The process of developing BARS

The process of developing BARS

Results

From the developed BAR, it is clear that I have maintained a better relationship with employees. In this way, involving employees in crucial decision making is one of the critical issues I have managed to focus on while handling people. Also, ensuring a high level of confidentiality in the organization is an essential aspect of the organization. However, there are some areas I have scored lowest, for instance, critical listening skills, problem-solving, and communication skills.

The process of developing BARS

The method of BARS involves various issues. Firstly, it is writing critical incidents. As the job holder, a clear description of the critical event which can impact the performance was outstanding. Secondly, it is developing performance dimensions. At this point, the grouping of behaviors in different sizes is essential. Thirdly, is recheck whereby the clusters are compared with a different group of jobholders. The fourth one is scaling critical incidents. It involves rating how effective or ineffective the behaviors affect the performance. Lastly, it is not developing the behaviorally anchored rating scale.

The instrument can be adjusted by focusing on critical aspects of the job performed by an employee. For instance, the instrument can directly target the essential skills such as communication and technical issue of the work that enables human resource officers to discharge their roles in the best way possible

Strengths and weaknesses of BARS

One of the advantages of using a behaviorally anchored rating scale is that they are more reliable. According to Colquitt, Lepine & Wesson (2011), this is because the appraisal remains the same even when different raters rate them. However, BARS is time-consuming and also complicated to develop.

The fact that BARS is action-oriented makes it easier for an individual to improve on their performance. Since an employee can easily understand performance expectation and work hard towards ensuring they achieve the set objectives.

Comparison of BARS to two other performance appraisal processes

BARS involve measuring the critical element of a given job, which is different from the performance appraisal process, such as checklist and management by objectives methods. For instance, the list focuses on Behavior and the job performance of an employee. Snell & Bohlander (2012) elaborates that while management by objectives, the supervisor and subordinates sets goals that employees are required to achieve within a given set of period.

Recommendations

One of the recommendations when using BARS is that it is crucial is the impact of rating inaccuracy needs to be assessed and managed. This will not only ensure better feedback is obtained but will also provide a clear way of dealing with any sources of inaccuracy that can be experienced during appraisals.

References

Colquitt, J.A., Lepine, J.A., & Wesson, M.J. (2011). Organizational Behavior (2nd ed.). New York: McGraw-Hill

Snell, S., & Bohlander, G. (2012). Managing Human Resources. USA, Manson: Cengage Learning