Chapter Three of the textbook gives a basic description of five performance appraisal instruments.

Chapter Three of the textbook gives a basic description of five performance appraisal instruments. Choose one of the instruments, and write a two- to three-page paper (excluding the title and reference pages), describing the instrument. Include the following in your paper: 1.Provide a rationale for your choice of the performance appraisal instrument. 2.Analyze the advantages of the instrument. 3.Analyze the disadvantages of the instrument. 4.Illustrate how the appraisal helps with the ADDIE model (Analyze, Design, Develop, Implement, and Evaluate). Your paper must include in-text citations and references from at least two scholarly sources, excluding the textbook, and be formatted according to APA guidelines outlined in the Ashford Writing Center.

Chapter 3 states: Performance Appraisals

A good place to start to evaluate actualperformance is to look to the performanceappraisal to determine if and by how much an employee’sperformance deviates from expectedperformance; this would have been confirmed by our earlier job-task analysis.

Many types ofperformanceappraisalinstruments exist. If you type”performanceappraisal forms” in Google, you will get well over 174,000 hits. Today’s organizations tend to use some standardperformanceappraisalinstruments. Here is a sample listing, with brief descriptions from Murphy and Cleveland (1995): •Critical incidents. The supervisor’s attention is focused on specific or critical behaviors that separate effective from ineffectiveperformance. •Graphic rating scale. This method lists a set ofperformance factors, such as job knowledge, work quality, and cooperation; the supervisor uses these to rate employeeperformance using an incremental scale. •Behaviorally anchored rating scales. These combine elements from critical incident and graphic rating scale approaches. The supervisor rates employees according to items on a numerical scale. •Management by objectives. These evaluate how well an employee has accomplished objectives determined to be critical in jobperformance. •360-degree feedback. This multisource feedback method provides a comprehensive perspective of employeeperformance by using feedback from the full circle of people with whom the employee interacts: supervisors, subordinates, and coworkers. It is effective for career coaching and identifying strengths and weaknesses.