Performance Appraisal Methods: Traditional and Modern Methods!
Each method of performance appraisal has its strengths and weaknesses may be suitable for one organisation and non-suitable for another one. As such, there is no single appraisal method accepted and used by all organisations to measure their employees’ perfor¬mance.
All the methods of appraisal devised so far have been classified differently by different authors. While DeCenzo and Robbins’^ have classified appraisal methods into three categories: absolute meth¬ods, relative methods and objective methods; Aswathappa has classified these into two categories past-oriented and future-oriented.
Michael R Carrell et. al. have classified all appraisal methods into as many as six categories: rating scales, comparative methods, critical incidents, 6ssay, MBO and combina¬tion methods. Rock and Levis” have classified the methods into two broad categories: narrow interpre¬tation and broad interpretation. Beatty and Schneier have categorised various methods of appraisal into four groups: comparative methods, absolute methods, goal setting, and direct indices.
A more widely used classification of appraisal methods into two categories, viz., traditional methods and modem methods, is given by Strauss and Sayles”. While traditional methods lay emphasis on the rating of the individual’s personality traits, such as initiative, dependability, drive creativity, integrity, intelligence, leadership potential, etc.; the modem methods, on the other hand, place more emphasis on the evaluation of work results, i.e., job achievements than the personal traits! Modem methods tend to be more objective and worthwhile. The various methods included in each of the two categories are listed in Table
