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1. Performance appraisal article
In this file, you can ref useful information about performance appraisal article such as
performance appraisal article methods, performance appraisal article tips, performance appraisal
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I. Contents of getting performance appraisal article
==================
Should organizations stop doing performance appraisals? The argument in favor of eliminating
them is that they frequently do more damage than good. Among the damage that they are said to
do, the least troublesome is wasting time, and the most troublesome is the alienation of
employees and creating conflicts between them and their supervisors.
There is no doubt that in many organizations performance appraisals are poorly done, and that
they create a multitude of problems. However, it is important to point out that they exist because
of the need to motivate, direct, and improve the performance of individuals and organizations.
Those who advocate eliminating performance appraisals don’t disagree with these needs, but
they point out that managers can and do this anyway, and that therefore performance appraisals
are a redundant bureaucratic troublesome activity.
It is hard to argue with the point that “good managers” do what a good performance appraisal is
supposed to do. The fact that they can and do it supports the argument that appraisals can be
eliminated, or at least, radically simplified. The “problem” is that many managers do not manage
in ways that make performance appraisals unnecessary. Despite this, some companies have
declared that they are performance appraisal-free organizations.
Organizations do not have to make a choice between no performance appraisals and everyone
having a performance appraisal. An interesting alternative is to require performance appraisals
only where they are necessary. One approach organizations can take to eliminating
unnecessary performance appraisals is to focus on identifying those managers who have the

2. motivation, management skills, and behaviors that make their doing formal performance
appraisals unnecessary. In essence, this approach identifies managers who are good managers
and leaders and, as a result, do not need to do performance appraisals. They can be certified as
not needing to do performance appraisals with their direct reports and their part of the
organization can be declared performance appraisal-free.
The challenge in operating with this approach, of course, is deciding which managers in an
organization need to do performance appraisals and which do not. Part of this process needs to
be training managers to be sure they have the right skills, and gathering data showing that the
people working for them have been treated in ways that make traditional performance appraisals
unnecessary.
A clear advantage of this appraisal-free approach is that it will motivate managers throughout an
organization to become certified as performance appraisal-free managers. It can make being
appraisal-free valued as a part of a manager’s package of skills. Without this approach, there
often is little incentive for managers to learn the skills that are necessary to do good performance
appraisals, and to learn the skills that make them unnessary.
One needed feature of an appraisal-free approach is a training course for employees about what
they should expect from their manager given that there will be no formal performance appraisal.
Unfortunately, in most organizations today, employees are not even trained in how they should
behave in the performance appraisal. This is one of the many reasons why they are not
particularly effective in most organizations.
Of course, even the best performance management system cannot make all managers effective at
setting goals, coaching, and giving feedback. The answer for them is not eliminating the
appraisal system; it is eliminating them.
At this point, you may be wondering if I know of any organization that has utilized the idea of
certifying managers as appraisal-free. The answer is no, but there are probably some out there. If
not, hopefully this piece will stimulate some organizations to seriously consider this idea, and
develop a program that ultimately leads to performance appraisal free zones in organizations and
ultimately organizations that are effective and performance appraisal-free.
==================
III. Performance appraisal methods

3. 1.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
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. 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.
ii. 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.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. 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 – Rater’s biases

4. 3. 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
4. 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.
5. Essay Method

5. 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.
6. 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.
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