Points of Concern in the Current Evaluation Form

Points of Concern in the Current Evaluation Form

First, it only considers the individual characteristics of employee such as friendliness, neatness and attitude towards work but with these criteria employee’s results and accomplishments must also be considered. It must be noted that evaluating personal characteristics in relevance to the job may not be very convincing since the rater can bebiased. None of the points focuses to the company’s as well as the employee’s growth. It must also be noted thatthe manager himself is not confident about the form’s credibility and acceptance amongst the employees, as he discontinued with the evaluation

Common sets of Evaluation Criteria

The most commonly used evaluation criteria are traits, behaviours, and task outcomes.

Traits. Many employees are reviewed according to their traits, such as personality, attitudeand proficiency. Traits are easy to judge if the rater knows the employee but are not always directly related to job performance. Thus the validity of such assessment lacks somewhere. (Richard, 1996)

Behaviours.In some jobs, it is hard to determine an individual's task outcome, soperson's task related behaviours can be identified and assessed, keeping in mindthat such behaviours lead to successful performance. Thus assessments focusing behaviour encourages employees to have a desirable patterns in the place of work.(Richard, 1996)

Task outcomesIn some cases, appraisal focuses on results rather than behaviours.However, it has its own drawbacks especially when employee behaviours are not directly related to the task out-come. For example to increase performance the sales personnel focuses on target sales figures and help large-volume customers and pay no heed to many smaller consumer. Resulting in poor client service. Thus only their target completion is taken into account and not the pattern they followed to that.(Richard, 1996)

Evaluation by Supervisors, peer and subordinates

In the most cases performanceappraisals are done by employees' immediate supervisors as they are best able to know and observe the employees' job performance and contribution to organization’s growth. A superior may not actually seeemployee’sbehaviour every minute but they do see the task outcomes. They are responsible for employees' work and encouraging them to achieve successful and well-timed completion of work. However, in consequence of working together with the same employees for a long time leads to anunchanging impression about each employee thus supervisors may apply the same impression every time evaluating performance. (George & Scott, 2010)

When supervisors see only the outcomes of an employee 's efforts , peers see the actual behaviour during the day to day work. Peerappraisal is

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