ADL 32 Performance Appraisal and Potential Evaluation V1

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ADL 32 Performance Appraisal & Potential Evaluation V1
Assignment – A
Question 1. “A successful appraisal discussion between the rater and ratee
should result in an agreement regarding the future action plan for improvement”.
Discuss with your reasons?
Question 2. Write short notes on any three of the following:
a. 360 degree appraisal b. Rater’s concerns c. Potential appraisal d. Self
appraisal e. Uses of information generated by Performance Appraisal system f.
Designing effective PA system g. Ratee’s concerns in appraisal
Question 3. It is often said that a majority of employees are unhappy with the
existing Performance Appraisal (PA) system due to various apprehensions /
concerns. Discuss the various apprehensions / concerns of ratees and their
likely responses?
Question 4. What is “Appraisal Discussion”? What useful purpose, if any, does it
serve in making a PA system more effective? What guidelines would you suggest in
conducting an appraisal discussion?
Question 5. What is the importance of Potential Evaluation for Career
Development? Should a person be promoted merely because he has done well in his
resent job? Give your reasons?


Assignment – B
Question 1. What is MBO? Why have appraisals by result performance appraisal
systems not become popular in the Indian Industries? Discuss important aspects
Question 2. What essential aspects would you keep in mind while introducing a
new performance appraisal system in an organization which has no appraisal
system so far?
Question 3. In the Indian environment should a PA system be open or closed?
Discuss the merits and demerits of both? Which one would you recommend for your
organization and why?


Case Study
PERFORMANCE APPRAISAL AT MITCO LTD. The performance appraisal of supervisors and
executives (total 92 supervisors and 36 executives) at Mitco Ltd., a large heavy
engineering unit, is conducted annually by superior officers. The parameters
taken into consideration and given equal weightage are: a. Performance at work
b. Sense of responsibility c. Superior’s dependability on subordinates d.
Community activities e. Initiative f. Regularity and punctuality g. Potentiality
to develop h. Ability to take senior positions The assessment reports prepared
by seniors are discussed with concerned employee only in case there are
shortcoming and deficiencies in the individual with the objective of counseling
him. The assessment report is referred to in deciding promotions, salary
adjustment, determining training exposures and also transfers. This year (2000)
twelve supervisors and five executives were not given any increment as the
overall total score was below standard mainly because of low rating in respect
of ‘community activity’ and ‘potentiality to develop’ aspects. They represented
the case to the Managing Director suggesting that the entire performance
appraisal exercise was faulty. They wanted that al employees at all levels be
given time bound salary increments and promotions. This would give all employees
a fair deal without subjective bias. They definitely were against the three
parameters of assessment, i.e., ‘community activity’, ‘potentiality to develop’
and ‘ability to take senior positions’.
1. AS a Personnel Manager do you see any merit I their representations? Discuss
briefly? 2. Do you think that two different performance appraisal systems need
to be adopted – one for the supervisors and another for executives? If ‘yes’
suggest major changes for both (be very brief). If not, why?


