TOPIC: PARAMETERS OF PERFORMANCE APPRASAIL

NAME : SHAAN .M GILLANI ROLL NO :22 SUBJECT : HUMAN RESOURCE MANAGEMENT

PROF : MRS. SUDHA . SHUKLA SEMESTER :I

PERFORMANCE APPRAISAL An organizations goals can be achieved only when people put in their best efforts. How to ascertain whether an employee has shown his or her best performance on a given job? The answer is performance appraisal. Employee assessment is one of the fundamental jobs of HRM. But not an easy one though. This chapter is devoted to a detailed discussion of the nature and process of conducting performance appraisal. Meaning and Definition In simple terms, performance appraisal may be understood as the assessment of an individual's performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgement,

versatility, health, and the like. Assessment should not be confined to past performance alone. Potentials of the employee for future performance must also be assessed. A formal definition of performance appraisal is: It is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development. A more comprehensive definition is: Performance' appraisal is a formal structured system of measuring and evaluating an employees job related behaviors and outcomes to discover how and why the employee is presently performing on the job and how the

employee can perform more effectively in the future so that the employee organization and society all benefit. The second definition includes employees behaviour as part of the assessment. Behaviour can be active or passive--do something or do nothing. Either way behaviour affects job results. The other terms used for performance appraisal arc: performance rating, employee assessment. Employees performance review, personnel appraisal, performance evaluation employee evaluation and (perhaps the oldest of the terms used) merit rating. In a formal sense, employee assessment is as old as, the concept of management and in an informal sense; it is probably as old as mankind. Nor performance appraisal is done in isolation. It is linked to job analysis as shown in Fig.

Job Analysis

Performance Standards

Performance Appraisal

Describes work and personnel requirement of a particular job

Translate job requirements I into levels of acceptable or I' unacceptable performance

Describes the jobrelevant strengths and weaknesses of each individual

Fig. Relationship of Performance Appraisal and Job Analysis

Job analysis sets out requirements, which are translated into performance standards, which in turn from the basis for performance appraisal.

The meaning of the word appraisal is to fix a price or value for something. This is used in finance in terms such as project appraisal or financial appraisal where a value is attached to a project. Similarly performance appraisal is a process in which one values the employee contribution and worth to the organisation. The objectives of performance appraisal are: 1.To help better current performances 2. To help in development of the employee. 3.To determine training and development needs. 4. To give employee feedback and counsel them 5. To review performance for salary purposes. Employees across the entire organisation are appraised of their performance. This could be done annually, twice a year, periodically depending the need of the organisation

The various kinds of performance appraisal systems are: 1.Personality based performance appraisal system: Here the appraiser is supposed to rate the personality traits of the person being appraised. This is not in much in organisations as it very subjective and judgmental. It could also be biased and prejudiced. 2.Competence based performance appraisal system: Here the job analysis is used and the employee is appraised for the skills he exhibits. For e.g. if his job entails dealing with the clients then he is judged foe his effectiveness in dealing with them. This enables both the organisation and the employee as to what deficiencies are to be overcome and can be useful in providing training to the employee to better his performance. Result based performance appraisal system: This system concentrates on the final results achieved by the employee irrespective of his personality or deficiencies. This is totally related to the job and concentrates on the end results that are more important to the organisation. The performance appraisal system has to be transparent and the employee should be taken into full confidence. In many cases employees themselves are given a chance to conduct a self-appraisal. Performance appraisal is a case of joint problem solving by the organisation and the employee. However the organisation must also take care of future potential and not get bogged down by current performance.

Normally the immediate supervisor does the appraisal. Some organisations also have a peer group performance appraisal where colleagues rate the performance. The HR person must also ensure that line managers are properly trained for carrying out the appraisal including interviewing techniques and on how to give feedback. The managers must also be trained to look at the cases objectively outside of their personal opinion of the candidate. Performing annual employee performance appraisals can often be one of the most challenging functions a manager may have. It is also happens to be one of the most important. Conducting a well organized and professional performance appraisal can often make a huge difference in turning around problem employees, as well as encouraging good or even average workers to perform at their best.

