1st Intro Slide:
Presentation:
Performance Appraisal and Its Method
created
by "Crystal Group"
copyright@2020
2nd Intro Slide:
Inspection Point on Performance Appraisal and Its
Method
Performance Appraisal
Performance Appraisal Process
Chart: Methods of Performance Appraisal
3rd Intro Slide:
A. Behavioral
Performance Appraisal Methods
1. Checklists
2. Weighted Checklists
3. Graphic Rating Scale
4. Mixed Standard Scale
5. Forced-Choice Scale
6. Critical Incident Method
7. Behaviorally Anchored Rating Scale (BARS)
4th Intro Slide:
B. Personnel Comparison
Systems
1. Ranking
2. Forced Distribution
C. Results-Oriented
Performance Appraisal Methods
Management by Objectives
(MBO)
1st Slide:
Performance Appraisal
Evaluating an employee's current and past
performance relative to his or her performance standards
2nd Slide:
Performance Appraisal
Process
- Setting work standards
- Assessing the employee's actual performance relative to
those standards
- Providing feedback to the employee with the aim of
helping him or her to eliminate performance deficiencies or to continue to
perform above par
3rd Slide:
Chart: Methods of Performance Appraisal
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Performance Appraisal Methods |
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Behavioral Performance Appraisal
Methods |
Personnel Comparison Systems |
Results-Oriented Performance
Appraisal Methods |
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Checklists |
Ranking |
Management by Objectives (MBO) |
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Weighted Checklists |
Forced Distribution |
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Graphic Rating Scale |
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Mixed Standard Scale |
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Forced-Choice Scale |
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Critical Incident Method |
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Behaviorally Anchored Rating Scale
(BARS) |
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4th Slide:
Behavioral Performance
Appraisal Methods
5th Slide:
Checklists
A list of descriptive statements and adjectives
describing job-related behavior
Evaluation based on possessing a particular
trait
Adding one point for every checked positive
quality
Subtracting one point for every checked negative
quality
6th Slide:
Weighted Checklists
Completing a checklist
Applying a weighted value to the responses
Unknown process of weighting the items
Assigning the points to the weighted responses
Totaling the points to the weighted
responses
Providing an overall rating
7th Slide:
Graphic Rating Scale
Most widely used performance evaluation format
Easy to use
Rating a large number of individuals in a short
amount of time
Easy to understand and explain to the rates
Simple to develop and changeable when needed
Making the ratings based on a scale consisting
of dividable several levels
Several levels are from 1 to 5, with adjectives
such as unsatisfactory and outstanding anchored at the two extremes
of the scale (i.e. 1=unsatisfactory and 5= outstanding)
8th Slide:
Continued...
Evaluation based on reading the quality to be
rated
Determination of the rated quality at what
level demonstration of the rated quality by the individual
9th Slide:
Continued...
The evaluation format can be used to rate an
employee's overall performance.
Usually, it rates a number of characteristics
such as quality of work and knowledge of the job
Summing the values on each of the individual's
characteristics
Creating an overall rating
10th Slide:
Mixed Standard Scale
Variation of the graphic rating scale
Instead of rating a behavior, such as
attendance, evaluation is based on three categories-good, average, and bad.
Evaluation of the performance of the
employee in terms of whether it is better than, the same as, or poorer than
each of the three behaviors.
11th Slide:
Forced-Choice Scale
It is designed to increase objectivity and
decrease subjectivity in ratings by camouflaging the "best"
responses.
Locating the positive and negative items easily
with many appraisal formats
Increasing the provided score by rating the
positive items high and the negative items low
Selecting an item from a pair of items that
most closely reflects the individual being rated
12th Slide:
Continued...
The forced-choice method
is the use of two or more specific response options on a survey or
questionnaire
To give a clear example,
“yes”
or “no” or “green,” “blue,” or “red.” Options such as “not sure,” “no opinion,”
or “not applicable” are not included; respondents must commit to an actual
answer.
13th
Slide:
Critical Incident Method
A written description of
highly effective or highly ineffective performance
Keeping a journal of
critical incidents for each individual being evaluated
14th Slide:
Behaviorally Anchored Rating Scale (BARS)
A sophisticated method
of evaluating employee performance based on employee behavior rather than
attitudes or assumptions about motivation or potential
A numerical scale that
is anchored by specific narrative examples of behaviors that range from very
negative to very positive descriptions of performance
15th Slide:
Personnel Comparison
Systems
16th Slide:
Ranking
Evaluating an employee
on his or her overall performance
Placing the employees in
a specified group (e.g. all subordinates reporting to a supervisor) in order
from the "best performer to the worst performer"
Looking down the list of
employees to be rated
Selecting the individual
based on his or her best overall performance for the evaluation period
Writing the name at the
top of a sheet of paper and crossing off the list of names
Repeating the
process until all the names have been crossed off the list
17th Slide:
Continued...
Alternative Ranking
Another ranking approach is called an alternative ranking.
Selecting the best
overall performer, writing the name on a new sheet of a paper and then crossing
the name off from the list of rates
Selecting the worst overall performer, crossing off that name, and transferring it to the new list
Selecting the best performer from those left on the list
Continuing the
alternative ranking process until all employees have been ranked.
18th Slide:
Continued...
Pros and Cons of Ranking
NOT allowing the evaluator
to rate everyone high
Rank-ordering produces
ordinal data and as a result, the amount of difference in ranking between employees is
unknown.
19th Slide:
Forced Distribution
Placing a certain
percentage of employees into each of several categories based on overall
performance
For instance, 10 percent
of the employees must be placed in the "unsatisfactory" category, 15
percent must be placed in the "fair" category, 50 percent must be
placed in the "satisfactory or average" category, 15 percent in
the "good" category, and 10 percent in the "outstanding".
20th Slide:
Results-Oriented Performance Appraisal Methods
Results-oriented
Rating the outcomes of
the employee's behavior rather than the actual behavior itself
21th Slide:
Management by Objectives (MBO)
A frequently used
performance appraisal method
Management by objectives
(MBO) has been around for over 30 years and is usually credited to Peter
Drucker.
Drucker was trying to
design a systematic approach to setting objectives and performing appraisals by
using results that would lead to improved organizational productivity.
Organizations have
implemented MBO programs and in 68 of 70 studies, productivity gains were reported
by those organizations.
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