Factors: Potential Rating Or Scoring Errors

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a. Potential Rating or Scoring Errors

The following are some of the commonly occurring errors: o Halo effect – tendency to allow a positive (or desirable) quality, trait, or feature of an individual to enhance the appraisal ratings o Horn effect – tendency to allow a negative (or undesirable) quality, trait, or feature of an individual to taint the appraisal ratings o Rater Bias – tendency to allow individual differences (or personal characteristics) such as age, race, religion, disability, and gender to affect the appraisal ratings o Favoritism – tendency to overlook the flaws of favored employees o Central Tendency – tendency to give an average rating regardless of the actual performance o Strictness – tendency to give lower rating than
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Dessler (2008) mentioned four (4) Types of Appraisal Interviews.
1. Satisfactory – Promotable
2. Satisfactory – Not promotable
3. Unsatisfactory – Correctable
4. Unsatisfactory - Uncorrectable

b. Preparing for the Appraisal Meeting

1. Set up an appointment to meet:
a. Choose a convenient time and arrange for enough time for the meeting.
b. Pick an appropriate meeting place that offers privacy.

2. Organize the paperwork needed. Make a copy for the employee as well.
a. Copy of the employee’s Performance Appraisal or evaluation
b. Copy of other supporting documentation or relevant reports
− employee’s attendance
− employee’s past performance evaluation (if applicable)
− employee’s record of critical incidents or other relevant events

3. Make a list of the key points to be covered in the meeting.
a. Result of the performance evaluation
b. Strengths and weaknesses of the employee
c. Performance plan
d. Organizational goals and personal goals

c. Facilitating the Appraisal
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Asks for example – does not understand what is being asked of them but asks examples to gain a better understanding
Example: “I thought I was providing the right level of customer service. Can you tell me more about you mean?”
d. Argumentative – refuses to acknowledge feedback, and denies that there is a problem at hand
Example: “I don’t accept your feedback regarding my communication skills. That incident never happened.”
e. Defends, rationalizes and makes excuses – acknowledges the issue but implies will not change
Example: “I don’t know what you’re talking about. I am a team player – it’s the rest of the team that has the problem.”
f. Non-committal – indifferent, apathetic and reluctant to commit
Example: “Well, maybe, I’ll see what I can do.”
g. Shock – feels disbelief and is questioning motives for raising a long-term issue that hasn’t come up in past performance evaluation.
Example: “Why haven’t you brought this to my attention before?”
h. Emotional – reacts very strongly like crying, shouting, walking away, becoming silent or being quick to agree.
Example: “Yeah, ok, whatever you

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