What to rate?

Generic job dimensions such as communications, teamwork, know-how, and

quantity
Employees performance on the jobs actual duties
How well the employee did with respect to achieving specific performance
expectations or objectives
Competency-based appraisal forms are another option

FIGURE 9-5. Appraisal Form for Assessing Both Competencies and Specific Objectives

Alternation Ranking Method

Ranking employees from best to worst on a trait or traits.
Since it is usually easier to distinguish between the worst and the best
employees, this method is the most popular.

FIGURE 9-6. Scale for Alternate

Ranking of Appraisee

Paired Comparison Method

Helps make the ranking method more precise.
For every trait (quantity of work, and so on), you pair and compare every
subordinate with every other subordinate.

FIGURE 9-7. Ranking Employees by the Paired Comparison Method

Forced Distribution Method

Similar to grading on a curve
With this method, you place predetermined percentages of ratees into several
performance categories.
It reflects the fact that top employees often outperform average or poor ones
by as much as 100%.

Critical Incident Method

The supervisor keeps a log of positive and negative examples (critical
incidents) of a subordinates work-related behavior.
Every 6 months or so, supervisor and subordinate meet to discuss the latters
performance, using the incidents as examples.

Narrative Forms
The persons supervisor assesses the employees past performance and
required areas of improvement.
The supervisors narrative assessment aids helps the employee understand
where his or her performance was good or bad, and how to improve that
performance.

FIGURE 9-8. Appraisal Coaching Worksheet

Behaviorally Anchored Rating Scales (BARS)

An appraisal tool that anchors a numerical rating scale with specific illustrative
examples of good or poor performance.
Developing a BARS typically requires five steps:
1.
2.
3.
4.
5.

Write the critical incidents.

Develop performance dimensions.
Reallocate incidents.
Scale the incidents.
Develop a final instrument.

FIGURE 9-9. Example of a Behaviorally

Anchored Rating Scale for the Dimension
Salesmanship

Behaviorally Anchored Rating Scales (BARS)

ADVANTAGES
1. A more accurate gauge
2. Clearer standards
3. Feedback
4. Independent dimensions
5. Consistency

Mixed Standard Scales

Somewhat similar to behaviorally anchored scales.
However, mixed scales generally list a few behavioral examples for each of,
say, 3 performance dimensions.
The employer then mixes the resulting behavioral examples statements
when listing them.
The supervisor rates the employee by indicating whether the latters
performance is better than, the same, or worse than the statement.

Management by Objectives (MBO)

Jointly setting goals and periodically providing feedback
Generally refers to a comprehensive and formal organization-wide goal setting
and appraisal program

Computerized and Web-Based Performance

Appraisal
Enable managers to compile computerized notes on subordinates during the
year, and then to merge these with ratings for each employee on several
performance traits.

Electronic Performance Monitoring (EPM)

Uses computer network technology to allow managers to monitor their
employees computers.
EPM can improve productivity.
However, EPM can also backfire.
Seems to raise employee stress.