cn 1970s a revised approach to performance appraisal was developed under the influence

of the management-by-objectives movement. It was sometime called µresult-oriented appraisal¶

because it incorporate the agreement of objective and an assessment of the result obtained against
these objective and an assessment of the result obtained against these objectives. Ratings were usually
retained of overall performance and in relation to individual objectives. Trait ratings were also used
but, more recently; these have been replaced in some scheme with competence rating. This form of
performance appraisal received a boost during the late 1980s because of the use of performance-
related pay based on performance ratings.

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Regularly record of an assessment of an employee¶s performance, potential and
development needs. The appraisal is an opportunity to take an overall view of work content, loads and
volume, to look back at what has been achieved during the reporting period and agree objective for
the next.

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Also known as the behavioural expectation scale, this method represents the latest
innovation in performance appraisal. It is a combination of the rating scale and critical incident
technique of employee performance evaluation. The critical incident serve as anchor statement on a
scale and the rating from usually contains six to eight specifically defined performance dimensions.




 




  
GÊ Ôehavioural observation scales
GÊ Ôehavioural expectations scales
GÊ uumerically anchored rating scales

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Developing a ÔARS follows a general format which combines techniques employed
in the critical incident method and weighted checklist rating scale. Emphasis is pinpoints on pooling
the thinking of people who will use the scales as both evaluator and evaluees.

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People with knowledge of the job to be probed, such as job holders and supervisor, describe
specific examples of effective and ineffective behaviour related to job performance.

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Ê This method are very useful and exactly.

Ê ÔARS are rating scales that add behavioural scale anchors to traditional rating scales.

Ê It provides the individual feedback system of an employee.

Ê It¶s a more accurate scale of the performance appraisal.

Ê ÔARS rating scales are highly valid and job-related because important job requirements are
covered.

Ê bjective benchmarks are provided against which observations can be rated, therefore, there
is less rating error than when using other types of scales
(e.g. numeric).


  




 

Ê ÔARS scales take some time and effort to create and usually cannot be used for job types
other than those for which they were developed.

Ê It is very difficult to develop this method because you need to identify what is ³good level´
etc.