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When carried out properly, appraisals can offer a perfect occasion for discussing past projects
and planning ahead. You can make the most of the opportunity by preparing and being active at
the meeting.
Prior to the discussion, you should prepare a list of aspects of your work you think you have
performed well. You can also think of tasks that you have found challenging.
You can also make a wish list for your future: would you like to have more training, extra
support or a mentor? Also think of any feedback you would like to give to your boss.
3. Agree on follow-up
Without proper follow-up, there is a risk that nothing concrete comes out of the appraisal, which
is why you should make notes of what was agreed on at the meeting. In addition, you should
agree on when a follow-up chat will be held and what changes will take place as a result of the
appraisal.
4. Bear in mind that an appraisal is a two-way street
Much to do with performance appraisals rests on the boss's shoulders. The boss is responsible for
reserving an appropriate place and setting aside enough time for the meeting. They should also
make sure that a certain procedure is followed regarding appraisals in the work community.
Filling in a form can be part of the procedure, ensuring that the same topics are touched on with
all employees. However, it is important to bear in mind that a performance appraisal should not
be all about filling in a form or staring at a piece of paper but about having an open discussion.
5. Be active
Performance appraisals are meant to be discussions but for them to be beneficial, the employee
should be doing most of the talking. The employee should feel free to interrupt their boss when
necessary and bring up any topics they want to discuss. If you have any criticism about your
work, it is essential that you let your boss know about your feelings.
However, employees should not feel that they have to save up all their complaints or concerns
for the annual performance appraisal. There are no forbidden topics. You can bring up a pay
raise, even though it may be better to organise a separate discussion for that. Some organisations
have a rule stating that pay raise negotiations must be held separately from performance
appraisals.
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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.
3. Rating Scale
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.