This document provides an overview of sample performance appraisals, including common methods, forms, and tips. It discusses the key parts of a typical performance appraisal: reviewing the job description and goals, assessing results, evaluating performance, and determining future actions. Six common appraisal methods - ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales - are also summarized. The document aims to help those conducting or participating in performance appraisals understand best practices.

1. Sample performance appraisal
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I. Contents of getting sample performance appraisal
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A performance appraisal, also known as a post appraisal, is an evaluation of an employee’s work
over a period of time, rather than for a specific project. Performance appraisals, often delivered
during an annual review, focus on comparing the expectations a business has for a particular job
and the performance of the person holding it. Knowing what to expect during your annual review
can help you better prepare for a performance appraisal.
Job Description
The first part of a performance appraisal should be a review of the job description. This is the
guideline under which you should be operating during the year. If you don’t have a written job
description, your boss can review you based on responsibilities you didn’t know you had or don’t
think are yours. Ask for a written job description if you don’t have one. You also can prepare one
for yourself and submit it to your direct superior to ensure you both are on the same page.
Goals
The next step in a performance appraisal usually is a review of the goals and expectations of the
position to determine if you met them. A sales person might have a simple goal of a sales quota.
The position goals might include maintaining existing customer accounts and adding new ones,
or maintaining customer satisfaction benchmarks. A business might require more than just
accurate figures from its accounting department. An accountant might be expected to keep
financial data current so executives can quickly get real-time reports. The accountant might also
be expected to analyze financial data and project performance so management can take steps to
avoid problems or take advantage of opportunities.

2. Results
The key aspect of a performance appraisal is your delivery of the expected results for your
position. Without asking why or how, your superior will want to know what you achieved, and if
you fell short of, met or exceeded your goals. Now is not the time to make excuses or give
reasons; this part of the appraisal is simply to make sure both of you are on the same page as to
whether you did what was expected.
Evaluation
During the evaluation stage of a performance appraisal, you and your reviewer try to determine
why you performed as you did. This is your time to make your case for not being blamed for
shortfalls or being rewarded for exceeding expectations. For example, if an accountant isn’t
keeping financial data up to date, it might be a result of the company’s order-entry system that
allows sales people to wait to enter their orders for many days or even weeks after they close
deals. This is the time to explain any innovations you developed, such as ways to cut production
times, reduce labor costs or increase product quality. If you dreamed up an advertising campaign
or promotion that boosted sales, take credit for that during this portion of your appraisal. This is
the time when your employer makes subjective observations, such as on your interpersonal
skills, ability to communicate effectively, work habits and other personal behaviors the company
has noted. Before some annual reviews, you might be asked to fill out a self-appraisal, and
superiors and subordinates might be asked to evaluate you.
Determination
Once your evaluator has reviewed your job description, determined whether you met your
responsibilities and examined why you did or did not succeed, it’s time to talk about the future.
If you did not meet expectations, you might ask for more support or training. If you met
expectations, give suggestions for how you plan to improve your performance. If you exceeded
expectations, ask your superior how that benefited the company. Based on your overall appraisal
results, this is the time to ask for more resources, a promotion or improved compensation.
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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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