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Behaviour Ally Anchored Rating Scales

Behaviour Ally Anchored Rating Scales

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Published by: Shaheen_83 on Nov 04, 2010
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Behaviorally Anchored Rating Scales
Ethical behavior in organizations indicates the need for performance appraisalsystems to explicitly include ethical dimensions of performance.BARS refer to Behaviorally Anchored Rating Scales. It is performance appraisalstechnique developed by Smith and Kendall to provide a better method of ratingemployees. Behaviorally anchored rating scales (BARS) are a combination of the criticalincident and rating scale methods. Employee performance is rated on a scale but the scale points are anchored with critical incidents. The development of BARS is time consuming, but the benefits make it worthwhile.It differs from "standard" rating scales in one central respect, in that it focuses on behaviors that are determined to be important for completing a job task or doing the job properly, rather than looking at more general employee characteristics e.g. personality,vague work habits. Employees are also evaluated in terms of critical incidents of behavior on the job.
Employee or trainee rating system in which they are graded according to their display or absence of specific behavioral patternsAn appraisal method that uses quantified scale with specific narrative examples of good and poor performance
Development of a Behaviorally Anchored Rating Scale
. The use of this scale for conducting research on the process of making ethical performance judgments is discussed
This study behavioral scale for assessing ethical judgment using the Behaviorally Anchored Rating Scale (BARS) procedureThe behavior criterion has been the most researched topic in performanceappraisal because of its potential to improve the quality of performance ratings. BARS procedure was used for developing the ethical behavior scale. Incidents dealing with thesame behaviors are grouped to form BARS, which is objectively scored and may involveeither a checklist of behaviors or a rating scale assessing degree of behaviors.BARS are constructed by the evaluators who will use them. There are four stepsin the BARS construction process:
Identification of performance dimensions
Development of critical incidents for these dimensions
Retranslation of these incidents into the original dimensions
Evaluate the effectiveness of the incidents
Advantages of BARS:
In theory, a BARS system, if properly implemented should result in fairer andmore accurate assessments of employee performance. In theory, they are indeed better 
than more vague rating systems where it's hard to get any two people to agree on what a particular rating item means.
A more accurate gauge
Clearer standard
Independent dimensions
Relatively simple to use
Low interference
Disadvantage of BARS:
Ratings still have inherent flaws, the most notable being that ratings themselvesare not very helpful in helping employees improve performance because too muchinformation is lost.Another problem is that there is a tendency for people to believe that BARSsystem ratings are objective and that is definitely not the case. Ratings cannot bydefinition and by objective.
Requires expert observers
Might be difficult to discriminate between performance and SituationalAwareness
Questions too broad
Subjective (as with any questionnaire)
Compilation of critical behaviors takes considerable effort

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