All too often are the stories of managers that used employee performance appraisals only as a way to be critical of an underachieving employee's shortcomings. Or - even worse, managers that put off employee performance appraisals for many months, leaving the employee with strong feelings that they, and the work they perform, are not very important to the manager or the company.

A variety of industry experts have looked at what elements make up a successful and productive employee appraisal. These elements include: Conducting the performance appraisal in a timely fashion, as close as possible, or even before the employee's scheduled review date. Offering a balanced evaluation of both the employee's strengths and of their weakness

Including a review of key performance areas or projects where an employee has performed well. A bit of praise can go a long way to lifting an employee's morale and feelings of success on the job Making any criticisms of the employee's work in a productive way. Focus on ways the employee can improve or do a better job. Don't overly dwell on the negatives. Natural interaction during the performance appraisal process - give the employee a chance to speak their mind as well as help come up with future goals, as well as steer areas of improvement. Set goals for the next appraisal period that are quantifiable and achievable. If you have specific projects in mind use those as a measure of the performance. If you made a list of goals from the last review period, go over these with the employee as well and talk about how the employee achieved or failed to achieve the goals and why. Always maintain a professional demeanor and don't let any discussion get personal. Don't tie the employees performance to a salary increase. It is normal for the employee to expect that a review will also include an increase as this is traditional, but you should clearly state that the review is about performance and not about salary. Although these are just the basics of how to successfully perform an employee performance appraisal, and they may seem obvious at first glance, many managers still miss the basics, leading to strained employee relations, morale and dedication to the job.

ELEMENTS IN THE PERFORMANCE APPRAISAL PROCESS. At one stage performance appraisal relied mainly on assessment of personality characteristics. Subordinates were being appraised by their superiors on the extent to which they exhibited characteristics like tact, willingness, enthusiasm, and maturity. Managers were being put in the position of psychologists and required to make subjective ratings without any point of reference except their own opinion. More recent thinking has resulted in an approach which says that there are two important aspects in performance appraisal namely inputs and outputs 1.Inputs: What the individual brings to the job in terms of attributes, behavior, skills and knowledge are inputs. 2.Outputs: The results achieved in terms of outputs or outcomes are referred to as outputs. Expectations are expressed in terms of objectives, standards, standards, targets or competence and appraisal is made on the basis of inputs and outputs. Methods Used in Appraisal Three different approaches exist for appraisals. Employees can be appraisal against absolute standards, relative standards and objectives. In cases where absolute standards are used, the employees are not compared with any other person while in the second category of appraisal methods using relative standards, individuals are compared with other individuals. The third approach makes use of objectives. Employees are evaluated by how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of the job.

When Appraisals should Take Place Most large organizations hold formal appraisal discussions annually, while some fast moving organizations prefer to have them twice a year. When employees are working on projects, there may be an appraisal after each assignment has been completed. Ensuring that Appraisal is a continuous Process To ensure that appraisal is not just seen as a once-a-year event to be got over as quickly as possible it is necessary to emphasis the continuing nature of the process on briefing and training. Performance appraisal should not be imposed on managers as something special they have to do. It should be treated as a natural process which all managers carry out. Performance appraisals are an integral part of every organization and if they are properly developed and implemented, they can help the organization achieve its goals by developing productive employees.

PARAMETERS OF PERFORMANCE APPRAISAL Data relating to performance assessment of employees arc recorded, stored. and used for seven purposes. The main purposes of employee assessment are: 1. To effect promotions based on competence and performance. 2. To confirm the services of probationary employees upon their completing the probationary period satisfactorily.

