Performance appraisals types

Identify various types of performance appraisal processes and evaluate the strengths and weaknesses of each type. 

A number of performance appraisal systems are in use. These systems are summarized in Table 10-2. Performance appraisal methods typically are categorized into three broad types absolute, relative, and outcome-oriented (Segal, 1992). 

Absolute systems require the rater to indicate whether or not the employee is meeting a set of predetermined criteria for performance. This usually involves the use of a scale or index. Absolute systems are the most commonly employed of the three types of performance appraisal methods (Byars and Rue, 2000, p. 277). The main advantage that absolute systems have over other types of appraisal methods is the feedback that is derived inherently from the process. Allowing employees to see how they are evaluated among criteria deemed important by management enables them to learn about their strengths and the areas in which they will require improvement. 

Three types of relative performance appraisal systems are used. One is called alternation ranking, a method in which the rater chooses the most and least valuable persons from a list of employees with similar jobs. Both names are crossed off, and then the procedure is repeated until every employee on the list has been ranked. With its ability to eliminate central tendency and leniency and with its ease of implementation, alternation ranking may appear appealing. However, aside from its failure to generate feedback, the halo effect could come into play. Moreover, employees may be concerned with the potential for bias and inaccuracy by the evaluator, especially when criteria for performance have not been delineated clearly. 

Regardless of the type of system selected, the written appraisal should be accompanied by a formal interview of the employee. It is during the interview that the results of the written appraisal are discussed. The success of the performance appraisal hinges significantly on the interview. If the manager is mindful of taking a few pre-... 

What types of skills do you think are necessary for selecting and implementing a performance appraisal system What about for conducting an appraisal interview ... 

The coaching process detailed in Chapter 12 also discussed how to develop and apply both generic and job-specific checklists for one-on-one observation and feedback sessions with coworkers (see Figures 12.9 and 12.10). As mentioned previously, using a behavioral checklist to observe and evaluate ongoing work practices is the type of performance appraisal that can lead to continuous improvement. 

Deming (1991,1992) condemned grades and performance appraisals because they provide a limited picture of an individual s contributions and potential. They might also constrain the number and type of interventions used to improve the quality of a work culture. If, for example, the only procedures implemented to improve safety are those that allow for objective measurement, the number and quality of safety interventions is severely restricted. 

There will be some uncertainty as to the well initials, since the exploration and appraisal wells may not have been completed optimally, and their locations may not be representative of the whole of the field. A range of well initials should therefore be used to generate a range of number of wells required. The individual well performance will depend upon the fluid flow near the wellbore, the type of well (vertical, deviated or horizontal), the completion type and any artificial lift techniques used. These factors will be considered in this section. 

A lot of the data collected on an individual s performance will be subjective. One important source of this type of information is from third parties, those people who come into contact with the person during their routine activities. For instance, it could be obtained by having discussions with plant managers, colleagues in marketing, consultants or academic collaborators. All these people can provide valuable, independent views on the performance of both individuals and groups, beyond the rather narrow technical confines of the R D function (see 360° appraisal in Section A, 2.1.2.1). 

As when evaluating the published medical literature, results from economic analyses should not be taken at face value . Reports should be detailed, clear and transparent. It is crucial that readers be able to follow exactly what was done (with justification) throughout the analysis. Care should also be taken to determine that the type of analysis performed (for example CEA, CBA) corresponds with the analytical technique purported to be used in the study. Zarnke and colleagues sampled the published literature to assess whether evaluations labelled as cost-benefit analyses met the contemporary definition using CBA methodology. They reported that 53% of the 95 studies assessed were reclassified as cost comparisons because health outcomes were not appraised. Several authors have developed checklists that are useful when evaluating the overall quality of an economic analysis. One of the best-known checklists is given in Box 20.1. 

The Initial step In appraising the status of Instrumentation and safety circuits for the existing Htoford Production Reactors Is to establish a nev functional criteria as to idiat Is needed to operate the plants safely and efficiently based on ziearly 20 years operating experience and nev reactor technology. This step includes categorizing Instrument functions Into basic types and performance reliability requirements. 

These tests can define certain characteristics of a coating system. This discrimination usually is specific to the type of accelerated test, and frequently does not indicate in advance how a given coating will perform in service. However, the tests are invaluable when developing coatings or appraising new concepts in coatings application or use. 

To be able to appraise various photodetector types, we will attempt here to define a general idealized infrared detector, which would, independently on a particular detection mechanism, satisfy aU the requirements posed for such a device. The performance of a real detector are then determined by the degree of compliance of its parameters, and thus defined perfect device. Of course, one can object that such an approach cannot be objective, since a particular application determines priorities in performance (for instance, for some military applications speed and detectivity are of primary importance, while costs are secondary for communication purposes one requires large speeds and low prices, etc.). In other words, one cannot define a unique set of characteristics that could describe all existing situations— an ideal detectors has as many definitions as there are applications [3]. 

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