BEHAVIORAL ANCHORED RATING SCALE

Ø  C.S.E MAIN COMMERCE AND ACCOUNTANCY
BEHAVIORAL ANCHORED RATING SCALE
MODERN METHOD OF PERFORMANCE APPRAISAL
HUMAN RESOURCE MANAGEMENT

´  MEANING OF BEHAVIOR ANCHORED RATING SCALE

I.        BEHAVIORALLY ANCHORED RATING SCALES(BARS) ARE DESIGNED TI IDENTIFY THE CRITICAL AREAS OF PERFORMANCE FOR A JOB AND TO DESCRIBE THE MORE EFFECTIVE AND LESS EFFECTIVE JOB BEHAVIOR FOR GETTING RESULTS.

II.        BARS APPROACH COMBINE ELEMENTS OF TRADITIONAL RATING SCALES AND CRITICAL INCIDENT METHODS.

III.        JOB BEHAVIOR FROM CRITICAL INCIDENTS-EFFECTIVE OR INEFFECTIVE ARE DESCRIBED MORE OBJECTIVELY

IV.        IT MEASURES OBSERVABLE,CRITICAL BEHAVIOR  WHICH ARE RELATED TO JOB DIMENSIONS.

Ø  STEPS

1. IDENTIFICATION OF CRITICAL INCIDENTS: JOB HOLDERS AND SUPERVISORS DESCRIBE SPECIFIC EXAMPLE OF EFFECTIVE AND INEFFECTIVE BEHAVIOR RELATED TO JOB PERFORMANCE
2. IDENTIFICATION OF PERFORMANCE DIMENSIONS:-PEOPLE ARE ASSIGNED THE TASK OF DEVELOPING THE INSTRUMENT CLUSTER PERTAINING TO THE INCIDENTS INTO A SMALL SET OF KEY PERFORMANCE DIMENSIONS(5 TO 10). THEN IT IS SCALE IN TERMS OF GOOD,AVERAGE OR BELOW AVERAGE.FOR EXAMPLE PERFORMANCE DIMENSION INCLUDE:
1. TECHNICAL COMPETENCE
2. RELATIONSHIP WITH THE CUSTOMERS
3. HANDLING OF ADMINISTRATIVE WORK
3. RECLASSIFICATION OF CRITICAL BEHAVIOR: RECLASSIFICATION OF CLUSTERS/CRITICAL INCIDENTS IS DONE BY OTHER GROUP SUBJECT TO MORE THAN 75% CONSENSUS.
4. ASSIGNING THE SCALE VALUES TO THE CRITICAL BEHAVIOR FROM ONE TO NINE SCALE. RATING OF ONE REPRESENT INEFFECTIVE AND 9 REFLECT TO VERY EFFECTIVE PERFORMANCE. THE SECOND GROUP ASSIGN THE SCALE VALUES. MEANS AND STANDARD DEVIATIONS ARE CALCULATED FOR THE SCALE VALUES ASSIGNED TO EACH INCIDENT. INCIDENTS THAT HAVE STANDARD DEVIATIONS OF 1.50 OR LESS( ON A 7 POINT SCALE ) ARE RETAINED
5. DEVELOPING THE FINAL INSTRUMENT

´  BENEFITS OF BARS

I.        DEVELOPED BY THOSE WHO KNOW THE JOB BETTER. IT WILL PRODUCE MORE ACCURATE RESULT

II.        THE CRITICAL INCIDENT ALONG THE SCALE HELPS TO CLARIFY EXTREMELY GOOD PERFORMANCE,AVERAGE,BELOW AVERAGE

III.        HELPFUL IN PROVIDING FEEDBACK

IV.        MORE CONSISTENT AND RELIABLE

V.        NOT BIASED

Ø  LIMITAION:-

I.        TIME CONSUMING

II.        COMPLEX

III.        MORE FOCUS ON ACTIVITY ORIENTED RATHER THE RESULT ORIENTED

´  EXAMPLE

·         THE BARS CONSTRUCTED BY HULIN AND BLOOD FOR APPRAISING THE PERFORMANCE OF GROCER CLERK CALLED CHECKER

·         EIGHT ANCHORS OF JOB PERFORMANCE:-

I.        KNOWLEDGE AND JUDGMENT

II.        CONSCIENTIOUSNESS

III.        SKILL IN HUMAN RELATIONS

IV.        SKILL IN OPERATION OF REGISTERS

V.        SKILL IN BAGGING

VI.        ORGANIZATIONAL ABILITY OF CHECK STAND WORK

VII.        SKILL IN MONETARY TRANSACTIONS

VIII.        OBSERVATIONAL ABILITY

´  RATING SCALE

1)    EXTREMELY POOR PERFORMANCE-

2)    POOR PERFORMANCE

3)    SLIGHTLY POOR PERFORMANCE

4)    NEITHER GOOD NOR POOR PERFORMANCE

5)    SLIGHTLY GOOD PERFORMANCE

6)    GOOD PERFORMANCE

7)    EXTREMELY GOOD PERFORMANCE

LINK FOR MEANING AND PERFORMANCE APPRAISALhttps://www.gargshashi.com/2020/09/MEANING-AND-PROCESS-PERFORMANCE%20APPRAISAL.html