3. To assess the training and development needs of employees. 4. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have not been fixed. 5. To let the employees know where they stand insofar as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development. 6. To improve communication. Performance appraisal provides a format for

dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. This can also have the effect of increasing the trust between the rater and the ratee. 7. Finally, performance appraisal can be used to determine whether HR programmes such a selection, training, and transfers have been effective or not. Broadly, performance appraisal serves four objectives(i) (ii) (iii) (iv) developmental uses, administrative uses/decisions, organizational maintenance/objectives, and documentation purposes

Table below outlines these and specific uses more clearly:Multiple Purposes of Performance Assessment General Applications Developmental Uses Specific Purpose Identification of individual needs Performance feedback Determining transfers and job assignments Identification of individual strengths and development

needs Salary Promotion Retention or termination Administrative Uses/Decisions Recognition of individual performance Lay-offs Identification of poor performers HR planning Determining organization training needs Evaluation of organizational Maintenance/ goal achievement Information for goal identification Evaluation of HR systems. Reinforcement of organizational development needs

Organizational Objectives

Criteria for validation research Documentation for HR decisions Helping to meet legal requirements Documentation Performance Review Performance reviews are designed to both evaluate general performance and measure progress around specific goals. When well-structured, performance reviews offer an opportunity to acknowledge the work of staff, address areas in need of improvement, and identify professional development and training that will further support the staff members' career growth.

Purpose of Performance review Translate organizations mission into specific achievable goals Manage performance rather than react to it Reduce overlap of job duties and ineffective, inefficient use of employee skills Provide written acknowledgment of completed work Gain new information and ideas from staff Discuss skill and career development Protect organization from unfounded charges of discrimination Reduce stress for the supervisor -- managing rather than reacting Reduce stress for the employee -- what is expected is made clear

Significance of Performance Review Performance reviews can prove valuable to an individual's career development. If a company conducts reviews properly, the employee should receive pertinent feedback from peers and managers and, if applicable, clients.

The review usually consists of two components: the written or electronic review, and the oral review or review meeting.

The written or electronic review should be divided into several sections: goals achieved by the employee, future goals, the employee's strengths and weaknesses, and helpful recommendations for the employee's future growth.

The review process may include information on promotions, bonuses, career transfers, or an increase in job responsibilities. This will depend on factors such as

the formality of the review, its intended purpose, and the frequency with which reviews are conducted. Many organizations combine performance reviews with promotions and bonuses. Some companies, however, are more concerned with providing feedback to the employee than they are with compensation and advancement issues.

The review meeting can either be an asset or hindrance to the individual, depending on how effective the manager is at giving the appropriate information and feedback. It is important for the manager performing the review to show the employee that time and effort was put into the review process. Employees should be made to feel that they are an integral part of the organization in order to encourage them to address their weaknesses, work on further strengthening positive areas, and achieve future goals.

If the reviews take place on an annual basis, one must inquire about future promotions, increases in job responsibilities, and any desires for transfers or new projects. APPRAISAL PROCESS Figure below outlines the performance- appraisal process. Each step in the process is crucial and is arranged logically. The process as shown in Fig. Below is somewhat idea1ised. Many organizations make every effort to approximate the ideal process, resulting in first-rate appraisal systems. Unfortunately, many others fail to consider one or more of the steps and, therefore, have less-effective appraisal system.

Objectives of Appraisal

Establish job Expectation

Design an appraisal performance

Performance interview

Use appraisal data for appropriate purposes

1. Objectives of Appraisal Objectives of appraisal as stated above include effecting promotions and transfers, assessing training needs, awarding pay increases, and the like. The emphasis in all these is to correct problems. Theses objectives are appropriate as long as the approach in appraisal is individual. Appraisal in future, would assume systems orientations. In the systems approach, the objectives of appraisal stretch beyond the traditional ones. In the systems approach, appraisal aims at improving the performance, instead of merely assessing it. Towards this end, an appraisal system seeks to evaluate opportunity factors. Opportunity factors include the physical environment such as noise, ventilation and lightings, available resources such as human and computer assistance and social processes such as leadership effectiveness. These opportunity variables are more important than individual abilities in determining work performance.

