PAST –ORIENTED METHODS PAST –ORIENTED METHODS

1. PAST –ORIENTED METHODS

Ratings scales Ratings scales

This is the simplest and most popular technique for appraising employee performance. The This is the simplest and most popular technique for appraising employee performance. The typical rating scale system consists of several numerical scales, each representing a job-related typical rating scale system consists of several numerical scales, each representing a job-related  performance criterion such as dependability, initiative, output, attendance, attitude, co-operation,  performance criterion such as dependability, initiative, output, attendance, attitude, co-operation,

and

and the like. the like. EacEach h scascales ranges from excellles ranges from excellent ent to to poorpoor. . The rater The rater chechecks the cks the appappropropriariatete  performance level on each

 performance level on each criterion, then computes the employee’s total numerical scores.criterion, then computes the employee’s total numerical scores.

Checklist Checklist Und

Under this meter this methodhod, a , a chechecklcklist of statist of statemeement on nt on the trathe traitits of s of empemployloyee and his or ee and his or her her job isjob is  prepared in two columns-viz,a ‘Yes’ column and a ‘No’ column. All that the rater (immediate  prepared in two columns-viz,a ‘Yes’ column and a ‘No’ column. All that the rater (immediate superior) should do is tick the ‘Yes’ column if the answer to the statement is positive and in superior) should do is tick the ‘Yes’ column if the answer to the statement is positive and in column ‘No’if the answer is negative. After ticking off against each item, the rater forwards the column ‘No’if the answer is negative. After ticking off against each item, the rater forwards the list to the HR department where the actual assessment of the employee takes place. The HR  list to the HR department where the actual assessment of the employee takes place. The HR  department assigns certain points to each ‘Yes’ ticked. Depending on the number of ‘Yes’ the department assigns certain points to each ‘Yes’ ticked. Depending on the number of ‘Yes’ the

total score is arrived. When points are allotted to

total score is arrived. When points are allotted to the checklist, the technique becomes the checklist, the technique becomes a weighteda weighted checklist.

checklist.

FORCED CHOICE METHODS FORCED CHOICE METHODS

In this the rater is given a series of statements about an employee. These statements are arranged In this the rater is given a series of statements about an employee. These statements are arranged in blocks of two or more, and the rater indicates which statements are most or least descriptive of  in blocks of two or more, and the rater indicates which statements are most or least descriptive of  the employee. This method is known as the forced choice methods because the rater is forced to the employee. This method is known as the forced choice methods because the rater is forced to select statements which are readymade.

select statements which are readymade.

FORCED DISTRIBUTION METHOD FORCED DISTRIBUTION METHOD

One of the errors in rating is leniency-clustering a large number of employee around a high point One of the errors in rating is leniency-clustering a large number of employee around a high point on a rating scale. The forced distribution method seeks to overcome the problem by compelling on a rating scale. The forced distribution method seeks to overcome the problem by compelling the rater to distribute the rates on all points on the rating scale. The method operates under an the rater to distribute the rates on all points on the rating scale. The method operates under an assumption that the employee performance level conforms to a normal statistical distribution.

assumption that the employee performance level conforms to a normal statistical distribution.

Generally it is assumed that employee performance level conforms to

Generally it is assumed that employee performance level conforms to a bell-shaped curvea bell-shaped curve

CRITICAL INCIDENTS METHOD CRITICAL INCIDENTS METHOD

The critical incidents methods of employee assessment have generated a lot of interest these The critical incidents methods of employee assessment have generated a lot of interest these days. The approach focuses on certain critical behaviors of an employee that make all the days. The approach focuses on certain critical behaviors of an employee that make all the difference between effective and non-effective performance of a job. Such incidents are recorded difference between effective and non-effective performance of a job. Such incidents are recorded  by the superiors as and when they occur.

 by the superiors as and when they occur.

