Recent times the additional methods
Appraisal by Results or Objectives
Appraisal by results draws its
root from management by objective (MBO). The various steps involved in
appraisal by results are as follows.
1. Appraisal by result is a joint process between
superior and his subordinates.
2. The subordinate prepares his plan for specific period usually for one year in the light of the overall plan provided by his superior. The final plan is prepared through mutual consultation.
3. Through mutual consultation, both of them decide the evaluation criteria- that is, what factor will be taken for evaluation of subordinate’s performance.
4. At the end of specific period, normally one year, the
superior makes a performance evaluation of subordinates on the basis of
mutually agreed criteria.
5. The superior discusses the results of his evaluation
with the subordinate, corrective actions, if necessary and mutually agreed
targets for the next period would be fixed.
Evaluation of appraisal by results
springs from forces that have generated a popular philosophy of management,
known as ‘management by objectives’ or ‘management by results’. MBO is not
merely a technique of managing but it reflects about the entire philosophy of
management. Appraisal by results under MBO is more conducive than appraisal
based on traits.
BARS
Behaviorally anchored rating
scales (BARS) approach gets away from measuring subjective personal traits and
instead measures observable, critical behaviors that are related to specific
job dimensions. The various steps under BARS are.
i.
Identification of Performance Measures
The first step is the
identification of performance measures, that is, the outcome of an effective
job performance. These measures could be identified by knowledgeable relevant
people who may be usually superiors, jobholders and HR personnel or a
combination of all of them. They are asked to identify the important dimensions
of the job.
ii. Identification of Critical
behaviours
Critical behaviours are those
which are essential for the performance of the job effectively. These
behaviours are generated from different dimensions of the job and are related
to various critical incidents of the job. These may be stated in a few short
sentences or phrases using the terminology of the job in question.
iii. Retranslation of Critical
Behaviours
Various critical behaviours as
identified in step (ii) are retranslated, usually by a different group of
personnel. In the retranslation process, various critical incidents are
classified into clusters with each cluster having similar critical incidents.
Those behaviours which are approved by majority of personnel are kept for
further development and others discarded. The basic idea of this step is to
keep the number of behaviours to a manageable limit and which are more
descriptive of the job. The translation process assures the reliability of the
critical behaviours consistent with the job dimensions.
iv. Scaling of Critical
Behaviours
Those critical behaviours which
are included for the performance apprisal during the process of retranslation
are given scales usually in numbers with their description. The scales may
range from 1 to 7 or from 1 to 9, with each point of a scale demonstrating
perceived level of performance. The scale value will be determined on the basis
of estimates provided by various persons in the retranslation process.
v. Development of the BARS
instrument
The result of arranging various
scales for different dimensions of the job (Known as behaviour anchors)
produces a vertical scale for each dimension. Then scale is used for
performance appraisal.
1. Employees’ behaviours and not their unobservable
traits are measured which gives better description of employees.
2. BARS approach is aimed at specific dimensions of job performance
3. The people, who are actually involved with the job, participate in determining the job dimensions.
4. As the evaluation is done in terms of specific behaviours, the appraiser can give objective feedback on how the person performed and on what specific behaviour the concerned person should improve.
Assessment Centers
The
concept of assessment centers was started in Germany in 1930s by the War office
selection Board for military situation. The objective was to test candidates in
a social situation, using number of assessors and a variety of procedures.
Gradually this concept crept in to industries and companies. An assessment
centre is a central location where managers come together and participate in a
number of simulated exercises, on the basis of appraisers. The task Force on
Development of Assessment centre standards has recommended the following
requirements.
a. Multiple assessment techniques should be used. One of these techniques should be simulation.
b. Multiple trained assessors should be used.
c. Judgment should be based on pooled information from all assessors.
d. Evaluation should be made at a time different from the observation of behaviour.
e. Simulation exercise should be tested for their reliability, validity and objectivity.
f. The dimensions, attributes, characteristics or qualities evaluated by the programme shall be determined by an analysis of relevant job behaviour.
Objectives
The
objectives of Assessment Centers are:
a) For measuring
potential for first level supervision, upper management positions and also higher level management positions.
b) For determining the training and development needs of employees
c) For selecting recent college students for entry level positions
d) For making early determination of potential and
e) For assisting in implementing affirmative action goals.
In spite of being a time consuming and costly affair, assessment centre has the following merits:
a. The assessment is based on the direct observation of a relatively large sample of the assesses’ behaviors.
b. The assesses’ behaviours are observed in simulated situations which are close to the actual workplace and
c. Since assessment is based on composite, pooled judgements of several appraisers, personal biases, false inference are minimized.
360 Degree Appraisal
Yet another method which could be used to appraise the performance of an employee is to use 360 degree appraisal. To start with, this method was used in 1992 by the General Electric Company, USA. Now in India Wipro Corporation, Infosys Technologies, Thermax, Thomas Cook etc. are adopting this method.
In 3600 appraisal, appraisal of an employee is done by his superior, his peers, his subordinates clients and outsiders with whom he interacts in the course of his job performance. In this appraisal, besides appraising the performance of the assessee, his other attributes such as talents, behaviour, values, and technical considerations are also subjected to appraisal.
The role of HR department in 3600 appraisal is that of facilitator. The department consolidates the appraisal inputs, identifies the point of consensus, and provides feedback to the appraised so as to overcome the weaknesses pointed out in the appraisal.