In this file, you can ref useful information about books on performance appraisal such as books on performance appraisal methods, books on performance appraisal tips

1. Books on performance appraisal
In this file, you can ref useful information about books on performance appraisal such as books
on performance appraisal methods, books on performance appraisal tips, books on performance
appraisal forms, books on performance appraisal phrases … If you need more assistant for books
on performance appraisal, please leave your comment at the end of file.
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• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting books on performance appraisal
==================
Probably the most misused and abused and disused management tool in history is the
performance appraisal. It's the strangest thing. Ask any manager or human resources person
whether they think performance appraisal is an important thing to do, they are almost
unanymous. "Of course it is", is the common response. If you ask why it's important, they will
tell you and tell you and tell you.
The odd thing is that they often don't get done, and managers, supervisors and employees hate
the darned things. Human resource professionals spend a lot of time whipping people into doing
them, while managers look for a variety of reasons to delay and delay. Why is that?
It's uncomfortable to do performance appraisals. But why is it uncomfortable? Because people
undertake them for the wrong reasons and wrong perspective, which ends up putting the manager
and the employee on different "sides". Appraisals are used for determining pay increases, who
gets let go, who gets promoted. Often they are used to focus on what people have done wrong.
So what is the point of performance appraisals? Here's a starting point that actually works. The
most important purpose or goal of the appraisal is to improve performance in the future...and not
just for the employee. Managers can get valuable information from employees to help them
make employee's jobs more productive. Work units and organizations can identify problems that
interfere with everyone's work.

2. If we shift from affixing blame, to identifying barriers to performance we begin to remove the
fear and dread people have about these "appraisals". When we focus on the present and the
future, we change our focus to what's been to what can be better tomorrw.
An appraisal that works involves a number of things, but first and foremost is the process of
identifying what has gotten in the way of better performance (regardless of the level of
performance), and how manager and employee can work together in the future, to improve it. It's
really that simple.
When managers put away the "blaming stick" in appraisals and move to a cooperative, dialogue
approach, the whole process can become more comfortable and effective. Because, it puts the
manager and employee on the same side, and working towards the same goals, getting better and
better.
Sure, we do use appraisals for a number of reasons but if we are going to get real value out of the
time and energy we put into them, we have to look at the process in a more constructive way.
And, bottom line, that's making performance better.
==================
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

3. 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
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. 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.
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.

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