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Performance appraisal types

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In this file, you can ref useful information about performance appraisal types such as performance appraisal types methods, performance appraisal types tips, performance appraisal types forms, performance appraisal types phrases … If you need more assistant for performance appraisal types, please leave your comment at the end of file.

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Performance appraisal types

  1. 1. Performance appraisal types In this file, you can ref useful information about performance appraisal types such as performance appraisal types methods, performance appraisal types tips, performance appraisal types forms, performance appraisal types phrases … If you need more assistant for performance appraisal types, 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 types ================== An approach to employee performance appraisals depends on the employer's type of performance management system. Other factors that affect your approach to employee evaluation include company size, organizational goals and performance standards. Different ways to approach performance appraisals include an informal communication with the employee, a formal rating method or a blend of evaluation methods that serve the interests of the employer and the employee. Informal Evaluation Approach Using an informal approach to employee evaluation can include an open, unstructured conversation about employee goals, company goals and how the two blend to create performance standards. Even though the approach is informal, the conversation must be documented to become a part of the employee's personnel file. An essay format of documenting the conversation may be the best format, provided the essay portions include employee and supervisor input. In your discussion about performance standards and the evaluation period, the employee articulates her goals and how she accomplished those goals. The supervisor contributes feedback in as candid, honest a manner as possible. Following a discussion about performance, the supervisor and the employee identify goals for the coming year. Ensure the goals follow the SMART format -- specific, measurable, attainable, realistic and time-measured. An informal approach to performance evaluations doesn't exclude discussion about typical performance issues. It means the evaluation doesn't follow a strict format, yet it includes all the elements of a performance appraisal. Formal Evaluation Approach
  2. 2. A formal approach includes documentation and a structured format. The performance appraisal form used contains specific performance standards. A graphic rating scale or management by objectives performance method is probably best suited for the formal approach to evaluating employee performance. A graphic rating scale provides quantitative measurement of an employee's performance. Management by objectives, or MBOs, can serve as a checklist for accomplishing employee goals that are aligned with organizational goals. MBOs can provide quantitative and qualitative measurement of an employee's performance. A formal approach lends itself to precision and a greater possibility for accuracy. In addition, the clear lines established by this approach make documentation an easier task. The September 1999 "Entrepreneur" magazine article titled "Creating Effective Performance Appraisals" states: "It is common knowledge that most managers and employees find participating in formal performance appraisals as appealing as having a root canal. However, it is also true that -- for better or worse - - formal performance appraisals are an inescapable part of organizational life." For this reason, a formal approach to evaluating employees may be best suited for large organizations. Informal/Formal Blended Approach Striking a balance between an informal and a formal approach can involve an employee self- evaluation in addition to the supervisor rating. In a blended format, both the employee self- evaluation and supervisor evaluation are given equal weight in a final determination for overall rating and merit increase. When asked to evaluate their own performance, many employees are able to do so in an objective manner. If the supervisor also is capable of using objectivity in rating the employee's performance, the two components should be very similar. When there's a wide distance between the employee's evaluation and the supervisor rating, a candid discussion and documentation to support each side can result in a mutually agreeable evaluation. The University of Vermont encourages employee and supervisor participation in performance appraisals, stating: "Let the employee feel he/she has some ownership of the appraisal process by showing ideas and comments are welcomed by management. This helps the employee believe the performance appraisal is a constructive activity and not one-sided." ================== III. Performance appraisal methods
  3. 3. 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 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
  4. 4. 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. Essay Method
  5. 5. 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 Performance appraisal types (pdf download) • Top 28 performance appraisal forms • performance appraisal comments • 11 performance appraisal methods • 25 performance appraisal examples • performance appraisal phrases • performance appraisal process • performance appraisal template • performance appraisal system • performance appraisal answers • performance appraisal questions • performance appraisal techniques • performance appraisal format • performance appraisal templates
  6. 6. • performance appraisal questionnaire • performance appraisal software • performance appraisal tools • performance appraisal interview • performance appraisal phrases examples • performance appraisal objectives • performance appraisal policy • performance appraisal letter • performance appraisal types • performance appraisal quotes • performance appraisal articles

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