact that the business might be in trouble. Whatever the situation may
be, the small business owner should focus on the employee's role and behaviors, not on the
employee himself.
Boss to Employee: What Are Your Goals?
By asking an employee about his goals, a boss is likely looking for a number of things. For
example, the supervisor may want information on goals the employee already reached, including
how he accomplished those goals. The boss may also be trying to determine what areas of
interest the employee and how his expertise has developed since the last performance appraisal.
An employee can answer these questions by explaining the goals that he has reached; how he
succeeded; and how he can expand on this success with new goals.
Boss to Employee: Can You Take on More Duties?
A small business, especially at the beginning of its life, might be having trouble meeting certain
projections. If a boss would like an employee to take on more duties, she should explain the
rationale behind this question. For example, if the boss has recognized the need for an employee
to do sales for an hour or two every day, she should explain this need and how the experience
would benefit the employee --- for example, potential for commission pay and sales experience.

2. The supervisor shouldn't pressure the employee and should emphasize that she doesn't intend for
the employee to neglect his other duties. She needs to explain how she envisions the potential
new arrangement to work.
Employee to Boss: How Can I Best Help the Business?
If an employee asks how he can best help the business, he might mean exactly that --- or, he
might also be looking for other answers, such as reassurance that the small business is stable and
doing well. The boss should answer honestly; the answer might be as simple as telling the
employee to keep doing what he's doing. If there are other ways the employee can be helping,
however, the boss should up and give an overview of how the business itself is performing to
assist the employee in his efforts.
Employee to Boss: Do I Qualify for a Pay Raise?
An employee might ask if he qualifies for a pay raise. The boss should use specific information
about the company to inform her answer. For instance, the employee might qualify for a raise,
but the small business may be having trouble. The boss should explain the issue and how she's
seeking to remedy it --- after all, she doesn't want to lose valuable employees. Or, perhaps the
business is doing fine financially, but the employee needs to improve in certain areas to get a
raise. The boss should outline these areas and create a timeline in which the employee can
improve. The boss should be honest, courteous and respectful.
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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

3. 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
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. 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. 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

5. 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 Performance appraisal questions and answers (pdf
download)
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