ADVANTAGES OF THE VARIOUS APPRAISAL TECNIQUES.

TRADITIONAL METHODS MODERN METHODS

1. Confidential report:

i. Appraiser makes the assessment.ii. Assessment may be on performance or

traits

1. Bars:

i. This method are very useful and exactly. These types of rating scales are particularly effective for assessing competencies, skills and abilities.

ii. BARS rating scales are highly valid and job-related because important job requirements are covered.

iii. Objective benchmarks are provided against which observations can be rated, therefore, there is less rating error than when using other types of scales (e.g. numeric).

2. Essay evaluation:

i. This technique is more valid and formal than complicated methods of appraisal.

2. Mbo:

i. It is based on the assumption that the individual (employee) knows more than anyone else about her/his own capabilities, needs, strengths, weaknesses and goals.

ii. A further advantage of MBO is that the emphasis is on the future rather than on the past. Appraisal thus becomes a means to a constructive end

3. Critical incident method:

i. This method provides an objective basis for conducting a thorough discussion of an employees performance.

ii. This method avoids recency bias (most recent incidents are too much emphasized)

3 .360 degree appraisal: i. This often leads to communication that

would not have occurred otherwise.ii. This allows employees and employers alike

to receive a more complete estimate of their abilities.

iii. The 360-degree appraisal focuses on the worker and on directly increasing the effectiveness of employees.

iv. Companies that use 360-degree evaluations properly have the ability to use the feedback and starting position for further employee coaching. Feedback support allows employees to feel safe when giving feedback, encouraging honesty and useful criticism

4. Checklist method: i. Most frequently used method in evaluation

of the employees performance.

4 . Balanced scorecard approach: i. Gives the complete picture of the

employee as well as the organisational performance.

ii. It guides users in determining the critical success factors and performance indicators.

iii. Strategic review or analysis of the organisational capabilities and performance.

iv. Focusing the whole organisation on the few key things needed to create breakthrough performance.

v. Integrating and directing the performance and efforts from the lowest levels in the organisation to achieve excellent overall performance.

5. Graphic rating scale: i. Graphic rating scales are less time

consuming to develop. ii. They also allow for quantitative

comparison.iii. This method is both consistent and

reliable. A person’s quality and quantity of work is assessed in a graphic scale

DISADVANTAGES OF THE VARIOUS APPRAISAL TECNIQUES.

TRADITIONAL METHODS MODERN METHODS1. Confidential report:

i. No feedback to employeeii. No employee participation

1. Bars:

i. BARS scales take some time and effort to create and usually cannot be used for job types other than those for which they were developed..

2. Essay evaluation:

i. The biggest drawback in this method is that it is difficult to combine and compare the essays as it may touch upon various aspects of one’s performance and qualifications.

ii. Another drawback is the variability of length and content in the essays.

2. Mbo:

i. Failure to give guidelines to goals.ii. Danger of inflexibility.

iii. Failure to teach philosophy of MBO.iv. Managers competition may lead to tug of

war.

3. Critical incident method:

i. Negative incidents may be more noticeable than positive incidents.

ii. The supervisors have a tendency to unload a series of complaints about the incidents during an annual performance review sessions.

iii. It results in very close supervision which may not be liked by an employee.

iv. The recording of incidents may be a chore for the manager concerned, who may be too busy or may forget to do it.

3 .360 degree appraisal:

i. Not validated or corroborated methodii. With increase in number of raters from 1

to 5, becomes difficult to separate, calculate & eliminate personal biases.

iii. Results can be manipulated by employees with the help of raters.

iv. May adversely affect motivation & performance

v. Time consuming & often difficult to analyze the information gathered.

4. Checklist method:

i. This method is very expensive and time

4. Balanced scorecard approach:

i. It is not easy to implement this tool

consuming ii. Rater may be biased in distinguishing

the positive and negative questions. iii. It becomes difficult for the manager to

assemble, analyze and weigh a number of statements about the employees characteristics, contributions and behaviours.

because it ii. involves a lot of subjectivity.

iii. •The tool is much more complex compared to the

iv. other tools v. •The measures that need to be taken is

contingent vi. upon the kind of environment, industry

and the vii. business the organization is in.

viii. •A lot of refinement is still required to be done so

ix. that it becomes understandable to every x. stakeholder associated with the

organization.

5. Graphic rating scale: i. Different supervisors will use the same

graphic scales in slightly different ways.ii. One way to get around the ambiguity

inherent in graphic rating scales is to use behavior based scales, in which specific work related behaviors are assessed.

iii. More validity comparing workers ratings from a single supervisor than comparing two workers who were rated by different supervisors.