Educatiion Appraisal Halo Error
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Experience Best Practices Best Practices Forms & Job Descriptions Church Forms Church Human Resource Forms Volunteer Forms Church Job Descriptions Volunteer Job Descriptions Management Training Member Login 6 Errors Managers Make on Performance halo error in performance appraisal Appraisals October 14, 2015 by Patricia 3 Comments Since we are central tendency error in performance appraisal all human, it is common for managers to make “errors” when assessing employee behavior and writing performance appraisal documents.
Leniency Error In Performance Appraisal
These errors are reflective of our unconscious biases toward the employee. These biases can give an employee an unfair advantage or disadvantage over others in their peer group. The book, Human
Contrast Error In Performance Appraisal
Resource Strategy, defines rater errors as being reflective of our imperfect judgment of others. It is for this reason that it is important to understand these biases and take them into consideration when preparing a performance appraisal document. According to Dreher/Dougherty, “A barrier to the accuracy and credibility of performance measures is posed by a number of rater errors, perceptual biases recency error and other sources of distortion in performance ratings”. So what are these rater errors? 1. Halo Effect Halo Effect is when a rater’s overall positive or negative impression of an individual employee leads to rating him or her the same across all rating dimensions. This is when a manager really likes or dislikes an employee and allows their personal feelings about this employee to influence their performance ratings of them. 2. Leniency Error Leniency error is when a raters’ tendency is to rate all employees at the positive end of the scale (positive leniency) or at the low end of the scale (negative leniency). This can happen when a manager over-emphasizes either positive or negative behaviors. 3. Central Tendency Error Central tendency error is the raters’ tendency to avoid making “extreme” judgments of employee performance resulting in rating all employees in the middle part of a scale. This can happen either when a manager is not comfortable with conflict and avoids low marks to avoid dealing with behavioral issues or when a manager intentionally forces all employees to
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Horns Error
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be listed thus: Judgment Errors People commit mistakes while evaluating people and their performance. Biases and judgment errors of various http://www.openlearningworld.com/books/Performance%20and%20Potential%20Appraisal/Performance%20and%20Potential%20Appraisal/Problems%20with%20Performance%20Appraisal.html kinds may spoil the show. Bias here refers to inaccurate distortion http://www.dartmouth.edu/~hrs/profldev/performance_management/rater_errors.html of a measurement. These are: (i) First impressions (primacy effect): The appraiser's first impressions of a candidate may color his evaluation of all subsequent behavior. In the case of negative primacy effect, the employee may seem to do nothing right; in the case of a error in positive primacy effect, the employee can do no wrong (Harris, p.192). (ii) Halo: The Halo error occurs when one aspect of the subordinate's performance affects the rater's evaluation of other performance dimensions. If a worker has few absences, his supervisor might give the worker a high rating in all other areas of work. Similarly an error in performance employee might be rated high on performance simply because he had a good dress sense and comes to office punctually!. (iii) Horn effect: The rater's bias is in the other direction, where one negative quality of the employee is being rated harshly. For example, the ratee does not smile normally, so he cannot get along with people! (iv) Leniency: Depending on rater's own mental make-up at the time of appraisal, raters may be rated very strictly or very leniently. Appraisers generally find evaluating others difficult, especially where negative ratings have to be given. A professor might hesitate to fail a candidate when all other students have cleared the examination. The Leniency error can render an appraisal system ineffective. If everyone is to be rated high, the system has not done anything to differentiate among employees. (v) Central tendency: An alternative to the leniency effect is the central tendency, which occurs when appraisers rate all employees as average performers. For example, a professor, with a view
Connect Employee Discounts Employee Self-Service Employment Policies & Procedures Faculty/Employee Assistance Program (F/EAP) Forms Holidays & Winter Break Human Resources Consultants Jobs Payroll Office Performance Evaluations Student Employment Tuition Assistance Wellness Weather Policy Worker's Compensation Search this Site Home > Professional Development > Performance Management > Common Rater Errors Rater errors are errors in judgment that occur in a systematic manner when an individual observes and evaluates another. Personal perceptions and biases may influence how we evaluate an individual’s performance. What makes these errors so difficult to correct is that the observer is usually unaware that she or he is making them. Key When we understand the errors and how they occur, we are able to take steps to minimize them. Consistency Errors • Halo Effect – The tendency to make inappropriate generalizations from one aspect of a person’s job performance. This is due to being influenced by one or more outstanding characteristics, either positive or negative. • Leniency – The tendency to evaluate all people as outstanding and to give inflated ratings rather than true assessments of performance. • Central Tendency – The tendency to evaluate every person as average regardless of differences in performance. • Strictness – The tendency to rate all people at the low end of the scale and are overly critical of performance. • Contrast Effect – The tendency for a rater to evaluate a person relative to other individuals rather than on-the-job requirements. • First Impression Error – The tendency for a manger to make an initial favorable or unfavorable judgment about someone, and then ignore subsequent information that does not support this impression. • Similar-to-Me Effect – The tendency to more favorably judge those people perceived as similar to the leader. Minimizing Rater Errors Since rater errors can seriously undermine the value of the Performance Development Process, it is important to work on avoiding them. Questions to Ask Yourself to Avoid Rater Errors •