appraisal traditional approaches

8/7/2019 APPRAISAL traditional approaches

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CHAPTER 2

TRADITIONAL METHODS

OF PERFORMANCE

APPRAISAL


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Appraiser rates the employee in an open ended manner and puts down his

impressions( strong and weak points of behavior) about the employee on a

continuous basis.


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a) Job knowledge, skill exhibited

b) Relationship with other employee and superiorc) Personality traits and attitude toward his job, peer,

superior.

d) Clarity and commitment toward goals and objectives

e) And lastly potentials for future organizational roles


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Here appraiser have the opportunity to

express his views about appraise talent ,unique characteristics .

This method is reliant on the appraisers

writing skills and their ability to express their

thoughts through the written word


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Closed evaluation

Facilitates documentation of personal and

work behavior

Improvement progms with ease given readyavailability of performance records.


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Incorrect sentences construction can give a

different impression

time consuming

Honesty and of appraiser is questionnable?


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THIS METHOD assess employee on a rating scale comprising lists of traits and a range of

performance values for each trait.

Supervisor rate based on the score that describes his/her performance for each trait and

all ratings have to be totaled at the end.

Raters are provide the descriptions of a dimension on which the ratings are to be evaluated

and a continuum with points the demarcates levels of effectiveness along that continuum andthe rater has to judge the level of effectiveness for each ratee using that rating continuum.


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Easy and less costly

categorizes employees performance clearly

and specifically

Facilitates easy linkage to compensationincreases


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Lacks validity of rating

lacks reliability of rating

Subject to managerial and employee

manipulations.


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In this method a member of hr DEPT

interviews line supervisors to evaluate their

respective subordinates

Information about requirements of each job. And then details of each employee in his job

from line supervisors.


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He repeats this process for each line

supervisors of the organization and then

meets with small group of raters from each

unitDiscuss with them regarding

a) identifying areas of inter raterdisagreement

b) Help the group to arrive at a consensusc) Determine that each rater can conceive the standards similarly


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This is a method where employees are appraisedbased on predetermined percentage of ratees

into several performance categories. The

proportions in each category need not be

symmetrical. Ex: you can put 20% for top and 70% middle and

10% for poor performers.


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Fortune 500, intel,microsoft.

This method is more unforgiving than most

other methods.

Employers need to be very carefull andprotect them from abuse, office politics and

managerial bias can taint ratings.


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Choosing performance extremes , and

identifying the good performer and bad

performer is also not a difficult task but the

challenge is how meaningfully you candifferentiate between the categories ?


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Supervisors keeps the log of positive andnegative examples of a subordinates work

related behavior. Every 6 month or so ,

supervisors and subordinate meet to discussthe performance using the incidents as

examples.


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An appraise keeps a dairy to record critical

incidents involving effective and ineffective

job behaviors and these incidents later used

as criteria's for evaluation of performance.

appraisal traditional approaches

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