Traditional Appraisal Methods
Traditional
methods are older methods of performance evaluation. This method is based on an
examination of the employees' personal characteristics. It may include
abilities such as knowledge, initiative, loyalty, leadership, and judgment
Ranking
method - Identification of the most manageable performance
evaluation techniques. This method will sort employees in a group from best to
worst. The negative impact of assigning "worst" and "best"
ratings to employees obscures the simplicity of this approach. This type of
differentiation can cause negative emotions within the group and have a
negative impact on performance
Paired Comparison - Methods for creating
employee rankings based on their work performance involve comparing the
performance of two or more individuals. The most common example is when the
evaluator compares the first employee with the second, third, and so on from
the list in a sequence based on a specific criterion, and the evaluator selects
the better of the pair compared
Grading Scale - This strategy
assesses the level of specific characteristics required for the activity, such
as consistency and steadfastness. Typically, the degree is dependability and
dependability. Normally, the degree is estimated on a scale (Excellent, Good,
Average, Poor). An employee's performance will be evaluated using these grades,
and they will be assigned to the level that best describes their performance
Checklist method - Performance
appraisal method that consist of a list of items, each of which describes a
characteristic of an organization or an event The attribute may or may not be present,
or it may be present to varying degrees measured on a simple scale, and the
rater must respond in a simple 'YES' or 'NO' structure
Easy evaluation method - The method
necessitates writing a detailed description of the article's approach to the
employee's immediate Manager's performance. This article focuses on
individuals' various job-related strengths, weaknesses, attitudes, and
behaviors
Modern Appraisal Methods
According to Goel, (2012) modern methods are
created to improve on traditional methods. It tries to reinforce the flaws of
traditional methods, such as fundamentality and subjectivity. The following are
examples of typical modern methods.
Management by Objective (MBO) - MBO was identified as a
more time-efficient and cost-effective method. The manager has set objectives
for an employee by agreeing with each other. Employees perform better when they
understand their goals and the quality and quantity that must be delivered.
This rating is considered fair because employees are aware of the likelihood of
being measured
360-Degree Feedback – Ward, (1997) defines
360-degree feedback as "the systematic collection and feedback of
performance data on an individual or group in achieving goals."
Participants can be evaluated confidentially by themselves, their managers,
their employees, team members, internal/external customers, suppliers, family,
and friends.
Assessment Center Method
- The assessment center is
a central location where managers can be gathered, and trained observers can
evaluate their participation in work-related activities
Behaviorally Anchored
Rating Scale (BARS)- Smith and Kendall introduced the BARS method to researchers
concerned with the reliability and validity of performance evaluations in 1963.
This approach is more informative than using simple characters. Employee
demanding (effective or ineffective) behaviors define scale points. The person
who rates the employee will appear as an observer rather than a judge
Psychological Appraisals
-
This method
evaluates an employee's potential for future performance rather than past
performance. In-depth interviews, psychological tests, and discussions with
managers are used. This method focuses on the emotional, intellectual,
motivational, and other personal characteristics that influence an employee's performance
WNS Global Services
(Pvt) Ltd, the Organization I work for appraises the employees using a mixed
appraisal methodology and will maintain continuous communication with team
leaders and managers. Employees who exceeded their expectations were recognized
and motivated through a rewarding process that occurred once a quarter of the
year.
Employees will be
evaluated using multi-rater feedback, which includes self-appraisal, manager
appraisal, and peer appraisal. An employee will have complete transparency in
the evaluation process and will be able to disagree with any rating that has
been assigned to them. When there is agreement, the reevaluation process
begins. This procedure will be repeated until both parties are satisfied with
the results.
References
- Aggarwal, A. & Thakur, G. S. M., 2013. Techniques of Performance Appraisal-A Review. International Journal of Engineering and Advanced Technology (IJEAT), 2(3), pp. 617-620.
- Amin, M. R., Hossain, M. M. & Islam, M. F., 2015. Evaluating the Effectiveness of Weighted Checklist Method as a Tool of Employee Performance Appraisal: Evidence from Prime Bank Limited. 6(7), pp. 32-44.
- Cardy, R. L., Balkin, D. B. & Gomez-Mejia, L. R., 2014. Managing Human Resources. 8th ed. USA: Pearson.
- C, S., S, C. & Trevis, C., 2009. Modern Management: Concepts and Skills. 11th ed. USA: Prentice Hall.
- Dessler & Gary, 2011. Human Resource Management. 13th ed. USA: Pearson.
- Goel, D., 2012. Performance Appraisal and Compensation Management : A Modern Approach. 2nd ed. New Delhi: PHI Learning Private Limited.
- Kyriakopoulos , G., 2012. Half a century of management by objectives (MBO): A review. African Journal of Business Management, 6(5), pp. 1772-1786.
- Mathis, R. L., Jackson, J. H. & Valentine, S. R., 2015. Human Resource Management: Essential Perspectives. 1st ed. Boston: Cengage Learning.
- Shaout , A. & Yousif, M. K., 2014. Performance Evaluation – Methods and Techniques Survey. International Journal of Computer and Information Technology, 3(5), pp. 966-977.
- Silverstein, D. . A. & Farrell, J. E., 2001. Efficient method for paired comparison. Journal of Electronic Imaging, 10(2), pp. 394-398.
- Singh, P., 2015. Performance Appraisal and it’s Effectiveness in Modern Business Scenarios. The SIJ Transactions on Industrial, Financial & Business Management (IFBM), 3(4), pp. 36-40.
- Thornton III, G. C. & Byham, W. C., 1982. Assessment Centers and Managerial Performance. 1st ed. New York: Academic Press.
- Ward, P., 1997. 360 - Degree Feedback. 1st ed. London: The Chartered Institute of Personnel and Development.
Agreed on the content above Fathima. Further, the creation of many performances evaluation models in both developed and developing nations to coordinate the most efficient performance assessment strategy (Redman et al. 2007; Ahmed, 2016; Dauda & Luki, 2018). Additionally, the interpersonal interactions between administrative control and employee characteristics and attributes may lead to a diminished awareness of how each employee performs.
ReplyDeleteAgreed Romeda, adding to the above Employee attitude and behavior also an important aspect in performance evaluation. When an employee is nominated to participate in various workshops and training sessions, the employee attitude and behavior will determine the seriousness of training and development programs. The responsive employee will learn new skills that will improve his or her performance. Employee productivity has an impact on organizational productivity (Hameed & Waheed, 2011).
DeleteAgreed with the content Fathima, Performance appraisal of employees is one of the most significant HRD practices in organisations, by which employee‟s satisfaction and overall development can be managed well. Performance Appraisal is typically used for a variety of reasons such as employee rewards, pay rises, job oriented feedback, career and individual development, it is most often scheduled annually or semi annually. Organisations can use Performance Appraisal as a competitive advantage strategically to enhance the satisfaction levels of the individuals at work and effectively increasing the productivity of the employees by risk and reward mechanism (Majid, 2016).
ReplyDeleteAdding to the above content, creating an effective performance appraisal system necessitates strong commitment from top management: if the system does not provide a link between employee performance and organizational goals, it will be less than fully effective (Boice & Kleiner, 1997).
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