BARS

BARS refers to Behaviourally Anchored Rating Scales

It differs from "standard" rating scales
in that it focuses on behaviors that are determined to be important for completing a job task or doing the
rather than looking at more general employee characteristics (e.g. personality, vague work habits).
Answersphonepromptlyandcourteousl
BARS approach may break down that task into behaviors
1
Answers phone within five rings.
2
Greets caller with "Hello, This is the Dinkle Company, how may I help you?"

You rate these behaviors for each employee; then you anchor each behavior to points on a ratin

The BARS approach offers several key advantages

it removes all uncertainty regarding the meaning of each num
Its behaviorally based
Its easy to use. The clear behavioral indicators make the process easier
Its equitable comes across as fair.
Its fully individualized applied individually and uniquely for every position.
Its action-oriented

Advantages:

These Types Of Rating Scales Are Particularly Effective For Assessing Competencies, Skills And Abilities.
BARS Rating Scales Are Highly Valid And Job-Related Because Important Job Requirements Are Covered.
Objective Benchmarks Are Provided Against Which Observations Can Be Rated, Therefore, There Is Less Rating

Drawbacks
The process of creating and implementing BARS is time-consuming, difficult, and expensive. Ea
Sometimes the listed behaviors still dont include certain actions required of the employee, so m
Jobs change over time, which means that BARS requires a h
Its high maintenance.
Its demanding of managers. In order to successfully conduct BARS evaluations, managers need deta

Assessment Center
it is a process by which an individual potential is assessed for managerial positions on the basis of three sources, i
method of making inferences, Pooled judgments from varied evaluator to rate each individuals behavior
(Cascio). Assessment center has become widely used in organizations as a tool to select & develop leadershiptalen
The popularity of the assessment center is largely due to consistent evidence of its criterion-relatedvalidity (Arthu
Assessment centre can be designed to predict how an individual is likely to behave in next higher level of job.

Assessment center exercises can be used to measure many different types of job related competencies, including interpersona

Other assessment center exercises include, but are not limited to, job knowledge tests, personality tests, and structured intervi

While assessment centers can be designed for various types of jobs, they are particularly effective for assessing higher-level m

MBO

There are several limitations to the assumptive base underlying the impact of managing by
1. It over-emphasizes the setting of goals over the working of a plan as a driver of outcomes.
2. It under-emphasizes the importance of the environment or context in which the goals are set.
Limitations
In MBO, the management focus is on the result, not the activity. The tasks are delegated through negot
Although MBO is extremely result oriented, not all enterprises can benefit from MBO implementations. T
Specially, if the management is planning to implement a self-leadership culture among the employees, M

HR Accounting

Human Resource Accounting is a method to measure the effectiveness of personnel management activities and
Human resources are valuable assets for every organization. Human resource accounting method tries to find the

leting a job task or doing the job properly

ty, vague work habits).

ehavior to points on a rating scale, which indicates whether the behavior is exceptional, excellent, fully competent, or

g the meaning of each numerical rating. What does 3 / or 2 mean?

es, Skills And Abilities.

uirements Are Covered.
herefore, There Is Less Rating Error Than When Using Other Types Of Scales (E.G. Numeric).

ifficult, and expensive. Each BARS form must be created from scratch for every position in the company
ired of the employee, so managers can have difficulty as signing a rating

ns that BARS requires a high degree of monitoring and maintenance.

ations, managers need detailed information regarding the actions of their employees.

on the basis of three sources, i.e. multipleassessment technique including situational tests, test of mental ability &interest inventories, Stand
individuals behavior
elect & develop leadershiptalent. (Krajewski)
criterion-relatedvalidity (Arthur). Assessment Centre evaluation or appraisal allows a candidate to concentrate on the task athand. Distractio
in next higher level of job.

mpetencies, including interpersonal skills, oral and written communication, planning and evaluating, and reasoning and problem solving abilities

onality tests, and structured interviews.

ective for assessing higher-level managerial and leadership competencies

e impact of managing by objectives,[citation needed]including:

ver of outcomes.
ch the goals are set.

re delegated through negotiations and there is no fixed roadmap for the implementation. The implementation is done dynamica
om MBO implementations. The MBO is most suitable for knowledge-based enterprises where the staff is quite competent of wh
ure among the employees, MBO is the best way to initiate that process.

nnel management activities and the use of people in an organization.HRA is the process of Assigning, budgeting, and reporting the cost of h
ounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the emplo

ellent, fully competent, or unsatisfactory. The result is a rating scale for each task.

ty &interest inventories, Standardized

e on the task athand. Distractions can be minimized and real proficiency or potential can be seen in play, in regard to a particular task. Evalu

oblem solving abilities

mentation is done dynamically and to suit the situation

aff is quite competent of what they do.

ing, and reporting the cost of human resources incurred in an organization, including wages and salaries and training expenses.
rmance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expe

gard to a particular task. Evaluator can judge the achievement levels & compare performance with other

training expenses.
employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs

s, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the

ms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employee

he contribution of the employees should be greater than the cost incurred on them.