Most important performance appraisal
1) Simple Checklist Method: The checklist consists of a large number of statements concerning employee behavior. The rater checks to indicate if the behavior of an employee is positive or negative to each statement. Employee performance is rated on the basis of the number of positive checks. The negative checks are not considered in this method. A difficulty often arises because the statement may appear to be virtually identical in describing the employee. The words or statements may have the different meaning to different raters.
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2) Weighted Checklist: The weighted checklist method relates weighing different items in the checklist having a series of statements about an individual, to describe that some are more important than others. The rater is expected to look into the question relating to the employee's behavior, the attached rating scale (or simply positive/negative statements where such a scale is not provided) and tick those traits that closely describe the employee's behavior. Often the weights are not given to the supervisors who complete the appraisal process but are computed and tabulated by someone else, such as a member of the personnel unit. In this method, the performance rating of the employees is multiplied by the weight of the statements and the coefficients are added up. The cumulative coefficient is the weighted performance score of the employees. The weighted performance score is compared with the overall assessment standards in order to find out the overall performance of the employee. The weighted checklist, however, is expensive to design, since checklist for each different job in the organization must be produced. This may prove knowing the items that contribute most to successful performance.
3) Forced Choice Method: At the close of World War II Forced Choice method was developed. Under this method, a large number of groups are prepared. Each group consists of 4 descriptive statements (tetrad) concerning employee behavior. Of each tetrad, two statements are most descriptive (favorable) and two are least descriptive (unfavorable). Sometimes, there may be five statements in each group out of which one would be neutral. The actual weights of the statements are kept secret. The appraiser is asked to select one statement that mostly describes employee's behavior out of the two unfavorable statements. The items are usually a mixture of negative and positive statements. The intent is to eliminate or greatly reduce the rater's personal bias, specifically the tendency to assign all high or low ratings. The items are designed to discriminate effectively from ineffective workers as well as reflect valuable personal qualities. It is difficult to construct and validate the statements under the forced-choice method, especially for relatively small organizations. For raters who are not properly trained, it may be difficult to choose among statements that are equally desirable or equally undesirable. Since they, most often, do not know which of the statements in a given group have the discriminative power to draw the curtain between good and poor workers, they may fail to live up to the expectations and provide an objective evaluation. Further, it may be time-consuming to prepare statements that suit the demands of a particular job or company.