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The document discusses various types of performance appraisal systems used to evaluate employee job performance, including trait-focused, behavior-focused, unstructured, straight ranking, paired comparison, grading, checklist, management by objective, and 360-degree feedback systems. It provides details on different rating methods like ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. The document also lists additional topics related to performance appraisal systems that can be downloaded as PDF files.
This document discusses various traditional and modern methods of performance appraisal. Some traditional methods discussed include the essay appraisal method, ranking method, paired comparison method, critical incident method, checklist method, and graphic ratings scale method. The forced distribution method is also discussed as another traditional approach. For each method, a brief overview is provided about how the appraisal is conducted.
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Advantages and disadvantages of performance appraisalsonnyhughes74
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The document discusses several methods for setting goals and evaluating employee performance, including:
- Setting 3-5 specific, measurable, time-bound goals that are aligned with personal development and department goals.
- Defining the learning needed to achieve goals and ensure continued growth.
- Using methods like critical incidents, behavioral observation scales, graphic rating scales, and essays to evaluate performance.
- Comparing options using paired comparison analysis to identify the preferred option.
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The document discusses various types of performance appraisal systems used to evaluate employee job performance, including trait-focused, behavior-focused, unstructured, straight ranking, paired comparison, grading, checklist, management by objective, and 360-degree feedback systems. It provides details on different rating methods like ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. The document also lists additional topics related to performance appraisal systems that can be downloaded as PDF files.
This document discusses various traditional and modern methods of performance appraisal. Some traditional methods discussed include the essay appraisal method, ranking method, paired comparison method, critical incident method, checklist method, and graphic ratings scale method. The forced distribution method is also discussed as another traditional approach. For each method, a brief overview is provided about how the appraisal is conducted.
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Advantages and disadvantages of performance appraisalsonnyhughes74
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The document discusses several methods for setting goals and evaluating employee performance, including:
- Setting 3-5 specific, measurable, time-bound goals that are aligned with personal development and department goals.
- Defining the learning needed to achieve goals and ensure continued growth.
- Using methods like critical incidents, behavioral observation scales, graphic rating scales, and essays to evaluate performance.
- Comparing options using paired comparison analysis to identify the preferred option.
This document proposes a Performance Management System for the Indian Air Force. It suggests components like performance counseling, objective setting, assessment, and development. A 3-part appraisal form is proposed, including self-evaluation, competency assessment, and training feedback. Key aspects include regular counseling, quantifiable performance indicators, multi-level review, and linking appraisals to rewards, promotions and training to improve performance management in the organization.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
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This document discusses and compares past-oriented and future-oriented methods of performance appraisal. Past-oriented methods include rating scales, checklists, forced choice, forced distribution, critical incidents, behaviorally anchored scales, and confidential records. Future-oriented methods include management by objectives, psychological appraisals, assessment centers, 360 degree feedback, rating committees, and self-appraisal. Specific details are provided about how several of these methods are implemented.
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This document discusses performance appraisals, which are used to evaluate employees' performance and potential. It outlines the steps in conducting performance appraisals, including establishing standards, designing an appraisal program, appraising performance, conducting performance interviews, and using appraisal data appropriately. The objectives and benefits of performance appraisals are also summarized, such as helping employees improve, determining training needs, and identifying high and low performers. Finally, common methods for conducting appraisals are described at both the individual and group level.
Review of literature on performance appraisallydiawood280
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The document discusses performance appraisal, which is defined as the systematic evaluation of an employee's personality, traits, and job performance. It aims to determine an employee's contributions and value. Some key methods discussed include rating scales, checklists, forced distribution, and behavioral anchored rating scales. Performance appraisal provides benefits like improving performance, making correct decisions, and minimizing dissatisfaction. Future-oriented methods covered are management by objectives, psychological appraisal, and 360-degree feedback.
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Straight ranking method of performance appraisalcoxdennis362
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This document discusses various methods for performing performance appraisals, including narratives, rankings, checklists, rating scales, and objective measures. It notes that while performance appraisals aim to provide feedback, identify training needs, document criteria for rewards, and facilitate communication, they are subject to rater bias and errors. The document outlines different appraisal formats like comparative standards that compare employees, absolute standards like critical incidents and management by objectives, and multi-source feedback like 360 reviews. It questions which formats work best and whether issues lie more with the format or underlying performance appraisal concepts.