In the systems approach the emphasis is not on individual assessment and rewards or punishments. But it is on how work the work system affects an individuals. In the systems approach the emphasis is not on individual assessment and rewards or punishments. But it is on how the work systems affect an individuals performance. In order to use a systems approach, managers must learn to appreciate the impact that systems levels factors have on individual performance and subordinates must adjust to lack of competition among individuals. Thus, if a systems approach is going to be successful, the employee must believe that by working towards shared goals, everyone will benefit. Not that the role of the individual is undermined. The individual is responsible for a large percentage of his or her work performance. Employees should not be encouraged to seek organizational reasons for his failures. The identifications of systems obstacles should be used to facilitate development and motivation, not as an excuse to poor performance. The following table displays some of the differences between the traditional approach and the systems-oriented one. PERFORMANCE SYSTEMS Guiding value Primary roles Leadership practices Appraisal frequency Degree of formality Reward practices APPRAISAL Systems Attribution to systems Development, problem solving Facilitative, coaching Frequent Low Group orientation

Traditional Attribution to individual Control, documentation Directional, evaluative Occasional High Individual orientation

2. Establish Job Expectations

The second step in the appraisal process is to establish job expectations. This includes informing the employee what is expected of him or her on the job. Normally, a discussion is held with his or her superior to review the major duties contained in the job place of formal performance evaluation. 3. Design Appraisal Programme Designing an appraisal programme poses several questions which we need to answers. They are: -

1. Formals versus informal appraisal 2. Whose performance is to be assessed? 3. Who are the raters? 4. What problems are encountered? 5. How to solve the problems? 6. What should be evaluated? 7. When to evaluate? 8. What methods of appraisal are to be used?

What methods? Formal V/s Informal Whose performance

When to evaluate?

Appraisal design

What are the raters?

What to evaluate?

What problems

How to solve?

1. Whose performance should be rated?

To the question as to whose

performance should be rated, the answer is obviousemployees, is it individual or teams? Specifically the rate may be defined as the individual, work group, division, or organizations. It is also possible to define the rate at multiple levels. For example, under some condition, it may be desirable to appraise performance both at work-group level for merit-pay increases and at the individual level to assess training needs. Two conditions necessitate a group level appraisalgroup cohesiveness and difficulty in identifying individual performance. Description. Individual should not be expected to begin the job until they understand what is expected out of them.

2. Formal V/s informal appraisal: - the first step in designing an appraisal programme is to decide whether the appraisal should be formal or informal. Formal appraisal usually occurs at specified time periodsonce or twice year. Formal appraisals are most often required by the organizations for the purposes of employee evaluation. Informal performance appraisal can occur whenever the superior feels the need for communication. For example, if the employee has been consistently meeting or executing standards, an informal

appraisal may be in order to simply recognize this fact. Discussions can take place anywhere in the organizations, ranging from the managers office to the canteen. But care needs to be taken to ensure that the discussion is held in private. Many organizations encourage a mixture of both formal and informal appraisal. The formal appraisal is most often used as primary evaluation. However, the informal appraisal is very helpful for more performance feedback. Informal appraisal should not take the Group cohesiveness refers to shared feeling among work-team members. There is cooperation and clear understanding to accomplish tasks which are interdependent. Any attempt to assess individual performance shall undermine group cohesiveness and tend to promote individualistic or even competitive orientation. The difficulty in identifying individual contribution is also important to consider. In some cases, interdependent of tasks is so complete that it is difficult to identify who has contributed what. There is no other choice but to view that task as a team effort. But the point to be remembered is that the performance of all employees must be rated. All must become raters.

3. Who are Raters? Raters can be immediate supervisors, specialist from the HR department, subordinates. Peers, committees, clients, self appraisal, or a combination of several.

a. Immediate supervisor is the fit candidate to appraise the performance of his or her subordinate. There are 3 reasons in support of this choice. No one is familiar with the subordinates performance than his or her superior. Another reason is that the superior has the

responsibility of managing a particular unit. When the tasks of evaluating a subordinate is given to another person, the superior authority may be undermined seriously. Finally, training and development of subordinate is am portent element in every mangers job. Since appraisal programme are often clearly linked to training and development, the immediate superior may be the legal choice to conduct the performance evaluation. b. Subordinate can assess the performance of their superiors. The use of this choice may be useful in assessing an employee ability to communicate, delegate work, allocate resources, disseminate information, resolve intra-personal conflict, and deal with employees on a fair basis. But the problem with the subordinate evaluation is that supervisors tend to become popular, not by effective leadership, but by mere gimmicks.

