Professional Documents
Culture Documents
Penilaian rekan
Peringkat komite
Penilaian diri sendiri
Penilaian oleh bawahan/karyawan
Umpan balik 360 derajat
Potential Rating
Scale Appraisal
Problems
Unclear
standards
Central
tendency
Halo
effect
Recency
effects
Leniency or
strictness
Bias
913
Unclear Standards
This graphic rating scale seems objective. However, it would
probably result in unfair appraisals, because the traits and
degrees of merit are ambiguous.
For example, different supervisors would probably define good
performance, fair performance, and so on differently.
The same is true of traits such as quality of work or creativity.
914
TABLE 92
915
Halo Effect
Experts define halo effect as the influence of a
raters general impression on ratings of specific
ratee qualities.
For example, supervisors often rate unfriendly
employees lower on all traits, rather than just for
the trait gets along well with others. Being aware
of this problem is a big step toward avoiding it.
916
Central Tendency
Where supervisors stick to the middle of the rating scales, thus rating
everyone average.
For example, if the rating scale ranges from 1 to 7, they tend to avoid
the highs (6 and 7) and lows (1 and 2) and rate most of their people
between 3 and 5. Central tendency basically means rating all
employees average.
Doing so distorts the evaluations, making them less useful for
promotion, salary, or counseling purposes.
917
Leniency or Strictness:
Supervisors have the tendency to rate everyone either high or low,
just as some instructors are notoriously high or low graders. This
strictness/leniency problem is especially severe with graphic rating
scale. On the other hand, ranking forces supervisors to distinguish
between high and low performers.
Recency Effects:
This involves letting what the employee has done recently blind the
manager to the employees performance over the rest of the year.
Bias:
The tendency to allow individual differences such as age, race, and
sex to affect the appraisal ratings employees receive, is a problem.
918
How to Avoid
Appraisal Problems
Know the
problems
Use the
right tool
Keep a
diary
Get
agreement
on a plan
Be
fair
919
TABLE 93
Tool
Advantages
Disadvantages
BARS
Difficult to develop.
Alternation ranking
Forced distribution
method
Critical incident
method
MBO
Time-consuming.
920
Accessibility
Ease-of-use
Employee
acceptance
Accuracy
921
SatisfactoryPromotable
Types of
Appraisal
Interviews
SatisfactoryNot
Promotable
UnsatisfactoryCorrectable
Unsatisfactory
Uncorrectable
922
Guidelines for
Conducting
an Interview
Talk in terms
of objective
work data
Dont get
personal
Encourage
the person to
talk
Get
agreement
923
FIGURE 914
Checklist During
Appraisal Interview
924
925
How to Criticize a
Subordinate
1
2
3
4
5
926
standard.
correction.
927
Performance Management
Is the continuous process of identifying,
strategic goals
processes
928
Direction
sharing
Goal
alignment
Ongoing
performance
monitoring
Ongoing
feedback
Coaching and
development
support
Rewards,
recognition,
and
compensation
929
930