The performance appraisal is defined as the periodic assessment of the job performance of employees against the initial set standards regarding quantity and quality of output, supervision, job knowledge, among others (Trost, 2017) . Appraisal methods are essential tools managers use in attaining employees’ organizational objectives. Traditional methods of performance appraisal are utilized as discussed below.
Rating Scale
According to Bernardes et al. (2019), the job valuations, including attendance, output, and dependability, are represented using a numerical scale ranging from poor to excellent. Therefore, every employee is awarded a score basing on the performance they attained from the set criteria. The rating scale is the simplest and can be applied to any job.
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Checklist
Employees are subjected to certain traits which are stipulated in a form against two columns of ‘Yes’ and ‘No.' The rater puts a tick depending on the trait displayed by the employee, and upon completion, the list is evaluated by human resource management (Trost, 2017).
Forced Choice Methods
The person rating forcefully responds to prepared statements of true and false concerning the employee and forwards to the human resource for assessment.
Forced Distribution Method
The method assumes that the employees’ performance goes in line with the standard distribution curve.
Method of Critical Incidence
Under the method, an unusual trait from employees is recorded and evaluated against their performance.
Field Review Method
This is where the performance of an employee is evaluated by someone who does not belong to the same department. He uses records and interviews to review employee’s performance
Essay Methods
The method involves a piece of detailed information about employee’s performance, relationship with co-workers, training requirements, and their strengths and weaknesses. However, the method profoundly depends on the skills of the person rating.
The last two methods are cost accounting, which relates the performance of the employees in monetary value against the cost the company incurs on them and the comparative evaluation approaches which compare the performance of an employee to another. The method uses ranking and paired comparison techniques ( Bernardes et al., 2019).
New Real-time Feedback Coaching Format
According to Reid and Leung (2016), the new real-time method is rapidly replacing annual appraisals since it saves time and promotes sound management. The system facilitates immediate feedback and coaching of employees from their superiors. The following are the key points taken into consideration on this method.
Managing Check-ins
In this approach, the human resource management evaluates how performance check-ins are planned and managed, and the recording of feedback. Software facilitates the whole process up to the end of creating precise real-time data on the entire workforce.
Preparing Managers
Real-time feedback facilitates more hands-on management. Superior workers require skills concerning coaching, mentoring, and encouraging junior employees. Not all managers are equipped with the necessary expertise to manage.
Creating a Sense of Direction
Employees require to have a set of core values that involves shared goals and a sense of being part of the entire picture. Aligning employees and managers to goals, and promoting their engagement is attained in real-time feedback (Tziner & Rabenu, 2018).
Promoting a New Culture
The new era regards the intimidating working environment as outdated. Real-time feedback provides a modern approach that supports inclusivity where employees and management interact as they share advice and feedback. Furthermore, in this method, the managers double up as mentors and coaches ( Dello Russo et al., 2016) .
Traditional performance approval plays a significant role in managing personnel. However, the new real-time feedback coaching formant is considered more relevant in modern times as it saves time. Furthermore, the technique eliminates negative management practices by promoting good communication between employees and managers through mutual engagements ( Dello Russo et al., 2016) .
References
Bernardes, R. F., Guzzo, R. F., & Madera, J. M. (2019). Millennial attitudes toward online and traditional training methods: The role of training utility and satisfaction. Cornell Hospitality Quarterly , 60 (4), 320-334. https://doi.org/10.1177/1938965519843488
Dello Russo, S., Miraglia, M., & Borgogni, L. (2016). Reducing organizational politics in performance appraisal: The role of coaching leaders for age-diverse employees. Human Resource Management , 56 (5), 769-783. https://doi.org/10.1002/hrm.21799
Trost, A. (2017). The end of performance appraisal: A practitioners' guide to alternatives in agile organizations . Springer.
Tziner, A., & Rabenu, E. (2018). Improving performance appraisal at work: Evolution and change . Edward Elgar Publishing.
