Pros and Cons of Performance Appraisal
Content
Pros and cons of performance appraisal appraisal In this file, you can ref useful information about pros p ros and cons of performance appraisal such as pros and cons of performance appraisal methods, pros and cons of performance appraisal tips, pros and cons of performance appraisal forms, pros and cons of performance appraisal phrases … If you need assistant comment at themore end of file. for pros and cons of performance appraisal, please leave your Other useful material for you:
• performanceappraisal123.com/1125freeperformancerevie!phrases performanceappraisal123.com/1125freeperformancerevie!phrases • performanceappraisal123.com/free2"performanceappraisalform performanceappraisal123.com/free2"performanceappraisalformss • performanceappraisal123.com/freeeboo#11methodsforperformanceappraisal performanceappraisal123.com/freeeboo#11methodsforperformanceappraisal
I. Contents of getting pros and cons of performance appraisal $$$$$$$$$$$$$$$$$$ %he performance revie! is usually a standard part of an employee&s !or#in' year. %he revie! is a time !hen an employee can sit do!n !ith his mana'er and discuss ho! his performance has been throu'hout the previous year. (lthou'h this revie! process sseems eems to be a part of almost every company, it does not mean that the process is !ithout its detractors. %here are several pros and cons re'ardin' employee revie!s that you need to loo# at before your company decides on an evaluation process. Regular Updates %he performance revie! 'ives an employee a re'ular update on ho! her pro'ress !ithin the company is comin' alon'. )y ) y doin' the revie! yearly, an employee can see !hat her h er mana'ers believe her accomplishments !ere and !hat she has to !or# on for the year ahead. ( year 'ives a mana'er a 'ood amount of time to accurately ma#e determinations about performance and set lon' term 'oals for !or#ers. Training %he revie! process can be a 'ood !ay for an employee to 'et e*tra trainin'. )y its nature, a revie! !ill encompass the +ob as a !hole, instead of !hat the employee is !or#in' on that second. hen this occurs, mana'ers and employees can 'et to the bottom of the reasons behind the employee-s overall performance. If the employee is doin' !ell and !ants to enter ne! !or#in' areas, a mana'er can reco'nie that and 'et that employee to the correct people. If the employee is failin', the mana'er can determine !hy and 'et the employee into trainin'.
Bias
%he bi''est problem !ith performance revie!s is the fact that they are done by people. )ecause of this, bias and unevenness in the revie! process can creep in. or e*ample, a ne! mana'er may come into the company compan y !ho does not 'et alon' !ith one of the employees. (s much as the mana'er tries not to, she may +ud'e an employee she doesn&t li#e harsher than one she does. %his bias can lead to 0uestions re'ardin' the entire revie! process if it is too too noticeable. Surprises (ny revie! that ta#es place only once a year can leave an employee feelin' blindsided, especially if he finds that his mana'er believes there is room for improvment. ana'ers !ho are untrained in the art of the performance revie! may not ta#e time throu'hout the year to communicate !ith the employee, especially if the employee is doin' an ade0uate +ob. hen revie! time comes, this ade0uate employee may feel surprised that there are issues !ith his performance. $$$$$$$$$$$$$$$$$$
III. Performance appraisal methods 1. Essay Method In this method the rater !rites do!n the employee description in detail !ithin a number of broad cate'ories li#e, overall impression of performance, promoteability of employee, e*istin' capabilities and 0ualifications of performin' +obs, stren'ths and !ea#nesses and trainin' needs of the employee. (dvanta'e It is e*tremely useful in filin' information 'aps about the employees that often occur in a betterstructured chec#list. isadvanta'es It its hi'hly dependent upon the !ritin' s#ills of rater and most of them are not 'ood !riters. %hey may 'et confused success depends on the memory po!er of raters.
2. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors determine the points. %hey are said to be behaviorally anchored. %he rater is supposed to say, !hich behavior describes the employee performance. (dvanta'es (dvanta'es helps overcome ratin' errors. isadvanta'es 4uffers from distortions inherent in most ratin' techni0ues.
3. Rating Scale atin' scales consists of several numerical scales representin' +ob related performance criterions such as dependability, initiative, initiative, output, attendance, attendanc e, attitude etc. 6ach scales ran'es from e*cellent to poor. %he total numerical scores are computed and final conclusions are derived. (dvanta'es (daptability, (daptability, easy to use, lo! cost, every type of +ob can be evaluated, lar'e number of employees covered, no formal trainin' re0uired. isadvanta'es ater-s biases
4. Checklist method
7nder this method, chec#list of statements of traits of employee in the form of 8es 8es or 9o based 0uestions is prepared. :ere the rater only does the reportin' or chec#in' and : department does the actual evaluation. (dvanta'es economy, econo my, ease of administration, limited trainin' re0uired, standardiation. isadvanta'es aters biases, use of improper !ei'hs by :, does not allo! rater to 'ive relative ratin's
5.Ranking ethod
%he ran#in' system re0uires the rater to ran# his subordinates on overall performance. %his consists in simply puttin' a man in a ran# order. 7nder this method, the ran#in' of an employee in a !or# 'roup is done a'ainst that of another employee. %he relative position of each employee is tested in terms of his h is numerical ran#. It may also be done by ran#in' a person on his +ob performance a'ainst another member of the competitive 'roup. !d"antages of Ranking ethod 6mployees are ran#ed accordin' to their performance levels. It is easier to ran# the best and the !orst employee. #imitations of Ranking ethod %he ;!hole man< is compared !ith another ;!hole man< in this method. In practice, it is very difficult to compare individuals possessin' various individual traits. %his method spea#s only of the position !here an employee stands in his 'roup. It does not test anythin' about ho! much better or ho! much !orse an employee is !hen compared to another employee. hen a lar'e number of employees are !or#in', !o r#in', ran#in' of individuals become a difficult issue. %here is no systematic procedure for ran#in' individuals in the or'aniation. %he ran#in' system does not eliminate the possibility of snap +ud'ements.
=. Critical Incidents Method
%he approach is focused on certain critical behaviors of employee that ma#es all the difference in the performance. 4upervisors as and !hen they occur record such incidents. (dvanta'es 6valuations are based on actual +ob behaviors, ratin's are supported by by descriptions, feedbac# is easy, reduces recency biases, chances of subordinate improvement are hi'h. isadvanta'es 9e'ative incidents can be prioritied, for'ettin' incidents, overly close supervision> feedbac# may be too much and may appear to be punishment.
III. Other topics related to Pros and cons of performance appraisal (pdf, doc le download) • %op 2" performance appraisal forms •performance appraisal comments • 11 performance appraisal methods • 25 performance appraisal e*amples •performance appraisal phrases •performance appraisal process •performance appraisal template •performance appraisal system •performance appraisal ans!ers •performance appraisal 0uestions •performance appraisal techni0ues •performance appraisal format •performance appraisal templates •performance appraisal 0uestionnaire •performance appraisal soft!are •performance appraisal tools • performance appraisal intervie! •performance appraisal phrases e*amples •performance appraisal ob+ectives •performance appraisal policy •performance appraisal letter •performance appraisal types
•performance appraisal 0uotes •performance appraisal articles
