This document provides information about work performance appraisals, including tips for employees to prepare, common appraisal methods used by managers, and additional resources. It discusses six tips for employees to make the appraisal process easier for managers: be positive about feedback, self-evaluate, plan goals in advance, keep records of achievements, and ask colleagues for input. Common appraisal methods described are ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. Links are provided to download forms, examples, and further reading on performance appraisals.

1. Work performance appraisal
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I. Contents of getting work performance appraisal
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With the year drawing to a close, it's performance evaluation time in many companies.
Performance evaluations don't have to be stressful or nerve-wracking, especially if you follow
these six tips to get ready for yours.
1. Realize that most managers hate doing performance evaluations. It's not that managers don't
want to give you feedback, but structured performance evaluations can feel bureaucratic (even
though they shouldn't be if they're done well) and take up a lot of time, especially if the manager
has a large staff. As a result, many put them off or look for ways to get them done faster. As an
employee, you can take advantage of this by making your evaluation easier for your manager.
That leads directly to the next two points.
2. Let your manager know that you're looking forward to your evaluation, not dreading it. One
reason managers fret over evaluations is that they assume they're nerve-wracking for employees.
If you make it clear that you're looking forward to feedback, you immediately make the process
more pleasant for the person charged with giving it to you.
3. Evaluate yourself first. Some companies build self-assessments into their evaluation processes,
and so you might be asked to fill out a self-evaluation before your manager does her piece of the
process. But even if you aren't, you can do one anyway and supply it to your manager. It doesn't
have to be hard – just list out what your goals were for the year and how much progress you
made toward them, and add a section on strengths you bring to the job and a section on what
you'd like to do better in the coming year. If you provide this to your manager before she needs

2. to finish her own evaluation of you, there's a good chance that she'll pull directly from it
(sometimes quite liberally) when she writes her own.
4. Start planning for your evaluation from the first day of the evaluation period. In other words, if
you're evaluated every December, start thinking about your evaluation 12 months earlier, in
January. Think about what your goals for the year should be, and lay out a plan to achieve them
– including monthly or quarterly milestones to make sure you're on track. Then, work toward
those milestones, and at the end of the year when it's time for performance evaluations, you can
ideally show your manager that you met all of your goals for the year.
5. Keep an evaluation file throughout the year. If you start trying to think about what you did
well this year, you're unlikely to remember the fantastic reception your report got in February or
that great praise you got in June. Instead, keep a file where you jot down notes on project
successes during the year, so that it's handy when you're reflecting on your performance during
evaluation time. You can even include notes of praise from others in the file and reference them
in your review.
6. Ask colleagues to give feedback to your manager. Ideally, as your manager reflects on your
performance over the last year, she'll seek out input from other people who work with you
closely and who might have insightful perspectives on your work. But don't wait to see if she
does this, or take the chance that she might not ask the people best positioned to speak about
your accomplishments. Instead, think of who particularly appreciates the work you do and tell
them you'd be grateful if they'd provide input to your manager. It's fine to be direct about this;
for instance, you might say, "Jane, Susan and I are getting ready to do my annual performance
evaluation, and if you have any feedback on my work this year, I'd love it if you'd share it with
her."
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III. Performance appraisal methods

3. 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
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

4. 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.
5. Essay Method

5. 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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