This document discusses performance appraisal forms and processes. It provides details on the annual performance review process for academic researchers at a college, including the use of a standardized fillable PDF form. The form is to be completed by the employee and supervisor, with the supervisor providing an overall performance rating and goals for improvement if needed. Various performance appraisal methods are also outlined, such as ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. A list of additional performance appraisal-related topics is given at the end.

1. Performance appraisal forms
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I. Contents of getting performance appraisal forms
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Compensated Academic Researchers employed in the College of Arts & Sciences should
complete a performance review each year. No specific cycle for this review is mandated, but
each continuing researcher must be reviewed annually: departments and programs may elect to
conduct the review on or around the anniversary date of the employee’s hire, or may choose to
complete all evaluations by a single date regardless of the hire date. However, the appraisal
process must be completed at least once per year and no reappointment will be approved unless
this process has been completed.
In order to make this review process more consistent across departments, the College has
developed a fillable PDF document to be used each year for the review.
The form can be completed and routed electronically for ease of use during the review process.
Section 1 should be completed by the academic researcher. This is where the employee can
comment on his or her accomplishments since the last review period (or in the case of new
employees since their hire date). The form can then be sent electronically from the employee to
the PI/Supervisor who will then comment on the employee’s progress and performance using
section 2 of the form. At the end of Section 2, the PI is expected to rate the employee’s
performance as being “Very Satisfactory,” “Satisfactory,” or “Cause for Concern.” If there are
causes for concern, the next part of the form should be used to comment on those concerns. This
section should include a recommendation for steps designed to assist the researcher in improving
performance for the coming year.

2. Once the appraisal has been completed, a meeting should be scheduled between the employee
and the PI to discuss the content of the review and to set goals for the upcoming year. The form
should be printed out and signed by both the supervisor/PI and the employee, and the signed
appraisal should be forwarded to the Office of Faculty Actions.
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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.
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

3. 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
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.

4. 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.
III. Other topics related to Performance appraisal forms (pdf download)
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