Methods of Appraisal

•Traditional Methods
•1. Unstructured appraisal
•2. Employee ranking
•3. Forced Distribution
•4.Graphic-rating scale
•5. Check –lists
•6. Critical incidents
•7. Field review

•Modern Methods
•1. Management by Objective
•2. Behaviorally anchored rating scales
1.Unstructured Appraisal :Under this, the appraiser is required to write down his impression about the person being appraised in an unstructured way. This system is highly subjective and has got its merit in its simplicity and is still in use especially in the small firms.
2.. Ranking Method : Ranking is a simple process of placing employees in a rank according to their job performance. It permits comparison of all employees in any single rating group regardless of the type of work. All workers are judged on the same factors and they are rated on the overall basis with reference to their job performance instead of individual assessment of traits.
3.Forced Distribution Method : Some appraisers suffer from a constant error. They either rate all workers as excellent, average or poor. They fail to evaluate the poor, average or excellent employees clearly. The forced distribution system is devised to force the appraiser to fit the employees being appraised into predetermined ranges of scale. Forced distribution of ranking is feasible for a large group. This system is based on the presumption that employees can be divided into five points scale of outstanding, above average, average, below average and poor. This method obviously eliminates the room for subjective judgment on the part of supervisors.
4. Graphic Rating Scales : Under this method, scales are established for a number of specific factors and qualities. These are of two types : 1. Characteristics, such as initiative and dependability, and (2) Contributions, such as quantity and quality of work. Since certain areas of job performance cannot be objectively measured, it is likely that graphic scale will continue to use a mixture of both characteristics and contributions.
5. Check List : It also consists of two techniques
a) Weighted Check List : Under this method, various statements are prepared in such a manner that they describe various types and levels of behaviors for a particular job. Each statement is attached with a scale value. At the time of rating the employees, the supervisor just collects and checks all the statements.
b) Forced Choice : This method is used particularly with the objective of avoiding scope for personal prejudices. Under this method, the rater is forced to choose between descriptive statements of seemingly equal worth describing the person in question. Statements are chosen of both the sides (favorable as well as unfavorable).
6. Critical Incident Method : A critical incident means a significant act by an employee exceeding or failing any of the requirements of his job. It represents an exceptional behavior of an employee at work, as for instance, Resisted the implementation of change; Became upset over work; Refused to help a fellow worker; Suggested an improvement in the work method; Tried to get a fellow worker to accept the management decision; welcome new ideas. This method requires every supervisor to record all such significant incidents in each employee’s behavior which indicate effective or successful action and those which indicate ineffective or poor behavior.
7. Field Review Method :
•Under this method, the supervisors are interviewed by an expert from the personnel department. The expert questions the supervisor to obtain all the pertinent information on each employee and takes notes in his note book. Thus, there is no rating form with factors or degrees, but overall ratings are obtained. The workers are usually classified into three categories as outstanding, satisfactory and unsatisfactory. The interviewer questions the supervisor about the requirements of each job in his unit and about the performance of each man in his job. He probes to find out not only how a man is doing but also why he does that way and what can be done to improve or develop him. The supervisor is required to give his opinion about the progress of his subordinates, the level of the performance of each subordinate, his weaknesses, good points, outstanding ability, promotability, and the possible plans of action in cases requiring further consideration. The questions are asked and answered verbally.
•The success of field review method depends upon the competence of the interviewer.