c. Peers are in better position to evaluate certain facts of job performance which the subordinates or supervisors cannot do. Such facts include contribution skills, reliability and initiative. Closeness of the working relationships and the amount of personal contacts place peers in a better position to make accurate assessments. Unfortunately friendship or animosity may result in distortion of evaluation. Further when reward allocation is based on peer evaluation, series conflicts among co-workers may develop. Finally join together to rate each other high.

d. Although clients are seldom used for rating employee performance, nothing prevents an organization from using this source. Clients may

be members within the organization who have direct contact with the rate and make use of an output (goods or services) this employee provides. Interest, courtesy, dependability and innovativeness are but a few of the qualities for which clients can offer rating information. Clients, external to the organization can also offer similar kinds of information. Where appraisal is made by the superior, peers, subordinates and clients, it is called the 360-degree system of appraisal. First developed at General Electric, US in 1992 the system has become popular in our country too. GE (India). Reliance Industries, Crompton Greaves, Godrej Soaps, Wipro, Infosys, Thermax and Thomas Cook are using the method with greater benefits. The Arthur Anderson Survey 1997 reveals that 20% of the organization use 360 degree method. In the 360 degree method, besides assessing performance. Other attributes of the assess talents, behavioral quirks, values, ethical standards, tempers and loyalty are evaluated by the people who are best placed to do it. Many employees use rating committees to evaluate employees. These committees are often composed of the employees immediate supervisor and three or four other supervisors who come in contact with the employee. This choice is welcome when an employee in the course of his or her job performs a variety of tasks in different environment. For e.g. 1supervisor may work with the employee when technical aspects of a job are being performed and another supervisor may deal with the same employee in situations where

communications skills are crucial. There are several benefits in using multiple raters. First there may be objectivity in rating as more than rater is involved in the assessment. Furthermore where there are

differences in the rater ought ratings they usually stem from the fact that raters at different level in the organization often observe different facets of an employee performance-the appraisal to reflect these differences. The disadvantages of committee rating are that it diminishes the role of the immediate supervisor in the area of training and development.

In self appraisal employee himself or herself evaluates his or her own performance. Indian Telephone Industries has been following the selfappraisal system for executives in grade I to. METHODS OF APPRAISAL The last to be addressed in the process of designing an appraisal programme is to determine methods of evaluation. Numerous methods have been devised to measure the quantity and quality of employees job performance. Each of the methods discussed could be effective for some purposes, for some organizations. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or of a particular type of employees. Broadly, all the approaches to appraisal can be identified into (i) past-oriented methods, and (ii) future-oriented methods. Each group has several techniques as shown in the figure below:

Appraisa l Methods

Past-Oriented Methods Rating Scales: This is the simplest and most popular technique for appraising employee performance; the typical rating-scale system consists of several numerical scales, each representing a job-related performance criterion such as dependability, initiative, output, attendance, attitude, co-operation, and the like. Each scale ranges from excellent to poor. The rater checks the appropriate performance level on each criterion, then computes the employees total numerical score. The number of points scored may be linked to salary increases, whereby so many points equal a rise of some percentage.

RATING SCALE Instructions: For the following performances factors, please indicate on the rating Scale your evaluation of the employee named below:
Employees Name: Raters Name Excellent 5 Good 4 Department Date. Acceptable 3 Fair 2 Poor 1

1.Dependability 2.Initiative 3.Overall Output 4.Attendance

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---------------------

---------------------

-----------------

-----------------

5.Attitude 6.Co-Operation

--------------------------

-------------------------------

-------------------------------

-------------------------

-------------------------

20. Quality of Work

------

TOTAL

TOTAL SCORE

Rating scales offer the advantages of adaptability, relatively easy use and low cost. Nearly every type of job can be evaluated in a short time, and the rater does not need any training to use the scale. The disadvantages of this method are several. The raters biases are likely to influence evaluation, and the biases are particularly pronounced on subjective criteria such as co-operation, attitude and initiative. Furthermore, numerical scoring gives an illusion of precision that is really unfounded.

