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Behaviorally anchored rating scales (BARS) are scales used to rate performance. BARS are normally presented vertically with scale points ranging from five to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance. [1]
BARS were developed in response to dissatisfaction with the subjectivity involved in using traditional rating scales such as the graphic rating scale. [2] A review of BARS concluded that the strength of this rating format may lie primarily in the performance dimensions which are gathered rather than the distinction between behavioral and numerical scale anchors. [3]
BARS are rating scales that add behavioral scale anchors to traditional rating scales (e.g., graphic rating scales). In comparison to other rating scales, BARS are intended to facilitate more accurate ratings of the target person's behavior or performance. However, whereas the BARS is often regarded as a superior performance appraisal method, BARS may still suffer from unreliability, leniency bias and lack of discriminant validity between performance dimensions. [3] [4]
BARS are developed using data collected through the critical incident technique, [5] or through the use of comprehensive data about the tasks performed by a job incumbent, such as might be collected through a task analysis. In order to construct BARS, several basic steps, outlined below, are followed.
Industrial and organizational psychology is the science of human behavior in the workplace. It is an applied discipline within psychology. Depending on the country or region of the world, I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.
A performance appraisal, also referred to as a performance review, performance evaluation, (career) development discussion, or employee appraisal, sometimes shortened to "PA", is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about work and settle into their jobs. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.
360-degree feedback is a process through which feedback from an employee's subordinates, peers, colleagues, and supervisor(s), as well as a self-evaluation by the employee themselves is gathered. Such feedback can also include, when relevant, feedback from external sources who interact with the employee, such as customers and suppliers or other interested stakeholders. 360-degree feedback is so named because it solicits feedback regarding an employee's behavior from a variety of points of view. It therefore may be contrasted with "downward feedback", or "upward feedback" delivered to supervisory or management employees by subordinates only.
Job satisfaction, employee satisfaction or work satisfaction is a measure of workers' contentedness with their job, whether they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction can be measured in cognitive (evaluative), affective, and behavioral components. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job. or cognitions about the job.
Experimental psychology refers to work done by those who apply experimental methods to psychological study and the underlying processes. Experimental psychologists employ human participants and animal subjects to study a great many topics, including sensation & perception, memory, cognition, learning, motivation, emotion; developmental processes, social psychology, and the neural substrates of all of these.
A personality test is a method of assessing human personality constructs. Most personality assessment instruments are in fact introspective self-report questionnaire measures or reports from life records (L-data) such as rating scales. Attempts to construct actual performance tests of personality have been very limited even though Raymond Cattell with his colleague Frank Warburton compiled a list of over 2000 separate objective tests that could be used in constructing objective personality tests. One exception however, was the Objective-Analytic Test Battery, a performance test designed to quantitatively measure 10 factor-analytically discerned personality trait dimensions. A major problem with both L-data and Q-data methods is that because of item transparency, rating scales and self-report questionnaires are highly susceptible to motivational and response distortion ranging all the way from lack of adequate self-insight to downright dissimulation depending on the reason/motivation for the assessment being undertaken.
The halo effect is the tendency for positive impressions of a person, company, country, brand, or product in one area to positively or negatively influence one's opinion or feelings in other areas. Halo effect is "the name given to the phenomenon whereby evaluators tend to be influenced by their previous judgments of performance or personality." The halo effect is a cognitive bias which can possibly prevent someone from accepting a person, a product or a brand based on the idea of an unfounded belief on what is good or bad.
The observer-expectancy effect is a form of reactivity in which a researcher's cognitive bias causes them to subconsciously influence the participants of an experiment. Confirmation bias can lead to the experimenter interpreting results incorrectly because of the tendency to look for information that conforms to their hypothesis, and overlook information that argues against it. It is a significant threat to a study's internal validity, and is therefore typically controlled using a double-blind experimental design.
The Big Five personality traits is a suggested taxonomy, or grouping, for personality traits, developed from the 1980s onward in psychological trait theory.
Job analysis is a family of procedures to identify the content of a job in terms of the activities it involves in addition to the attributes or requirements necessary to perform those activities. Job analysis provides information to organizations that helps them determine which employees are best fit for specific jobs.
A job interview is an interview consisting of a conversation between a job applicant and a representative of an employer which is conducted to assess whether the applicant should be hired. Interviews are one of the most popularly used devices for employee selection. Interviews vary in the extent to which the questions are structured, from a totally unstructured and free-wheeling conversation to a structured interview in which an applicant is asked a predetermined list of questions in a specified order; structured interviews are usually more accurate predictors of which applicants will make suitable employees, according to research studies.
