Attribute Approach

1. Attribute Approach

2. Attribute Approach • centers on the attributes of employees that are deemed desirable to their company’s success • easy to develop and generalizable • there is little similarity between the methods and the company’s strategy • it also has vague performance standards • Do not provide specific assistance to employees

3. Attribute Approach • Graphic Rating Scale • manager evaluates one employee at a time, selecting the number that signifies how much of that trait the individual has • Mixed Standards Scale • relevant performance dimensions are defined • statements representing good, average, and poor performance are added to each dimension

4. Behavioral Approach

5. Behavioral Approach • define which behaviors employees must manifest in order to be effective in their jobs • link the company’s strategy to specific behaviors necessary to implement the strategy • provides support and feedback • constant monitoring of behaviors and measures • “one best method”

6. Behavioral Approach • Critical Incidents • Records of specific examples of effective and ineffective performance for each of employees • cumbersome to keep daily records of employee’s behavior, and each incident is only specific to an employee • Behaviorally Anchored Rating Scales (BARS) • developing behavioral anchors correlated with different performance levels • can increase inter-rater reliability • Prone to bias recall

7. Behavioral Approach • Organizational Behavior Modification (OBM) • Uses the numerous behaviors, which exemplify effective or ineffective performance • Rate the frequency of manifestation of the behavior of the employee • Requires manager to remember information, which most could not recall. • Assessment Centers • Individuals are asked to perform simulated tasks • Behaviors are observed and skills are evaluated • Objective way of appraisal • Provides specific performance feedback