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  2. Behaviorally anchored rating scales - Wikipedia

    en.wikipedia.org/wiki/Behaviorally_anchored...

    Behaviorally anchored rating scales (BARS) are scales used to rate performance.BARS are normally presented vertically with scale points ranging from five to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance.

  3. Performance appraisal - Wikipedia

    en.wikipedia.org/wiki/Performance_appraisal

    A performance appraisal, also referred to as a performance review, performance evaluation, [1] (career) development discussion, [2] or employee appraisal, sometimes shortened to "PA", [a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about ...

  4. Performance rating (work measurement) - Wikipedia

    en.wikipedia.org/wiki/Performance_Rating_(Work...

    The purpose of performance rating is to provide systematic evaluation of the employees’ contribution to the organization. [6] Globally, the combination of indicators and performance management, combined with intensifying work, transforms the work of employees and of the managers.

  5. 360-degree feedback - Wikipedia

    en.wikipedia.org/wiki/360-degree_feedback

    360-degree feedback (also known as multi-rater feedback, multi-source feedback, or multi-source assessment) is a process through which feedback from an employee's colleagues and associates is gathered, in addition to a self-evaluation by the employee.

  6. Job analysis - Wikipedia

    en.wikipedia.org/wiki/Job_analysis

    Performance appraisal: A performance appraisal compares each employee's actual performance with his or her performance standards. Managers use job analysis to determine the job's specific activities and performance standards. Training: The job description should show the activities and skills, and therefore training, that the job requires

  7. Performance paradox - Wikipedia

    en.wikipedia.org/wiki/Performance_Paradox

    The 1951 GE Measurement Project provided a template for the new performance measures, which were orthogonal to the old performance measures, as well as to each other. The new measures were "profitability, market position, productivity, product leadership, personnel development, employee attitudes, public responsibility", and balance between ...

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