MODULE 6 GATHERING

PERFORMANCE INFORMATION
GATHERING PERFORMANCE INFORMATION
6.1 Appraisal forms
6.2 Characteristics of appraisal forms
6.3 Determining overall ratings
6.4 Appraisal period and number of meetings
6.5 Who should provide performance information
6.6 A model of rater motivation
6.7 Preventing rating distortion through rater training programme
Summary
 6.1 APPRAISAL FORMS
Information on performance is collected by using forms, which can be
filled out on paper or electronically.
One advantage of filling out forms electronically is that the
information is stored and can easily be shared.
having the data available in electronic form can help in subsequent
analyses.
using electronic forms is beneficial because, as change take place in
the organization or job in question, forms need to be revised and
updated, and electronic forms are usually easier to modify than paper
forms.
 Major Components of Appraisal Forms
Basic employee information
Accountabilities, objectives, and standards
Competencies and indicators
Major achievements and contributions
 Developmental achievements (could be included in a separate form)
 Developmental needs, plans, and goals (could be included in a
separate form)
Stakeholder input
 Employee comments
 Signatures
6.2 CHARACTERISTICS OF APPRAISAL FORMS
Simplicity
 Relevancy
Descriptiveness
 Adaptability
 Comprehensiveness
 Definitional clarity
 Communication
Time orientation
 6.3 DETERMINING OVERALL RATING
After the form has been completed, there is usually a need to
compute an overall performance score.

This is particularly necessary for making administrative decisions such

as the allocation of rewards.

Computing overall performance scores is also useful in determining

whether employees, and groups of employees, are improving their
performance over time.
Two main strategies are used to obtain an overall performance score
for each employee:

 Judgmental- The judgmental procedure consists of considering every

aspect of performance and then arriving at a defensible summary.

 Mechanical- The mechanical procedure consists of first considering

the scores assigned to each section of the appraisal form and then
adding them up to obtain an overall score.
6.4 APPRAISAL PERIOD AND NUMBER OF MEETINGS
When is the best time to complete the reviews? Most organizations
adopt one of two possibilities.

The first, the appraisal form could be completed on or around the

annual anniversary date.

The second choice is to complete the appraisal forms toward the end
of the fiscal year.
Performance management systems can include six formal meetings
between the subordinate and the supervisor.

 System inauguration
 Self-appraisal
 Classical performance review
 Merit/salary review
 Development plan
 Objective setting
6.5 WHO SHOULD PROVIDE PERFORMANCE
INFORMATION?
We have assumed that the supervisor is the primary source for
performance information.

This is the case in most organizations because the supervisor

observes employees directly and has good knowledge about
performance standards.

However, there are also alternative sources of performance

information.
1. Supervisors- supervisors as a source of performance information is
that they are usually in the best position to evaluate performance in
relation to strategic organizational goals.

2. Peers- Many organizations use performance evaluations provided

by peers. . Peer evaluations can be part of the system, but
information should also be obtained from other sources, including
the supervisor.

3. Subordinates- Subordinates are a good source of information

regarding the performance of their managers.21 For example,
subordinates are in a good position to evaluate leadership
competencies, including delegation, organization, and
communication.
4. Self- As discussed earlier, self-appraisals are an important
component of any performance management system. . An additional
advantage associated with self-appraisals is that the employee is in a
good position to keep track of activities during the review period,
whereas a supervisor may have to keep track of the performance of
several employees.

5. Customers- Customers, and other key stakeholders in general,

provide yet another source of performance information. Collecting
information from customers can be a costly and time-consuming
process.

6. Disagreement Across Sources: Is This a Problem?- If performance

information is collected from more than one source, it is likely that
there will be some overlap in the dimensions measured.
 6.7 PREVENTING RATING DISTORTION
THROUGH RATER TRAINING PROGRAMS

Rater training programs have the overall objective of providing raters

with tools that will allow them to implement the performance
management system effectively and efficiently. These training programs
also help prevent rating distortion.
Specifically, training programs may cover the following topics:

 Reasons for implementing the performance management system.

 How to identify and rank job activities.
 How to observe, record, and measure performance.
 Information on the appraisal form and system mechanics.
 How to minimize rating errors.
How to conduct an appraisal interview.
How to train, counsel, and coach.