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1. Performance appraisal sample form
In this file, you can ref useful information about performance appraisal sample form such as
performance appraisal sample form methods, performance appraisal sample form tips,
performance appraisal sample form forms, performance appraisal sample form phrases … If you
need more assistant for performance appraisal sample form, please leave your comment at the
end of file.
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• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting performance appraisal sample form
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Performance appraisals generate a great deal of anxiety and suspicion. Anecdotal evidence
suggests that both employees and managers perceive performance appraisals as achieving a rare
synthesis of ubiquity, futility and inevitability (Johnson, 2004, p. 83). Although some
apprehension at the thought of being formally evaluated is understandable, the unfortunate
negative connotations surrounding performance appraisals are due to a misunderstanding of their
purpose and outdated or inappropriate processes. When utilized properly, performance appraisals
can be used to benefit individuals as well as the library organization by highlighting needed
improvements in goal setting, training opportunities and more efficient use of human resources.
In order for a performance appraisal to be a useful, effective and positive experience, six basic
elements must be present.
1. A Clear Appraisal Process
Employers should make the performance appraisal process as transparent as possible. Familiarity
with the process helps to alleviate anxiety and to increase the effectiveness of any tool that is
used. Secrecy and ambiguity can foster mistrust between a supervisor and employees, and
suggests that the purpose of the performance appraisal is to “catch” the employee in a mistake
and dole out punishments. Free access to the forms, questions and style associated with the
process should be granted to all employees. Employees should have the opportunity to provide
input in formatting the evaluation and restructuring the process in order to ensure that the

2. standards for success are both objective and attainable. Involving employees in the appraisal
process generates an understanding of its true purpose and encourages willing participation.
2. Standards Must Be Objective and Equally Applied
“When employees find themselves being evaluated by managers whom they know have broken
the rules, the entire review process is little more than a charade” (Boyd, 2005, p. 32).
It is critical that performance standards be the same for all levels of employees. Library
managers should be the first to demonstrate adherence to library policy as a sign of acceptance of
accountability.
Goulding and Harrison (1997) point out that management by objectives allows for measurable
standards to be set which are not subject to the personal opinions of the appraiser. Objective
standards prevent appraisers from drawing on an employee’s previous performance appraisals,
whether good or bad, to assess the present. Predetermining objectives for every job title and
employee helps to ensure that appraisers are properly trained in performance appraisal
techniques. Appraisers need to feel that they are being held to and evaluated according to fair
and equitable standards.
3. The Appraisal Must Be a Review
“I don’t think there should be any surprises documented in a performance evaluation–if someone
did something that could have been done better in some way, I’d be a crummy manager if I
surprised them with that news six months–or even six days–after the fact.” (Smith, 2005, p. 18)
Nothing that is discussed in the appraisal should be new to the employee. Saving problems and
issues until an end of the year review wastes the opportunity to address and resolve these issues
at their inception in a much less confrontational manner. Any issues or compliments that have
been raised during the year should be documented and should become a part of the appraisal
process. According to Holcomb (2006), “supervisors who keep their employees informed of their
performance as the year progresses help to eliminate the fear of the unknown” (p. 572).
Providing continuous feedback, rather than a single nerve-wracking session, highlights the
performance partnership between manager and employee. Consistent feedback also provides
employees the chance for continuous improvement, and regular communication contributes to a
positive work environment.
4. The Appraisal Must Be a Tool for Development

3. The appraisal should be treated as a chance for the employee (and the organization) to review the
year and make plans for positive changes. It should not be treated as a formal criticism session or
day of reckoning. The appraiser should ask the employee how they feel about their own
performance, how they like the job and what opportunities for advancement or training they
would like to pursue. Goulding and Harrison stress the benefits of developmental (geared toward
positive feedback and change) versus evaluative (geared toward criticism and punishment)
performance appraisal to employee growth, success and retention. Non-combative performance
appraisals in which employees are held up to objective standards and past performance rather
than the performance of others is critical in ensuring that appraisals remain objective and non-
threatening.
5. The Appraisal Must Allow for Employee Feedback
“What is too often missing is the manager’s open ear — listening for instances in which the
organization or business is getting in the way of an employee doing a good job” (Boyd, 2005, p.
34).
In a well-rounded and healthy organization, the appraiser should ask for employee feedback both
on their own performance and that of the organization. Employees are not working in a vacuum,
and one of the major criticisms about performance appraisals is that they do not usually take into
account the ways in which environment affects employee performance (Johnson, 2004).
It is important that performance appraisals are used as an evaluative tool in context rather than in
an artificial realm in which employees are solely to blame for problems. The organization itself
can benefit greatly from self-appraisal – Smith (2005) characterizes appraisals as a chance to
brainstorm about ways to better accomplish the goals of the organization.
6. The Appraisal Must Include an Action Plan
Any actions agreed upon during the appraisal process, whether for additional training, a raise or
promotion, or disciplinary action, should be followed through on as soon as possible. An action
discussed during performance appraisals, especially rewards, should only be offered as a result
of improved performance, and never as an empty promise attempting to motivate an employee
for the future. The appraisal is not fully complete until both the manager and the employees have
followed through on all of the elements that have been discussed as part of the process. A
manager that does not follow through on promises will be perceived by employees as not taking
their own recommendations or the needs of staff seriously.

4. It is important that the appraiser be aware of any budgetary or time constraints to avoid
promising something to the employee that cannot be delivered. Making promises that cannot be
delivered seriously damages a manager’s credibility.
Performance appraisals are important tools. Libraries risk underutilizing performance appraisal
tools by limiting them to critical evaluations of individual performance. By incorporating clear
appraisal processes, objective and equal standards, continuous communication, developmental
goals, feedback and follow-through, performance appraisals can become catalysts for positive
change and growth both for employees and organizations. The positive effects of constructive
feedback are numerous, and provide employees with an important source of personal and
professional satisfaction. The annual performance evaluation process rests in the belief that
people want to do a good job.
==================
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

5. 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
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

6. 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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