Potential Appraisal Problems & Their Solutions

UNCLEAR STANDARDS-

-different supervisor might have different definition of good performance, fair performance", and so on differently -Solving the problem-by including descriptive phrases, defining or measuring each trait HALO EFFECT-the influence of a raters general impression on rating of specific ratee qualities - To avoid this kind of situation on should be aware of the problem and supervisory training

 CENTRAL TENDENCY-

-supervisors stick to rate their employees on an average scale -ranking the employees is the best solution LENIENCY OR STRICTNESS-randomly rating the subordinates high or low on scale -Ranking the subordinates can eliminate this kind of problem. -employer recommending the supervisors to avoid giving high or low.

 REGENCY EFFECTS-recent performance covering the past years performance -to avoid this one should accumulate critical incidents all years along BIAS-higher Conscientiousness - lower rating to peers -higher agreeableness higher ratings -quality of relationship with the employer lead to rating - to avoid this use of Calibration meetings is important

HOLDING EFFECTIVE APPRAISALS

Know the problem
Use the right appraisal tool Keep a diary

Get agreement on a plan

Be fair

WHO SHOULD DO THE APPRAISING

The immediate Supervisor
Peer Appraisals Rating Committees

Self rating
Appraisal by subordinates 360-Degree Feedback

TYPES OF APPRAISAL INTERVIEWS

Satisfactory-Promotable
Satisfactory-Not promotable Unsatisfactory but correctable

Unsatisfactory & un correctable

HOW TO CONDUCT THE APPRAISAL INTERVIEW

Talk in terms of objective work data
Dont get personal Encourage the person to talk

Get agreement