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Performance appraisal images
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I. Contents of getting performance appraisal images
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1. Keep them guessing
Good performance management starts with expectations. Make sure your employees have no real
direction, expectations, goals, or standards. After all, a good employee should be able to handle
ambiguity, deal with paradox, and eat change for breakfast. No need to spoon feed them or spell
things out for them – just give them the old mission and vision pep talk and turn them loose!
Then, penalize them for asking too many questions.
2. Unbalanced documentation
Keep track of each and every time your employees mess up. Big mistakes, little indiscretions,
and everything in between. Make a note to yourself and file it away in the employee’s folder. By
the end of the year, you’ll a thick folder full of valuable performance appraisal feedback that
your employee will surely appreciate.
3. Avoid frequent contact with your employees throughout the year
Keep your door closed, your calendar full, and try to look busy every time one of your
employees stops by with yet another problem to discuss. Your employees might try to get you to
have regular one-on-one meetings with them – avoid these at all costs! Nothing good can come
out of these meetings. Employees are bound to try to bring you silly proposals, bad news, or
problems to solve. You might even have to make a decision!

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4. Pass off all of the preparation to others
Sure, you need to prepare for the dreaded performance appraisal discussion, but that doesn’t
mean you have to do all the work. After, all, you’re a busy manager!
Ask your employee to make a list of ten clients, co-workers, former bosses, and anyone else
they’ve come in contact with over the last year. Then send an email to each one of them and ask
for a detailed evaluation of your employee’s performance. This way, instead of just one person
(you) doing all the hard work, you’ve now got ten people doing it for you! And it’s a great way
to pass along criticism and blame it on someone else.
5. Asking for too much “input”
Of course, the employee needs to prepare for the discussion too. Ask them to bring a list of
measurable goals and performance expectations (that you never gave them), their detailed self-
ratings, and a list of accomplishments and failures. Better yet, just have them fill out their own
performance appraisal – but make sure you give them a day’s notice.
6. Not scheduling enough time.
Don’t schedule too much time for the discussion – about ten minutes ought to do it. If you talk
fast, you can usually knock these off in about five minutes.
7. Poor preparation.
Now for your own preparation. Take all of that “input” that others and your employee bothered
to give you and set it aside – no time for that. The form will most likely have lots of categories,
such as “teamwork,” “accountability,” judgment,” and the like. Plenty of categories to fill in a
few mistakes for each and decide on a number. Give extra weight to things that have happened in
the last couple weeks – these are the most important and should heavily influence your ratings.
8. One way monologue.
Okay, now you’re ready for your five minutes of leadership brilliance. Invite your employee in
and make a little casual small talk. Open up the appraisal with a compliment, some insincere
meaningless praise, just to loosen the employee up and prepare them for the good stuff. Then,
review your list of mistakes and weaknesses. Be sure to include any unsubstantiated criticism for
others who have bothered responding to your survey. Finally, remind the employee that
“feedback is a gift,” and this is your special gift. Because you care.

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9. Neglect development.
Sometimes HR adds a page at the end of the form for “employee development.” Forget it, waste
of time, just more HR rubbish. But if it needs to be filled out, have the employee do it
themselves. This is called “having the employee take charge of their own development.”
10. Insincere praise.
End the appraisal with another insincere compliment. This is called a “feedback sandwich.”
Doing this will ease the sting from all the criticism and leave the employee with a nice, warm,
fuzzy feeling.
Learn and follow these ten steps and you’re guaranteed to have dissatisfied, unmotivated,
unproductive employees, increase your turnover, and ultimately, manage yourself out of a job.
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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
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.

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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. Critical Incidents Method

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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
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.

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III. Other topics related to Performance appraisal images (pdf download)
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