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    Performance Appraisal PDF

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    naina bhange

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    © All Rights Reserved
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    @ Dashboards G Taeetest 0 Resutt 2 My Progress & Live Event A MyBookmark OM Packages © Mvouders G Syllabus © Logout O sn-Pertormance Management &am, O we O ir 85/85/85 O O a e e ° = lummary | Tople Analysis Quest Analysis Time Analysis Topper's summary 2 x Download reports GookMarks Questions HR Performance Management & Appraisal Practice Questions ‘This Test shou boattomptod ony after you have understood Pontus Thee Test Papers are not meray fr Practice You have to learn the underyng concept ‘each question, we have provided detaiea Explanation Pease make sue that ou spend goed time analyzing answers and explanations for ec question. Ts is very © concepts from the Books provides by Human ‘nce the Tes is submited you ean analyze answors/explanatins by visting Studant DashBoard>> Resuts> \fyou el that any question/answer i inorrect. pease share your feedback at oninehumanperitscom ‘This Test Papers frrgistored student on. Human Parts reserves right take appropriate acton any _ttompt s made to use the test on mutipie computers sharing login deta at wor humanperitus.com (G2) tie generally easy to measure the performance ofthe @) Indust Reltons Manger (©) Research ans Development Manager (@ Salas person (8) Alofthe above Correct newer © en: tis ganeray easy to measure the performance of the Sales person rather than ‘employees of Managerial lve as tre performance of Salesperson canbe linked ‘rect with production a revenue. Howe, the perormanceof those employees ‘whic ere mainly working in manage eapacty depends upon many eter factors such as work load, resoucing, maragemant sys od design ate (02) Which ofthe fotowingsarethe modern method of performance appraisal? 360. formance appraisal Graphic rating sea (Gl) Management By Objectives (MBO). Gu) Forced distribution method. oe. ® OW. o w.00.0 @ ow. ey 9.0.0 ‘YourResponse: ‘Traditional Methods of Performance Appraisalincludes: ‘Graphic rating sete Foreed distribution method Modern Methods of Performance Appraisal includes: [360 dogrso performance appraisal Management By Objectives (MBC). Benavieraly Anchored Rating Scales (BARS) Allthe Performance Appraisal Methods are explained below “Anumbe of methods are now avalabie to esses the performance of th ‘Lertical Incident Method ‘rial incident appraisal focuses the raters attention on those etal orkey ‘behaviors that make the etfrenee between doing a ob efetively and doing it Ineffective. Wnat the appraiser doos te down ite anecdotes that deserbe what ‘the employee da which was especialy effective or netective. nth aporoachto| ‘appraisal speci banavos are cited ta aetermine nis perermance. ‘2.checklst Inthe checkist the evslustor uses a bit of benavorl desrigtons and check of those ‘behaviors that apply to the employee. The evaluat meray goes down the stand ‘ives "yas of no" responses. Ones the checklst is compat, ite usualy evsluated by ‘the statfofpesonnel department. ot the rater hime Thoeforethe rater does nat actualy evaluate the employees performance: he/she merely records An anaistin ‘the personnel department then scores the checklst. often weighting the factorsin ‘elationshie to ter mpertance. ha nal evaustion can then be retrnasto te ating ‘manager for iscusion with the subordinate, or sormeone tom the personne! ‘Separtment can provide the feedback to the subordinate ‘3. Forced Choice Method ‘The forced choice apraial'sa special type of checkl,but theater ha to choose ‘betaen oof more statements al of which maybe favorable or unfavorbi. The _appraise'sjob isto identify which statement is most (ori some cases leas) ‘Serorstiv oft naval bing evaluated To rece baste ight answers are not snown to the rater. Someonein the personne! department scores the answers based ‘onthe key, Ths key should be validated 3 management isin a positon toy hat Indus with igher scores are bette perfrmng employees, 4. Forced Distribution Method ‘The Forced distribution method (Seveloped by Joseph Tis smart rang on 3 curve Wit ths method, predetormined percentages of rats are placed in performance categories. For example, one may deci to discuss