In psychometrics, content validity refers to the extent to which a measure represents all facets of a given construct. For example, a depression scale may lack content validity if it only assesses the affective dimension of depression but fails to take into account the behavioral dimension. An element of subjectivity exists in relation to determining content validity, which requires a degree of agreement about what a particular personality trait such as extraversion represents. A disagreement about a personality trait will prevent the gain of a high content validity.
Biodata is the shortened form for biographical data.
In statistics, inter-rater reliability is the degree of agreement among independent observers who rate, code, or assess the same phenomenon.
Affective events theory (AET) is an industrial and organizational psychology model developed by organizational psychologists Howard M. Weiss and Russell Cropanzano to explain how emotions and moods influence job performance and job satisfaction. The model explains the linkages between employees' internal influences and their reactions to incidents that occur in their work environment that affect their performance, organizational commitment, and job satisfaction. The theory proposes that affective work behaviors are explained by employee mood and emotions, while cognitive-based behaviors are the best predictors of job satisfaction. The theory proposes that positive-inducing as well as negative-inducing emotional incidents at work are distinguishable and have a significant psychological impact upon workers' job satisfaction. This results in lasting internal and external affective reactions exhibited through job performance, job satisfaction, and organizational commitment.
Impression formation in social psychology refers to the processes by which different pieces of knowledge about another are combined into a global or summary impression. Social psychologist Solomon Asch is credited with the seminal research on impression formation and conducted research on how individuals integrate information about personality traits. Two major theories have been proposed to explain how this process of integration takes place. The Gestalt approach views the formation of a general impression as the sum of several interrelated impressions. As an individual seeks to form a coherent and meaningful impression of another individual, previous impressions significantly influence the interpretation of subsequent information. In contrast to the Gestalt approach, the cognitive algebra approach asserts that individuals' experiences are combined with previous evaluations to form a constantly changing impression of a person. A related area to impression formation is the study of person perception, making dispositional attributions, and then adjusting those inferences based on the information available.
Counterproductive work behavior (CWB) is employee behavior that goes against the legitimate interests of an organization. These behaviors can harm organizations or people in organizations including employees and clients, customers, or patients. It has been proposed that a person-by-environment interaction (the relationship between a person's psychological and physical capacities and the demands placed on those capacities by the person's social and physical environment.) can be utilized to explain a variety of counterproductive behaviors. For instance, an employee who is high on trait anger is more likely to respond to a stressful incident at work with CWB.
The PAD emotional state model is a psychological model developed by Albert Mehrabian and James A. Russell to describe and measure emotional states. PAD uses three numerical dimensions, Pleasure, Arousal and Dominance to represent all emotions. Its initial use was in a theory of environmental psychology, the core idea being that physical environments influence people through their emotional impact. It was subsequently used by Peter Lang and colleagues to propose a physiological theory of emotion. It was also used by James A. Russell to develop a theory of emotional episodes. The PA part of PAD was developed into a circumplex model of emotion experience, and those two dimensions were termed "core affect". The D part of PAD was re-conceptualized as part of the appraisal process in an emotional episode. A more fully developed version of this approach is termed the psychological construction theory of emotion.
Core self-evaluations (CSE) represent a stable personality trait which encompasses an individual's subconscious, fundamental evaluations about themselves, their own abilities and their own control. People who have high core self-evaluations will think positively of themselves and be confident in their own abilities. Conversely, people with low core self-evaluations will have a negative appraisal of themselves and will lack confidence. The concept of core self-evaluations was first examined by Judge, Locke, and Durham (1997) and involves four personality dimensions: locus of control, neuroticism, generalized self-efficacy, and self-esteem. The trait developed as a dispositional predictor of job satisfaction, but has expanded to predict a variety of other outcomes. Core self-evaluations are particularly important because they represent a personality trait which will remain consistent over time. Furthermore, the way in which people appraise themselves using core self-evaluations has the ability to predict positive work outcomes, specifically, job satisfaction and job performance. These relationships have inspired increasing amounts of research on core self-evaluations and suggest valuable implications about the importance this trait may have for organizations.
Person–environment fit is the degree to which individual and environmental characteristics match. Person characteristics may include an individual's biological or psychological needs, values, goals, abilities, or personality, while environmental characteristics could include intrinsic and extrinsic rewards, demands of a job or role, cultural values, or characteristics of other individuals and collectives in the person's social environment. Due to its important implications in the workplace, person–environment fit has maintained a prominent position in Industrial and organizational psychology and related fields.