MSG Team's other articles

11913 What to do if You are Laid Off from Your Job

In these tough economic times, layoffs have become common in the United States and in Europe and the trend is spreading to all over the world. Therefore, the chances of being laid off from your job are increasing and hence, there a few things to do if you are laid off from your job. First […]

9843 Importance of HRM for Organizational Success

We have discussed the basic concept of HRM and the ways in which it helps the organization meet its goals. In this article, we discuss the reasons for organizations to have a HRM strategy as well as the business drivers that make the strategy imperative for organizational success. It is a fact that to thrive […]

10944 Relationship Building Strategies at Workplace

Let us go through few relationship strategies within the workplace: Don’t enter office with the perception that office colleagues can never be good friends. Infact there are people who have their best friends at the workplace only. Leave all your personal problems behind. Don’t start working the moment you enter office. Work becomes monotonous this […]

12723 Changing Recruitment Strategies of Corporates and Tips to Get Hired

The Changing World of Recruitment Over the years, there have been several changes in the recruitment strategies of corporate. For many years, the recruitment process used to consist of a newspaper ad announcing vacancies, followed by shortlisting potential candidates and then asking them to take a technical test and a psychometric (personality assessment) test, culminating […]

9714 For those Nearing their Forties: How to Plan for your Second Half of Career and Life ?

If the previous generation was the first to contemplate life after retirement as the Industrial revolution and the birth of modern scientific management meant that employees outlived their organizations. In other words, the baby boomer generation was the first generation to actually contemplate what their lives would be after retiring from the corporate world. This […]

Search with tags

  • No tags available.

Managers commit mistakes while evaluating employees and their performance. Biases and judgment errors of various kinds may spoil the performance appraisal process. Bias here refers to inaccurate distortion of a measurement. These are:

  1. First Impression (primacy effect): Raters form an overall impression about the ratee on the basis of some particluar characteristics of the ratee identified by them. The identified qualities and features may not provide adequate base for appraisal.

  2. Halo Effect: The individual’s performance is completely appraised on the basis of a perceived positive quality, feature or trait. In other words this is the tendency to rate a man uniformly high or low in other traits if he is extra-ordinarily high or low in one particular trait. If a worker has few absences, his supervisor might give him a high rating in all other areas of work.

  3. Horn Effect: The individual’s performance is completely appraised on the basis of a negative quality or feature perceived. This results in an overall lower rating than may be warranted. “He is not formally dressed up in the office. He may be casual at work too!”.

  4. Excessive Stiffness or Lenience: Depending upon the raters own standards, values and physical and mental makeup at the time of appraisal, ratees may be rated very strictly or leniently.

    Some of the managers are likely to take the line of least resistance and rate people high, whereas others, by nature, believe in the tyranny of exact assessment, considering more particularly the drawbacks of the individual and thus making the assessment excessively severe. The leniency error can render a system ineffective. If everyone is to be rated high, the system has not done anything to differentiate among the employees.

  5. Central Tendency: Appraisers rate all employees as average performers. That is, it is an attitude to rate people as neither high nor low and follow the middle path. For example, a professor, with a view to play it safe, might give a class grade near the equal to B, regardless of the differences in individual performances.

  6. Personal Biases: The way a supervisor feels about each of the individuals working under him - whether he likes or dislikes them - as a tremendous effect on the rating of their performances. Personal Bias can stem from various sources as a result of information obtained from colleagues, considerations of faith and thinking, social and family background and so on.

  7. Spillover Effect: The present performance is evaluated much on the basis of past performance. “The person who was a good performer in distant past is assured to be okay at present also”.

  8. Recency Effect: Rating is influenced by the most recent behaviour ignoring the commonly demonstrated behaviours during the entire appraisal period.

Therefore while appraising performances, all the above biases should be avoidd.

Article Written by

MSG Team

An insightful writer passionate about sharing expertise, trends, and tips, dedicated to inspiring and informing readers through engaging and thoughtful content.

Leave a reply

Your email address will not be published. Required fields are marked *

Related Articles

Communicating Performance Appraisals

MSG Team

360 Degree Feedback

MSG Team