Page 238 - Fundamentals of Management Myths Debunked (2017)_Flat

Exhibit 7–8 Specific Performance Appraisal Methods

method advantage disadvantage

(a) Written essay—descriptions of Simple to use More a measure of evaluator’s writing ability
employee’s strengths and weaknesses than of employee’s actual performance

(b) critical incidents—examples of critical Rich examples; behaviorally based Time-consuming; lack quantification
behaviors that were especially effective or
ineffective
(c) Adjective rating scales—lists descrip- Provide quantitative data; less time- Do not provide depth of job behavior
tive performance factors (work quantity and consuming than others assessed
quality, knowledge, cooperation, loyalty,
attendance, honesty, initiative, and so forth)
with numerical ratings
(d) bArS—rating scale + examples of Focus on specific and measurable job Time-consuming; difficult to develop
actual job behaviors 30,31 behaviors measures
(e) Mbo—evaluation of accomplishment of Focuses on end goals; results oriented Time-consuming
specific goals

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(f) 360-degree appraisal —feedback More thorough Time-consuming
from full circle of those who interact with
employee
(g) Multiperson—evaluation comparison of Compares employees with one another Unwieldy with large number of employees
work group

• (a) through (f) (see Exhibit 7–8) are ways to evaluate employee performance against a set of established standards
or absolute criteria.
• (g) (see Exhibit 7–8) is a way to compare one person’s performance with that of one or more individuals and is
a relative, not absolute, measuring device.

three approaches to multiperson comparison:

group-order ranking individual ranking approach paired comparison approach

Evaluator places employees into a Evaluator lists employees in order Each employee is compared with every
particular classification (“top fifth,” from highest to lowest performance other employee in the comparison
“second fifth,” etc.; “top third,” levels. Note: Only one can be “best.” 3
group and rated as either the superior
1 2
“middle third,” “bottom third”; or In the appraisal of whatever number or weaker member of the pair. Note:
whatever classification is desired). of employees, the difference between Each employee is assigned a sum-
Note: Number of employees placed in the first and second employee is the mary ranking based on the number
each classification must be as equal same as that between any other two of superior scores he or she achieved.
as possible. employees. And no “ties” allowed. Each employee is compared against
every other employee—an arduous
task when assessing large numbers
of employees.

360-degree appraisal
An appraisal device that seeks feedback from a variety of
sources for the person being rated

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