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