By:

PERFORMANCE Rudolph
Soren C. San
APPRAISAL Pedro
BSIE IV-GK
SOURCES OF ERROR IN PERFORMANCE
APPRAISAL
 SOURCES OF ERROR IN PERFORMANCE
APPRAISAL

Halo Effect
 Involves the familiar tendency to judge all
aspects of a person’s behavior on the basis of a
single attribute or characteristic.
 Counteracting the halo effect is to have
supervisors rate all subordinates on one trait or
characteristics at a time
 SOURCES OF ERROR IN PERFORMANCE
APPRAISAL
 Constant or Systematic Bias
 source of performance appraisal error has
its basis in the standards or criteria used by the
raters.
 One possible way of correcting this
constant bias is to require supervisors to distribute
their ratings in accordance
 SOURCES OF ERROR IN PERFORMANCE
APPRAISAL

Most-Recent-Performance Error
 usually made periodically, every 6 months or
12 months.
 Tendency is to base the rating on the most
recent behavior of the workers
 SOURCES OF ERROR IN PERFORMANCE
APPRAISAL

Inadequate-Information Error
 supervisors are required to rate employees
whether or not they know enough about them to do
so fairly
 As a result supervisors tend to rat the
employees through inadequate data.
 Best solution for this problem is program of
education for supervisors
 SOURCES OF ERROR IN PERFORMANCE
APPRAISAL

Average-Rating Error
 When people place in the position of
judging, the result is to be lenient or assigning
average ratings to all workers
 Does not result in a true reflection of the
range of differences among workers
 SOURCES OF ERROR IN PERFORMANCE
APPRAISAL

Attribution Error
 “attribution” originated in the area of social
psychology which was found to have an effect on the
way in which we form impressions of other people
 supervisor attributes or assigns causes and
reasons to the subordinate’s behavior
 It can reduced by having the supervisors
spend time performing the job being evaluated
IMPROVING PERFORMANCE APPRAISALS
IMPROVING PERFORMANCE APPRAISALS

Training of Raters
(1) creating an awareness that abilities and skills
are usually distributed
(2) developing the ability to define appropriate
criteria for the behavior being evaluated
 A standard or average performance against
which employees may be compared
IMPROVING PERFORMANCE APPRAISALS

Providing Feedback to Raters

 Providing feedback to managers about
the quality of the ratings they have given.
 Technique that is less expensive and
easier to conduct than a rater training program
 This feedback consisted of information
about how ratings of each manager differs from
those of other managers.
 Was designed to deal with halo effect and
leniency error