Employee performance appraisal system

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I. Contents of getting employee performance appraisal system

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The primary goals of performance appraisal systems are twofold: to ensure that employees are
aware of the expectations the organization has of them, and to assess their activities and
performance accordingly. For community policing to be implemented and sustained effectively,
it is important that law enforcement agencies adapt their performance appraisal systems to reflect
community policing measures, as well as the traditional measures that currently are used. By
doing so, agencies will be in a much better position to assess their community policing activities
at the individual, unit, and organizational levels.
Adapting existing performance appraisal systems so that they reflect community policing
priorities can be complicated. Fully assessing performance in a community policing agency
requires a performance appraisal system that includes measures that are easily quantifiable, but
also reflects activities and strategies that are employed to achieve the desired results that are
more difficult to quantify. In describing the fundamentals of effective police performance
management, the United Kingdom Home Office, which has developed a comprehensive set of
materials to support its move toward updating police performance reporting and tracking within
the U.K., has defined good performance as doing the right things (priorities), doing them well
(quality) and doing the right amount (quantity).1 Nevertheless, while difficult, developing
community policing standards and measures and including them in the performance appraisal
system can serve as a linchpin for putting the community policing philosophy in place and
institutionalizing the concept.
Performance Appraisals for Officers

Under community policing, line-level officers are encouraged to become intimately familiar with
the geographic areas they serve, as well as the people who live and work in that community.
Officers are also encouraged to develop ownership for community issues and priorities; and to
identify and address specific crime problems within that area. Performance appraisal systems
that evaluate community policing activities can serve as a valuable tool for these officers by
creating the expectations for their work. Moreover, by evaluating officers on their community
policing efforts, they are provided with an opportunity to be recognized for the true impact they
are making on the community.
The results of performance appraisals may also allow an agency to tailor and focus its training
efforts on areas demonstrated of greatest need. Existing reward and promotion systems, which
may already reflect community policing and that are used to endorse the desired work of officers,
are reinforced when accompanied by a performance appraisal system reflecting consistent
values. Moreover, including community policing measures in officer performance appraisals
serves as a form of agreement between the agency and officer about not just what is required of
him or her while on the job, but also the support, flexibility, and resources the agency needs to
invest so that officers can be fully successful.
The Supervisors Role in Managing the Performance Appraisal System
Supervisors play a fundamental part in helping officers understand their role in community
policing. It is their responsibility to translate the philosophy of community policing into
expectations for practical activity and then evaluate the officers performance in meeting these
expectations. To accomplish this, supervisors must articulate and demonstrate what is expected,
then reinforce the expectations through the performance appraisal process, among other things.
Reinforcing successful performance and addressing activities and behavior that are neither
desired nor a priority should be addressed not only daily, but also through the formal
performance appraisal process.
Whenever possible, supervisors need to remove barriers to the effective implementation of
community policing and support the development of skills and knowledge within officers they
oversee. Supervisors can identify training needs of their officers by evaluating community
policing successes and using performance appraisals to identify areas that need improvement.
Ultimately, by encouraging and holding officers responsible for activities such as analyzing
crime trends in a service area, mobilizing the community, collecting citizen input on priorities
and concerns, and developing problem-oriented policing projects, supervisors become
accountable for community policing.
Conclusion
Communities hold their law enforcement agencies to very high standards. A comprehensive
performance appraisal system that reflects community policing values can help to determine if
the level of service of individual officers, units, and the department as a whole is at the desired

level. It can inform strategic planning, performance benchmarking and reporting, and training
initiatives and, ultimately, improve the departments level of problem-solving and partnerships
with the community.
Performance appraisal systems are perhaps the clearest enunciation of what employees should do
and achieve and, in that sense, represent the very essence of an agency. Tracking and evaluating
community policing through performance appraisal systems recognizes that the police role is
broad and complex, and that working in partnership with the community and engaging in
problem-solving are priorities. Performance appraisal systems that do not capture the breadth and
depth of activity under community policing may actually discourage community policing
activities. Agencies that have maximized the important role that their performance appraisal
system plays in ensuring that officers both understand and are held responsible for meeting
community policing responsibilities are likely to see more widespread and effective use of
community policing by their employees.
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III. Performance appraisal methods

1. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.

2. Behaviorally Anchored Rating Scales

statements of effective and ineffective behaviors

determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages helps overcome rating
errors. Disadvantages Suffers from distortions
inherent in most rating techniques.

3. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages Raters biases

4. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages economy, ease of administration, limited
training required, standardization. Disadvantages Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings

5.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
The whole man is compared with another
whole man in this method. In practice, it is very difficult
to compare individuals possessing various individual
traits.
This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. Critical Incidents Method

The approach is focused on certain critical behaviors of

employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.

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