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Performance appraisal evaluation sample

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I. Contents of getting performance appraisal evaluation sample


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Performance appraisals are essential for the effective management and evaluation of staff.
Appraisals help develop individuals, improve organizational performance, and feed into business
planning. Formal performance appraisals are generally conducted annually for all staff in the
organization. Each staff member is appraised by their line manager. Directors are appraised by
the CEO, who is appraised by the chairman or company owners, depending on the size and
structure of the organization.
Annual performance appraisals enable management and monitoring of standards, agreeing
expectations and objectives, and delegation of responsibilities and tasks. Staff performance
appraisals also establish individual training needs and enable organizational training needs
analysis and planning.
Performance appraisals also typically feed into organizational annual pay and grading reviews,
which commonly also coincides with the business planning for the next trading year.
Performance appraisals generally review each individual's performance against objectives and
standards for the trading year, agreed at the previous appraisal meeting.
Performance appraisals are also essential for career and succession planning - for individuals,
crucial jobs, and for the organization as a whole.

Performance appraisals are important for staff motivation, attitude and behaviour development,
communicating and aligning individual and organizational aims, and fostering positive
relationships between management and staff.
Performance appraisals provide a formal, recorded, regular review of an individual's
performance, and a plan for future development.
Job performance appraisals - in whatever form they take - are therefore vital for managing the
performance of people and organizations.
Managers and appraisees commonly dislike appraisals and try to avoid them. To these people the
appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore
and emotionally challenging. The annual appraisal is maybe the only time since last year that the
two people have sat down together for a meaningful one-to-one discussion. No wonder then that
appraisals are stressful - which then defeats the whole purpose.
There lies the main problem - and the remedy.
Appraisals are much easier, and especially more relaxed, if the boss meets each of the team
members individually and regularly for one-to-one discussion throughout the year.
Meaningful regular discussion about work, career, aims, progress, development, hopes and
dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much
easier because people then know and trust each other - which reduces all the stress and the
uncertainty.
Put off discussions and of course they loom very large.
So don't wait for the annual appraisal to sit down and talk.
The boss or or the appraisee can instigate this.
If you are an employee with a shy boss, then take the lead.
If you are a boss who rarely sits down and talks with people - or whose people are not used to
talking with their boss - then set about relaxing the atmosphere and improving relationships.
Appraisals (and work) all tend to be easier when people communicate well and know each other.
So sit down together and talk as often as you can, and then when the actual formal appraisals are
due everyone will find the whole process to be far more natural, quick, and easy - and a lot more
productive too.
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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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