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Bars method of performance appraisal

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I. Contents of getting bars method of performance appraisal

Performance appraisals help employees understand their job duties, learn what they could do
better and receive praise for work done well. In most organizations, the performance appraisal
process happens once a year and is administered by superiors to subordinates. Some
organizations subscribe to the "360" performance appraisal system, wherein employees receive
their annual appraisal from superiors, subordinates, peers and customers. Company leaders have
several options for appraisal methods, all designed to aid in various aspects of performance
Graphic Rating-Scale Method
The graphic rating-scale method lists employee traits alongside a scale that indicates to what
degree the employee possesses each trait. Performance appraisers must rate the employee on his
performance of each trait or his level of possession of each characteristic. Traits might include
knowledge, initiative, work quality and speed. This method offers precision and limits bias;
however, employees will be left questioning why they received such ratings unless space for
comments is provided. Appraisals are of little use unless they inform employees about
improvement techniques.
Behaviorally Anchored Rating Scale
The behaviorally anchored rating scale method uses a scale created by job designers to list the
behaviors critical to the job in both positive and negative ways. These critical activities are called
"behavioral anchors." For the appraisal, any employee behavior that matches an anchor is listed

on a vertical scale with higher perforce behaviors at the top, low performance behaviors at the
bottom and average behaviors in the middle.
BARS Pros & Cons
A BARS analysis gives a quick visual as to where an employee stands because it's easy to see
clusters of behavior points at the top for high performers and at the bottom for low performers.
The drawback to BARS methods is that each one takes a considerable amount of time to
develop. The system may be infeasible in organizations that have a higher number of different
types of jobs.
Management by Objectives
Management by Objectives is an entire management philosophy created by Peter Drucker in
1954. Under this system, management sets goals -- related to quality, productivity, profits or
other metrics -- and uses the performance appraisal to monitor employee progress toward the
goals. This helps organizations with strong organizational cultures to instill those values in every
employee. However, MBOs don't function well as an appraisal method separate from the
management system. Organizations using MBO appraisals usually include MBO as part of their
entire management process.

III. Performance appraisal methods

1. Essay Method
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.

2. 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.

3. 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 Raters biases

4. Checklist method
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

5.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
Advantages of Ranking Method
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
Limitations of Ranking Method
The whole man is compared with another
whole man in this method. In practice, it is very difficult
to compare individuals possessing various individual
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.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. 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.

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