Page 112 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes Confidential Report

A confidential report by the immediate supervisor is still a major determinant of the
subordinate’s promotion or transfer. This is a traditional form of appraisal used in most
government organizations. It is a descriptive report prepared, generally at the end of every
year, by the employee’s immediate superior. The report highlights the strengths and
weaknesses of the subordinate. The disadvantages of this method are:
(i) It involves subjectivity because appraisal is based on impressions rather than on data.
(ii) No feedback is provided to the employee being appraised and, therefore, its credibility
is very low.
(iii) The method focuses on evaluating rather than developing the employee. The employee
who is apprised never knows his weaknesses and the opportunities available for
overcoming them.
In recent years, due to pressure from trade unions and proactive role of courts, the details
of a negative confidential report are given to the appraise.

Forced Distribution Method
The primary purpose of the forced choice method is to correct the tendency of a rater to give
consistently high or low ratings to all the employees. The forced distribution method
operates under the assumption that the employee performance level conforms to a normal
statistical distribution. Generally, it is assumed that employee performance levels conform
to a bell-shaped curve.

The major weaknesses of the forced distribution method are:
1. The assumption that employee, performance levels always conform to a normal
distribution.

2. Forced distribution method is not acceptable to raters and ratees, especially when
members are all of high ability.
3. The results of the forced choice method may not be useful for training employees
because the rater himself does not know how he is evaluating the worker.

The system should be both valid and reliable. Appraisal system should
provide cons’ reliable and valid information and data, which can be used
to defend the organization in legal challenges.

5.3.2 Modern Methods
Modern methods are an improvement over the traditional methods. Modern methods are
an attempt to remove defects from old methods. These are discussing below:
Behaviourally Anchored Rating Scales (BARS)
It is designed to identify critical areas of performance of a job. Under this method the
behaviourally anchored ratings scales are outlined to recognise the critical areas of effective
and ineffective performance behaviour for getting results. The evaluator is required to
observe the behaviour of the employee while performing the job. He then compares these
behavioural observations with the behaviourally anchored rating scales. This method is
more valid and expected to give more reliable results as it minimises the errors in
performance appraisal. It identifies measurable behaviour and is therefore more scientific.

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