employees a flows = ‘high performers 20% ngh-average performers = s0% average performers = 20%tow-svorage pertarmers = *Silow pertormors ‘Graphic Rating Seale ‘Te Graphic ating Scaeis the simplest and mast popuar technique for appraising performance, tists a numberof traits and a range ofperfrmance foreach, The ‘employees then rated by certifying te score that best desries his onerlvel of perfocmance foreach trait. Tha ain advantage ofthis metned is that tprovides a ‘quantative rating for escn employe. On the athe se, ale effect, central tendency ‘dats other things make a uneea sense of the result ‘6. Behaviourally Anchored Rating Seales (BARS) [ABARS combines the benefts of artatives cal inedents and quantied ratings by ‘anchoring 2 quantifod sale wth specie behavioral examples ofa good or poor performance BARS was proposed by CharesLHutn and MitonR Bleed Developing BARS typical requires the folowing fe step: _2. Generate critical ncidante Parson who knows the ob beng aparaees le acked to ‘deserbe specif stations of effective an ineective performance. ».Deveop performance dimensions: These peopte then cluster the incidents toa smaller sel of peeformance dimensions. Each cust i then dened « Reallocate inedents: Another group of people who age know the job then realoeate ‘the orignal rita! incidents. Thay aro given the clusters’ defritions ad the ertical Incidents ane ae askesto reassign each incident to they think ft best 4 Scale tho inicents: Tis sacona group generally askec to rat the benavior ‘sorbed the ncicent as to now efectvelyorineffectvly represents perfocmance on the approprite dimension. {Develop fina! instrumen A subse ofthe neldents is used as behavioral anchors for 7.Oroup Order Ranking ‘The group order ranking requires the avsuatr to place employees into particular _cassfeation such as “top one-fthor “second one-fifth’ Evaluators are askedto ‘ankthe employees inthe top 5 per cet. thenext 5 por cnt. the next 5 prcant.Soif ‘ter nas twenty subornats, only four ean ben the top th and ofcourse, out ‘must tobe ralogated tothe Bottom Ath The advantage of this mathodisthatit prevents ators rom inflating tha evaluations 0 everyonelaoks go a om ‘homogenizing the evaluation for everyone ‘Individual Ranking, The naivdualRancng method requires the evaluator merit lista the empoyses in ‘an order rom highest to lowest Oniyane canbe the “best” the avaluato i requred ‘tw appaise try ineidals raring method caries the same pluses and minusas 2s ‘roup order anking ‘9.Paired Comparison Paired Gomarison mathod refers ranking employees by aking a chart of all possible ais trait andinicating which the betor employes ofthe pais. The pared ‘comgarison method helps make ranking mathod mers press For every ait every subordinate i aed wit and compared te every athe subordinate 10. Alternation Ranking Method Ratner han ranking the employees io the ascending order of thelr performance, he ‘raters ret pik up the best and give hm rane. then pick up Ue worst nid ank ih 20 (Gavin group of20 employees. After thst, they pickup werers toe ranked 2and 1 ane continue to proceed this way untill the employees have been rank. ‘TuFreeEssayMathod Under this method the supervisor makes a foo form. open-ended appraisal ofan ‘employe in his own words and puts down his impression about te emioyeo. 12 Management by Objectives Management by objectives invlves setting specie measurable goals with each ‘employee and then perldcaly reviewing the progress mede. The term MBO amast ‘sways refers toa comprehensive organization wide goal-setting ana poral progr that consists of se msi steps ‘Set th organizations goal Sot departmental goals Discuss departmental goals Define expectedresutt Performance review Provide feedbock 13,360 degree appraisal ‘The 560 degree oudback process ivowves collecting perceptions about a persons ‘behaviour an the impacto that behaviour from te persons boss). ect reports, ‘coleagues. flow members of projet teams, interna and external customers, 393 _supolers. ter names for 360 degree feedback are multirate feceback, multsource ‘eccack fl-crce appraisal ana group performance review. 