The document discusses performance appraisal questionnaires for employees, emphasizing the importance of frequent evaluations rather than annual assessments to avoid biases and effectively inform managers about employee performance. It outlines various appraisal methods, such as ranking, rating scales, and the critical incidents method, detailing their advantages and limitations. Furthermore, it highlights the need for employees to understand their work relationships and continuously gather feedback to improve performance.

1. Performance appraisal questionnairefor employees
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I. Contents of getting performance appraisal questionnaire for employees
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To my surprise a few weeks ago I discovered a file on my computer that I had created while
learning to use a dictation application called Dragon. The dictation was regarding the use of
multirater performance appraisal feedback questionnaires used in many 360 Performance
Appraisal systems. So the following are those extemporaneous comments, with some editing
from the original ad lib dictation, but still as valid, I believe, as my original article on the 360
Appraisal concept.
There are a number of reasons why I have concerns regarding the use of a secret and/or
confidential feedback questionnaire where employees are asked to rate their peers or their
immediate supervisor on a number of criteria, to be used as auxiliary input for a manager’s
appraisal of an individual employee.
If this process does provide valuable information for an employee, then it cannot only be
conducted once a year. It should be done on a routine basis throughout the course of the year and
not once at the end of the year. Doing this annually opens up the 360 Feedback to many
problems such as a “Recency effect” and the recollection of only extreme situations either
positive or negative.
It can be perceived that to ask for performance data from an employee’s peers is an indication
that the appraising manager hasn’t properly conducted his or her job in knowing the

2. performance of their employees, and must rely on confidential opinions from others, when it’s a
manager responsibility to be fully aware of the employee’s performance throughout the course of
the year. Of course, the employee needs to be fully aware of his or her performance throughout a
year, and not once annually.
Another problem with 360 appraisal is that typically a peer of an employee or a subordinate of a
manager is not fully aware of the job requirements and direction given to that employee
throughout the course of the year. However, they are being asked to judge an individual’s
performance which presumably is based on some standard, which is unfortunately not identified.
Soliciting confidential documents, especially ones that could impact the career of a peer or
supervisor, don’t reflect a very good image or company value. The process can, unfortunately, be
seen to reinforce a culture of secrecy especially with respect to how one is appraised, evaluated
and eventually rewarded by an organization.
However, there is merit for an individual in any position being aware of the relationships
between that individual and the other positions that interrelate with the individual’s position such
as peers, customers, suppliers, and one’s own supervisor. Relationships are an important part of
one’s role and a case can be made for having a positive, constructive and appropriate relationship
with the other positions related to the employee’s position.
Therefore it should be part of every individual’s job requirements to be aware of the importance
and functioning of one’s work relationships throughout the performance of their job. For
example, salesmen are commonly asked to solicit their customers to see if their service was
appropriate and positive so that they can learn what makes the relationship work and what is
valued by the other person, and also learn what to improve. The same logic applies for all
positions where, as part of an employee’s job, the employee is
expected to be interacting with the appropriate individuals the person works with, and
continually (not once a year), gather data to assess the state of the relationship and to identify
areas for strengthening and improvement.
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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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