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I. Contents of getting signicance of performance appraisal %%%%%%%%%%%%%%%%%% &uring the hiring process, recruiters and hiring managers tell employees "hen and ho" they "ill receive performance appraisals. 'mployees trust employers to follo" through on all promises !! from paying employees on time to giving employees holidays off to evaluating their performance. (herefore, conducting performance appraisals is an important consideration consideration "hen it comes to placing value on the company)s human capital. Compensation Salary and "age increases often are based on performance appraisal results. *ntimely appraisals can thro" off compensation practices and cause more "or$ for payroll processing. In addition, employees mar$ their calendars for annual increases and potential bonuses. +reventable delays in delivering employee performance appraisals cause frustration among employees and additional "or$ for payroll processing cler$s responsible for calculating retroactive and pro rata increases. Satisfaction 'mployees loo$ for opportunities else"here "henever they feel unappreciated or "hen they have reason to believe their employer doesn)t thin$ highly of the "or$ they perform. hen supervisors procrastinate on performance appraisals, it conveys the message that employees aren)t important enough to set aside sufficient time to conduct evaluations. -n untimely performance appraisal essentially says the "or$ employees perform isn)t isn)t critical to the business business model and that other matters ta$e priority over e mployees. uman capital is your largest investment and an on!time performance appraisal is the best "ay to demonstrate your appreciation for an employee)s effort. effort.
Improvement
ost employees perform at an a n average level. If you use 0ac$ elch)s elch)s practice of differentiation, roughly 1 percent of your "or$force is operating at a marginal level. (his suggests that better than half of your "or$force "ill need to ma$e performance improvements at some time during the "or$ing relationship. *ntimely performance appraisals further delay performance improvement. (he sooner you let employees $no" ho" to improve their performance, the sooner you can see the results from improvements. Productivity actors such as compensation, satisfaction and performance, "hen combined, seriously impact your organiation)s productivity. productivity. 'mployees "ho e4hibit signs of lo" 5ob satisfaction and lo" employee morale are less productive. In turn, lo" productivity affects your company)s compan y)s business business cycles because it becomes difficult to meet customer demands. 6i$e dominoes, untimely performance appraisals disrupt employee productivity, productivity, "hich ultimately presents obstacles obstacles in achieving organiational goals. Liability (he failure to conduct a performance appraisal or to conduct a timely performance appraisal can increase your organiation)s e4posure to claims regarding unfair employment practices. If your supervisors and managers put off the performance appraisals, employees begin to "onder "hy they haven)t received an appraisal. hen employees file formal complaints about discriminatory employment practices, courts may ta$e into consideration the manner and timeliness "ith "hich supervisors evaluate employee performance.
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III. Performance appraisal methods
1. Essay Method
In this method the rater "rites do"n the employee description in detail "ithin a number of broad categories li$e, overall impression of performance, promoteability of employee, e4isting capabilities and 7ualifications of performing 5obs, strengths and "ea$nesses and training needs of the employee. -dvantage 8 It is e4tremely useful in filing information gaps about the employees that often occur in a better!structured chec$list. &isadvantages 8 It its highly dependent upon the "riting s$ills of rater and most of them are not good "riters. (hey may get confused success depends on the memory po"er of raters.
2. Behaviorally Anchored Rating Scales statements of effective and ineffective behaviors determine the points. (hey are said to be behaviorally anchored. (he rater is supposed to say, "hich behavior describes the employee performance. -dvantages -dvantages 8 helps overcome rating errors. &isadvantages 8 Suffers from distortions inherent in most rating techni7ues.
3. Rating Scale 9ating scales consists of several numerical scales representing 5ob related performance criterions such as dependability, initiative, initiative, output, attendance, attendanc e, attitude etc. 'ach scales ranges from e4cellent to poor. (he total numerical scores are computed and final conclusions are derived. -dvantages 8 -daptability, -daptability, easy to use, lo" cost, every type of 5ob can be evaluated, large number of employees covered, no formal training re7uired. &isadvantages 8 9ater)s biases
4. Checklist method
*nder this method, chec$list of statements of traits of employee in the form of :es :es or ;o based 7uestions is prepared. ere the rater only does the reporting or chec$ing and 9 department does the actual evaluation. -dvantages 8 economy, econo my, ease of administration, limited training re7uired, standardiation. &isadvantages 8 9aters biases, use of improper "eighs by 9, does not allo" rater to give relative ratings
5.ankin! "ethod
(he ran$ing system re7uires the rater to ran$ his subordinates on overall performance. (his consists in simply putting a man in a ran$ order. *nder this method, the ran$ing of an employee in a "or$ group is done against that of another employee. (he relative position of each employee is tested in terms of his h is numerical ran$. It may also be done by ran$ing a person on his 5ob performance against another member of the competitive group. #dvanta!es of ankin! "ethod 'mployees are ran$ed according to their performance levels. It is easier to ran$ the best and the "orst employee. Limitations of ankin! "ethod (he <"hole man= is compared "ith another <"hole man= in this method. In practice, it is very difficult to compare individuals possessing various individual traits. (his method spea$s only of the position "here an
employee stands in his group. It does not test anything about ho" much better or ho" much "orse an employee is "hen compared to another employee. hen a large number of employees are "or$ing, "o r$ing, ran$ing of individuals become a difficult issue. (here is no systematic procedure for ran$ing individuals in the organiation. (he ran$ing system does not eliminate the possibility of snap 5udgements.
>. Critical Incidents Method (he approach is focused on certain critical behaviors of employee that ma$es all the difference in the performance. Supervisors as and "hen they occur record such incidents. -dvantages 8 'valuations are based on actual 5ob behaviors, ratings are supported b y descriptions, feedbac$ is easy, reduces recency biases, chances of subordinate improvement are high. &isadvantages 8 ;egative incidents can be prioritied, forgetting incidents, overly close supervision? feedbac$ may be too much and may appear to be punishment.
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