Austin Hayne Employee Appraiser
Austin Hayne Employee Appraiser

Definition :
A process that organizations use to ensure that employees work towards the organizational goals which includes the following :

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Setting (defining) employees goals
Training employees in order to develop their capabilities
Evaluate ( i.e. APPRAISE)
Rewards efforts

Performance appraisal involves :
– Setting work standards.
– Assessing actual performance relative to those standards.
– Providing feedback to the employee.
The process can be formal or informal.
It is a continuous process and done periodically usually on an annual basis.

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Goal Setting and Performance Standards

Employee’s efforts should be goal directed as below :
– The employee’s goals and performance standards should make sense in terms of the company’s strategic goals
– The supervisor should appraise the employee based on how the person performed, with respect to achieving the specific standard, by which the employee expects to be measured.

Guidelines For Effective Goal Setting

Assign SMART goals and performance standards as below :
– Specific goals – must not be vague. Should be clear.
– Measurable – quantifiable.
– Attainable – challenging but not impossible to achieve.
– Relevant – to the employee’s area of work and the organizations business plan.
– Timely – within a reasonable period of time.

Purpose of Performance Appraisals – Need for Performance Reviews
1) Provides an opportunity to translate the organization’s mission and vision into specific achievable
goals
2) Proactive approach as it manages performance rather than reacting to it.
3) Appraisals play a role in identifying training and development needs. It is a means for both the
employer and the employee to improve the latter’s skills.
4) Appraisals are a useful career planning tool.
5) It reinforces the strengths and helps to rectify weaknesses of the employee.

Why Conduct Performance Reviews

The Appraisal Process – Steps in Appraising Performance

Step 1 – Define the Job

Make sure that you and your subordinate agree on his duties and job standards.

Step 2 – Appraise Performance

Comparing subordinate’s actual performance to the standards that have been set – usually involves some kind of rating.

Step 3 – Provide Feedback

One or more feedback sessions required. Discuss performance and plan for training and development.

Performance Measure

Performance appraisal is only meaningful when the efforts of the employees can be measure.

Tools for Performance Appraisal – Method

Essay Appraisal Method

This is a traditional form of appraisal, also known as “Free Flow Method”. Involves description of the employee’s work performance citing example. Major drawback is possible bias or prejudice of the appraiser.

2. Straight Ranking Method

Probably the oldest and simplest technique of performance appraisal. The appraiser ranks the employee from best to poorest based on their overall performance.

3. Graphic Rating Scale Method

This is the simplest ad most popular technique. The scale lists a number of traits (eg. Quality and Reliability) and a range of performance values (Outstanding, Very Good, Good, Improvement Needed, Unsatisfactory) for each trait. The employee is then rated by identifying the score that best describes his level of performance for each trait.

4. Alternation Ranking Method

A popular method that involves ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked.

5. Paired Comparison Method

This method compares each employee with all others in a group, one at a time. After all the comparisons on the basis of the overall comparisons, the employee is given the final rating.

6. Critical Incident Method

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Keeping a log of uncommonly good or undesirable examples (both positive and negative) of an employee’s work-related behavior and reviewing it with the employer at predetermined times (e.g. every three or six months). This continuous review of the incidents offers an advantage of this method compared to other methods. Drawback of this method is that the appraiser has to make a note of the critical incidents and the employee behavior as and when they occur.

Behaviorally Anchored Rating Scale (BARS)

An appraisal method that aims at combining the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor behavior. This method involves five steps.

a. Generate critical incidents.

b. Develop performance dimensions e.g. salesmanship.

c. Reallocate incidents.

d. Scale the incidents.

e. Develop a final instrument.

Advantage of BARS : It is more accurate gauge with clearer standards.

Management By Objectives (MBO)

Involves setting specific measurable goals with each employee and then periodically reviewing the progress made. essentially the essence of MBO is participative goal setting.

There are 3 problems in using MBO.

a. If the objectives are unclear and unmeasurable then this method will be useless.

b. MBO is time-consuming.

c. It can turn into a tug-of-war with the employee seeking lower quotas and the supervisor seeking higher quotas.

Forced Distribution

This method is similar to grading on a curve. It is used widely in schools commonly referred to as Bell Curve. With this method, employees are placed based on predetermined percentages of rates into performance categories. This method eliminates the element of bias from the appraiser’s ratings.

360° Feedback

This is a multi rater feedback where the employee is appraised by his superiors, subordinates, co-workers and customers, also including the employee’s own feedback. Disadvantages of this method is time consuming and results can be manipulated.

The Checklist Method

In this method, the appraiser uses a checklist which describes the job performance of a particular activity/routine. This description is by way of various statements on how the job has been handled by the employee. The appraiser checks the most appropriate description against which rating is given. for exampl

Austin Hayne Employee Appraiser