Feedback performance appraisal timing

The behavior-anchored rating scale (BARS) method of performance appraisal is designed more specifically to assess behaviors necessary for successful performance. Most BARS methods use the term job dimension to mean those broad categories of duties and responsibilities that make up a job, requiring development of unique scales for each dimension. Managers often develop BARS in collaboration with employees well versed in the job. An example of how a BARS may look for a community pharmacy technician in dealing with customers is illustrated in Table 10-4. The BARS system lends itself to providing quality feedback, particularly if supplemented with qualitative comments on how to improve. A drawback is the time and effort required to develop an effective BARS appraisal. 

Organizations work hard to provide multidirectional communication (i.e., upward, downward, and laterally) for their employees. However, despite their honorable intentions, many employees still feel that they are not fully informed about what is happening in the organization, especially about those things that directly impact them and their work. They also feel that their ideas are not being solicited and that performance feedback is sporadic other than during appraisal times. 

Snpervisors mnst provide feedback often. The workers want to hear from the snpervisor, whether the comments are positive or negative letting people know how they are doing is most effective immediately following their performance. For motivational pnrposes, it is not wise to nse formal appraisal times for feedback. 

This seems to be a common theme in supervisory coimseling and performance appraisal sessions. However, few, if any, managers or supervisors have the talent and time to "fix" an employee s weaknesses. They can provide objective feedback, of course, to support desired (e.g., safe) behavior and correct imdesired (e.g., at-risk) behavior. Here, I mean more than a list of job components on a behavioral checklist. I am referring to a person s relative ability to perform a certain job. It is far more cost effective to identify people s strengths and give them the kind of job opportunities that benefit from their talents and enable them to flourish. 

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