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CHAPTER 2
TRADITIONAL METHODS
OF PERFORMANCE
APPRAISAL
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Appraiser rates the employee in an open ended manner and puts down his
impressions( strong and weak points of behavior) about the employee on a
continuous basis.
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a) Job knowledge, skill exhibited
b) Relationship with other employee and superiorc) Personality traits and attitude toward his job, peer,
superior.
d) Clarity and commitment toward goals and objectives
e) And lastly potentials for future organizational roles
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Here appraiser have the opportunity to
express his views about appraise talent ,unique characteristics .
This method is reliant on the appraisers
writing skills and their ability to express their
thoughts through the written word
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Closed evaluation
Facilitates documentation of personal and
work behavior
Improvement progms with ease given readyavailability of performance records.
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Incorrect sentences construction can give a
different impression
time consuming
Honesty and of appraiser is questionnable?
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THIS METHOD assess employee on a rating scale comprising lists of traits and a range of
performance values for each trait.
Supervisor rate based on the score that describes his/her performance for each trait and
all ratings have to be totaled at the end.
Raters are provide the descriptions of a dimension on which the ratings are to be evaluated
and a continuum with points the demarcates levels of effectiveness along that continuum andthe rater has to judge the level of effectiveness for each ratee using that rating continuum.
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Easy and less costly
categorizes employees performance clearly
and specifically
Facilitates easy linkage to compensationincreases
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Lacks validity of rating
lacks reliability of rating
Subject to managerial and employee
manipulations.
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In this method a member of hr DEPT
interviews line supervisors to evaluate their
respective subordinates
Information about requirements of each job. And then details of each employee in his job
from line supervisors.
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He repeats this process for each line
supervisors of the organization and then
meets with small group of raters from each
unitDiscuss with them regarding
a) identifying areas of inter raterdisagreement
b) Help the group to arrive at a consensusc) Determine that each rater can conceive the standards similarly
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This is a method where employees are appraisedbased on predetermined percentage of ratees
into several performance categories. The
proportions in each category need not be
symmetrical. Ex: you can put 20% for top and 70% middle and
10% for poor performers.
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Fortune 500, intel,microsoft.
This method is more unforgiving than most
other methods.
Employers need to be very carefull andprotect them from abuse, office politics and
managerial bias can taint ratings.
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Choosing performance extremes , and
identifying the good performer and bad
performer is also not a difficult task but the
challenge is how meaningfully you candifferentiate between the categories ?
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Supervisors keeps the log of positive andnegative examples of a subordinates work
related behavior. Every 6 month or so ,
supervisors and subordinate meet to discussthe performance using the incidents as
examples.
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An appraise keeps a dairy to record critical
incidents involving effective and ineffective
job behaviors and these incidents later used
as criteria's for evaluation of performance.
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