30 page of Checklist Appraisal

• Relative Standards Methods


  Evaluating an employee's performance by comparing the employee with other employees
• Group Order Ranking


  1. Evaluator places employees into a particular classification, such as the "top 20 percent"

  2. Often used in recommending students to graduate schools, where evaluators are asked to rank the student in the top 5 percent, the next 5 percent, the next 15 percent, and so forth
• Advantages of Group Order Ranking

  • Prevents raters from inflating their evaluations so everyone looks good or from forcing the evaluations, so everyone is rated near the average
• Disadvantages of Group Order Ranking


  • Surfaces when the number of employees compared is small
• Individual Ranking


  Evaluator lists employees in order from highest to lowest, where only one employee can be rated "best"
• Individual Ranking assumes the difference between the first and second employee is the same as that between the twenty-first and the twenty-second, even though some of these employees may be closely grouped</b>
• Management by Objectives (MBO)


  Employees are evaluated on how well they accomplished a specific set of objectives determined as critical in the successful completion of their job
• Common Elements in MBO Programs

  • Specific Goals
  • Participative Decision Making
  • Specific Time Period
  • Performance Feedback
• Specific Goals in MBO

  Concise statements of expected accomplishments, not just general desires
• Participative Decision Making in MBO


  MBO objectives are jointly chosen by the manager and employee, not unilaterally set by the boss
• Specific Time Period in MBO

  Each objective has a concise time in which it is to be completed, typically, three months, six months, or a year
• Performance Feedback in MBO

  Allows individuals to monitor and correct their own actions, supplemented by periodic formal appraisal meetings
• Leniency Error


  Performance appraisal distortion caused by evaluating employees against one's own value system
• Halo Error


  The tendency to let our assessment of an individual on one trait influence our evaluation of that person on other specific traits
• Similarity Error


  Evaluating employees based on the way an evaluator perceives himself or herself
• Central Tendency


  The tendency of a rater to give average ratings
• Peer Evaluation


  A performance assessment in which co-workers provide input into the employee's performance
• Upward Appraisal


  Employees provide frank and constructive feedback to their supervisors
• 360-Degree Appraisals


  Performance evaluations in which supervisors, peers, employees, customers, and the like evaluate the individual
• 360-degree appraisals are being used in approximately 90 percent of the Fortune 1,000 firms
• Research studies into the effectiveness of 360-degree performance appraisals are generally reporting positive results from more accurate feedback, empowering employees, reducing subjective factors in the evaluation process, and developing leadership in an organization