The document provides comprehensive information on objectives performance appraisal, detailing various methods, tips, and forms. It emphasizes the importance of setting measurable goals for effective evaluations and the critical role of performance appraisals in employee development and organizational effectiveness. Additionally, it outlines different appraisal methods and the associated advantages and disadvantages, while noting common challenges like biases in evaluations.

1. Objectives performance appraisal
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I. Contents of getting objectives performance appraisal
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Since leadership is tasked with accomplishing things through the efforts of others, an important
part of your principles of management tool kit is the development and performance evaluation of
people. A performance evaluation is a constructive process to acknowledge an employee’s
performance. Goals and objectives are a critical component of effective performance evaluations,
so we need to cover the relationship among them briefly in this section. For instance, the
example evaluation form needs to have a set of measurable goals and objectives spelled out for
each area. Some of these, such as attendance, are more easy to describe and quantify than others,
such as knowledge. Moreover, research suggests that individual and organizational performance
increase 16% when an evaluation system based on specific goals and objectives is implemented.
Role and Limitations of Performance Evaluations
Most organizations conduct employee performance evaluations at least once a year, but they can
occur more frequently when there is a clear rationale for doing so—for instance, at the end of a
project, at the end of each month, and so on. For example, McKinsey, a leading strategy
consulting firm, has managers evaluate employees at the end of every consulting engagement.
So, in addition to the annual performance evaluation, consultants can receive up to 20 mini-
evaluations in a year. Importantly, the timing should coincide with the needs of the organization
and the development needs of the employee.
Performance evaluation based on clear goals and objectives leaves little doubt about the desired
outcome.

2. Performance evaluations are critical. Organizations are hard-pressed to find good reasons why
they can’t dedicate an hour-long meeting at least once a year to ensure the mutual needs of the
employee and organization are being met. Performance reviews help managers feel more honest
in their relationships with their subordinates and feel better about themselves in their supervisory
roles. Subordinates are assured clear understanding of what goals and objectives are expected
from them, their own personal strengths and areas for development, and a solid sense of their
relationship with their supervisor. Avoiding performance issues ultimately decreases morale,
decreases credibility of management, decreases the organization’s overall effectiveness, and
wastes more of management’s time to do what isn’t being done properly.
Finally, it is important to recognize that performance evaluations are a not a panacea for
individual and organizational performance problems. Studies show that performance-appraisal
errors are extremely difficult to eliminate. [2] Training to eliminate certain types of errors often
introduces other types of errors and sometimes reduces accuracy. The most common appraisal
error is leniency, and managers often realize they are committing it. Mere training is insufficient
to eliminate these kinds of errors: action that is more systematic is required, such as intensive
monitoring or forced rankings.
An Example of the Performance Review Process
For the purpose of this example, let’s assume that the organization has determined that annual
performance evaluations fit the strategic needs of the organization and the developmental needs
of employees. This does not mean however that management and employees discuss goals,
objectives, and performance only once a year. In our example, the organization has opted to have
a midyear information meeting and then an end-of-year performance evaluation meeting.
At some point in the year, the supervisor should hold a formal discussion with each staff member
to review individual activities to date and to modify the goals and objectives that employee is
accountable for. This agreed-upon set of goals and objectives is sometimes called an employee
performance plan. There should be no surprises at this meeting. The supervisor should have been
actively involved in continual assessment of his or her staff through regular contact and
coaching. If major concerns arise, the performance plan can be modified or the employees can
receive development in areas in which they may be weak. This also is a time for the employee to
provide formal feedback to the supervisor on the coaching, on the planning, and on how the
process seems to be working.
At the end of the year, a final review of the activities and plans for developing the next year’s
objectives begin. Again, this is a chance to provide constructive and positive feedback and to
address any ongoing concerns about the employee’s activities and competencies. Continuing
education opportunities can be identified, and for those systems linked to compensation, salary

3. raises will be linked to the employee’s performance during the year. Again, there should be no
surprises to either employee or supervisor, as continual assessment and coaching should take
place throughout the year. Supervisors and managers are involved in the same series of activities
with their own supervisors to ensure that the entire organization is developing and focused on the
same common objectives.
There are many varieties of performance management systems available, but you must be aware
that you will need to tailor any system to suit the needs of the organization and the staff. As the
organization and its competitive environment change over time, the system will also need to
develop to reflect changes to employee competencies, ranking systems, and rewards linked to the
plan.
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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

4. 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
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

5. 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
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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