860 degroe feedbacks ‘amathod and ate! that provides each employe tha opportunity to receive performance feedback rom nis other supervisor an fourto eight peers subordinates 360 dag feed lows each indivi tounderstand how his effectiveness 3s an ‘employee co-worker. o staff member ivewedby other. The mos effective procoszes provide feedback tsts bares on behaviours that athe mployees can 300. The feedback aso provdesinsight about the sils and behaviours desired inthe ‘xganization to accomplish the mission. von. goals and values seapee '3)__ Which one ofthe following is net the purpose of perfermance-monitoring research? (@ _Toprovide feedback for evaluation and contol (2) Toindicate tings tat are nt going: planned, (© Tohaiptne organization to plan vaiousaetivtes (@)__ttisrequired to expan why somotring wont wrong, ‘Your Response Correct Answer es: © ‘The purpose of performance-monitering research inchides: 2 To provide feedback for evauaton and contro, 15. Toindicate things that are not gong as plane. itis required to expan why something went wrong. 4) Assertion "A"MBO is offective way of planning and organizing the work. Reason R": Employees participate in setting the objectives. codes: (@— BotrAanaRaretrue. )—_ BomAanaRace false @—Atstrue but Ris fase, (—Alsfalse, out Ris comect YourResponso: ‘coreet Answer a Ex: Beth Aana Ra Management by objectives. the concept was frst popularized by Peter Drucker in his 1984 book "The Practice of Management" linvoves salting specie moasurable goals wth each employee ans then persica reviewing the progress made. This process alows managers to take work that needs tobe done one step at atm to alow ‘ora caim, yet productive wor environment. This process also helps organization members ta see thelr accomalsnments as they achiaveeaenobjactve, which enforces ‘postive work environment anda sense of achievement. An mpertant part ot HBO isthe rmessurement and comparson of sn employe’ actual perormance wth the standacas ‘Ideally when erployes themasives have been valved with he goal-setting and choosing the cours of action tobe fllawe by them. thay ae more aly ofall hoi responses Tho term MBO almost nays refers toa comorehonsive organization wide goal-setting and appraisal rogram that consist of sie man stops a.Setthe organczations goa! b Setaepartmental goals «Discuss departments goats 1 Dofire expected est Performance review {Provide feoaback Peter Drucker beseved thatthe suv ofthe company waa sk when managers emphasized onl the proft objective because hs sngl jective ernghasis encourge ‘manages to take scton that wil make money ty with tle raga fr now aps wi 1 hey areas in which manager shoud et management stm objectives are: MARKET STANDING: Managoreent should st objectivos indicating where woul keto bein latont its campers. INNOVATION: Management shouts st objectives outining its commitment tthe development of new methoas of operation PRODUCTIITY: Mangement should set objectives outinng the target levels of production PHYSICAL & FINANOIAL RESOURCES: Management shoud set objectives regarding the ‘se. aoquiston. and maintenance of captal and monetary PROFITABILITY: Management should set objectives that spect the prot the company woul keto generat MANAGERIAL PERFORMANCE & DEVELOPMENT: Management should set process thet provides feedback secountatilty and documentation far performance auteomes of| employees, goa o channalze thei ant towards organizational soa \WORKER PERFORMANCE & ATTITUDE: Management should set objectives that speciy rates of worker productivityas wel as desirable attitudes for werkars to possess PUBLIC RESPONSIBILITY: Management should et objactvesthatincate tha company's responses tos customers and socaty andthe extent to which the eomaany Intends to ve upto those responsi. rue. The concept af Management by Obctves described hain (05) Under which method of performance appraisal one ‘ofplacing them in simple order of work? @ Grading © PersontoPerson comparison (Ranking (@—Wone-fthe above Correct Answer . Under Ranking Methadone persons compared with al others forthe purpose of placing thom ina simple erdor of work. The concept of Pertrmance Appraisal ants methods are described bea: Performance Appraisals 2 systematic and objective way of jsing the relative "wort of abit of an employe in performing his ask. Performance appraisal helps to ident those who are performing tei assigned tasks well an those who are nt and ‘the reasons for such perfomance Performance Appraisal Methods ‘Anumber of mathods sre now avatable to assess the performance ofthe employees ‘Lceitical incident Method