Group ranking-also referred to as stack ranking or forced distribution-involves placing employees in categories-for example, top 10% and bottom 10%. These methods involve placing employees in relative performance (or perceived value) order from top to bottom or ranking them on a “curve” (bell curve). Ranking methods include individual ranking and group order ranking. Common methods in use include ranking and paired comparison and forced distribution. Rarely doesn't follow hospital proceduresĪ second category of appraisal methods uses relative or comparative standards. Never impatient with difficult patients helps other nurses with difficult patients eases patients' fearsĭoesn't always follow hospital procedures Never impatient with difficult patients helps other nurses with difficult patients Occasionally impatient with difficult patients Sometimes fails to follow doctors' ordersĪlways follows doctors' orders available to meet with doctors whenever needed The downside of BARS is the complexity of development and maintenance, with each position requiring a set of evaluation criteria and rating descriptions. The level of detail in behavior descriptions also helps to avoid differences in interpretation across raters and employees. The quantitative data makes it possible to compare and rank relative employee performance. The benefit of BARS is that it yields both qualitative and quantitative data. Implementing BARS involves identifying the primary job behaviors and developing a 3–7 (or more) point rating scale that anchors the rating to specific descriptions of effective and ineffective behavior. For example, instead of a rating that might be open to interpretation-for example, “Answers phone promptly and courteously”-a BARS approach would break it down into two component actions: “Answers phone within 3 rings.” and “Greets caller with “Hello. It differs from the typical graphic rating scale in that it focuses on job specifics rather than vague work statements. Like the critical incident method, BARS focused on behaviors that constitute significant performance dimensions of a job. The Behaviorally Anchored Rating Scale or BARS appraisal method combines aspects of the critical incident and graphic rating methods. Another drawback: performance factors tend to be vague and open to interpretation-for example, quantity of work, quality of work, initiative-and performance ratings can be subjective. The downside is the method doesn’t provide a level of detail that supports specific corrective action. The positive is rating scales are relatively easy to develop and complete and yield quantitative data that can be used to compare performance relative to prior appraisals or other employees. The appraiser selects a performance rating for each criteria and totals the values. A graphic rating performance appraisal form lists job behaviors, competencies, skills and results and provides five (more or less) rating options ranging from unsatisfactory to exceeds expectations. One of the simplest and most common appraisal methods is the graphic rating scale. A variation on this is asking or tasking employees with recording their critical incidents, similar to a self-assessment. However, this level of details if more valuable to an employee and may better support development. This is especially the case since incidents should be recorded as they occur and be representative of the appraisal period rather than based on memory and written when preparing for the appraisal. The critical incident appraisal method is more intensive for the appraiser since it involves more attention to detail. Documentation in this case involves briefly summarizing situations (incidents) that demonstrate either successful or unsuccessful behavior and outcomes. ![]() There are two primary methods for conducting performance appraisals: based on absolute or relative standards.Ĭommon methods of conducting an absolute appraisal are critical incident, BARS (Behaviorally Anchored Rating Scale), and a graphic rating scale.Ī critical incident appraisal focuses on the essential behaviors that determine whether a task is done well or poorly.
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