This document outlines various traditional and modern methods used for performance appraisals. The traditional methods include unstructured, ranking, paired comparison, grading, and checklist. Paired comparison involves systematically comparing each employee to determine rankings. Grading assigns employees to predefined performance categories. Checklists have descriptive statements to assess qualities.
Modern methods discussed include behavioral anchored rating scales, management by objectives, psychological appraisals, and 360 degree feedback. Forced distribution requires raters to appraise employees according to a predetermined scale. Critical incident method uses logs of effective and ineffective employee behaviors recorded over time.
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The document provides information about conducting effective performance appraisals. It discusses the objectives of performance appraisals, what should be appraised, and barriers to effective appraisals such as biases. It also outlines the key components of an appraisal, including planning, conducting the discussion, and follow up. Managers are advised to focus discussions on future improvements rather than past performance and document agreed upon goals.
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This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
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The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
This document proposes a Performance Management System for the Indian Air Force. It suggests components like performance counseling, objective setting, assessment, and development. A 3-part appraisal form is proposed, including self-evaluation, competency assessment, and training feedback. Key aspects include regular counseling, quantifiable performance indicators, multi-level review, and linking appraisals to rewards, promotions and training to improve performance management in the organization.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
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This document discusses and compares past-oriented and future-oriented methods of performance appraisal. Past-oriented methods include rating scales, checklists, forced choice, forced distribution, critical incidents, behaviorally anchored scales, and confidential records. Future-oriented methods include management by objectives, psychological appraisals, assessment centers, 360 degree feedback, rating committees, and self-appraisal. Specific details are provided about how several of these methods are implemented.
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This document discusses performance appraisals, which are used to evaluate employees' performance and potential. It outlines the steps in conducting performance appraisals, including establishing standards, designing an appraisal program, appraising performance, conducting performance interviews, and using appraisal data appropriately. The objectives and benefits of performance appraisals are also summarized, such as helping employees improve, determining training needs, and identifying high and low performers. Finally, common methods for conducting appraisals are described at both the individual and group level.
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The document discusses performance appraisal, which is defined as the systematic evaluation of an employee's personality, traits, and job performance. It aims to determine an employee's contributions and value. Some key methods discussed include rating scales, checklists, forced distribution, and behavioral anchored rating scales. Performance appraisal provides benefits like improving performance, making correct decisions, and minimizing dissatisfaction. Future-oriented methods covered are management by objectives, psychological appraisal, and 360-degree feedback.
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Straight ranking method of performance appraisalcoxdennis362
In this file, you can ref useful information about straight ranking method of performance appraisal such as straight ranking method of performance appraisal methods
This document discusses various methods for performing performance appraisals, including narratives, rankings, checklists, rating scales, and objective measures. It notes that while performance appraisals aim to provide feedback, identify training needs, document criteria for rewards, and facilitate communication, they are subject to rater bias and errors. The document outlines different appraisal formats like comparative standards that compare employees, absolute standards like critical incidents and management by objectives, and multi-source feedback like 360 reviews. It questions which formats work best and whether issues lie more with the format or underlying performance appraisal concepts.
This document outlines various traditional and modern methods used for performance appraisals. The traditional methods include unstructured, ranking, paired comparison, grading, and checklist. Paired comparison involves systematically comparing each employee to determine rankings. Grading assigns employees to predefined performance categories. Checklists have descriptive statements to assess qualities.
Modern methods discussed include behavioral anchored rating scales, management by objectives, psychological appraisals, and 360 degree feedback. Forced distribution requires raters to appraise employees according to a predetermined scale. Critical incident method uses logs of effective and ineffective employee behaviors recorded over time.
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The document provides information about conducting effective performance appraisals. It discusses the objectives of performance appraisals, what should be appraised, and barriers to effective appraisals such as biases. It also outlines the key components of an appraisal, including planning, conducting the discussion, and follow up. Managers are advised to focus discussions on future improvements rather than past performance and document agreed upon goals.