Cita neident aprazal focuses the raters attention on thse crite! okey bohavirs that make the cifforonesbotweon doing job ffetvolyand doing t inofectivoly. What te apraiser does is wrt down ite anecdotes that describe what ‘the employee cla which was especialy effective or netective. inthis approach ts ppralsal specfe benevirs ae tet determine nis performance. ‘2.checklst Inthe checklut, the evaluator uses bit of behavioral descriptions and checks of those behaviors that spp tothe employee. The evaluator merely goes down the ist nd sjves"yes"or"ne" responses: Once the check i comple tis uly waluated by ‘he sttfof personel department. not the ratorhimeet. Therefor the rater doesnot actualy evaluate the empoyods performance: ha/she merely records it An analystin ‘he personnel department then scors the enscklst. often weighting the factorsin relavenshipte therimportane. The fra evaluation ean then be returned therating ‘manager foraicussion wth the subordinate, o someone from the personne “department can prove the feedback to the Suboranate ‘Te forced choice appraia! isa specs type of checklist, but the rater has to choose between two ormore statement, al of which may be favorable or unfavorabe, The sopricersjob eto ldentiy which statements most (orn ome cases last) ‘escrptiv ofthe naval bang ovausted To reduce bas, the ight answers are not ‘rownto the atx Someone nthe personnel department scores the answers based ‘onthe ay. Ths key should be valsated so management sina pstion tose that Invite wthnigher scores are better-peforsing employees. 4. Forced Distribution Method ‘The Fore tribution method (developed by Joseph Tin) simi t grading on 8 cure, With th method predetermined percentages of ates ae plac in performance eategories Forexamie. one may decide to discuss ampioyees as fllows ~ *8ihighporormers ox rgn-average performers = sos average performers = 20K iow-everage prtormers = *Silow performers 5. craphic Rating Scale The Grapic Rating Seal isthe simpest and most populr technique for appraising performance tists 3 number of rats anda range of performance fo each. The ‘employees then rate by identtying the sore that best describes his oherlovel of performance foreach wat. The main advantage of his methods that it orovides 2 ‘quatitatve rating for exch employee. On the othe side, ele effect, canta tendency also ther things make an unclear sense of tha result ‘6.tlehaviourally Anchored Rating Seales (BARS) [ABARS combines the benefits of narratives cial inedents and quanti ratingsby snehorng a quantified sca with specife behavioral example ofa good or poor performance. BARS was proposed by Charis L Hun and Mion 8 B003, Developing BARS typical requires the following te steps: _. Generate critical ncidants Pareon who knows the ob beng appraeed ie aches to ‘desorbe specif lustations of effective and nective performance, Develop perormance dimensions: These peop then cluster neincientsinto a smaller elo performance dimensions Each ester i then defined, «= Realcate incidents: Another group of peop who alg knew the jb then eallocate te original erica incidents, Thy are given the chsters' dofntions and the eriteal incidents and are astedto reassign gach incdent to they think ts ost, 1. Seale the incconts: Tis sacond group s general astedtorate the behavior ‘escrbed inthe inciéent as to now effectively orneffectvey it rapresents performance onthe appropriate dimension. ‘Develop fl intrument:A subse ofthe ineldents is used as behaviral anchors for 7.0roup Order Ranking “The group err ranking requires the evaluator to place employees into a particular Lrassfcation, such a5 “top one-fifth’ or "second one-fth”Evauatrs are asked to rank the employeesin the top 5 percent the nex 5 percent. the next 15 par cant. Soit a raters twenty subordinates, nly four ean ben the top Sth an ofcourse four ‘must algo be relegated tothe baton th. The advantage of tis method is that proven ater rom inflating tir evaluations xo everyone looks good or rom hornagenizing the evaluations for everyone, 8. Individual Ranking ‘The Indvdva! Ranking method requires te evaliator merlyto lst al the employees Inan order trom highest to lowest. Ony one canbe the “best Ifthe evaustors required te apotalse try indiviguls ranking method ees the same pluses and ruses a group order ranking '9.Paired Comparison Paired Comparison methad refers ranking enpoyoes by making a chart ofl possible pairs tat and indicating which the bottr employes ofthe par Tho pared ‘comparison method helps mat ranking method mers recs For eory trait very Subordinate is paired with and compare to every other suborsinate. 