Training and Development and Performance Management

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8.3b Behavioral Methods

As we mentioned, one of the potential drawbacks of a trait-oriented performance evaluation is that traits tend to be vague and subjective. We discussed earlier that one way to improve a trait-based method is with a rating scale that describes behavior along a scale, or continuum. Behavioral methods specifically describe which actions should (or should not) be exhibited on the job.

Critical Incident Method

The critical incident method, described in Chapter 4 in connection with job analysis, is also used as a method of evaluation. Recall that a critical incident (An unusual event that denotes superior or inferior employee performance in some part of the job) occurs when employee behavior results in unusual success or unusual failure in some part of the job. An example of a favorable critical incident occurs when a janitor observes that a file cabinet containing classified documents has been left unlocked at the close of business and calls the firm’s security officer to correct the problem. An example of an unfavorable incident occurs when a mail clerk fails to deliver an Express Mail package immediately, instead putting it in with regular mail to be routed two hours later. The manager keeps a log or diary for each employee throughout the evaluation period and notes specific critical incidents related to how well they perform.

When completing the evaluation form, the manager refers to the critical incident log and uses this information to substantiate an employee’s rating of outstanding, satisfactory, or unsatisfactory in specific performance areas and overall. This method can also help a manager counsel employees when they are having performance problems while the problem is still minor. It also increases the objectivity of the evaluation by requiring the rater to use job performance criteria to justify the ratings.

Behavioral Checklist Method

The behavioral checklist method requires the rater to check statements on a list that describe characteristics of the employee’s behavior. A checklist developed for salespeople who sell electronic products might include a number of statements such as the following:

Questions customers about their needs

Identifies products that meet customers’ needs

Keeps abreast of new developments in technology

Processes orders correctly

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Behaviorally Anchored Rating Scale (BARS)

A behaviorally anchored rating scale (BARS) (A behavioral approach to performance rating that consists of a series of vertical scales, one for each important dimension of job performance) consists of a series of 5 to 10 vertical scales—one for each important dimension of performance identified through job analysis. These dimensions are “anchored” by behaviors identified through a critical incident job analysis. The critical incidents are placed along the scale and are assigned point values according to the opinions of experts. A BARS for the job of firefighter is shown in the upper portion of Highlights in HRM 4. Note that this particular scale is for the dimension described as “Firefighting Strategy: Knowledge of Fire Characteristics.”

A BARS is typically developed by a committee that includes both subordinates and managers. The committee’s task is to identify all the relevant characteristics or dimensions of the job. Behavioral anchors in the form of statements are then established for each of the job dimensions. Several participants are asked to review the anchor statements and indicate which job dimension each anchor illustrates. The only anchors retained are those that at least 70 percent of the group agrees belong with a particular dimension. Finally, the anchors are attached to their job dimensions and are placed on the appropriate scales according to values that the group assigns to them.

At present there is no strong evidence that a BARS reduces all of the rating errors mentioned previously. However, some studies have shown that scales of this type can yield more accurate ratings. One major advantage of a BARS is that personnel outside the HR department participate with HR staff in its development. Employee participation can lead to greater acceptance of the performance evaluation process and of the performance measures that it uses. The procedures followed in developing a BARS also result in scales that have a high degree of content validity. The main disadvantage of a BARS is that it requires considerable time and effort to develop.

Behavior Observation Scale (BOS)

A behavior observation scale (BOS) (A behavioral approach to performance rating that measures the frequency of observed behavior) is similar to a BARS in that they are both based on critical incidents. However, the lower portion of Highlights in HRM 4 shows that rather than asking the evaluator to choose the most representative behavioral anchor, a BOS is designed to measure how frequently each of the behaviors has been observed.

A BOS allows the appraiser to play the role of observer rather than of judge, which makes it easier to provide constructive feedback to the employee, who will be more willing to accept it. Companies such as AT&T and Weyerhaeuser have used the BOS, and research shows that users of the system frequently prefer it over the BARS or trait scales for

maintaining objectivity,

distinguishing good performers from poor performers,

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providing feedback, and

identifying training needs.

Highlights in HRM 4

BARS and BOS Examples

Example of a BARS for Municipal Fire Companies

FIREFIGHTING STRATEGY: Knowledge of Fire Characteristics. This area of performance concerns the ability of a firefighter to understand fire characteristics to develop the best strategy for fighting a fire.

HIGH 7 —Finds the fire when no one else can

6 —Correctly assesses best point of entry for fighting fire

5 —Uses type of smoke as indicator of type of fire

AVERAGE 4 —Understands basic hydraulics

3 —Cannot tell the type of fire by observing the color of flame

2 —Cannot identify the location of the fire

LOW 1 —Will not change the firefighting strategy in spite of flashbacks and other signs that accelerants present

Sample Items from Behavior Observation Scales

For each behavior observed, use the following scale:

5 represents almost always

95–100% of the time

4 represents frequently 85–94% of the time

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3 represents sometimes 75–84% of the time

2 represents seldom 65–74% of the time

1 represents almost never

0–64% of the time

SALES PRODUCTIVITY

NEVER ALWAYS

1. Reviews individual productivity results with manager

1 2 3 4 5

2. Suggests to peers ways of building sales

1 2 3 4 5

3. Uncovers specific needs for each contact

1 2 3 4 5

4. Keeps account plans updated

1 2 3 4 5

5. Follows up on customer leads

1 2 3 4 5

Source: Adapted from Landy, Jacobs, and Associates. Reprinted with permission.

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