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This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
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The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
The document discusses the advantages and disadvantages of performance appraisals. It notes that some key advantages include providing objectivity in evaluating employees, motivating employees to improve, and providing early warnings for underperforming workers. However, it also discusses drawbacks such as the time consuming nature of appraisals and potential negative impacts on office dynamics. The document also provides an overview of several common performance appraisal methods and lists additional related topics.
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The document discusses a formula method for forecasting additional funds needed (AFN). It describes constructing pro forma financial statements and using a formula of AFN = Increase in Assets - Increase in Liabilities - Depreciation. As an example, inserting values into the formula finds $118 million in additional funds needed. The document also discusses how growth and financial requirements relate, and factors like economies of scale, lumpy assets, and excess capacity that affect balancing sheet ratios when forecasting financial needs.
Chapter 14 Developing Pricing Strategies And ProgramsDiarta
1. The document discusses developing pricing strategies and programs, noting that price is an important factor in determining market share and profitability.
2. It outlines steps for setting prices, including selecting pricing objectives, determining demand elasticity, estimating costs, analyzing competitors, and selecting a pricing method.
3. The document also discusses adapting prices through techniques like geographical pricing, price discounts, promotional pricing, and price discrimination.
This document discusses performance appraisals, including their definition, objectives, and process. It outlines both traditional and modern methods for conducting performance appraisals. Key factors that can affect performance appraisals are organizational structure, interdependence of systems, leadership style, and environmental constraints. The document also examines issues in appraisal systems and both the advantages and disadvantages of performance appraisals.
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This document discusses financial statement analysis. It identifies the key financial statements that are analyzed - the balance sheet, income statement, and retained earnings statement. It explains the need for comparative analysis using tools like horizontal analysis, vertical analysis, and ratio analysis to evaluate a company's liquidity, profitability, and solvency. Several examples are provided to demonstrate how to compute ratios for liquidity, profitability, and solvency using information from a company's financial statements.
A marketing channel is a set of independent organizations that deliver value by making a product available for use or consumption. It comprises intermediaries like merchants who buy and resell products, and agents who negotiate on a producer's behalf without taking title. Intermediaries carry, promote, and sell the product. Marketing channels are important because they don't just serve existing markets - they help create new markets. Channels can function via push or pull strategies and use of hybrid channels to reach different customer segments. All channels must be integrated to work together effectively without interfering with each other. Value networks are similar to marketing channels in delivering value through interconnected organizations.
The document discusses capital budgeting methods, focusing on the net present value (NPV) method. It provides details on calculating NPV, including the formulas and acceptance rules. The key points are:
1) Capital budgeting is the process of evaluating long-term investments and NPV is a discounted cash flow method used.
2) With NPV, future cash flows of a project are discounted to give their present value, and the project's NPV is calculated as the present value of cash inflows minus the initial investment.
3) A project should be accepted if it has a positive NPV, as that means it is expected to increase shareholder value.
This document discusses three global market entry strategies: franchising, foreign direct investment, and licensing. Franchising involves a contractual relationship where the franchisor offers business support and the franchisee makes a substantial investment. Foreign direct investment refers to establishing foreign subsidiaries or acquiring shares in foreign companies. Licensing involves granting permission to use intellectual property in exchange for fees or royalties.
Performance appraisal is the systematic evaluation of employees with respect to their performance on their job and their potential for development. In other words, it is the process of measuring productivity in terms of efficiency and effectiveness.
Designing Pricing Strategies and ProgramsSumit Pradhan
The document discusses pricing strategies and programs. It explains how companies should understand demand, costs, and competition to set an initial price. It also discusses adapting prices through discounts, discrimination, and product-line pricing. When initiating price changes or responding to competitors, companies should consider circumstances, customer and competitor reactions, and the degree of product homogeneity.
The document discusses the nature and characteristics of services, including intangibility, inseparability, variability, and perishability. It outlines strategies for managing demand and supply for services. Marketing strategies for services are described, including managing differentiation, quality, and productivity. Key gaps that can cause service delivery failures are identified. Effective service firms share characteristics like top management commitment, high standards, monitoring, and customer/employee satisfaction. The document concludes with strategies for managing product support services.