40. Alternation Ranking Method Ratner nan ranking the employees inthe ascending order of the performance, he raters frst pek up the best and give him rank’ then ple up the worst and anki 20 {sayin a group of20 employees). After tet they pickup workers tobe ranked as 2 nd 18. and continue to proceed tis way nt al the erpayees have been ranked, ‘tiFreeessay Mothod Under this method the supervisor makes a fee form. open-ended appraisal ofan ‘employee in his own words and pus down his impression about te employee. +12. Management by Objectives Management by objectives invlvessetng specie measurable goals with each ‘employe ana than petiaceaty reviewing the progress made. The tm MBO simost sways fers to a comprohansive organization wide god!-scting and appisl program that const of sain steps ‘Set the orgarizatin’ goal Set departmental goals Discuss cepartmental goals Define expectedrasult Performance review Provide feedback {13,360 degree appraisal ‘The 360 degre foudback process involves collecting perceptions about person's behaviour and the impact ofthat behaviour frm the persons boss ect reports, coleagues. fellow members of project teams, intemal and external custome. and suppliers Other names for 860 degre feedback are mut-ater feedback multsource ecback fl-cce appraisal ana group performance review. 860 degree fadbackis 2 method and tool that arovides each empyee the appertunty to raceve perfomance fecaback om his orher supervisor and fourt elght peers, suberainetes 360 dag feedbae llows each indviusl to understand how is effectiveness 38 an ‘employee, co-nortar. of stat members viewed by atnrs. Te most elective processes provide feedback hats based an behaviours that other omployees cn Tho feedback aso provcesinsigt about te sis and behaviours desired inthe ‘organization to accomplish the mission vision, goals and values. (ae) Whatismnor {@) Management by Objective (0) Muttple Business drpanzation (©) Management by Organization (@)__Muttipety of Business Operations Your Response: Comeet answer a 8: ‘yao stanas fo Nanagerent by Objectives. The concept was fist popularized by ‘Peter Orucker nia 1954 book “The Practice of Management” ‘invlvessetng pectic measurable goss with each employee and then pavocealy reviewing te bragress made. The tom MBO sms ways relers to 2 comprehensive organization ‘we goal-setting ane appraisal program that consist fsx maln steps Sot the organizations goal ' Sot dopartmontal goa « Discuss departmental goals 6. OoFino xpectod esut «2 Parformance review 1. Provide teedack ‘This process allows managers to take wok that needs to be dane one step ata tine to low fora calm yet productive work environment. Tis process alse lps organization ‘mombers oso thei accomplishments as thy actiove each objective. which reinforces a postive work onironment anda sense of achieve. important act ‘MBO is the measuremont and comparson ofan employee's actual performance wth ‘the stancards set ideally when employees tremselves have bean invoved with the {0a setting and choosing the course faction tbe followed by them they are more kay tofu hee responsible. According te George S. Calor, the system of ‘management by objectives can be described ae «process whereby the superior and “suborainate jointly dontly commen goals, define sach indviduats major reas of ‘responsi in terms ofthe results expected of him orher. and use these measures 3 uids for opratng the unit and assessing the contribution of each ofits members (a7) Assertion a” Merit ating ofan employee the process of evaluating the employees’ performance on the bin terms of the requirements of thejob. ‘Reason”R": Employees’ merit rating ia technique for fair and systematic evaluation of an employou's ‘capacities and abilities and performance on the specificjob. Codes: (©) BothAandRere correct ane Ris th right explanation ofA ©) BothAandRere correct but Ris nat height explanation ofA (© BothAsndRereincorrect (8 Riscomect but Ais incorrect Your Response Comract Answer ® es: Both Statements and Rare correct however Ris nat height exglantion ofA as both statements aetine the concept of Malt Rating but