Question no 01 :
Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary?
Answer of Question no. 01
No, I think the experts recommendations will not be sufficient to get most of the administrators to fill out the rating forms properly because: I. The administrators might be biased and convinced to rate "excellent". This will not improve ability and skills of secretaries and clerks. II. A Few administrators want to be unpopular to his subordinates and he will hesitate to rate the optimum marks.
I think the following additional actions will be necessary:
I. Managers may opt for generic dimensions such communications, team work, know-how and quality. II. Another option is to appraise performance based on the jobs actual duties. III. There should provide performance appraisal software so that the administrator can only put the data and the authority can only find the ultimate total score and can easily evaluate.
Question no 02 :
Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other technique we discussed in this chapter, such as a ranking method ? Why?
Answer of Question no. 02
Yes, because using graphic rating forms have several problems such as unclear standards, halo effect, central tendency, leniency, bias etc.
In stead, the ranking method is much better to get the desired result. Because in this system employees are ranked from best to worst on a particular trait. Alternation ranking method avoids central tendency. Question no 03 :
What performance appraisal system would you develop for the secretaries if you were Rob Winchester? Defend your answer.
Answer of Question no. 03
Behaviorally anchored rating scale (BARS) is more appropriate because it is an appraisal method that...
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