Graphic Rating Scale

Presenter:
Scaling Method

• Graphic Rating Scale

 This is the oldest and most widely method
used for performance appraisal
 A scale that allows the rater to indicate an
employee’s performance on a variety of job
behaviors.
 The Rating Scale is a form on which the
manager simply checks off the employee’s
level of performance.
 Performance Dimensions

Quantity of work
Quality of work
Interpersonal skills
Judgment
Attitude
Cooperation
 knowledge
Managerial skills
Initiative
Problem solving
Creativity
Intelligence
etc…..
 Graphic Rating Scales
(Category Ratings)

1 2 3 4 5
Poor Below Average Average Above Average Outstanding
(Unsatisfactory) (Fair) (Satisfactory) (Good)
GRAPHIC RATING SCALE
© 2008 Thomson/South-Western. All rights reserved. 11–6
Who Conducts rating

Supervisors rating
their employees

Employees rating
Multisource
their superiors
Sources of
Performance
Measurment
Outside sources Team members
rating employees rating each other

Employees rating
themselves
Who Evaluates, When, and How
Often
Most organizations
evaluate on an annual
basis
 Performance evaluations are
often scheduled for random
dates, such as the date of hire
 Alternatively, all employees
may be evaluated on or near a
single calendar date
 The evaluation can be at the
end of the task cycle
Advantages of the rating scales

• Graphic rating scales are less

time consuming to develop
• They also allow for quantitative
comparison.
• Many organizations use graphic
rating scales because they are
easy to use and cost little to
develop
• HR professionals can develop
such forms quickly
Graphic Rating Scale Drawbacks

• Restrictions on the range and

type of rater responses
• Differences in rater
interpretations of scale item
meanings and scale ranges
• Graphic rating scales also fail to
provide a good mechanism for
providing specific, non-
threatening feedback
Errors or Problems in rating…

• Halo effects
• Leniency
• Strictness
• Central tendency
• Personal bias
• Recency Bias
• Contrast Effect

11–11
 CRITERIA
APPROACH FIT WITH VALIDITY RELIABILITY ACCEPTABILIT SPECIFICITY
STRATEGY Y

Comparative Poor, unless Cab be high if Depends on Moderate; easy Very low
manager ratings are done rates, but to develop and
takes time to carefully usually no use but
make link measure of resistant to
agreement normative
used standard
Attribute Usually low; Usually low; can Usually low; High; easy to Very low
requires be fine if can be develop and use
manager to developed improved
make link carefully
Behavioral Can be quite Usually high; Usually high Moderate; Very high
high minimizes difficult to
contamination develop, but
and deficiency accepted well
for use
Results Very high Usually high; can High; main High; usually High regarding
be both problem can developed with results, but low
contaminated and be test-retest input from those regarding
deficient depends on to be evaluated behaviors
timing of necessary to
measure achieve them
Very high High, but can be High High; usually High regarding results,
Quality but low regarding
contaminated and developed with
behaviors necessary to
input from those to achieve them
deficient
be evaluated
Performance Evaluation Problems

No technique is perfect;
they all have limitations
Thank You !