Checklist: Under this method a checklist of statements on the traits of the employee and his or her job is prepared in 2 columns viz., a Yes column and a No column. All that the rater (immediate superior) should is tick the Yes column if the answer to the statement is positive and in column No if the answer is negative. A typical checklist is given in the table below. After ticking off against each item, the rater forwards the list to the HR department. The HR department assigns certain points to each Yes ticked. Depending upon the number of Yes

the total score is arrived at. When points are allotted to the checklist, the technique becomes a weighted checklist. The advantages of as checklist are economy, ease of administration, limited training of rater, and standardization. The disadvantages include susceptibility to raters biases (especially the halo effect), use of personality criteria instead of performance criteria, misinterpretation of checklist items, and the use of improper weights by the HR department. Another disadvantage of this approach is that it does not allow the rater to give up relative ratings.

Table: - Checklist for Operators SR. NO. 1. 2. Is the employee really interested in the job? QUESTIONS YES NO

Does he or she possess adequate knowledge about the job

3. 4.

Is his or her attendance satisfactory?

Does he/she maintain his/her equipment in good condition?

5. 6. 7. 8. 9. 10.

Does he/she co-operate with co-workers? Does he/she keep his/her temper? Does he/she obey orders? Does he/she observe safety precautions? Does he/she complete what he/she commences? Does he/she evade responsibility?

Forced Choice Method: In this, the rater is given a series of statements about an employee. These statements are arranged in blocks of 2 or more, and the rater indicates which statement is most or least descriptive of the employee. Typical statements are : 1. Learns fast _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ works hard 2. Work is reliable_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ performance is a good example for 3. Absents often_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ others usually tardy. As in the checklist method, the rater is simply expected to select the statements that describe the rate. Actual assessment is done by the HR Department. This approach is known as the forced choice method because the rater is forced to select statements, which are readymade. The advantage of this method is the absence of personal bias in rating. The disadvantage is that the statements may not be properly framed they may not be precisely descriptive of the ratees traits. Forced Distribution Method: One of the errors in rating is leniency clustering a large number of employees around a high point on a rating scale. The forced distribution method seeks to overcome the problem by compelling the rater to distribute the ratees on all points on the rating scale. The method operates under an assumption that the employee performance level conforms to a normal statistical distribution. Generally, it is assumed that employee performance levels conform to a bell shaped curve. For example, the following distribution might be assumed to exist excellent 10 %, good 20 %, average 40 %, below average 20 %, and unsatisfactory 10 %. The major weakness of the forced distribution method lies in the assumption that the employee performancelevels always conform to a normal distribution. In organizations that have done a good job of selecting and retaining only the good

performers, the use of forced distribution approach would be unrealistic, as well as possibly destructive to the employee morale. The error of central tendency may also occur, as the rater resists from placing an employee in the lowest or in the highest group. Difficulties also arise for the rater to explain to the rate why he or she has been placed in a particular group. One merit of this approach is that it seeks to eliminate the error of leniency. However, the forced choice method is not acceptable to raters and ratees, especially, in small groups or when group members are of high ability.

Critical Incidents Method: The critical incidents method of employee assessment has generated a lot of interest these days. The approach focuses on certain critical behaviors of an employee that make all the difference between effective and noneffective performance of a job. The supervisors as and when they occur record such incidents. Examples of critical incidents of a plant manager are given in the following table:

CONTINUING DUTIES
Schedule Plant Production

TARGETS
for Full Utilization of personnel and machinery in the plant, order delivered on time

CRITICAL INCIDENTS

Instituted new production scheduling system; decreased late orders by 10% last month; increased machine utilization in plant by20% last month Supervise procurement of Minimize inventory Let inventory storage

Exa mpl es of Crit ical Inci dent s for an Assi stan t Pla nt Ma

nager

raw materials and inventory costs while keeping costs rise 15% last control adequate supplies on month; hand Over Ordered parts A and B by 20%; Under Ordered part C by30% Supervise machinery No shutdowns due Instituted new maintenance to faulty machinery preventive maintenance system for plant; Prevented a machine breakdown by discovering faulty part.

