![Welcome
to
Dealing
with
Rater
Error
Appraisal
Problems
Dyah Pramanik,
MM
HUMAN
RESOURCES
DEVELOPMENT
Dealing
with
Rater
Error
Appraisal
Problems
Dyah Pramanik,
MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall](https://image.slidesharecdn.com/topic53bdealingwithratererrorappraisalproblems-rev-161121061852/85/Topic5-3-b_dealingwith_ratererrorappraisalproblems-rev-1-320.jpg)
Topic5 3 b_dealingwith_ratererrorappraisalproblems-rev
- 1. Welcome to Dealing with Rater Error Appraisal Problems Dyah Pramanik, MM HUMAN RESOURCES DEVELOPMENT Dealing with Rater Error Appraisal Problems Dyah Pramanik, MM [ ] Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall
- 2. 8–2 PPT 5_3_b HUMAN RESOURCES DEVELOPMENT: Dealing with Rater Error Appraisal Problems
- 3. 8–3 LEARNING OUTCOMES 1. Explain and illustrate the problems to avoid in appraising performance.
- 4. 9–4 Dealing with Performance Appraisal Problems Unclear standards Leniency or strictness Halo effect Central tendency Bias Potential Rating Scale Appraisal Problems
- 5. 9–5 TABLE 9–2 A Graphic Rating Scale with Unclear Standards --------------------------------------------------------------------------------------
- 6. 9–6 Guidelines for Effective Appraisals Know the problems Get agreement on a plan Use the right tool Keep a diary Be fair How to Avoid Appraisal Problems
- 7. 9–7 TABLE 9–3 Important Advantages and Disadvantages of Appraisal Tools Tool Advantages Disadvantages Graphic rating scale Simple to use; provides a quantitative rating for each employee. Standards may be unclear; halo effect, central tendency, leniency, bias can also be problems. BARS Provides behavioral “anchors.” BARS is very accurate. Difficult to develop. Alternation ranking Simple to use (but not as simple as graphic rating scales). Avoids central tendency and other problems of rating scales. Can cause disagreements among employees and may be unfair if all employees are, in fact, excellent. Forced distribution method End up with a predetermined number or % of people in each group. Employees’ appraisal results depend on your choice of cutoff points. Critical incident method Helps specify what is “right” and “wrong” about the employee’s performance; forces supervisor to evaluate subordinates on an ongoing basis. Difficult to rate or rank employees relative to one another. MBO Tied to jointly agreed-upon performance objectives. Time-consuming.
- 8. 8–8 K E Y T E R M S § performance appraisal § graphic rating scale § alternation ranking method § paired comparison method § forced distribution method § critical incident method § behaviorally anchored rating scale (BARS) § electronic performance monitoring (EPM) § unclear standards § halo effect § central tendency § strictness/leniency § bias § appraisal interview § performance management --------------------------------------------------------------------------------------
- 9. 8–9 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall