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1. Performance appraisal research
In this file, you can ref useful information about performance appraisal research such as
performance appraisal research methods, performance appraisal research tips, performance
appraisal research forms, performance appraisal research phrases … If you need more assistant
for performance appraisal research, please leave your comment at the end of file.
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I. Contents of getting performance appraisal research
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Work performance appraisal systems assess the employee's effectiveness, work habits and also
the quality of the work produced. The research methodology used to evaluate the accuracy and
effectiveness of the appraisal instrument takes different forms and depends on the type of career
professional under the microscope for evaluation, but the foundation for all evaluations rests on
several basic research techniques. The evaluation methodology corroborates the original
employee evaluations and performance appraisals through supporting multiple research reporting
measures.
Correlating Data and Appraisals
Correlating operational data on employee firing and reprimands offers one way to assess the
validity of the employee appraisal systems in place at the workplace. Tracking the staff members
with negative feedback during evaluations and noting the types of reprimands and retraining
necessary to improve work skills or performance allows administrative officers a chance to
correlate the negative comments with the requests for improvement. Long-term correlations
allow tracking of the employees' improvement or the staff fired after failed attempts at
remediation.
Self-Assessments and Supervisor Evaluations
Other forms of evaluation for performance appraisal systems include input from employees using
self-assessment tools and also supervisor appraisals of the system of evaluation. The employee
self-reflection offers the vantage point of examining the evaluation from the worker level. The
supervisors offer the viewpoint of a middle- to upper-level management evaluator. Both have a

2. unique stake in the appraisal process and also experience in dealing with a variety of appraisal
system users. Grouping both workers and supervisors into separate and anonymous feedback
groups provides candid opinions on the perceived validity of the appraisal system. While some
viewpoints offer only biased information, common threads and repeated comments do provide
validity for some of the assessment areas.
Direct Observation
The use of multiple research measures to evaluate performance appraisal systems includes using
secondary outside assessment teams to support or challenge the original appraisal staff findings.
Hiring a professional assessment firm to visit the workplace on a formal and informal basis
provides feedback independent from in-house evaluations by staff or workers. Meeting with the
outside assessment team prior to the visit focuses the evaluation on key issues noted on the in-
house assessment. Direct observation methods by outside teams using video of the workplace
also offer an independent research method for correlating the employee performance with the
appraisals.
Client or Customer Evaluations
Another research methodology used to evaluate the findings from employee performance
appraisal systems involves setting up an additional study involving work customers or business
clients. This secondary evaluation takes the form of written comment forms, telephone surveys
or online questionnaires where the client answers questions developed to test the validity of the
original performance appraisal. When the original appraisal cited staff failing to follow up on
customer care, for instance, the questions developed for a secondary evaluation probe this area in
depth to validate or disprove the original assessment.
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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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