does nat provige explanation of former statement bythe ater one “Te concept of Mert Rating is explained below: Marit Rating i also known as performance appraital or performance evaluation. The ‘ofnition of Mort Rating in Assertion ivan in Question above ie gven by Seat Soregal. cording ohm “Merit rating ofan employee the proces of evaluating the mplayer’ performance onthe jb in terms of the rouirenents of the job "Wis 2 technique of assessing the worth ofan employee with reference tojob regiments tila various rating tochriques for comparing nviul employes ina work grou. in terms of personal quatios or defcioncis arc the requirements of tha respective jobs. ‘he Statementin Reasons gen by Edwin 8 Fpso. According to. 8 Flpo, “Employes Meri Rating isa technique for oar and systematic evaluation of a employee capacities and ables and performance on he specif. (a8) _Assertion"A": One cannot be sure about the quality of appraisal onthe basis ofangth of service. Reasoning "R: Initial appraal and promotional appraisal are done separately and differenti since the length of sorviceis itfrent. (2 Riscorract but Aisnot corect ©) AlseorretoutRisnotcorect (© AandRbothare coro, (@ Rana Recthare not corect ‘Your Responss: Correct Answer es: ° Both and Rare not correct, as performance appraisal depends upon numb of factors but nat an length of sevice, Saow sre afew factors that aac employee pertorrance appraisal [A Performance: Performance af an employee by dfaut affects his appraisal Every ‘organization would want to make better profs. Feertain omployees perform above ‘ther calbert help company achiova better results. the organization woul appreciats ‘hor efforts by giving them a aiseintalrcomponsation.Itisa motivating factor 35 wellforampoyees who continue to contribute ficient tothe organization B. Attendance A very essertil part of employments tobe present atthe workstation and other team and company ativtis. Taking a day ff once ina wales ty, but frequent absentecism wil ne doubt weigh down your appraisals. Crpoyecs who nae lessor abzentacism and are punctual can expect good appraisal, {C.Being motivated: A manager woud love to soc his employees work with excRement and energy. Employeos who getto work with metivation. take istatves and show interest to porform exceptionally ae high lookes pen. Positve employees are retained, respected and rewarded bythe organization Team work Organizations ihe team players. Employees who gl well with the tam nd lp te tears imorove wil surely be recognized and theefrts wi be honored, “This would be one of the reasona why employees with tl performance wil manage to feta heater raise in ther appraisals. Employees who spread negativity mong the ‘sam might havo to face a taugh time ding ther appraisals E Service tothe customers: Employoos who dal with customer ofthe organization should aks sua that oy fllhe require complainants. This is essential as ‘employee cent elton wile responsciferbringing venus tothe organization. Employees who do a good ob here wil deity cave abonus. F Product knowledge: Employees ould knowin and aut about he product or service that hey deal wth Produetknaedge process knowledge sn attibute by which the employees measure, Limited knowledge about the pret or service restcts customer exporonce, and lt tis ful o canines th customs about the bonofs ofthe product/sorvie.Thsin tun shows an empoyeosinecioney which on o poor appraisal (a9) Which one ofthe following does not serve the main objective of performance appraisal? (9) Developmental uses (8) Aaminstratve uses (© Eesland meal values (Organizations bjectvos Your Response: Correct Answer: ow: © thea ane meral values doss nat srve the man objactve of performance appraisal ‘he objectives of performance appraisal are mentioned below Performance appraisais a systematic and objective way a judging he relative ‘worth of abit ofan amloye performing his tak Parformanceaporisl haps to ‘cent hose who re peroring their assigned tasks well andthote who are nat and ‘the reazon for sven porormanes. Porfermance appraisal hasa numberof specif objective iz. Developmental ‘Administrative and Organizational. Thase re gvon below: 2} To rviow past performance 1) 0 assess raring needs. )Tohelp develop incvicuats. 