ABSTRACT
Management theorists believe that objective and fair performance appraisal systems enrich the relationship between the supervisor and the subordinate. The four universal aspects of performance appraisals are: A performance goal, standard or plan, measurement of job-related performance, comparison of employee performance with the goal, standard or plan and the use of corrective action. Effective supervisors accept performance appraisals as a challenge and feel that it is worth taking risks because it offers them an opportunity to provide substance and form to the agency's resources. Behaviorally anchored rating scales (BARS) focuses on specific on-the-job activities, rather than on personal traits. The employee and the first-line supervisor get together to map out future goals and objectives, measures of achievement and time frames. In performance evaluations, there are opportunities for errors, which refer to influences that affect perceptions and interfere with objective assessment. Supervisors can be trained to recognize common errors in order to find ways to avoid them.
