HUMAN RESOURCE MANAGEMENT

SUBMITTED TO:
MS. FATIMA BASHIR
SUBMITTED BY:
DUA E ZAHRA
180292
BBA(4C)

Assignment no: 04
May 05, 2020
Question no. 1

PPERFORMANCE APPRAISAAL METHODS

1. Trait Method

A category of performance evaluation in which managers look at an employee's specific traits in

relation to the job, such as friendliness to the customer. They focus on the traits and qualities of
the employee which can further benefit the organization.

2. Ranking Method

It is the oldest and simplest formal systematic method of performance appraisal in which

employee is compared with all others for the purpose of placing order of worth. The employees
are ranked from the highest to the lowest or from the best to the worst.

3. Forced Distribution Technique

We also call it the forced distribution method, stacked ranking, or bell-curve rating. The forced

distribution method of performance appraisal derives its name from the fact that those
responsible for providing evaluations are forced to distribute ratings for the individuals being
evaluated into a pre-specified performance distribution. Managers must evaluate each employee,
usually into one of three categories, i.e., poor, good, or excellent.

4. Paired Comparison. 

Method of evaluation in which each employee and job is compared with each other.
Employee comparisons are performed usually on the basis of overall performance, whereas job-
evaluations are usually on the basis of skill, knowledge, and time required in their performance.

5.  Critical Incident Technique

Critical incident technique  is a performance appraisal tool in which analyses the behavior of

employee in certain events in which either he performed very well and the ones in which he
could have done better. Critical incident technique is used to collect data using a set of
procedures.

6. Behaviorally Anchored Rating Scales (BARS)

Behaviorally anchored rating scales  are scales used to rate performance. ... It is an appraisal

method that aims to combine the benefits of narratives, critical incidents, and
quantified ratings by anchoring a quantified scale with specific narrative examples of good,
moderate, and poor performance.

7. Behavioral Observation Scales (BOS)

Behavioral Observation Scales (BOS) is a performance appraisal technique for assessing the

performance of an employee as part of an appraisal process. The BOS technique involves a
process of identifying the key tasks for a job.

8. Management by objectives (MBO)

Management by objectives (MBO) is a strategic management model that aims to improve the

performance of an organization by clearly defining objectives that are agreed to by both
management and employees.

9. Work Standards Method

The work standards method is a performance appraisal method that compares each employee's

performance to a predetermined standard or expected level of output. Standards reflect the
normal output of an average worker operating at a normal pace.
Question no. 2

Reasons that people give for getting rid of performance appraisal

Some of the reasons that people give for getting rid of performance appraisal are:

 It focuses on the past instead of the present.

 It’s costly.

 It usually only includes one person’s opinion.

 Ranking employees is sometimes demotivating.

 It decreases performance.

 They’re not objective.

 They prevent employee improvement.

 They destroy teamwork.

 They keep employees from offering smart ideas.

 Question no. 3

Performance Management vs Performance Appraisal

Compensation vs Incentive

Compensation Incentive

It’s a payment for a task that you It’s a kind of a bribe to reinforce you
have performed. so that you perform more good in its
greed.

It must be affordable, reasonably Incentive is usually in the form of

competitive and structured. stock option, bonuses or profit
sharing.

Examples: company car, free Examples: project bonus, medical

parking, cheap meals, overtime aids, certificates of appreciation,
pay etc. titles etc.