Performance Appraisal Questions And Answers 5n6g2t

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I. Contents of getting performance appraisal questions and answers ================== Mutual respect goes a long way toward a successful performance appraisal meeting. Employees might be nervous about the future of a small business and whether they're getting a pay raise. The boss might be nervous, too, for any number of reasons, ranging from the fact that she simply hates doing reviews to the fact that the business might be in trouble. Whatever the situation may be, the small business owner should focus on the employee's role and behaviors, not on the employee himself. Boss to Employee: What Are Your Goals? By asking an employee about his goals, a boss is likely looking for a number of things. For example, the supervisor may want information on goals the employee already reached, including how he accomplished those goals. The boss may also be trying to determine what areas of interest the employee and how his expertise has developed since the last performance appraisal. An employee can answer these questions by explaining the goals that he has reached; how he succeeded; and how he can expand on this success with new goals. Boss to Employee: Can You Take on More Duties? A small business, especially at the beginning of its life, might be having trouble meeting certain projections. If a boss would like an employee to take on more duties, she should explain the rationale behind this question. For example, if the boss has recognized the need for an employee to do sales for an hour or two every day, she should explain this need and how the experience would benefit the employee --- for example, potential for commission pay and sales experience.

The supervisor shouldn't pressure the employee and should emphasize that she doesn't intend for the employee to neglect his other duties. She needs to explain how she envisions the potential new arrangement to work. Employee to Boss: How Can I Best Help the Business? If an employee asks how he can best help the business, he might mean exactly that --- or, he might also be looking for other answers, such as reassurance that the small business is stable and doing well. The boss should answer honestly; the answer might be as simple as telling the employee to keep doing what he's doing. If there are other ways the employee can be helping, however, the boss should up and give an overview of how the business itself is performing to assist the employee in his efforts. Employee to Boss: Do I Qualify for a Pay Raise? An employee might ask if he qualifies for a pay raise. The boss should use specific information about the company to inform her answer. For instance, the employee might qualify for a raise, but the small business may be having trouble. The boss should explain the issue and how she's seeking to remedy it --- after all, she doesn't want to lose valuable employees. Or, perhaps the business is doing fine financially, but the employee needs to improve in certain areas to get a raise. The boss should outline these areas and create a timeline in which the employee can improve. The boss should be honest, courteous and respectful. ==================

III. Performance appraisal methods

1. 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.

2. 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.

3. 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. 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 istration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings

5.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 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 Employees are ranked according to their performance levels. It is easier to rank the best and the worst employee. Limitations of Ranking Method 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. 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. When a large number of employees are working, ranking of individuals become a difficult issue. There is no systematic procedure for ranking individuals in the organization. The ranking system does not eliminate the possibility of snap judgements.

6. 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 ed by descriptions, is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close supervision; may be too much and may appear to be punishment.

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