Evaluation of performance appraisal system
- 1. Evaluation of performance appraisal system In this file, you can ref useful information about evaluation of performance appraisal system such as evaluation of performance appraisal system methods, evaluation of performance appraisal system tips, evaluation of performance appraisal system forms, evaluation of performance appraisal system phrases … If you need more assistant for evaluation of performance appraisal system, please leave your comment at the end of file. Other useful material for you: • 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 evaluation of performance appraisal system ================== We are pleased to announce the design and issuance of a model Senior Executive Service (SES) performance appraisal system. Drawing from leading practices in Federal agencies and the private sector, working groups of agency representatives – including SES members – developed this system to meet the SES performance management needs of Executive Branch agencies and their SES employees. Under the new system (attached), agencies will be able to rely upon a more consistent and uniform framework to communicate expectations and evaluate the performance of SES members. This system focuses, in particular, on the role and responsibility of SES employees to achieve results through effective executive leadership. The system will provide agencies with a standardized approach to managing the performance of SES members – furthering Congress’ original vision, in enacting the Civil Service Reform Act of 1978, of an executive cadre that can readily move into different assignments as needed by the Government. In addition to promoting greater consistency, the new system will promote greater clarity, transferability, and equity in the development of performance standards, the delivery of feedback, the derivation of ratings, and the link to compensation. The new system will also provide the necessary flexibility and capability for appropriate customization to better meet the needs of all agencies and other Federal organizations (e.g., offices of Inspectors General). With regard to implementation, agencies and other Federal organizations will have the opportunity to transition to this new system template as their current system certifications naturally expire, or sooner if an agency prefers.
- 2. To support agency implementation of the new SES appraisal system, OPM is currently coordinating additional interagency workgroups to develop strategies and solutions for implementation, communication, and training, as well as to improve the SES performance appraisal system certification process. OPM staff will soon be scheduling meetings with agency Executive Resources staff to share products and tools developed by these additional interagency workgroups, and to provide guidance and support on implementation of the new system. ================== 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
- 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.
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