Performance appraisal thesis

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I. Contents of getting performance appraisal thesis

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This article first restates and then extends a thesis about the performance appraisal process first
published in this journal almost 15 years ago -that the public manager's performance in the faceto-face encounter of "the appraisal interview itself is the Achilles' heel of the entire process."
This 1983 article held that many public managers experience discomfort approaching the actual
performance appraisal interview and difficulty in conducting it. For they usually are untrained,
and may even be unaware of the scholarly work that has identified the skills that make for more
effective face-to-face communication. At that time the published literature in this area offered
little help to public managers, so the 1983 article presented six specific "microcommunication
skills" to help public managers communicate more effectively in the performance appraisal
interview.
This article restates those six microcommunication skills, and extends its 1983 thesis of their
importance for two reasons - first, a significant but passing management approach; and second, a
major shift in the demographic composition of the United States. Both of these factors have
profound implications for face-to-face communication.
The widespread adoption of the Total Quality Management (TQM) movement by public and
private organizations has stimulated an attack upon the formal performance appraisal process in
general, and, more specifically, upon the performance appraisal interview itself. Scholars and
managers who are TQM advocates suggest that the adoption of TQM reduces, modifies or even
eliminates the need for the formal performance appraisal process and the interview itself. This
article takes a slightly different position. It holds that an organization's adoption of Total Quality
Management increases the incidence and importance of effective face-to-face communication.

The demographic shift in America's population and work force will have an even more profound
effect upon interpersonal communication. By 2050, about half of Americans will be African
American, Hispanic, and Asian American, and about half will be white. The United States is
becoming a much more culturally diverse nation. The problems of face-to-face communication in
an essentially monocultural work force may be insignificant compared to the interpersonal
communication difficulties which may accompany the more culturally diverse work force that is
forecast.
This article concludes by reviewing the previous models that have conceptualized interpersonal
communication. It then presents a theoretical model, which may assist managers and stimulate
scholarly research in the increasingly important area of face-to-face communication in culturally
diverse organizational settings.
"Performance appraisal appears to be a simple management tool. Yet experience demonstrates
just the opposite. That members of an organization should know how they are performing is
obvious. And the superiors should tell subordinates about their performance is equally obvious.
Yet some superiors avoid this crucial task, while others experience anxiety and discomfort doing
it.
There has been considerable progress in improving the instruments of performance appraisal
systems ...
Yet a paradox exists. A review of the literature indicates that much of the research and
publications in this area have focused upon the empirical means by which to appraise
performance - the development of the methodologies and the construction of the instruments by
which to more objectively and validly measure employee performance. But despite considerable
progress in a number of these areas, the delivery of the performance appraisal still tends to be
resisted, if not avoided, by many managers because the central source of difficulty still remains.
This occurs when the manager sits down to review his subordinate's performance. The appraisal
interview itself is the Achilles heel of the entire process.
==================

III. Performance appraisal methods

1. 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.

2. 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.

3. 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 Raters biases

4. 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

5.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
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
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.
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.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. 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.

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