The document discusses performance appraisals, including their objectives, barriers, and technical difficulties. It notes that performance appraisals objectively assess individuals against benchmarks, and serve to identify needs, determine promotions/assignments, and reinforce organizational goals. Barriers include faulty assumptions by managers, psychological biases, and technical issues like unclear criteria and rating distortions.

2. Barrier:
A problem , rule or situation
that prevents somebody from
doing something.
Appraisal:
A judgment of the value ,
performance or nature of
somebody.

3. “Performance appraisal is an objective
assessment of an individuals’ performance
against well defined benchmarks”

4. Performance appraisal serves basically four
objective:
1. Identification of individual needs.
 Performance feedback.
 Determining transfers and job assignments.
 Identification of individual strengths and
developmental needs.

5. 2. administrative uses/decisions:
 Salary
 Promotion
 Identification of poor performance
3. Organizational maintenance/objective:
 H R planning
 Evaluation of organizational goal
achievement
 Reinforcement of organizational
development needs

6. 4. Documentation :
 Documentation for H R decisions
 Helping to meet legal requirements

7.  Work environment
 Supervision
 development

8.  Lack of knowledge about organizational
goals, objectives, strategies.
 Lack of change management like business
changes, processes, systems and procedures.
 Lack of understanding of the company
vision.

9.  Lack of confidence in the employee’s ability
and willingness to solve the problems.
 Lack of attentions on the performance
problem .
 Lack of attention of poor performance
immediately.
 Lack of understanding of performance
appraisal.
 Lack of use of performance appraisal
feedback.
 Lack of direction on the job.

10.  Lack of knowledge about the organization.
 Lack of knowledge about the department.
 Lack of the complete knowledge of the job
role.
 Lack of clearly defined performance
objectives.
 Lack of skill and capability.
 Lack of support.

11. barriers
Faulty Psychological Technical
assumptions blocks pitfalls

12. The assumptions which a manager taking
consider to appraising the employees
performance is fault/ wrong.

13.  The assumption that managers naturally
wish to make fair and accurate appraisal of
subordinate is untenable. Both superior and
subordinate show tendencies to avoid formal
appraisal process.

14.  Particular appraisal system
 Personal opinion
 Managers assumptions that employees want to
know frankly where they do stand and what
their superiors think about them are not valid.

15. The utility of performance appraisal depends
upon the psychological characteristic of
managers.

16.  Managers’ feeling of insecurity
 Appraisal as an extra burden
 Their feeling to treat their subordinates
failure as their deficiency.
 Disliking of resentment by subordinate.
 Disliking of communicating poor performance
of subordinates.

17. The main technical difficulties in appraisal
fall into two categories.
1. Criterion problem
2. distortions

18. A criterion problem is the standard of
performance the managers desires of his
subordinates and against which he compare
their actual performance.

19. It occur in the form of biases and errors in
making the evaluation.

20. This distortions exists where the rater is
influenced by ratee’s one or two
outstandingly good (or bad) performance and
he evaluate the entire performance
accordingly.

21. Employee grade
U a
v b
w a
x b
y a
z A

22.  Thiserror occurs when the rater marks all or
almost all his personal as average . He fails
to discriminate between superior and inferior
persons.

23. There are easy raters and tough raters in all
phases of life. Some raters habitually rate
everyone high, other tend to rate low. In
such a situation the results of two raters are
hardly comparable.

24. Managers being human have strong liking or
disliking for people, particularly close
associates.