Performance Appraisal
Manager/Supervisor Appraisal
Appraisal-Hierarchical arrangement of formal authority in most organizations gives the supervisor or the manager legitimate authority to evaluate subordinates. They are in the best position to observe employees, and they should have a better understanding of the job being performed.
Production Data
Evaluate the degree of accomplishment by measuring the quantity and quality of performance such as units produced per hour, sales, profit
Halo effect
Manager allows a general favorable impression of an employee to influence his judgment on each separate factor in the PA process.
Team Appraisal
Similar to appraisal in that member of a team, who may hold different positions, are asked to appraise each other;s work and work styles
Recency Effect
Recent events tend to have an unusally strong influence on performance evaluation
Self Appraisal
The employee appraises his or her ow performance, in many cases comparing the self-appraisal to management's review Can highlight the discrepancies between what the employee and management think are important performance factors and provide mutual feedback for meaningful adjustment of expectations
Assessment Center
The employee is appraised by professional assessors who may evaluate simulated or actual work activities
360- degree or Full circle appraisal
The employee's performance is appraised by everyone with whom he or she interacts, including managers, peers, customers, and members of other departments
Checklist and weighted checklist method
a set of objectives or descriptive statements where the rater checks the items if he believes that the employee possesses a trait listed, if otherwise,leaves it blank
Judgment of others
behaviors assessed by peers, customers and suppliers
Multi-rater assessment or the 360-degree performance feedback method
confidential, anonymous feedback from people who work around employees, such as their immediate superior, peers, customers, or suppliers; a questionnaire to be completed by raters to evaluate employees
Paired comparison method
considers only two individuals at one time and decides who is better
Customer or Supplier
customers/suppliers can be potential evaluators
Behaviorally anchored rating scales (BARS) method
describes a performance rating that is focused on specific behaviors or sets as indicators of effective or ineffective performance
Previous performance bias
employee who has performed well in the distant past is assumed to be acceptable in the recent past also
Bias
individual differences among rates in terms of characteristics like age, race, sex, religious, and political affiliations
Personnel Data
information found in individual's personnel files such as absenteeism, tardiness, and training programs completed
Carelessness
managers make quick guesses based on first impressions of an employees's performance
Management by objectives (MBO) method
objectives set by managers and their subordinates for the employee to achieve within a specific period where in reward is given based on the result of output
Ranking method
ranking of employees from best to worst, from the most efficient to the least capable on each trait or quality to be used in judging the employees' performance
Performance Appraisal
refers to a systematic description and review of an individuals' job performance
Forced Distribution method
refers to forced ranking where rater is asked to rate employees in fixed distribution of categories, such as superior, above average, average, below average, and poor
Critical incident method
requires raters to write down positive and negative performance behavior of employees throughout the performance period
Peer Appraisal
research on peer evaluation has found them to be predictive of success and yielded good reliability and validity. This method is based on the assumption that co-workers are most familiar with an employee's performance
leniency/harshness/strictness error
some managers tend to give mostly favorable rating while others tend to evaluate the performance levels unfavorably
Graphic rating scales method
the oldest and most widely used method for PA where rater is presented with a set of traits and asked to rate employees on each of the characteristics listed
Central tendency
when managers rates all employees as average by choosing the middle rating, thus, failing to discriminate between employees