Performance Appraisal Errors & Prevention Measures (Performance…
Performance Appraisal Errors & Prevention Measures
Performance Appraisal Errors
Appraised on the basis of a perceived positive quality, feature or trait
Appraised on the basis of a negative quality or feature perceived
Central Tendency Error
Rating all employees as average performers, as neither high nor low and follow the middle path
Rating all their subordinates consistently high or low
Rater gives a greater weight to information received fist when appraising an individual performance.
Ratings are influenced by the most recent behaviour ignoring the commonly demonstrated behaviours during the entire appraisal period
Rater values or prejudices distorts the rating.
Beliefs about different groups may be generalised
Present performance is evaluated much on the basis of past performance.
Tendency to rate people relative to others rather than against performance standards.
Adjusted rating scales
If rating scales are vague and rely on manager judgements instead of observable milestones, then chances of a biased rating are increased
Monitoring and reviewing the ratings by managers, the management will be able to notice and address the performance appraisal bias made by managers.
Benchmarking & Calibration
Managers and supervisors meet to discuss how and why they rate performance the way they do. Ensures rating consistency across departments
Provide training for supervisor and managers on the fundamentals of performance management, including the company’s philosophy and practices
Ask several parties for their input and then use the results to gauge overall performance
Clear and defined performance standards
The use of clear performance standards help direct employee behavior, it also helps supervisors provide more accurate ratings
Year-round Journaling and feedback
Provide timely feedback, the accuracy of that feedback will be much better than an annual review