Running head: PERFORMANCE APPRAISAL MANAGEMENT 1

Performance Appraisal Management

Student’s Name:
Institution Affiliation:
Course Name:
Instructors Name:
Date:
PERFORMANCE APPRAISAL MANAGEMENT 2

Part 1

The subordinates are mostly evaluated after every six months to have ample time for their
last review performance without micromanaging or overbearing them. Different rating scales
used include the Graphic Rating Scale, which requires the raters to judge the ratee according to
particular behavior or trait. The second scale is the Behaviorally Anchored Rating Scale (BARS),
which is almost similar to the Graphic Rating Scale, but for this one description of a particular
behavior is anchored along a given scale. The third type of scale is checklists, where raters need
to read several behavior descriptions and check off the employee's kind of behavior. The other
type of rating scale is Employee Comparison Procedures, which involves employee evaluation
compared to the other employees (Murphy et al., 2018). The most important behavior to the
appraisal requires competence in the general work, personal discipline (that is, consistency and
keeping up with the work schedule), and how well an employee is working with others through
communication and teamwork.

For the raters to reduce the chances of developing biases on their ratings, they should
consider being objective rather than subjective when rating an employee, which means that they
should concentrate more on observable behaviors. Besides, raters should reduce the reliance on
their memories, in that they should focus on the most recent performance behavior (Murphy et
al., 2018). In order to address the potentiality of concerns, organizations should create a suitable
appraisal forms, which have different levels of competencies and observable behaviors.

Part II

Rating Scale

Behaviors Quality of the behavior

Unsatisfactory Satisfactory Good Excellent
Attendance
Technical skills
Punctuality
Customer
relationship
Takes initiatives
Consistency in
work
Communication
PERFORMANCE APPRAISAL MANAGEMENT 3

Works to full
potential
Greatest behaviors noted from the employee:

Behaviors of employee to be improved:

Performance goals set after the previous rating period:

Goal to be achieved in the next rating period:

I believe that the rating scale above is good and free from legal concerns. Besides, it incorporates
observable behaviors; thus, it is more objective rather than subjective, and this shows that raters
are likely to answer accurately. One weakness that this rating scale may have is a lack of
precision in dimension, but it can be essential in the organization and employee improvement.
PERFORMANCE APPRAISAL MANAGEMENT 4

Reference

Murphy, K. R., Cleveland, J. N., & Hanscom, M. E. (2018). Performance appraisal and

management. SAGE Publications.