The document discusses objective performance appraisal, outlining its goals of promoting open dialogue between employees and managers, clarifying expectations and goals, and providing formal written feedback, and describes several common methods for objective performance appraisal like ranking, rating scales, checklists, and behaviorally anchored rating scales. It also provides additional resources on topics related to objective performance appraisal that can be downloaded.
1. Objective performance appraisal
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I. Contents of getting objective performance appraisal
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Supervising student employees requires more than supervision, it requires mentoring, direct
communication, and guidance. A positive student employment experience not only assists in
student retention, it provides meaningful opportunities for career development by integrating and
applying academic foundations from the classroom. The performance appraisal tool formalizes
the feedback process and documents the student employee’s performance and goals by giving
students and supervisors an opportunity to communicate about areas that need to be improved
while identifying areas of positive performance. Both the student and the supervisor should
discuss the appraisal results and create goals that will foster improved job and skill development,
and assist the student with their professional development and educational goals. The objectives
of the Performance Appraisal are:
Promoting an open dialogue between employees and managers
Clarifying performance expectations, setting goals, and monitoring progress
Providing formal, written performance feedback
Identifying and preparing individuals for increased responsibility
Cultivating a transfer of knowledge between academics and work
Developing workplace professionalism and skills
Motivating employees through recognition and support
6-month Introductory (Probationary) Period & Appraisal
2. The first six months of employment are considered an introduction to the position allowing for
time to train and evaluate the employee’s effective adjustment to work tasks, conduct, oral and
documented procedures, attendance and job responsibilities. It is expected that managers conduct
a performance appraisal prior to the completion of the six month introductory period. When an
evaluation is completed and expectations have been met, a supervisor may submit a pay raise
(salary change) request at the completion of the evaluation. A Student Employment Action Form
(SEAF) for a pay raise must be submitted in a timely manner to avoid retroactive pay raises.
If the performance appraisal is not completed prior to the end of the introductory period, the
employee will be considered to be in good standing as of the introductory end date. Student
employees are not subject to progressive discipline for poor job performance or policy violations
during their introductory period (see Progressive Discipline Policy). Managers must contact the
Director or Assistant Director of Student Employment for a consultation should problems arise.
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III. Performance appraisal methods
1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
3. iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases
3. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method
4. The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.
