Formal performance appraisal

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I. Contents of getting formal performance appraisal

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So, it's time to do a formal performance appraisal. Is it really worth doing? There are many good
reasons to conduct a formal performance appraisal. If assignments and standards have been clear,
if coaching through informal evaluation and feedback has been ongoing, a formal performance
appraisal should be merely a summary of what has already occurred. It should include no
surprises for the employee or the supervisor, because both should already know how successful
the employee has been in meeting performance standards.
The format for a performance appraisal at The University of Arizona has become fairly flexible
in the past few years. The traditional eight-factor Report of Performance Appraisal is still an
acceptable format and is still used by many departments. Some departments, however, have been
authorized to develop their own appraisal format that is designed to better meet their unique
performance evaluation needs. Other departments interested in the tools and minimum
requirements for customizing their own appraisal format, are encouraged to visit Performance
Appraisal Alternatives.
If this much flexibility exists in doing appraisals, then what are the requirements? An employee's
performance should be appraised after the first three months of the initial probation period, at the
end of the initial probation period, and at the end of the first full year of Regular Staff
employment. The policies of the Arizona Board of Regents require that regular employees
receive a formal apprisal at least once each year after that. Because appraisals continue to
influence decisions on salary increases, layoffs, etc., the appraisal should contain an overall
rating on whether the employee is successfully meeting job requirements.

Future performance appraisals usually are done around the anniversary of the employee's date of
hire or at the end of the employee's most recent promotion or transfer probation period. They can
be done on any date that is convenient, however, as long as the employee receives a formal
appraisal at least once every 12 months. (This may mean doing two in one year when changing
to a different date.)
Supervisors often coordinate the scheduling of appraisal meetings, but this is also flexible. Some
supervisors and employees may negotiate that the employee may do the scheduling, especially if
the employee is doing a self-appraisal and/or is responsible for requesting feedback from
coworkers or customers for the appraisal. The supervisor may then serve as a central point to
receive all the appraisal input.
Those who contribute to an employee's performance appraisal should be as fair and unbiased as
possible. Raters should be aware of and try to avoid common rater errors. They should also
provide as many specific examples as possible to support each factor rating. Again, a memory
file of outstanding examples of the employee's performance can be very useful in this process.
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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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