Assignment – C
1. The most common type of PA system followed in public sector is :
(a). Management group appraisal
(b). Superior – subordinate appraisal
(c). Staff – group appraisal
(d). Committee appraisal
2. Which of the following is not a typical rater error:
(a). Average behaviour
(b). First impression
(c). Central tendency
(d). Halo effect
3. Spillover effect in Rater Error means:
(a). Ratee may be rated strictly or leniently
(b). Influenced by most recent behaviour
c, Rating on one perceived positive quality
(d). Past performance influencing present appraisal
4. “Halo” Effect is caused by:
(a). Status of the ratee
(b). Ratee’s appointment
(c). Observance of singly positive quality in the rate
(d). Status of the rater
5. Appraisal discussion should be done:
(a). Quarterly
(b). Half Yearly
(c). End of the reporting period
(d). Any time at the discretion of the rater
6. 360 degree appraisal means appraisal by:
(a). Immediate superior of appraisee
(b). A group of senior managers
(c). Immediate superior and subordinates
(d). Immediate superiors, subordinates and selected colleagues of the
7. Potential appraisal can best be judged by:
(a). Performance appraisal
(b). In basket exercises
(c). Making a person “Under Study”
(d). Making a person officiate in higher appointment
8. Common uses of information generated via PA include all the following except:
(a). Administrative decisions
(b). Training and development needs
(c). Input to job content evaluation
(d). Validation of selection devices
9. The responsibilities of HRM Department in PA system includes:
(a). Valuation of employees
(b). Review of appraisals with employees
(c). Maintenance of a reporting system to ensure timely appraisals
(d). None of the above
10. The responsibilities o managers in utilization of a PA system include:
(a). Selection of methods
(b). Review of appraisals with employees
(c). Maintenance of a reporting system to ensure timely appraisals
(d). None of the above
11. As a rate my most important concern (regarding PA) is:
(a). Non-performance
(b). Biases
(c). Validity of appraisal format
(d). Does the rater know me adequately
12. Majority of the raters tend to inflate performance report due to:
(a). Keeping subordinates happy
(b). Personal job security
(c). To improve organizational effectiveness
(d). To retain good people in the organization
13. Performance review is done to:
(a). Reward work done
(b). Focus on areas requiring improvement
(c). Giving appropriate feed back to individual
(d). All of the above
14. Counselling is:
(a). Helping the employee to grow and develop
(b). Giving him feedback
(c). Reading his performance report
(d). Explaining legal implications
15. Key result areas are usually termed as:
(a). Objectives
(b). Mission
(c). Goals
(d). KRA’s
16. The process of identifying and developing people to replace the current
incumbents in key position is called:
(a). Potential appraisal
(b). Performance appraisal
(c). Career planning
(d). Succession planning
17. A PA system can be used for the following, except:
(a). Human Resource Planning
(b). Tone up performance
(c). Identify individuals with high potential
(d). Discipline employees
18. By making effective use of the PA system an organization may (tick mark
wrong one) seek to:
(a). Improve productivity
(b). Create a positive work environment
(c). Improve job analysis
(d). stimulate, recognize and reward achievements
19. An appraiser is the one:
(a). Whose performance is being appraised
(b). Who does the appraisal
(c). Who is one of the managers in the organisation
(d). None of the above
20. An appraisee should know the following aspects of performance appraisal
(a). What
(b). Why
(c). By whom
(d). Whether
21. In a traditional form of PA, a confidential report is a report on:
(a). The Subordinate
(b). A colleague
(c). A superior
(d). None of the above
22. The confidential report is usually a descriptive one and permits a lot of:
(a). Objectivity
(b). Subjectivity
(c). Latitude
(d). Flexibility
23. A negative confidential report is required to be communicated to the ratee
and if the rate disagrees:
(a). The report needs to be rewritten
(b). The report needs to be modified
(c). A noting to this effect is made on the appraisal format
(d). None of the above
24. In trait appraisal, the problem with the trait is that they often relates:
(a). More to people
(b). More to jobs
(c). More to people than to job
(d). None of the above
25. Which one of the following is not an appraisal technique:
(a). MBO
(b). Confidential report
(c). Trait appraisal
(d). Judging method
26. “Ranking Technique” is a form of:
(a). Comparative measurement
(b). Subjective assessment
(c). objective evaluation
(d). None of the above
27. In PA “BARS” stands for:
(a). A form of soap or steel
(b). Behaviourally anchored rating scale
(c). Behaviour and review system
(d). None of the above
28. A rater could be any one of the following except:
(a). An appraisee
(b). A superior
(c). A subordinate
(d). A member of the HRD Department
29. Sometimes clients or users are asked to rate the employees with whom they
interact most in which of the following types or organizations:
(a). Product oriented organization
(b). Service oriented organization
(c). Heavy industries
(d). Consumer item organizations
30. Which of the following is not a rater’s concern:
(a). Desire to be accepted
(b). Concern for self protection
(c). Fear of playing God
(d). Stereo typing
31. “Horn Effect” is opposite of:
(a). First impressions
(b). Central tendency
(c). Latest behaviour
(d). None of the above
32. “Halo Effect” means basing the entire appraisal on the basis of:
(a). One perceived positive quality
(b). One perceived negative quality
(c). First impression
(d). Old associations
33. “Spill over Effect” is caused due to:
(a). Past performance
(b). Present Performance
(c). Appointment held
(d). Status of the appraisee
34. “In Appraisal by Objectives” KRAs are decided by:
(a). Appraiser
(b). Appraisee
(c). By both appraiser and appraisee
(d). In advance through joint effort of appraiser and appraisee
35. “Conscious efforts to minimize personal biases” is a step in:
(a). Preparation of appraisal format
(b). Educating appraisee
(c). Improving the accuracy of ratings by raters
(d). Review mechanism
36. A system of representation by a rate against his report is called:
(a). Grievance handling
(b). An appeal system
(c). An Interview
(d). Review
37. Performance refers to one’s:
(a). Behaviour and skills
b Abilities in meeting the requirement on the job which one currently holds
(c). Achievements
(d). All of the above
38. Potential refers to the:
(a). Abilities present but not currently utilized
(b). Ability to discharge higher responsibilities in future role
(c). Both (a) and (b) above
(d). None of the above
39. The focus of an appraisal discussion (interview) should be on:
(a). How to improve the performance of the rate
(b). How to motivate rate
(c). How to develop rate
(d). How the rater and rate may, together endeavor to improve performance
40. Performance appraisal is an important component of:
(a). Management information and control system
(b). Training and development
(c). Recruitment and selection system
(d). Wage fixation

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