Unusual success or unusual failure in some part of

unusual success or unusual failure in some part of the job.
Behavioural Checklist Method
The behavioural checklist method requires the rater to check
statements on a list that describe characteristics of the employee’s
behaviour.
behaviourally anchored rating scale (BARS):
A behavioural approach to
performance rating that consists of a series of vertical scales, one for each important
dimension of job performance
Behaviourally Anchored Rating Scale (BARS)
A behaviourally anchored rating scale (BARS) consists of a
series of 5 to 10 vertical scales—one for each important dimension
of performance identified through job analysis. These dimensions
are “anchored” by behaviours identified through a critical incident
job analysis.
behaviour observation scale (BOS):
A behavioural approach to performance rating
that measures the frequency of observed behaviour
Behaviour Observation Scale (BOS)
A behaviour observation scale (BOS) is similar to a BARS in that
they are both based on critical incidents. However, the lower
portion of Highlights in HRM 8.4 shows that rather than asking the
evaluator to choose the most representative behavioural anchor, a
BOS is designed to measure how frequently each behaviour has
been observed.

Results Methods
Rather than looking at the traits of employees or the behaviours
they exhibit on the job, many organizations evaluate employees’
accomplishments—the results they achieve through their work.
Productivity Measures
A number of results measures are available to evaluate
performance. Salespeople are evaluated on the basis of their sales
volume (both the number of units sold and the dollar amount in
revenues).
management by objectives (MBO):
A philosophy of management that rates
performance on the basis of employee achievement of goals set by mutual agreement
of employee and manager
Management by Objectives
One method that attempts to overcome some of the limitations of
results evaluations is management by objectives (MBO) . MBO is
a philosophy of management that has employees establish
objectives (such as production costs, sales per product, quality
standards, and profits) by consulting with their superiors.
The Balanced Scorecard
The balanced scorecard (BSC), which we first discussed in Chapter
2 , can be used to appraise individual employees, teams, business
units, and the corporation itself.

Performance Evaluation Meetings and
Feedback Sessions
After you have evaluated how well your employees are doing using one or more evaluation
methods, how should you begin to present the information to them in an evaluation
meeting or feedback session?
Types of Performance Evaluation Meetings
and Feedback Sessions
There are three basic types of formats for providing feedback
during a performance evaluation meeting or feedback session: tell-
and-sell, tell-and-listen, and problem solving.
Tell-and-sell . The skills required in the tell-and-sell format include the ability to persuade
an employee to change his or her behaviour in a certain way.