This document provides comprehensive information on performance appraisal job knowledge, including methods, tips, forms, and phrases. It discusses various evaluation categories such as attendance, customer service, quality of work, and interpersonal communication, along with different appraisal methods like ranking, rating scales, and critical incidents. Additional resources and links for further assistance in performance appraisals are also included.

1. Performance appraisal job knowledge
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I. Contents of getting performance appraisal job knowledge
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Your employees all (eventually) show up for work, they are as professional as they know how to
be, and they seem to manage their work well. So what are you supposed to write in their
performance appraisal? “Good job doing things, Joe” isn’t exactly the review an employee is
looking for, nor is it one you should give. But, we can work with that. Let’s build on “good job
doing things” and turn it into a more, er, eloquent performance review.
In the Develop Superstars course you learn how to build a team that will be deserving of more
than a pat on the back.
The categories assessed can vary from business to business but generally speaking they include
the following:
Attendance: Is the employee punctual? Or do they call out because their cat ate the car keys too
often?
Customer Service: Does the employee demonstrate diplomatic communication skills when
dealing with custo-monsters? (Check out this course on Customonsters and how to get rid of
them once and for all.) Can they generally meet the needs of the customers?

2. Quality/Quantity of Work: Are they able to stay busy without managing to do nothing? Are they
producing quality work? If you’re thinking “no, not really” then maybe you should direct them to
the course Hyperperformance, it’ll help increase productivity.
Job Knowledge: Does the employee seem to understand what they are doing at work? Are they
willing and able to learn?
Interpersonal Communication: Can the employee communicate with slow-talking, Southern
drawl bearing Bobette in HR without losing their mind? Are they a good team player? Do they
actively listen and lead the way in conflict resolution?
Safety: Can the employee make it through the day without being a hazard to himself or an
unfortunate co-worker? Are they aware of the safety measures in place to keep everyone alive
and well?
Approach to Work: Do they demonstrate leadership qualities? Are they the go-and-get-‘em type
or the I’ll-wait-to-be-told-what-to-do type? Are they innovative? Problem-solver?
Okay, so some of the scenarios are a bit atypical, but the gist of what I’m saying is still evident.
How does the employee match up the work standards, expectations and code of ethics that the
company upholds? When answering don’t use your tough guy attitude to put an employee in
their place. Exhibit leadership qualities, not boss qualities. Leaders inspire and motivate,
bosses…well, they boss. Learn the difference in the course Transition to Leadership.
A lot of performance appraisals use a rating system to better generalize the ability of an
employee to carry out their duties. The system used will usually model the one demonstrated
below.
Not Applicable: if the employee for some reason is exempt from excelling or doing their job.
Unacceptable or Expectations Not Met: this speaks for itself, chronically late, not exactly easy to
work with, doesn’t perform their job very well in general.
Needs Improvement: isn’t quite as bad off as the Unacceptable Employee, but perhaps some
attention should be brought to their work habits and maybe some training should take place to
help guide them towards the light.
Satisfactory/Meets Expectations: the employee is a solid worker, shows consistent productivity
and fulfills the requirements of the job without their hand being held.

3. Exceeds Expectations: They work overtime, they show leadership when necessary but don’t
oppose following rules, they are independent workers and this employee deserves a raise.
Goals: Here is where you highlight their weaknesses (nicely) and instill a plan for monitoring
improvement in this area.
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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

4. 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.

5. 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.
III. Other topics related to Performance appraisal job knowledge (pdf
download)
• Top 28 performance appraisal forms
• performance appraisal comments
• 11 performance appraisal methods
• 25 performance appraisal examples
• performance appraisal phrases
• performance appraisal process

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