Problems In Performance Appraisal - Doc Download - CiteHR
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Asst Manager Mfg
Modesto Tolentino Jr.
Vp-human Resources
Sr. Hr Advisor
Recruitment And Selection

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Hi Everybody,
One of the major problems that we face in the performance appraisal system is the "Personal Prejudice" factor . In this type, the manager or the supervisor mainly rates the employees on the basis of his personal likes and dislikes for the employees. Last year in the Employee Satisfaction Survey in our company, we saw a major dissatisfaction of employees towards our current appraisal system wherein the result was that nearly 70% said that there was biasness in the appraisal process.
I need some suggestions and guidance as to how should we proceed to curb this problem in the appraisal system.
I look forward for the replies of the forum members.

first of all, all the reseach associated wiht performance appraisal will always tell you that whoever recieves poor rating will feel that the process is biased.
however u can try
1) 360 degrees appraisal where a person is rated by his peers, subordinates, customers (both internal and external).
the person than cannot say everyone around him is biased?
360 degrees is a lengthy and costly appraisal process, so the organisation can try implementing it first as a supplementary system to your current process.

I think you should try and experiment with the 360 degrees system, it shall work, it always do on most situations.
Hi Melvin,
Appreciate for your response.
Almost 70% of the population in my organization says that the appraisal system is biased. When majority of our population says that there is biasness, then we have to go them and rectify our process. As far as implementing 360 appraisal is concerned, i really doubt that we will be able to do that for all our people as it will be time consuming as well as costly.
Is there any other way that we can curb this problem?
Appreciate your early response.

If you have a problem with perceived bias, here are two other suggestions.
1. Train your managers in setting objectively measurable objectives.
2. For the attributes/competencies section of the appraisal (if you decide to keep with the attributes/competencies section), require managers and their direct reports to keep a diary of observed behaviors (both desired and undesired).
You can find some good articles on setting up and managing objective performance management systems on my web page at
Les Allan
Business Performance P/L - Managing for Performance

dear ranjeeta,
i think the problem wiht your current appraisal systme is not the appraisal itself but the subjectivity and lack of transparency in the system. as with most organisations objectivity and transparency is key to acceptance of the appraisal system, but these elements are not present in most organisations.
in agrrement with what allan says, one way to deal with it is implementing a MBO system.
here every employee listd down "SMART" goals in line with the organisational / departmental objectives.
the no of goals are limited, measurable and hence redues bias. however a "quota" system or a forced distribution(classifying people into top, middle and poor performers forcibly inspite of good on the job performance) in the appraisal process will again cause heart burn.
i am attaching a project i did with a friend on performance appraisal which contains sample MBO sheets. hope it is useful.

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Dear all Good Morning to every one. "Best Success come after greatest disappointment" So Never feel for failure. Have a nice day Regards Kulanthai Selvam.M MBA GRU
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