Lakhasly

organizations in the mid-1970s found behaviorally anchored rating scales to be the third most frequently used measure of performance.The most individualized appraisal system is undoubtedly manage- ment by objectives.21 Traditional rating scales define both the domain of performance and specify performance levels in a loose, nonsystematic fashion.Behaviorally anchored rating scales represent an intermediate form of appraisal in terms of their generality.A highly desirable feature of behaviorally anchored rating scales is the fact that they are based

on job analysis.The anchoring of the numerical values on the

final rating instrument also represents a sophisticated attempt to estab-

lish standards of performance.The likelihood of contamination and deficiency is thus

substantially reduced.

organizations in the mid-1970s found behaviorally anchored rating scales to be the third most frequently used measure of performance. 21 Traditional rating scales define both the domain of performance and specify performance levels in a loose, nonsystematic fashion. While evaluators often accept them, 22 they usually fail to capture the specific task components of various jobs. Thus, they probably lead to both con- tamination and deficiency. Scales such as these, designed to cover a wide variety of jobs, are probably most limited in these respects. Behaviorally anchored rating scales represent an intermediate form of appraisal in terms of their generality. For the most part, they have been designed to cover only single jobs. A highly desirable feature of behaviorally anchored rating scales is the fact that they are based

on job analysis. The likelihood of contamination and deficiency is thus

substantially reduced. The anchoring of the numerical values on the

final rating instrument also represents a sophisticated attempt to estab-

lish standards of performance.

The most individualized appraisal system is undoubtedly manage- ment by objectives. Each employee's job is analyzed and each em- ployee has, in effect, unique performance standards to work toward. Specificity is desirable if it can be assumed that the goals established are equally difficult for all employees. If not, employees who have had relatively easy goals set may be overrewarded compared to em- ployees who have been given more difficult goals.