On e of the adv ant age s of

the critical incidents methods is that the evaluation is based on actual job behavior. Further, the approach has descriptions in support of particular ratings of an employee. Giving job-related feedback to the ratee is also easy. It also reduces the personal biases, if raters record incidents throughout the rating period. Finally, this approach can increase the chances that the subordinates will improve because they learn more precisely what is expected of them. The method however has significant limitations. These include: 1. Negative incidents are generally more noticeable that positive ones. 2. The recording of incidents is a chore to the supervisor and may be put off an easily forgotten. 3. Overly close supervision may result. 4. Managers may unload a series of complaints about incidents during an annual performance review session. The feedback may be too much at one time and thus appearing as a punishment to the rate. More appropriately, the management should use incidents of poor performance as opportunities for immediate training and counseling.

Behaviorally Anchored Rating Scales:

Behaviorally Anchored Scales, sometimes called behavioral expectation scales, are rating scales whose scale points are determined by statements of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scales represent a range of descriptive statements of behavior varying from the least to the most effective. A rater must indicate which behavior on each scale best describes an employees performance. Behaviorally anchored rating scales (BARS) have the following features: 1. Areas of performance to be evaluated are identified and defined by people who will use the scales. 2. The scales are anchored by descriptions of actual job behavior that, supervisors agree, represent specific levels of performance. The result is a set of rating scales in which both dimensions and anchors are precisely defined. 3. All dimensions of performance to be evaluated are based on observable behaviors and are relevant to the job being evaluated since BARS are tailor-made for the job. 4. Since the raters who will actually use the scales are actively involved in the development process. They are more likely to be committed to the final product. BARS were developed to provide results which subordinates could use to improve performance. Superiors would feel comfortable to give feedback to the rates. Further, BARS help overcome rating errors. Unfortunately, this method too suffers from distortion inherent in most rating techniques.

Field Review Method

This is an appraisal by someone outside the, assessors own department. Usually someone from the corporate office or the HR department. The outsider reviews Employee records and holds interviews with the ratee and his or her superior.

This method is primarily used for making promotional decision at the managerial level. Field reviews are also useful when comparable information is needed from employees in different units or locations. Two disadvantage of this method are:1. An "outsider" is usually not familiar with conditions in an employees work environment which may affect the employee's ability or motivation to perform.

2. An 'outsider' review dose not have the opportunity to observe employee behavior of performance over a period of time and in a variety of situations. But only in an artificially structured interview situation which extends over a very short period of time.

Extremely good 7 performance Good performance Slightly good performance

By knowing the price of items. This checker would be expected to look for mismarked and unmarked items. You can expect this checker to be aware of items that constantly fluctuate in price. When in doubt. This checker would ask the other clerk if the item is taxable. This checker can be expected to verify with another checker a discrepancy between the shelf and the marked price before ringing up that Item. When operating the quick check. If the lights are flashing this checker can be expected to check out a customer with 15 items. You could expect this checker to ask the customer the price of an Item that he or she does not know. In the daily course of personal relationships, he or she may be expected to linger in long conversations with a customer or with another checker.

6 5

Neither poor nor good performance

Slightly poor performance Poor performance

2 In order to take a break. this checker can be expected to block off the check stand while people wait in line.

Extremely poor 1 performance

BIBLIOGRAPHY
The project is a mix blend of primary and secondary data. The information has been collected and interpreted with the best doable approach.

Primary Sources The primary source of information consists of: Books Journals Periodicals Magazines Web Sites

The major source in this category has been the publications of different books. The information from these publications has been searched, assembled & interpreted in the best possible manner. Thus, the project swathe all the aspects that craft it as magnificent.