WHAT ARE THE TECHNIQUES OF APPRAISALS???
1. Rating Scales Method
In rating Scales Method traits like attitudes, performance, accountability are rated in each individual separately.
2. Essay Appraisal Method
Also known as “Free Form method” is a method where the appraiser write a descriptive message about the performance of hi/her employee with examples and evidences to support their decisions.
3. Ranking Method
Under the ranking method, the employer rank similar employees in categories such as excellent, above average, average, below average and poor.
4. Paired Comparison
In this method the employer compares each employee with all others in the group, one at a time and ratings are awarded after the overall comparison.
5. Critical Incident Method
The employer provide a list of evidences of effective and ineffective behaviour of the employee manager prepares lists of statements of very effective and ineffective behaviour of an employee when they occur so to evaluate then at the end of the period.
6. Confidential Report System
Confidential report system is a confidential report made by the superior that is not revealed until its time and only by the top management.
7. Checklist Method
Represents a list of pre determined objectives which has to be ticked or provided with a descriptive statements about the individual behaviour.
8. Graphic Rating Scale
Core traits of the employees are graded and summed up to identify the best performer with the biggest sum.
9. Forced Distribution
The employer evaluate the employees and rank them as excellent good or poor, to identify the high potential employees.
10. Peer Review
The process consists of feedback from anonymous people such as colleagues, teammates, co-workers on the performance of their peer.
11. Self-Evaluation
This method aid the employee to actively participate in the appraising process by providing feedback on their performance themselves which will be used by the employer to gather data about individual understanding.
12. Quantitative Evaluation
Quantitative evaluation is based upon statistics and uses various standards such as cost standards, time standards, income standards, productivity, and market share standards, to track productivity of an employee.
13. Qualitative Evaluation
Qualitative evaluation focuses on the performance areas that can be visually observed by observing the employee during a random workday to understand their work behaviour.
14. 360-Degree Feedback
An employee is rated by his/her subordinates, superiors, peer, and even clients and customers which gives the overall scope of their performance.
15. Competency on a Scale
A range of work such as, productivity, customer service, teamwork, quality of work, evaluated and graded on a scale.
16. Continuous Feedback
Continuous feedback is an ongoing day-today engagement between the employer and employee to identify the issues and providing solutions to them.
17. Profitability Evaluation
Profitability rating can be gained by comparing the time spent to complete a given project versus allocated budget. If the time I high, its a lost project and should make necessary actions.
18. Behaviourally Anchored Rating Scales (BARS)
This method is a combination of critical incident method and graphic scale approach where the employer rate the employee as per the scale and should provide necessary examples from behavioural traits.
19. Customer Feedback Method
Majorly used on sales staff where the customer feedback is used to appraise the employee's performance and customer approach.
20. Management by Objectives (MBO)
Management by objectives (MBO) is where employer and employees together identify clear objectives, plan and organise ways to achieve the objectives set, communicate the achievement through out the tenure to enhance the objective achievement.
21. Managerial Reviews
Performance reviews are done by managers which include employee ratings given by the relevant supervisors as well as the evaluation team.
22. Assessment Centre Method
In this method the employees are asked to take part in social-simulation exercises like informal discussions, fact-finding exercises, decision-making problems, role-play, and other exercises that ensure success in a role.
23. Psychological Appraisals
This method is used to analyse interpersonal, cognitive, intellectual traits, leadership, personality traits, emotional quotient, and other related skills. Qualified psychologists conduct a variety of teststo assess an employee effectively.
24. Human-Resource (Cost) Accounting Method
This method analyses the performance through the monetary benefits yield to the company. It is obtained by comparing the cost of an employee and the monetary benefits an organisation has ascertained from that specific employee.
REFERENCES
· Aggarwal, A. & Thakur, G. S. M., 2013. Techniques of Performance Appraisal-A Review. International Journal of Engineering and Advanced Technology (IJEAT), February.2(3).
· Jaiswal, B., 2020. Traditional and Modern Methods of Performance Appraisal. April.p. 13.
· Khanna, M. & Sharma, R. K., 2014. Employees Performance Appraisal and its techniques: A Review. Asian Journal of Advanced Basic Sciences, June.pp. 51-58.
· Lunenburg, F. C., 2012. Performance Appraisal: Methods and Rating Errors. International Journal of Scholarly Academic Intellectual Diversity, Volume 14.
· Shaout, A. & Yousif, M. K., 2014. Performance Evaluation – Methods and Techniques Survey. International Journal of Computer and Information Technology, September.3(5).
· Vasantham, S. T., 2019. Different Types of Techniques Employed in Performance Appraisals. International Journal of Innovative Technology and Exploring Engineering, March.8(4).
Thank you for sharing useful information .
ReplyDeleteThank You for the comment Duminda
DeleteThe information that you share in this post is really useful.
ReplyDeleteThank You. In performance management, the members of the organisation need to be supportive and accommodating.
DeleteResearch has indicated that within the organization, the individuals do need to acquire support and assistance from others, they cannot work in seclusion.
Comprehensive article. Thank you for sharing.
ReplyDeleteThank You for the comment Anurudhdha.
DeleteNicely done post
ReplyDeleteThanks for sharing very valuable insights
Thank You Lasath
DeleteVery infomative article.
ReplyDeleteIndeed. Performance management now has developed from a very operational focus to a more strategically oriented concept, i.e. where it plays an integral role in the formulation and implementation of strategy (Scott-Lennon, 1995).
DeleteGood one. Depend on the organizational structure, method should be selected.
ReplyDeleteYes. Agree. Mabey et al. (1998: 149) noted that performance management can be ‘criticised for relying on a model of management which is more rational than is achievable in practice’.
DeleteMethods should be selected with considering employee levels, category, job activities etc..
ReplyDeleteYes and yet, performance management is often applied, with little consideration given to contextual factors such as the differences between organisational roles, cultures and national institutional environments.
DeletePerformance management systems invariably incorporate multiple objectives and content including linking objectives to organizational strategy and developing employee skills.
BARS is a relatively new appraisal approach that claims to be one of the most successful of all the methods described. It's a hybrid of standard essay scoring and a rating scale. It is more costly than other procedures, but it ensures accurate findings.
ReplyDeleteYes. BARS (Behaviour Anchored Rating Scales) is a modern method which is rarely as the process is time consuming and expensive.
DeleteIt would be ideal if the company did not have a large number of different positions but rather, groups of positions or departments made up of similar types of jobs.
Being that this approach is still a measuring system used for rating employees, another suitable use for BARS is when you encounter bias challenges in the current performance management process.