A number of appraisal methods are used each having particular advantages and disadvantages.

• Essay Appraisal

In this, executive writes a paragraph or more about the employee’s strengths and weaknesses, quality and quantity of his work, his job skills and knowledge and potential value to the company. Although this gives a better and more fully rounded picture of the appraisal, it is likely to be more subjective. Besides it is time consuming. Executives find it difficult to write a paragraph or two about their subordinate. This method is seldom used except to write appraisal of middle or senior executives and is used in cinjunction with other methods.

• Graphic rating Scale

In this method a typical graphic rating scale form is used to appraise employees. The rater checks the appropriate place on the scale for each duty/attribute listed. More details are then added by providing space for comments following each factor rated. It is an easy method to operate. Since all employees are rated on common factors, it s fairer too. However, the factors/ duties listed often tend to overlap. It is also rather rigid straight jacket appraisal and does not give a complete picture of the individual and his performance.

• Critical Incident Method

In this method executive records actual behaviour observed, noting down examples of insubordination or tardiness, or incidents where employee used good or bad judgment to give or promote employee. However, this method demand much of time to list out critical incidents good or bad observed over a period of time.

• Forced Choice Method

Superior, in this method, is required to check one or two statements describing employee behaviour or performance. Method is good so far it eliminates or reduces personal bias of rater.

• Field Review

In this method appraisal is done by a group (Fellow employees or superiors or combination of both) rather than by an individual. This method is used when there is a reason to suspect prejudice or bias on the part of the employee’s superior or when employee appeals for such appraisal. Judgment of the group will be usually more fair and valid than that of individual. However, it is time consuming. Besides, it is always not possible to have all superiors first hand knowledge of the employee. Some companies use this method for middle management personnel in hopes that they will arrive at more fair evaluation and overcome the personal biases of supervisors.

• Ranking

It means comparing one employee with the other. Such comparison is justifiable when several employees are considered for promotion to a single position. It is useful at the time of lay off a part of the work force. Such comparisons among fellow employees or peers can create serious jealousy and bad feelings in company’s work force. However, managers tend to compare their subordinate with one another.

• Paired Comparisons

In this method each employee is compared with other employee in the rating group one at a time. This method provides more information about individual employees than the straight ranking method. Making large number of comparisons is the major drawback of this method.

• Forced Distribution

In this method supervisor compares subordinates and , at the same time placing a certain percentage of employees at various performance level. This method assumes that – “bell- shaped curve” of performance exists in a group. A drawback of this method is that a superior may resist placing any individual in the lowest (or the highest) group. Difficulties can arise when rater have to explain to the employee why he or she was placed in one grouping and others in higher grouping. Further, in small group there may be no reasons to assume that bell- shaped distribution of performance really existed. Finally, in some cases, manager may feel forced to make distinction among employees that may not exist.