Performance Appraisal:

Performance Appraisal is the process of evaluating an employee’s current and / or past performance
relative to his or her performance standards.

Methods of Performance Appraisal:

Lectures:

Lectures has several advantages. It is a quick and simple way to present knowledge to large groups
of trainees, as when the

ON-THE-JOB TRAINING:
This is the most popular method pf training because it is easy and less expensive. According
to this method new worker is trained at the job under observation of able ad skilled trainer or
foreman. In this method, worker himself watches all the activities and learn the work by
doing himself. In this method, the time in training is less consumed. Besides, production is
also done during training. No arrangements for training are made in this type of training. This
method may not be suitable for all types of works.

Types of On-the-Job Training:

Apprenticeship Training:
Under this training, theoretical and practical both type of training is rendered simultaneously.
Every apprentice is taught the work according to pre-determined planning. The aim of this
type of training is to make all round development of workers. The duration of this type of
training is rather long. There is no assurance of absorption of all trainees at the end of
training. This type of training is rather expensive because some allowance is given to the
trainees. Such type of training is desirable only there where long term training and practice is
necessary for acquiring perfect efficiency in any work.
Internship Training:

MANAGEMENT BY OBJECTIVE (MBO)

BEHAVOURALLY ANCHORED RATING SCALES (BARS):
A behaviorally anchored rating scale (BARS) is an appraisal tool that anchors a numerical
rating scale with specific behavioral examples of good or poor performance. It thus combines
the benefits of narratives critical incidents, and quantified (graphic rating type) scales. Its
proponents say it provides better, more equitable appraisals than do the other tools we
discussed.
Developing a BARS typically requires five steps:
1. Generate critical incidents, Ask persons who know the job (jobholders and/or
supervisors) to describe specific illustrations (critical incidents) of effective and ineffective
performance.
2.Develop Performance Dimensions: Have these people cluster the incidents into a smaller
set of (5 or 100 performance dimensions, and define each dimension, such as “salesmanship
skills.”
3. Reallocate incidents. To verify, have another group of people who also know the job
reallocate the original critical incidents. They get the cluster definitions (from step 2) and the
critical incidents, and must reassign each incident to the cluster they think it fits best. Retain
a critical incident if some percentage (usually 50% to 80%) of this second group assigns it
to the same cluster as did the first group.
4. Scale the incidents. This second group then rates the behavior described by the incident as
to how effectively or ineffectively it represents performance on the dimension ( 7- to 9 –
point scales are typical).
5. Develop a final instrument. Choose about six or seven of the incidents as the dimension’s
behavioral anchors.