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Performance appraisal management

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I. Contents of getting performance appraisal management


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Writing a mangers performance appraisal requires more work than, for example, preparing a
performance evaluation for front-line employees. Managers evaluations usually require narrative
responses, as well as goal-setting for identifying milestones that coincide with organizational
goals and objectives. Managers have two primary job functions overseeing departmental
processes and managing the employees in their departments. Therefore, performance appraisals
for managers must address both areas with equal attention to past performance and future
performance and development goals.
Step 1
Obtain the managers employment file and review past performance appraisals as well as interim
feedback from directors throughout the evaluation period. If your performance management
system incorporates the use of 360-degree feedback, take into consideration feedback that
employees provide. The purpose of 360-degree feedback is to obtain input from employees at
every level of the organization who have frequent interaction with managers, including
employees who are direct reports.
Step 2
Review the managers compensation records for information related to cash bonuses, incentives
or other rewards for outstanding performance. Determine whether the manager is under contract
of employment. Most employees are subject to the provisions of employment at-will but some
managers may have employment contracts that should to be reviewed prior to writing a
performance appraisal.

Step 3
Gather employee responses from workplace surveys that relate to organizational leadership.
Determine if there exist any comments about the managers performance that were submitted
anonymously through employee opinion surveys.
Step 4
Read the managers job description and highlight specific activities for which she is responsible.
Make a list of job duties in the two primary areas of leadership: overseeing department functions
and managing employees. These are the two basic functions managers perform.
Step 5
Access all records necessary for a complete evaluation of the managers departmental
productivity, including employee work logs, attendance records, disciplinary review and
corrective action. Assess the level of productivity within the managers department to determine
whether he meets the companys expectations in terms of performance standards related to
departmental functions.
Step 6
Draft a narrative about three areas of performance functional expertise, core competencies and
professional traits. Functional expertise refers to job knowledge and the managers ability to
perform the actual functions of her job, such as a human resources manager who must be
knowledgeable about labor and employment law. Core competencies are the basic qualifications
a manager must have to perform her job functions. Examples of core competencies are analytical
and critical thinking processes, decision-making capabilities and written communication skills.
Professional traits include characteristics such as integrity, commitment and a strong work ethic.
Step 7
Prepare a list of suggested performance goals to present to the manager during the performance
appraisal meeting. The goals should align management duties with organizational goals. Jot
down ideas for professional development such as refresher training on leadership skills or
continuing education in management principles or functional areas of the managers job
description.

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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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