1. errors affect appraisal
1.1. Prejudice, sex or race discrimination
1.2. Subjectivity and bias
1.3. Insufficient knowledge of the appraise
1.4. The 'halo' and 'horns' effect
1.5. The problem of context
1.6. The terms of the conflation of judge and counsellor
1.7. The paperwork
1.8. The formality
1.9. Outcomes are ignored
1.10. Everyone is 'average or just above average'
1.11. Appraising the wrong features
1.12. Recency bias
1.13. Leniency
1.14. Strictness
1.15. Central tendency
2. Factors affecting performance appraisal
2.1. Knowledge, ability and skill on the job
2.2. Attitude to work, expressed as enthusiasm, commitment and motivation
2.3. Quality of work
2.4. Volume of productive output
2.5. Interaction
3. nature of performance appraisal
3.1. Definition
3.1.1. A process of reviewing individual performances against pre-determined criteria or objectives, involving the gathering of information, one or more meetings and some form of report which may include a performance rating
3.2. importance of performance appraising
3.2.1. ensuring that organizational members are aware of what is expected of them and socializing organizational members to buy in to the organizational culture
3.2.2. Improve current performance
3.2.3. Provide feedback
3.2.4. Increase motivation
3.2.5. Identify training and development needs
3.2.6. Identify potential
3.2.7. Let individuals know what is expected of them
3.2.8. Focus on career development and succession planning
3.2.9. Award salary increases/ performance related pay
3.2.10. Evaluate the effectiveness of the selection process
3.2.11. Solve job problems and set objectives
3.3. Methods of performance appraisal
3.3.1. Customer surveys
3.3.2. Range of surveillance techniques
3.3.3. Mystery or phantom shopper
3.3.4. Multi-rater or 360- degree feedback