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1. Employee response to performance appraisal
In this file, you can ref useful information about employee response to performance appraisal
such as employee response to performance appraisal methods, employee response to
performance appraisal tips, employee response to performance appraisal forms, employee
response to performance appraisal phrases … If you need more assistant for employee response
to performance appraisal, please leave your comment at the end of file.
Other useful material for you:
• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting employee response to performance appraisal
==================
Responding to your supervisor's evaluation of your job performance is an opportunity for the two
of you to engage in a fruitful discussion about your skills, expertise and your career. Although
some evaluations are merely perfunctory narratives prepared by a supervisor and simply handed
to an employee before an annual salary increase, many employers encourage employees to
participate in the performance evaluation process through candid, two-way feedback during the
meeting with a supervisor. Take advantage of the chance to learn more about your performance
and how you're being rated by responding to your supervisor in a give-and-take fashion.
Step 1
Listen carefully to every point of your annual employee evaluation during the meeting with your
supervisor. Take notes about areas you'll want to discuss after she reviews the entire evaluation
with you. Refrain from interrupting your supervisor during her portion of the meeting. Save your
comments so that you can discuss them in the same sequence they were presented.
Step 2
Refer to your job description during your response to the evaluation. You should be working
with an accurate and up-to-date job description; ensure that you and your supervisor have the
same version of your job description in hand. In addition, get a copy of any other materials your
supervisor used in his evaluation of your job performance, such as disciplinary or attendance
records, work logs and productivity reports. Your current evaluation also must include your
previous year's evaluation to compare your progress and performance.

2. Step 3
Review the evaluation your supervisor gave you line by line. Avoid using a confrontational tone,
even if your supervisor appears to be defensive about the ratings he gave you. Evaluation time is
stressful enough without the added angst of responding to a supervisor's ratings that you believe
aren't an accurate assessment of your job performance. Likewise, don't become defensive about
your supervisor's comments or ratings. Through a two-way discussion, you can explore any
differences between what you think your rating should be and how your supervisor rated you.
Rebut any ratings you believe are unfair or inaccurate with concrete examples of your
performance, such as records, commendations or statements from colleagues and customers.
Step 4
Express your appreciation for the areas where your supervisor gave you above-average and
superior ratings for your job performance. If you agree with the areas your supervisor indicated
you need improvement, ask for suggestions on how you can best improve your performance.
Consider skills training, refresher training or professional development as means to improving.
For example, you could say, "Thank you for recognizing the effort I put in to ensuring the
financial data for the company is accurate. I appreciate your comments about my performance. I
agree that I need to work on improving employee engagement in my department. What do you
think about these upcoming workshops sponsored by the American Society of Training and
Development?"
Step 5
Offer to summarize the comments you and your supervisor made during the evaluation meeting.
Tell your supervisor that you would like to write a formal response to your evaluation and add it
to your personnel file. Agree on a time to review your written summary.
==================
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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