The document discusses the nature and characteristics of services. It notes that services are intangible, inseparable, variable, and perishable. It also discusses the distinctive characteristics of services like intangibility where services cannot be seen before purchase. It discusses how marketers can address these characteristics through strategies like standardizing service delivery to reduce variability. The document also discusses marketing strategies for services, noting people, physical evidence, and process must be considered in addition to the traditional 4Ps. It emphasizes the importance of internal marketing to train employees.
This document discusses several capital budgeting techniques:
1) The payback period measures the number of years to recover the initial investment of a project. However, it ignores cash flows beyond the payback period.
2) The book rate of return measures average income divided by average book value of assets. It does not consider the time value of money.
3) The internal rate of return (IRR) is the discount rate that sets the net present value (NPV) of a project to zero. It is commonly used but can be problematic for multi-period projects or when projects have different scales.
4) The profitability index is the NPV divided by initial investment. It generally agrees with NPV
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Different types of performance appraisalnanamoore807
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Traditional methods of performance appraisaltommylong551
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This document provides information about performance appraisal communication, including methods, tips, and forms. It discusses evaluating employees' communication skills, conflict management skills, leadership traits, reliability, and work ethic during performance reviews. Several performance appraisal methods are described, such as ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. Other related topics like review phrases, examples, templates, and software are also listed.
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Sample performance appraisal questions and answersmariavernon59
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The document discusses performance appraisal applications, providing information on various performance appraisal methods, forms, phrases, and tips. It explains equity theory and its application to performance appraisals to motivate employees. The document also outlines several common performance appraisal methods including ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales.
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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1. Types performance appraisal
In this file, you can ref useful information about types performance appraisal such as types
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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 types performance appraisal
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A performance appraisal, or performance review, is a formal interaction between an employee
and her manager. This is when the performance of the employee is assessed and discussed in
thorough detail, with the manager communicating the weaknesses and strengths observed in the
employee and also identifying opportunities for the employee to develop professionally.
Here are some different types of performance appraisals that can be performed depending upon
the needs of the organization or the employee.
General Appraisal
In this method there is an ongoing communication between the manager and employee
throughout the entire year. At the end of the year they will determine whether the pre-set goals
and objectives were met, provide feedback, and set new goals.
The 360-Degree Appraisal
In this process of appraisal involves allowing other employees to fill out a questionnaire detailing
their experiences with a specific employee. The feedback of peers can be reviewed by the
manager and considered during the appraisal.
Technological/Administrative Performance Appraisal
In this its focuses more on technical skill than anything else because these employees have
expert tasks. They are judged on specific skills, the amount of work they produce/complete, and
a variety of other tasks.
2. Manager Performance Appraisal
In this appraisal managers must go through the appraisal process. This type of appraisal usually
covers both job skill as well as human resource skill, as most managers usually have clients to
keep happy as well as a team to keep organized. Most often a manager appraisal will include
feedback from team members, usually obtained secretly.
Employee Self-Assessment
This type of appraisal is one of the most dreaded by employees as no one seems to enjoy rating
themselves. Most often the self-assessment is compared to an assessment completed by the
manager and then discussion regarding the differences follows.
Project Evaluation Review
A project evaluation review is a great project management tool. Instead of waiting until the end
of the year an employee or team is reviewed at the end of each project. This gives them the tools
necessary to make adjustments for the next project.
Sales Performance Appraisal
Sales performance appraisals are often the easiest to conduct but the most painful. A salesperson
is simply judged on his results versus his set goals and salesmen are often held to their financial
goals more than any other section of the organization. A manager and salesperson must discuss
ways to achieve their goals or changes that need to be made to make them reachable yet still
realistic.
==================
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.
3. 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
3. Checklist method
4. 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.
III. Other topics related to Types performance appraisal (pdf download)
• Top 28 performance appraisal forms
• performance appraisal comments
• 11 performance appraisal methods
• 25 performance appraisal examples
• performance appraisal phrases
• performance appraisal process
• performance appraisal template
• performance appraisal system
• performance appraisal answers
• performance appraisal questions
• performance appraisal techniques
• performance appraisal format
• performance appraisal templates