PERFORMANCE APPRAISAL 2

This is the oldest and simplest method of performance appraisal in which employees are ranked on certain criteria such as traits or characteristics. The employee is ranked from highest to lowest or from worst to best in an organization. Thus, if there are seven (7) employees to be ranked, then there will be seven (7) ranks from one (1) to seven (7).

In this method, the evaluator ranks employees by comparing one employee with all other employees in the group. The rater is given slips where each slip has a pair of names, and the

rater puts a tick mark next to the name of the employee whom he considers is better of the two (2). This employee is compared a number of times so as to determine the final ranking.

In this method, certain categories are defined well in advance, and employees are put in a particular category depending on their traits and characteristics. Such categories may be defined as outstanding, good, average, poor, very poor, or maybe in terms of the alphabet like A, B, C, D, etc., where A may indicate "best" and D may specify "worst." This type of grading method is applied during the semester pattern of examinations. One of the major limitations of this method is that the rater may rate many employees on the better side of their performance.

The fundamental assumption in this method is that employees' performance level conforms to a normal statistical distribution. For example, 10 percent of employees may be rated as excellent, 40 percent as above average, 20 percent as average, 10 percent as below average, and 20 percent as poor. It eliminates the favoritism of rating many employees on a higher side.

This method contains a sequence of questions in a statement form where the rater would check how effectively the statement describes each individual being evaluated in the organization. It may be both the statement describes the characteristics of an employee, but the rater is forced to tick only one.

In this evaluation method, the evaluator is provided with the appraisal report,

which consists of series of questions that are related to the appraisee. Such questions are prepared in a manner that reflects the behavior of the concerned appraisee. Every question has two (2) alternatives—yes or no.

This method is very useful in finding out those employees who have the highest potential to work in a critical situation. In this method, only the case of sudden trouble and behavior associated with these incidents are taken for evaluation.

In this method, the printed appraisal form is used to appraise each employee. Such forms contain a number of objectives and trait qualities and characters to be rated like the quality amount of work, job know-how, dependability, initiative, attitude, leadership quality, and emotional stability. The rater gives an estimate of the extent to which subordinates possess each quality from one (1) to five (5) or maybe expressed in terms like excellent, very good, average, poor, and very poor; or very high, high, average, low and very low.

In this method, the rater writes a detailed description of the employee's characteristics

and behavior, knowledge about organizational policies, procedures, and rules, knowledge about the job, training and development needs of the employee, strengths, weakness, past performance, potential, and suggestions for improvement.

In this method of appraisal, the direct superior is not going to appraise an employee but by another person, usually from the personnel department. The rater, in such a case, appraises the employee on the basis of his past records of productivity and other information such as

absenteeism, late corning, etc.