Download EPUB Ebook here { }. . The Bell Curve appraisal system is better known as the Forced Ranking Bell Curve method for performance appraisal always creates a doubt about the. PDF | Performance appraisal is as old as business itself. Various methods and Download full-text PDF. Content Bell curve is called forced distribution method as the raters are compelled to fix ratee in one of. the four silos. International Journal of Management (IJM) Volume 10, Issue 1, January-February , pp. , Article ID: IJM_10_01_ Available online at.

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Dear All, Please find the attached file for Bell Curve Appraisal. Thanks & Regards , Ranjita 11th October From India, Kolkata Attached. adopted for assessment of the present performance appraisal methods, a study of select is close to normal distribution curve popularly known as 'bell-curve'. Article Information, PDF download for Scrapping the Bell Curve: A methods of performance management followed the bell curve or the.

Organizations believing in pay for performance, exhilarate the concept of performance appraisal on the basis of outcomes observed over a specific time period. It helps to: reward top performing employees to boost their confidence and motivate them to achieve business goals encourage mediocre performers to work harder and get into the square of highest performance identify low performers to guide them right and get them back on the track of better performance If this is all that you wish to do, Bell Curve is the right thing on your mind.

Now think for a moment! How cool does it sound when HR people embrace a trigonometric plot Bell Curve Distribution calling it to be their strategic distribution of evaluating employee performance? Believe it or not! People in past have used Bell Curve distribution for carrying out appraisal process brilliantly.

To an extent, it is all about enforcing the accountability on the employees and expecting them to do better and better. The normal distribution of this systematic bell-shaped graph places the majority of people in the average performance area while keeping the exceptions on both sides of the dropping slope.

A lot of debating has happened over the forced ranking system of appraisal. Some HR professionals believe that while carrying out the performance management process , a bell curve graph is the best way to identify the top performers and under-performers, whereas others believe it compels the appraiser to use a forced rating instead of a fair one. However, the truth lies somewhere in between.

Let us explore some advantages and disadvantages of using a bell curve for appraisal from the organizational perspective. Advantages of the Bell Curve System Identify Top Performers through the Bell Curve Grading The forced ranking compels managers to make decisions and differentiate between different employees. Those who are identified as high-top performers are rewarded: they feel motivated and work harder to grow in the company.

Their growth and career plans can be developed suitably, and initiatives taken to retain them within the company. This not only helps retain the top talent but also builds succession pipelines. Lenient scores mean a larger cluster of employees in a high-rating group a right-skewed bell-curve , and strict scores mean large numbers of employees in a low-rating group a left-skewed bell curve. These unbalanced scoring may demotivate high performers and retain mediocre employees.

Relevance of Bell Curve Method of Performance Appraisal

This eventually leads to better career planning of these top performers and leads to better retention in the organization. This kind of approach also strengthens succession planning.

To identify employee-job fit in an organization The performance of an employee can be identified with the help of Bell Curve methods. This approach may reveal other positions in the organization that may be more suited for the employee in the company.

Use of Bell Curve in Performance Appraisals – Good or Bad?

The forced distribution with required analysis and HR intervention, can identify other positions within the organization for employees. By keeping in mind their competencies, strengths and career plans viz-a-viz the current openings, HR can be instrumental in planning the employee development. After identifying the reason, an organization can correct the situation by providing necessary training to the employee to either acquire or upgrade the existing skill, knowledge and ability.

Error such as leniency or strictness as well as central tendency are minimized while using the Bell curve method as it requires the employees to be categorized in three groups. Forced Distribution of Employees Bell curve method forces the distribution of employees in three categories of High Performers, Average Performers and Non-performers. Many times, this does not represent the actual scenario. An organization may have more numbers of employees in any one category who need to be pushed in to some other category due to forced distribution required under Bell Curve Method.

Employees Tend to Concentrate More on Visible Performance than the Required Performance As the visible performance of the employee gets noticed quickly by the management rather than the performance required, employees begin to concentrate their efforts on the performance which will be more noticeable and may not pay attention to such factors which might be very crucial to the success and effectiveness of the work done, but which may not be noticeable.

Hampers Team Spirit in the Organization As a result of constant pressure for high performance, employees get, employees get very self-concerned.

There develops a culture of distrust and misbelief. People hesitate helping the fellow employees fearing that they will get better rating and as a result of these, the team spirit in the organization suffers.

Reduced Morale Employees are constantly under pressure for performance and are anxious about consequences in case their performance is not up to the mark.

Tough job market adds to their anxiety and slowly this starts reducing their morale and affects their performance negatively. Not suitable for Smaller Organizations: In the organization with less than employees, Bell Curve method may not work well because the categorization of employees into high performers, average performers and non- performers in such cases may be erroneous.

Increased Attrition As a result of high anxiety and low morale due to constant pressure of high performance and a fear that an employee can be shown a door at the slightest mistake, there is a possibility of attrition rate in the organization increasing with Bell Curve method.

Tejashree Deshmukh and Jigar Patel 6.

Such system breed unhealthy competition among employees and encourages political behaviour in the organization. Hence, instead of following Bell Curve Method of PMS which relies on normal distribution, a method following Power Law distribution, may yield better performance from the employees and hence, better results for the organization.

Power law distribution for performance means a very small percentage of employees contribute a disproportional amount of output. Power law distribution is more relevant in 21st century organizations employing knowledge workers, whereas normal distribution was more suitable for the manufacturing era.

Disadvantages of the Bell Curve

O'Boyle et al, When an organization tries to force a normal distribution upon a power law distribution, it underestimates the work of high performer and overestimates the work of an average or low performer. Rewards in the organization should be based on performance distribution.

Simply speaking, salary differentials should reflect performance differentials. However, in some jobs like sales where variable compensation prevails and performance can be clearly measured in numbers, the situation is improving faster.Growth curves were initially performed to confirm that all strains would reach a stable early- to mid-log phase after 4 h of pre-incubation in antimicrobial-free GW medium.

Similar to the effect of ciprofloxacin Fig. This approach may reveal other positions in the organization that may be more suited for the employee in the company. Most published time-kill protocols for N.

Use of Bell Curve in Performance Appraisals – Good or Bad?

The question is — Does individual performance follow a normal distribution or a power law distribution? Those who are identified as high-top performers are rewarded: they feel motivated and work harder to grow in the company.

Here the manager might be forced to put employees in specific ratings just for the sake of bell curve requirements. It categorizes employees based on their performance and rewards or reprimands them accordingly.