BEHAVIORALLY ANCHORED RATING SCALES BEHAVIORALLY ANCHORED RATING SCALES

Behaviorally anchored scale, sometimes called behavioral expectation scales, are rating scales Behaviorally anchored scale, sometimes called behavioral expectation scales, are rating scales

said to be behaviorally anchored in that the scales represent a range of descriptive statements of  said to be behaviorally anchored in that the scales represent a range of descriptive statements of   behavior varying from the least to the most effective. A rater must indicate which behavior on  behavior varying from the least to the most effective. A rater must indicate which behavior on

eac

each h scascale le besbest t desdescricribes bes an an empemployloyee’ee’s s perperforformanmance. ce. BehBehaviavioraorally lly ancanchorhored ed ratrating ing scascalesles (BARS) have the following features:

(BARS) have the following features:

1. Areas of performance to be evaluated are identified and defined by the people who will use the 1. Areas of performance to be evaluated are identified and defined by the people who will use the scales. dimensions and anchors are precisely defined.

dimensions and anchors are precisely defined.

3. All dimensions of performance to be evaluated are based on observable behaviors and are 3. All dimensions of performance to be evaluated are based on observable behaviors and are relevant to the job being evaluated since BARS are tailor made for the job.

relevant to the job being evaluated since BARS are tailor made for the job.

4. Since the raters who will actually use the scales are actively involved in the development 4. Since the raters who will actually use the scales are actively involved in the development  process, they are more likely to be committed to the final product.

 process, they are more likely to be committed to the final product.

BARS were developed to provide results which subordinates could use to improve performance.

BARS were developed to provide results which subordinates could use to improve performance.

Supervisors would feel comfortable to give feedback to the ratees.

Supervisors would feel comfortable to give feedback to the ratees.

FIELD REVIEW METHOD FIELD REVIEW METHOD

This is an appraisal by someone outside the assesse’s own department, usually someone from the This is an appraisal by someone outside the assesse’s own department, usually someone from the cor

corporporate ate offoffice ice or or the the HR HR depdepartartmenment. t. The The outoutsidsider er revreviewiews s empemployloyee ee recrecordords s and and holholdsds interviews with the rate and his or her superior. The method is used for making promotional interviews with the rate and his or her superior. The method is used for making promotional decision at the managerial level.

decision at the managerial level.

PERFORMANCE TESTS AND OBSERVATIONS PERFORMANCE TESTS AND OBSERVATIONS

With a limited number of jobs, employee assessment may be based upon a test of knowledge or  With a limited number of jobs, employee assessment may be based upon a test of knowledge or  skills. The test may be of the paper-and-pencil variety or an actual demonstration of skills. The skills. The test may be of the paper-and-pencil variety or an actual demonstration of skills. The test must be reliable and validated to be useful. Even then, performance tests are apt to measure test must be reliable and validated to be useful. Even then, performance tests are apt to measure  potential more than actual performance.

 potential more than actual performance.

CONFIDNTIAL RECORDS CONFIDNTIAL RECORDS

Confidential records are maintained mostly in government departments, though its application in Confidential records are maintained mostly in government departments, though its application in the industry is not ruled out. ITI, for example had followed method for a long time. Called the the industry is not ruled out. ITI, for example had followed method for a long time. Called the Annual Confidential Report (ACR),

Annual Confidential Report (ACR),

The approach had The approach had

14item-1.

1. AAtttteennddaancncee 2.

2. SelSelf-ef-exprxpressession (ion (wriwrittetten or on or oralral)) 3.

3. AbAbililitity to wy to worork wik with oth oththererss 4.

4. LLeeaaddeerrsshihipp 5.

5. IInniittiiaattiivvee 6.

6. TecTechnihnical cal abiabilitlity(jy(job kob knownowledledge)ge) 7.

7. Ability to Ability to understand understand new new materialmaterial 8.

8. Ability Ability to to reasonreason 9.

9. Originality Originality and and resourcefulness,resourcefulness, 10.

13. Responsibility, Responsibility, andand 14.

14. Defect-indebtedness, Defect-indebtedness, memo memo served, served, etc.etc.

twelve of these were filled on

twelve of these were filled on a four point grade scale a four point grade scale (Excellent, Good, Fair, Poor).For integrity,(Excellent, Good, Fair, Poor).For integrity, the

there re werwere e spespeciacial l insinstrtructuctionions s frofrom m the the manmanageagementment. . JusJustiftificaicatiotion n was was sepseparaarateltely y givgivenen

(outstanding, Very good, Average, Poor), again with justification for rating as outstanding or  (outstanding, Very good, Average, Poor), again with justification for rating as outstanding or   poor. Recommen

 poor. Recommendationdations s for promotion were for promotion were also given. also given. The The ACR contained recommendaACR contained recommendationstions and signature of the rater, the head of the department and the CMD.

and signature of the rater, the head of the department and the CMD.

