In this file, you can ref useful information about performance appraisal form example such as performance appraisal form example methods, performance appraisal form example tips

1. Performance appraisal form example
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I. Contents of getting performance appraisal form example
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If you are like most employees, you probably dread the annual performance evaluation process.
It may seem as though you have no power to influence the outcome, so your strategy may be to
just grin and bear it. In actuality, you probably have more power than you realize. Following are
ten things to think about with regard to your performance evaluation. You may find that with a
little foresight and a proactive approach you can make the evaluation process work for you.
1. Timetable. Most employers have a fixed schedule for employee performance evaluations.
Usually, everyone is evaluated at the same time annually, or each employee is evaluated
on the anniversary of his or her start date. Find out when your performance evaluation
has been promised, and make sure your supervisor sticks to that timetable.
2. Purpose. The performance evaluation process should have a stated purpose. If the
documents you receive do not contain a stated purpose, ask your supervisor to discuss
this issue with you at the start of the evaluation process.
3. Anti-discrimination laws. Like every other aspect of your job, the performance evaluation
process must comply with federal and state anti-discrimination laws. If you suspect
noncompliance, you should document your concerns and bring them to your supervisor's
attention immediately.
4. Privacy. You have a right to confidentiality of your performance evaluation. In most
cases, only you and your supervisor will be involved in the evaluation process. Some
companies may include a representative from the human resources department. Others

2. take a team approach. If you suspect a breach of confidentiality, you should document
your concern and take it to your supervisor immediately.
5. Focus. Obviously, your workplace performance evaluation evaluates how well you are
doing your job. You have a right not to be evaluated on factors unrelated to how well you
do your job. For example, it is legal for your employer to assess your loyalty to the
company, but it would be illegal to evaluate you based on your religious affiliation.
6. Compensation. Is the performance evaluation process tied directly to a compensation
increase? If so, what factors determine whether employees get a raise? Find out whether
raises are based on merit, cost of living, or some other factor.
7. Objective versus subjective criteria. Objective evaluation criteria include test results and
other measurable goals, such as number of sales calls made. Subjective criteria, on the
other hand, are those measured by the evaluator's personal assessment of the employee's
performance, such as evaluating tasks on a scale from "extremely satisfactory" to
"satisfactory" to "average," etc. A good performance appraisal form includes objective
criteria for evaluation as well as subjective criteria for evaluating the employee's
performance. If your evaluation form does not include some objective criteria, investigate
whether you could suggest some objective criteria to add to the form.
8. Negative appraisal. As a general matter, your performance evaluation should be specific,
and this is especially important when you've been evaluated negatively. If your
performance evaluation contains criticism, ask your supervisor to provide very specific
examples to support the evaluation, and request specific suggestions for improvements.
9. Evaluate the evaluator. Although it is rare, some courts have recognized an employee's
cause of action against an employer for negligent performance of performance
evaluations. In other words, your employer may owe you a duty to act in a reasonable
manner in evaluating your performance. Thus, if you feel that the person in charge of
evaluating your performance has not acted competently, you may wish to discuss it with
human resources personnel, your union representative, or an employment law attorney.
10. Retain records. Be sure to keep a copy of every performance evaluation, as well as
informal assessments of your job performance, such as an e-mail message that commends
you for a job well done. These records may be your insurance against arbitrary
termination or demotion. Some courts have even ruled that performance appraisals create
an implied contract of employment.
- See more at: http://employment.findlaw.com/wages-and-benefits/considerations-
for-your-performance-evaluation.html#sthash.9pgx8uMf.dpuf
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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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