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Overall assessment
. The manager writes in narrative form his judgements about the appraisee. 
There will be no guaranteed consistency of the criteria and areas of assessment, however, and 
managers may not be able to convey clear, effective judgements in writing. 
(b) 
Guided assessment
. Assessors are required to comment on a number of specified characteristics 
and performance elements, with guidelines as to how terms such as 'application', 'integrity' and 
'adaptability' are to be interpreted in the work context. This is more precise, but still rather vague. 
(c) 
Grading
. Grading adds a comparative frame of reference to the general guidelines, whereby 
managers are asked to select one of a number of levels or degrees to which the individual in 
question displays the given characteristic. These are also known as 
rating scales
.
Numerical values may be added to ratings to give rating scores. Alternatively a less precise 
graphic scale
may be used to indicate general position on a plus/minus scale. 
Factor: job knowledge 
High
Average Low
(d) 
Behavioural incident methods
. These concentrate on employee behaviour, which is measured 
against typical behaviour in each job, as defined by common critical incidents of successful and 
unsuccessful job behaviour reported by managers.
(e) 
Results-orientated schemes
. These review performance against specific targets and standards of 
performance agreed in advance by manager and subordinate together. There are significant 
advantages to such an approach. 
(i) 
The subordinate is more involved in appraisal because they are able to evaluate their 
progress in achieving jointly agreed targets. 
(ii) 
The manager is relieved of a critic's role, and becomes a coach.
(iii) 
Clear and known targets help modify behaviour. 
The effectiveness of the scheme will depend on the