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evaluations: graphic rating scales, behaviorally anchored rating scales, forced choice scales and
mixed standards scales.
Graphic rating judges behaviors on a sliding scale from "excellent" to "poor;" average
employees' results should cluster in the middle, with poor employees near the bottom and
exceptional employees near the top.
Behaviorally anchored scales rely on very specific evaluators to score the employee’s
actions as pass or fail. For example, “Does the employee answer the telephone with the
correct greeting?” or “Does s/he verify all customer information in the correct
order?”
The forced-choice scale lists rankings of performance such as "poor," "needs improvement,"
"average," "above average" or "excellent," with no other options; a mixed standards scale is a
forced-choice scale with room for administrator comments.
Unstructured Method
Many older performance evaluations relied on the employee’s personal qualities as
reported by a supervisor. The unstructured method relies directly on the superior’s
subjective opinion without an objective rating scale. An unstructured evaluation might simply be
a statement or description from a manager to a question such as, “What is Jane like?
” The unstructured method is unreliable because it is contingent on personality chemistry,
says the Community for Human Resource Management (CHRM).
Straight Ranking
The straight ranking method compares employees to each other, ranking them from best to worst.
While it's often easy to point out the top and bottom performers, those in the middle can
prove harder to put in order. An example of straight ranking would be a customer service center
that gave points for completed service tickets. Employers often post ranks anonymously by
employee number. Although the ranking criteria are specific, they also are subjective due to the
customer input where ticket completion would not always be in the employee’s hands.
This subjectivity, says CHRM, makes straight ranking unreliable as a tool for evaluating specific
employees.
Paired Comparison
The paired comparison method compares each employee with every other employee in a group.
According to CHRM, paired comparison “is considered more reliable as it is based on a
systematic method of comparison and evaluation.” Paired comparisons work best in
situations where only one employee will be promoted; each is compared and ranked against the
others on various factors until one stands out.
Grading and Checklist
The grading method uses standard A to F letter grades in different categories to rate each
employee, while the checklist method relies on a list of yes or no questions such as, “Is
the employee helpful to his peers?” In each of these evaluation types, the specific
standards are set in advance and defined as categories to evaluate.
Management By Objective
Modern evaluation methods try to remove some the subjectivity and bias inherent in traditional
methods. MBO, or management by objective, appraisals require the employee and supervisor to
agree on a set of objectives before the evaluation. The process relies on goal setting and
constructive feedback to be successful.
Psychological Appraisals
Psychological appraisals assess the employee’s intellectual ability, emotional stability,
analytical skills and other psychological traits using objective psychological evaluation
processes. These evaluations are useful in preparing and developing training methods, and for
placing employees on appropriate teams.
360-Degree Feedback
360-degree feedback requires the employer to survey co-workers, supervisors, subordinates and
even customers about each employee’s actions. The multiple feedback channels offer
objective perspectives of behavioral traits and actions. "From [360-degree] feedback, the worker
is able to set goals for self-development, which will advance their career and benefit the
organization," according to Terri Linmann, author of "360-degree Feedback: Weighing the Pros
and Cons."
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1. Essay Method
3. 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 Raters biases
4. Checklist method
5.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
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
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.
This method speaks only of the position where an