This paper will discuss will discuss rating system that judge employees on job performance. The rating systems that will discuss in this paper are the following: forced-ranking, absolute-rating and relative-rating system. The author will discuss weather forced ranking is a good performance management system, the different between the absolute-rating and relative-rating systems, an what would the author rely on as a rating system and can a absolute-rating system be devise that would guarantee differentiation among workers,
Rank & Yank: Legitimate Performance Improvement Tool
Ruthless and Unfair Management
1. Do you think forced ranking is a good performance management system? Why or Why not.
The forced ranking system …show more content…
According to Balkin “The absolute rating approach is an appraisal format that asks superiors to make judgments about an employee’s performance based solely on performance standards” (p.211). No direct comparisons between co-workers are made and it do not cause conflict among workers that relative-rating approaches to absolute performance judgment are not wrong. Supervisors are asked to rank employees by the particular qualities and competencies listed on a form. Relative judgment requires supervisors to compare an employee’s performance to other workers doing the same job. There are issues with the absolute ranking system. In the absolute ranking system there is a possibility of supervisors ranking several employees the same, but on the other hand overall I believe an absolute rating system is perceived as fairer than a relative one. In the absolute rating system the performance criteria are clearly defined across the levels of the rating scale, whereas it is not in the relative rating.
3. As a manger, would you prefer to rely on an absolute performance rating system or a relative system such as forced ranking? Why?
As a manager, I would prefer to rely upon an absolute performance rating system. According to Balkin, “The absolute rating approach is an appraisal format that asks superiors to make judgment about an employee’s performance based solely on performance standards” (p. 211). Rating