Week 10

Appra|sa| methods
Managers and supervlsors use varlous meLhods for appralslng Lhe performance of employees lollowlng
are some of Lhe mosL commonly used appralsal meLhods
1 Graph|c rat|ng sca|e
lL ls Lhe slmplesL and mosL popular meLhod for appralslng performance ln Lhls meLhod Lhe raLer slmple
checks of employees' performance on facLors/LralLs such as aLLendance knowledge honesLy eLc A
graphlc raLlng scale llsLs LralLs (knowledge honesLy communlcaLlon eLc) and performance values
(unsaLlsfacLory Lo ouLsLandlng) for each LralL 1he supervlsor (raLer) raLes hls subordlnaLe (raLee) by
checklng/enclrcllng Lhe value LhaL besL descrlbes Lhe subordlnaLe's performance for each LralL lor
example lf Lhe subordlnaLe ls very honesL Lhe supervlsor may enclrcle ouLsLandlng" for Lhe LralL of
honesLy 1hls meLhod ls used ln mosL publlc secLor organlzaLlons of aklsLan lncludlng AgrlculLural
unlverslLy eshawar
ALLendance unsaLlsfacLory AccepLable Cood
CuLsLandlng
knowledge unsaLlsfacLory AccepLable Cood
CuLsLandlng
2 a|red compar|son method
lor every LralL (honesLy communlcaLlon eLc) we palr and compare every employee wlLh every oLher
employee 1he palred comparlson meLhod presenLs Lhe supervlsor wlLh a serles of cards each of whlch
conLalns only Lwo subordlnaLes' names Supervlsor decldes LhaL whlch one of Lhe Lwo ls Lhe hlgher
performer ln a speclflc LralL 1hus Lhe performance of only Lhese Lwo ls belng consldered Lvery posslble
palr of Lhe employees musL be presenLed Lo Lhe supervlsor 8aLer musL rank each person one aL a Llme
agalnsL all oLher persons Lo be ranked llnal ranklng ls deLermlned by counLlng how many Llmes a glven
employee was chosen as Lhe beLLer performer across all of Lhe companlons
3 Iorced d|str|but|on method or forced rank|ng method
ln Lhls meLhod predeLermlned percenLages of raLees are placed ln varlous performance caLegorles
lorced ranklng ls based on Lhe ldea LhaL ln order Lo grow a company musL ldenLlfy lLs besL and worsL
performers 8eward Lop performers wlLh bonuses and developmenL opporLunlLles 1he Lopranked
employees are consldered hlghpoLenLlal" employees and are ofLen LargeLed for more rapld career and
developmenL programs ln conLrasL Lhose ranked aL Lhe boLLom are denled bonuses and pay lncreases
1hey may be glven a probaLlonary perlod Lo lmprove Lhelr performance 1hls meLhod ls a soluLlon Lo
problems of lnflaLed raLlngs (raLers cannoL glve hlgh raLlngs Lo all employees)

Cr|t|ca| |nc|dent method
1hls meLhod was developed by llanagan ln 1934 WlLh Lhe crlLlcal lncldenL meLhod Lhe supervlsor
keeps a log (record) of uncommonly poslLlve or negaLlve examples (crlLlcal lncldenLs) of an employee's
workrelaLed behavlor Lvery slx monLhs or so Lhe supervlsor and Lhe subordlnaLe meeL Lo dlscuss Lhe
performance of Lhe subordlnaLe wlLh reference Lo Lhe crlLlcal lncldenLs
S Management by ob[ect|ves (M8C)
1hls meLhod was developed by eLer urucker ln 1934 lL lnvolves seLLlng speclflc measureable goals
wlLh each employee and Lhen perlodlcally revlewlng Lhe progress man 1hls meLhod ls used aL P
(PewleLLackard)
6 360degree appra|sa|
360 degree appralsal ls a sysLem or process ln whlch employees recelve confldenLlal anonymous
feedback from Lhe people who work around Lhem ln Lhls meLhod managers/supervlsors are noL Lhe
only ones Lo evaluaLe Lhe performance of employees ln facL every employee ls raLed by hls
supervlsors colleagues and cusLomers 360 degree meLhod provldes feedback on how oLhers percelve
an employee
Appra|sa| Cha||enges
CrganlzaLlons face dlfferenL challenges whlle appralslng Lhe performance of lLs employees lollowlng
are some of Lhe common challenges of appralsal
1 C|ar|ty of Standards ln many cases Lhe sLandards may noL be clearly deflned lor example LralLs llke
creaLlvlLy honesLy quallLy of work are dlfflculL Lo deflne clearly lf a manager says we should achleve
a good level of producLlon aL Lhe end of Lhls year" he or she ls maklng an unclear sLaLemenL
2 na|o effect 1he supervlsor's raLlng of an employee on one LralL effecLs Lhe raLlng of LhaL person on
oLher LralLs Cr a raLer allows a slngle promlnenL characLerlsLlc of an employee Lo lnfluence hls or her
[udgmenL on each separaLe lLem ln Lhe performance appralsal
3 Centra| tendency A Lendency Lo raLe all Lhe employees Lhe same way such as raLlng all of Lhem as
average CenLral Lendency baslcally means raLlng all Lhe employees as average performers
Str|ctness]|en|ency 1hls problem occurs when a supervlsor has a Lendency Lo raLe all Lhe employees
elLher low or hlgh
S 8|as 1he Lendency Lo allow lndlvldual dlfferences such as age rellglon race and gender Lo affecL Lhe
appralsal of employees