This document provides an outline for developing a performance appraisal program with 6 steps: 1) Assess your workforce, 2) Draft disciplinary policies, 3) Review job descriptions and create performance standards, 4) Determine the best appraisal form, 5) Provide training for supervisors, and 6) Train employees. It also describes several common performance appraisal methods like ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. Finally, it lists additional topics that could be covered in a research paper on performance appraisals.

1. Research paper on performance appraisal
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I. Contents of getting research paper on performance appraisal
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Outlining a performance appraisal program is the easy part of performance management. Putting
it into practice takes much more time and effort; however, with a well-constructed outline that
describes your program's components, implementing your company's performance appraisal
program can be a cinch.
Step 1
Assess your work force, including the number of employees and their varied occupations. For
example, whether your company is a small operation with a few dozen employees or a large
corporation with several departments, your performance management program must be tailored
to meet the needs of your workforce. A small business generally can survive with a less formal
performance management program; however, that doesn't necessarily mean it's any less effective
than one with several more components.
Step 2
Draft a disciplinary policy or corrective action methods. Again, a small business would be more
likely to use corrective action that encourages coaching, positive reinforcement and guidance for
matters that need employees' attention or improvement. Determine how your supervisors and
managers will handle performance issues that arise and what documents the company uses to
track performance that falls below the company's expectations.
Step 3

2. Review job descriptions and create performance standards for the duties listed within each
description. A performance standard indicates what an employee must do to meet performance
expectations. It also indicates what level of performance falls short of the company's
expectations. Performance standards are measuring tools to evaluate employees' performance --
they lend objectivity to the evaluation process.
Step 4
Determine what type of performance appraisal form is best suited for your workforce. A
production-oriented work environment generally is fast-paced; supervisors would find lengthy
narrative-essay appraisals too time-consuming. Difficult and complex performance appraisals
simply encourage supervisors to procrastinate, which can cause frustration among employees
who want to know how they're doing. Graphic rating scales are simple to complete; however,
employees in leadership positions may benefit from using management by objectives (MBOs).
MBOs identify goals, the steps they need to achieve those goals and periodic measurements for
rating performance and goal attainment.
Step 5
Draft training modules for supervisors and managers. Leadership training for performance
appraisal programs includes discussion about why performance management is essential in the
workplace; how to evaluate employees objectively and absent supervisor bias or error; and how
to conduct face-to-face meetings with employees to deliver their performance appraisals.
Step 6
Develop employee training for the performance appraisal program. Train employees how to
provide self-assessments about their performance, as well as how to interact with supervisors
during a performance appraisal meeting. Employee training in performance management
includes elements on how to learn from constructive feedback and how to dispute an unfair
appraisal in a professional manner that gets results. University of California at Berkeley
professor Gregorio Billikopf advocates the "negotiated approach" to performance appraisal
systems because they integrate valuable input and feedback from employees. All too often,
employers leave employees out of the training for performance appraisals simply because
employees are thought to be on the receiving end and not true participants. Involving employees
in your performance appraisal program creates an effective and workable solution to managing
performance.
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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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