6d) To audit the sit within an organizations ) Tost targets fr future performance ‘Temas sure that he most talenod individu are reine ante icentity p00 performers whe afetsthe productivity af he organzation (Rightszing o Downsizing Decisions 11 To provide the mechanism to mak sus tha those who de beter work ecole more pay 1) ofacitat legal defanility when complaint about deerimination s made ‘through recor-Aeoping of performance appraisal ‘NTojudge the effectiveness ofthe ather human resource functions ofthe ogenization suchas recruitment selection. raining and development. orate te grevances ofthe employees, (@10) _Matehitoms of List- with List-Irelating to methods of performance appraisal andindicate the correct code of matching (2) Paired comparison method (0) Forced cholee description method (@ertical incidents method (Fata review meth (Reviewing employes records and holding interview on definite test questions (WSetofpairphrares or descriptive statements {Gp Differentiating between effective and non effective performance on bat {Relative ranking method ame @® mee ® wm, © wae @ mow ap: (2) Paired comparison method - Relative ranking method (0) Forced enoie deserption method Set of sir phrases or descriptive statements (© crtal ncdants mothod- Differentiating betwoenefsctive and non fective performance on basi of achiavements (@) Fite rview mathod - Reviewing employe recor ang hong intorview on Gefinto test questions. Performance Appraisal Methods [Anumber of methods ae now avalible to assess the performance ofthe employees ‘Lertical Incident Method Crtial indent appraisal focuses the ater attention on those tal okey ‘behaviors that make the efference between doing ajob fective and dong i Ineffective. What the appraiser doosis wrte down ts ancedotos that describe wnat tne enpoyes ci which was especialy effective or inefactve. In tis approach te appraisal specif oehaviors are ete to determine his performance. 2.checkst Inthe checklst. the evalustor uses alt of behavioral descriptions and checks ot ‘those behaviors that apply othe employee. The evaluator merely goes down the st and gives "yes" or "no resporses. Ones the checks complete tis usualy ‘evaluated by the staffofprzonnel department. not the aterhimsel, Therefore the ‘ator doos not actualy evaluate the employee's performance: he/she marly ecards An analyst inthe personel department thon scores the checist often weighting ‘he factors rlatonsnip to thor importance. The final evaluation can then be ‘returned to th ating manager for escussion with the subordinate, or someone from ‘the personnel department can provide the feedback tothe suborainate reed Chelee Method ‘The forced choie appraisals a special type of checklist, but he rter has to choose between two or move statements all of which maybe favorable unfavorable. The apprazar'sjb to identity which statement is most ori some cates oat) escrntive ofthe invaual boing evaluate. Te reuce bias. tha right answers are nat known tothe rater. Someone inthe porsonnel department scores the answors based onthe key. This ke shouldbe validates so management isn poston to sy nat Indviduats with higher sores ae after-pertorming employees, 4. Forced Distribution Method ‘The Foreed dstribution method (developed by Joseph Tif) is simi to grating ona curve. With this method predetermined percentages of rates are placed in performance categories. For example, one may decide to daruss employees at follows = 18K high performers = 20% nigh-average performers = 40% average prformers = 20% Iow-average pertormers = ow performers E.Graphic Rating Scale ‘The Graphic Rating Sales the simplest ard mest popular technique fr appraising performance. tstsa number of traits anda range of performance foreach. The ‘employee isthon ated by identiying the score tat best describes his orhe level of performance foreach tra. The main advantage ofthis method is that tprovices a {uanbttive rating for each erpoyes. On the other side halo effect. central tendancy and als ther tings make an uncles sense ofthe result ‘Behaviourally Anchored Rating Seales (BARS) [ABARS combines the benefits of narratives eal incidents and quantified atings by nenoing 2 quantifed cae with specie behavioral examples of good or pot performance, BARS was ropacod by Charles Mul and Miton 8 Boos. Developing BARS typicaty equ the following fvo steps: 2. Generate etal incidents: Person who knows thejob being appraised s asked to

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