Teacher performance appraisal

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I. Contents of getting teacher performance appraisal

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High quality teaching is essential to improving student outcomes and reducing gaps in student
achievement. The Teacher Performance Appraisal System provides teachers with meaningful
appraisals that encourage professional learning and growth. The process is designed to foster
teacher development and identify opportunities for additional support where required. By helping
teachers achieve their full potential, the performance appraisal process represents one element of
Ontario's vision of achieving high levels of student performance.
Ontario's TPA system has two components: one for new teachers and the other for
experienced teachers.
New teachers are defined in the legislation as all teachers certified by the Ontario College of
Teachers (including teachers trained out-of-province) who have been hired into permanent
positions full-time or part-time by a school board, school authority, or provincial school
(board) to begin teaching for the first time in Ontario. Teachers are considered new until
they successfully complete the New Teacher Induction Program (NTIP) or until 24 months have
elapsed since the date on which they first begin to teach for a board.
All teachers who have completed the NTIP, or who held permanent positions in Ontario's
publicly funded schools prior to the NTIP's implementation in September 2006, as well as
temporary teachers (those teaching on a Letter of Permission), are appraised as experienced
teachers.
The legislation and regulations and manual set out the timelines, processes and steps to be
followed of the appraisal process.

Forms and Templates

Boards may choose to use the sample templates if they consider them to be useful. Boards
modifying any sample template assume responsibility for ensuring that the modified form
complies with all relevant legal and policy requirements. The Ministry of Education assumes no
responsibility for templates modified by boards. Boards must not attribute any modified
templates to the Ministry of Education or the Government of Ontario.
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III. Performance appraisal methods

1. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.

2. Behaviorally Anchored Rating Scales

statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages helps overcome rating
errors. Disadvantages Suffers from distortions
inherent in most rating techniques.

3. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages Raters biases

4. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages economy, ease of administration, limited
training required, standardization. Disadvantages Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings

5.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
The whole man is compared with another
whole man in this method. In practice, it is very difficult
to compare individuals possessing various individual
traits.
This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. Critical Incidents Method

The approach is focused on certain critical behaviors of

employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.

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