Behaviorally anchored rating scales

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Behaviorally anchored rating scales (BARS) are scales used to rate performance.
BARS are normally presented vertically with scale points ranging from five to ni
ne. It is an appraisal method that aims to combine the benefits of narratives, c
ritical incidents, and quantified ratings by anchoring a quantified scale with s
pecific narrative examples of good, moderate, and poor performance.[1]
Contents
1
2
3
4

Background
Benefits of BARS
Developing BARS
References

Background
BARS were developed in response to dissatisfaction with the subjectivity involve
d in using traditional rating scales such as the graphic rating scale.[2] A revi
ew of BARS concluded that the strength of this rating format may lie primarily i
n the performance dimensions which are gathered rather than the distinction betw
een behavioral and numerical scale anchors.[3]
Benefits of BARS
BARS are rating scales that add behavioral scale anchors to traditional rating s
cales (e.g., graphic rating scales). In comparison to other rating scales, BARS
are intended to facilitate more accurate ratings of the target person's behavior
or performance. However, whereas the BARS is often regarded as a superior perfo
rmance appraisal method, BARS may still suffer from unreliability, leniency bias
and lack of discriminant validity between performance dimensions.[3][4]
Developing BARS
BARS can be developed
ue,[5] or through the
ob incumbent, such as
nstruct BARS, several

using data collected through the critical incident techniq

use of comprehensive data about the tasks performed by a j
might be collected through a task analysis. In order to co
basic steps, outlined below, are followed.

Examples of effective and ineffective behavior related to job are collected

from people with knowledge of job using the critical incident technique. Alterna
tively, data may be collected through the careful examination of data from a rec
ent task analysis.
These data are then converted into performance dimensions. To convert these
data into performance dimensions, examples of behavior (such as critical inciden
ts) are sorted into homogeneous groups using the Q-sort technique. Definitions f
or each group of behaviors are then written to define each grouping of behaviors
as a performance dimension
A group of subject matter experts (SMEs) are asked to re-translate the behav
ioral examples back into their respective performance dimensions. At this stage
the behaviors for which there is not a high level of agreement (often 50 75%) are
discarded while the behaviors which were re-translated back into their respectiv
e performance dimensions with a high level of SME agreement are retained. The re
-translation process helps to ensure that behaviors are readily identifiable wit
h their respective performance dimensions.
The retained behaviors are then scaled by having SMEs rate the effectiveness
of each behavior. These ratings are usually done on a 5- to 9-point Likert-type
scale.

Behaviors with a low standard deviation (for examples, less than 1.50) are r
etained while behaviors with a higher standard deviation are discarded. This ste
p helps to ensure SME agreement about the rating of each behavior.
Finally, behaviors for each performance dimensions, all meeting re-translati
on and criteria, will be used as scale anchors.
References
Management of Human Resources, Gary Dessler
Smith & Kendall. (1963). Re translation of expectations: An approach to the cons
truction of unambiguous anchors to rating scales. Journal of Applied Psychology,
47, 149 55. doi:10.1037/h0047060
Schwab, Heneman, & DeCotiis. (1975). Behaviourally anchored rating scales: A rev
iew of the literature. Personnel Psychology, 28, 549 62.
Kingstrom & Bass. (1981). A critical analysis of studies comparing behaviorally
anchored ratings scales (BARS) and other rating formats. Personnel Psychology, 3
4, 263 89. doi:10.1111/j.1744-6570.1981.tb00942.x
Flanagan. (1954). The critical incident technique. Psychological Bulletin, 5
1.
In psychology research on behaviorism, behaviorally anchored rating scales (BARS
) are scales used to report employee performance. BARS are normally presented ve
rtically, with scale points ranging from one to five. BARS is a method that comb
ines elements of the traditional rating scales and critical incidents methods. I
t aims to combine the benefits of narratives, critical incidents, and quantified
ratings by anchoring a quantified scale with specific narrative examples of goo
d/poor or effective/ineffective performance. [1]
Categories:
Behaviorism
Psychological testing
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