The system was highly secretive and confidential. Feedback to the assesses was given only in The system was highly secretive and confidential. Feedback to the assesses was given only in case of an adverse entry. The ACR was highly subjective. Ratings were easily manipulated case of an adverse entry. The ACR was highly subjective. Ratings were easily manipulated  because the evolution was linked to promotion. Even ITI has discontinued this system for these  because the evolution was linked to promotion. Even ITI has discontinued this system for these

reasons reasons

Essay Method Essay Method

In the essay method, the rater must describe the

In the essay method, the rater must describe the employee within a number of broad cemployee within a number of broad categories,ategories, such as

such as

1.

1. The ratThe rater’s oer’s overalverall imprel impression ssion of the eof the employmployee’s peee’s performrformance,ance, 2.

2. The The propromotmotabiabilitlity of y of the ethe emplmployeoyee,e, 3.

3. The jobThe jobs that ts that the emplhe employee is oyee is now ablnow able to or quae to or qualifilified to pered to performeformed,d, 4.

4. The stThe strenrengthgths and weas and weaknekness of thss of the emple employeoyee, ande, and 5.

5. The trThe traininaining and develg and development aopment assisssistance retance requirequired by the d by the employemployee.ee.

The strength of the essay method depen

The strength of the essay method depends on the writing skills and analytical ability of the rater.ds on the writing skills and analytical ability of the rater.

Although this method may be used

Although this method may be used independently, it is most frequently found in combinationindependently, it is most frequently found in combination with others. It is extremely useful in filing information gaps about the employee.

with others. It is extremely useful in filing information gaps about the employee.

COST ACCOUNTING METHOD COST ACCOUNTING METHOD

This method evaluates performance from the monetary returns the employee yields to his or her  This method evaluates performance from the monetary returns the employee yields to his or her  organization. A relationship is established between the cost included in keeping the employee organization. A relationship is established between the cost included in keeping the employee

and the benefit the organization derives from him or her. Performance of the employee is then and the benefit the organization derives from him or her. Performance of the employee is then evaluated based on the established relationship between the cost and the benefit.

evaluated based on the established relationship between the cost and the benefit.

COMPARATIVE EVALUATION APPROACHES COMPARATIVE EVALUATION APPROACHES

These are a collection of different methods that compare one worker’s performance with that the These are a collection of different methods that compare one worker’s performance with that the of his/her co-workers. As these appraisals can results in a ranking from best to worst, they are of his/her co-workers. As these appraisals can results in a ranking from best to worst, they are use

In this, the superior ranks his or her subordinates in their merit, starting from the best to the In this, the superior ranks his or her subordinates in their merit, starting from the best to the worst. All that the HR department knows is that A is better than B. The ‘how’ and ‘why’ are not worst. All that the HR department knows is that A is better than B. The ‘how’ and ‘why’ are not questioned, nor answered. No attempts are made to factionalize what is being appraised into questioned, nor answered. No attempts are made to factionalize what is being appraised into component elements. This method is subjected to the halo and regency effects, although rankings component elements. This method is subjected to the halo and regency effects, although rankings  by two or more raters can be averaged to help reduce biases.

 by two or more raters can be averaged to help reduce biases.

PAIRED-COMPARISON METHODS PAIRED-COMPARISON METHODS

Under these methods, the appraiser compares each with every other employee, one at a time. For  Under these methods, the appraiser compares each with every other employee, one at a time. For  example, there are five employees named A, B, C, D, and E. The performance of A is first example, there are five employees named A, B, C, D, and E. The performance of A is first compared with the performance of B and a decision is made about whose performance is better.

compared with the performance of B and a decision is made about whose performance is better.

Then A is compared with C, D and E in that order.

Then A is compared with C, D and E in that order.

The same procedure is repeated for other employees. The number of comparisons may be The same procedure is repeated for other employees. The number of comparisons may be calculated with the help of this formula:

calculated with the help of this formula:

 N (N-1)*1/2 where N

 N (N-1)*1/2 where N stands for the stands for the number of employee to be number of employee to be compared. compared. After the completiAfter the completionon of comparison, the results can be tabulated, and a rank is created from the number of times each of comparison, the results can be tabulated, and a rank is created from the number of times each  person’s is considered to

 person’s is considered to be superior. be superior.