The document provides various examples and methods of performance appraisal forms, emphasizing their importance in managing employee performance in churches. It covers different appraisal methods such as ranking, rating scales, checklist, critical incidents, essay, and behaviorally anchored rating scales, detailing their advantages and disadvantages. Additionally, it highlights the challenges faced in the appraisal process, such as worker evaluations and the necessity for effective communication in performance feedback.

1. Examples of performance appraisal forms
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I. Contents of getting examples of performance appraisal forms
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Effective church management uses the performance appraisal process to help manage employee
performance and achievement of ministry goals.
It is important to have well trained church managers and a structured process to document church
employee performance and give performance appraisals.
An effective performance appraisal process can be a positive experience and help the employee
see how what he or she does contributes to organizational goals. If not done well, the
performance appraisal can be a very stressful time and one of the most difficult conversations of
the year.
The performance appraisal process should be a time to reflect on the last year and celebrate
successes. It should also be used as a time to course correct if an employee has gotten off track.
Reinforcing the positive and celebrating the successes can influence future positive behaviors.
Statistics show that an estimated 40% of workers never receive performance evaluations. And
for the 60% of the workers who do, most are poorly done. Wow, what a scary thing!
The fact is that employees want and need to know if they’re doing a good job. A formal
performance appraisal process forces managers to communicate both good and bad performance
results to the employees.

2. Goals don’t just happen—they need structured systems and processes, and the performance
appraisal process is an important part of the cycle
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III. Performance appraisal methods
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

3. 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
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.

4. 5. Essay Method
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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