TRAIT METHODS These are designed - It is easy to - It can be to measure the develop. notoriously biased extent to which an - Use meaningful and subjective. employee possesses dimensions - High potential of certain - Are easy to use rating errors characteristics that are vied as important for the job and the organization in general Graphic Rating A trait approach to - Adaptability - Rater’s biases Scale Method performance - Easy to use appraisal whereby - Low cost each employee is - Large number of rated according to a employees covered scale of - No formal training characteristics. required Mixed-Standard It is a modification - The statements - Time-consuming Scale Method of the basic rating are randomly mixed scale model tending to reduce wherein the rater is rate errors by given three specific making it less descriptions of each obvious. trait – superior, average and inferior. Force-Choice It requires the rater - Absence of - The cost of Method to choose from personal biases establishment is statements, often in because of forced high and it is pairs, that appear choice. difficult to maintain equally favorable or its validity. equally unfavorable. - It cannot be used as effective as others. - Statements may be wrongly framed. Essay Method It requires the - It provides - It is very time- appraiser to additional consuming. comprise a descriptive - The quality of statement that best information about performance describes the an employee’s appraisal could be employee being performance. affected by the appraised. - Helps the supervisor’s writing supervisors to point skills and out the employee’s composition style. unique - It tends to be characteristics. subjective and might not focus on the relevant aspects of a person’s job performance. BEHAVIORAL These have been - Use specific - Can be time- METHODS developed to performance consuming specifically describe dimensions - Can be costly to which actions - Are useful in develop should or should providing feedback - Have some not be exhibited on potential in rating the job. They are error often used to provide employees with developmental feedback. Critical Incident It occurs wen - Evaluations are - Negative incidents Method employee behavior based on actual job can be prioritized results in unusual behaviors. - Feedback may be success or unusual - It also helps a too much and may failure in some part manager counsel appear to be of the job. employees when punishment they are having performance problems while the problem is still minor. - It also increases the objectivity of the appraisal. Behavioral It is one of the - Ease of - Rater’s biases Checklist Method oldest appraisal administration - Use of improper techniques. It - Limited training weighs by HR consists of having required - Does not allow the rater check the - Standardization rater to give relative statements on a list ratings that the rater believes are characteristic of the employee’s performance or behavior. Behaviorally It consists of a - It can yield more - It requires Anchored Rating series of five to ten accurate ratings. considerable time Scale (BARS) vertical scales – one - Personnel outside and effort to for each important the HR department develop. dimension of can participate wit - A scale designed performance HR staff in its for one job might identified through development. not apply to job analysis. - It has a high another. degree of content validity. Behavior It is designed to - Less subjective - A supervisor Observation Scale measure how judgment cannot always be (BOS) frequently each of - Job relevant and observing the the behaviors has legally defensible worker he/she is been observed. - Very useful for rating, feedback purposes - Affected by error and bias RESULTS METHOD Many organizations - Have less - Time-consuming evaluate subjectivity bias - May use deficient employees’ - Encourage mutual criteria accomplishments – goal setting -May use the results they - Are good reward contaminated achieve through and promotion criteria their work. decisions Productivity Sales persons are - Results appraisals - Can be Measures evaluated on the can directly align contaminated by basis of their sales employee and external factors that volume. Production organizational employees cannot workers are goals. influence. evaluated on the - Can encourage basis od number of employees to “look units they produce. good” on a short- Executives are term basis, while frequently ignoring long-term evaluated on the ramifications. basis of company profits and growth rate. Management by Managers or It is more useful for - Not applicable to Objectives employers set a list managerial all jobs of objectives and positions. - Allocation of merit make assessments pay may result in on their setting short-term performance on a goals rather than regular basis and long-term goals finally make rewards based on the results achieved.