Appraisal Methods

Parul Singh, IIPM, 2008

parulimi@gmail.com

Comparative Methods
  

Alternation Ranking Paired Comparison Forced Distribution

Parul Singh, IIPM, 2008

Class 6

Parul Singh, IIPM, 2008

Class 6

Alternation Ranking Method

Ranking employees from best to worst on a trait (s). (s).  Advantage



Easier to distinguish between the worst and the best employees. employees. Do not make clear how great or small the differences between employees are. are. No absolute information - Does not reveal whether the toptoprated worker in one work team is better or worse than an average worker in another work team. team. Forces managers to identify differences among workers where none may truly exist, causing conflicts. conflicts.

Disadvantages


Parul Singh, IIPM, 2008

Class 6

Paired Comparison: For the trait Creativity

Arup Arup Bhawna Charles Dilip Ela Bhawna Charles Dilip Ela

+ + + + + +
Class 6

+ -

+ -

Parul Singh, IIPM, 2008

Paired Comparison


 

Every subordinate to be rated is paired with and compared to every other subordinate on each trait. trait. Measures the relative performance of employees in a group. group. Appropriate when the supervisor needs to find one outstanding employee in a group for a promotion or special assignment. assignment.

Parul Singh, IIPM, 2008

Class 6

The Process


Employees are ranked by comparing the first two employees on the list. list.


The supervisor places a check mark next to the name of the employee whose performance is better. better. The process is repeated, comparing the first employees performance with that of the other employees. employees. Then the supervisor compares the second employee on the list with all the others, and so on until each pair of employees has been compared. compared. The employee with the most check marks is considered the most valuable. valuable.
Class 6

Parul Singh, IIPM, 2008

Paired Comparison (Contd.)

 Advantage: Advantage:


Ensures that each employee is compared against every other. other. Becomes unwieldy when large numbers of employees are being compared. compared. Makes some employees look good at the expense of others. others.

 Disadvantage: Disadvantage:


Parul Singh, IIPM, 2008

Class 6

Forced Distribution
 It

is a technique for distributing ratings. ratings.  Requires a comparison among people in the work group under consideration. consideration.  The ratings of employees performance are distributed along a bell-shaped bellcurve/normal distribution. distribution.  It assumes that the bell shaped curve of performance exists in a given group. group.  Managers reward the top 20% richly so 20% they dont leave. leave.
Parul Singh, IIPM, 2008 Class 6

Forced Distribution (Contd.)



The manager places predetermined percentages of subordinates in performance categories, as when a professor grades on a curve. curve. Sun Microsystems: Managers appraise Microsystems: employees in groups of about 30. There is a 30. top 10%, a middle 70% and a bottom 10%. 10% 70% 10% The bottom 10% can either take a quick exit 10% package or embark on a 90 day performance improvement action plan. plan.

Parul Singh, IIPM, 2008

Class 6

Forced Distribution (Contd.)



Disadvantages


 

A supervisor may resist placing any individual in the lowest (or the highest) group. group. No rational justification may be given to the employee why he/she was placed in one grouping and others were placed in higher groupings. groupings. Does not work well with small groups. groups. The manager may make distinctions among employees that may not exist. exist.

Parul Singh, IIPM, 2008

Class 6

Forced Distribution on a Bell-Shaped Curve Bell-

Parul Singh, IIPM, 2008

Class 6

Figure 119

Forced Distribution Curve

Parul Singh, IIPM, 2008

Class 6

Forced Distribution
30 25 20 15 10 5 0 Low Low- Avg High- High avg avg
Parul Singh, IIPM, 2008 Class 6

Low Low-avg Avg High-avg High

Parul Singh, IIPM, 2008

Class 6

Thankyou!
parulimi@gmail.com #9810098210

Parul Singh, IIPM, 2008

Class 6