Constant Error In Performance Appraisal
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and Bias which Influences Performance AppraisalArticle shared by NitishaSince human judgment is all too often subject to the influence of bias, prejudice, and other subjective and extraneous influences, the problem of obtaining objective and accurate assessments uncoloured by these influences is tremendously difficult. Guilford (1954) has classified the different kinds of constant errors which
Halo Error In Performance Appraisal
are apt to occur in the rating process and suggests certain precautions which can leniency error in performance appraisal be taken. Constant errors are those which result from some systematic bias on the part of the rater and are usually contrast error in performance appraisal somewhat easier to cope with than those rater errors which are non-systematic or random.1. Errors of Leniency:Every rater tends to carry around his own built-in set of standards or frame of reference which he uses in
Distributional Error In Performance Appraisal
making performance appraisal judgments. One of the major problems is to equate different raters for differences in their standards so that their ratings can be compared.Some raters might best be described as being generally "easy" or lenient, while others may be classed as being "hard" or severe in their judgments or ratings. When a rater is overly severe he is said to be making an error of negative leniency, while easy raters
Stereotyping Error In Performance Appraisal
make the error of positive leniency. The following diagram illustrates the distributions of ratings one might get from two different raters—one who is overly lenient and the other who is overly severe.There are several ways in which rating systems can be designed to help avoid the leniency error. The first method is to define clearly the categories or "anchor points" used on the scale. For example, if we were requesting supervisors to rank their subordinates on "total proficiency," we could use either of the two scales shown below.ADVERTISEMENTS:Scale A has no anchor or reference points which the rater can use as a guide; he must establish his own. The risk is that different raters will define the points differently. With Scale B a number of the points have been defined for the rater, with the probability of reducing the problem. These anchor points do not completely solve the leniency problem, since one rater's "low" might be another rater's "average." However, the verbal scale introduces the possibility of a common frame of reference.An anchoring procedure which is potentially more effective than the one given in Scale B is known as the "Key-Man" method.One of the most widely used methods of combating the leniency error is to employ the forced-distribution technique. This is a procedure
in judgment that occur in a systematic manner when an individual observes and evaluates another. What are the types of rater errors and why do they occur? The opposite of this is the horn effect, which occurs when the employee is seen rater error in performance appraisal as weak in one or more areas and is rated low in other areas
Rating Error In Performance Appraisal
based on that weakness. An example would be where an employee's poor customer service skills negatively influences the evaluation of other relevant severity error in performance appraisal skills or causes the rater to overlook the employee's superior skills when preparing the appraisal. One type of rater error is the halo effect. This error occurs when an employee is seen by the supervisor http://www.yourarticlelibrary.com/industrial-psychology/errors-and-bias-which-influences-performance-appraisal/46262/ as highly competent in one or more areas and, as a result, is rated highly in other areas. For example, if an employee is a good record keeper but is occasionally late, the supervisor might overlook the tardiness because the positive work habit overshadows the problem behavior. Another rater error is the recency effect, which occurs when a supervisor considers only the most recent performance rather than the performance over a http://career.iresearchnet.com/career-development/rater-errors-in-performance-appraisal/ year (or the length of time the appraisal covers). This can be a serious issue if the employee has performed well all year, only to have a performance problem right before the evaluation takes place. Of course, the opposite can also be true, where an employee's performance improves a few months before the appraisal and the manager only recalls the recent performance progress at the time of assessment. Contrast takes place when the appraiser rates one employee based on the work of other employees, rather than based on the performance standards for a particular position. One employee may be a "shining star," which would make all other employees seem average in comparison, or an employee could be a constant performance problem, which then makes all of the other employees seem like superior performers in comparison. Bias occurs when a supervisor has prejudices against certain employees based on gender, age, religion, ethnicity, race, weight, disability, or some other non-job-related aspect. An additional rater error is strictness, which occurs when an appraiser believes that no employee can ever be worthy of the highest rating since "no one is perfect." The opposite effect is called the leniency error. This happens when the supervisor believes that all employees put forward their best efforts, so they sho
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