Performance Appraisal Forms

Subject: Leadership Styles
Pages: 3
Words: 561
Reading time:
2 min
Study level: College

Performance Appraisal

Performance appraisal refers to the process of evaluating the performance of the employees within the organization. Performance appraisal process involves comparing the employee’s level of performance with the pre-established standards. The performance appraisal process enables the firm to plan for the future workforce. It also presents the management with the basis to promote, demote, fire and motivate employees (Cleveland, 2010).

Additionally, performance appraisal enables the firm’s management to determine the training needs of the employees. The firm, therefore, should pay much attention to the performance appraisal process as it gives the general outlook of the quality of the workforce. In essence, this process requires a clearly spelt out criteria for the whole exercise. Clearly documented forms are usually used to review the performance of the employees. These forms provide expected standard in all the given disciplines.

Performance Appraisal Form

Name: Ref. No.
Date: Venue: Appraiser:

Communication skills (40%)

Check point Score Remarks
Exhibits openness and acceptance to views from other employees
Employs appropriate mode of communication
Regularly consult with the organization’s management team
Maintains proper communication with the junior staff

Supervision (30%)

Check point Score Remarks
Reports to place of work promptly
Carries out the supervision duties in line with the organization’s policies
Keeps and updates all the records of the employees within the department
Demonstrates accuracy and objectivity on the duties assigned
Responds to requests for assistance


Check point Score Remarks
Hold departmental meetings as scheduled in the organization’s act
Keeps updated objectives for both department and organization
Spells out the corrective measures for employees who do not carry out their duties promptly
Prioritizes and plans activities in line with the organization’s objectives
Understands the organization’s requirements and set standards
Keeps tabs with changes in the leadership and management strategies

Final Grading

Outstanding The supervisor consistently carries out his responsibilities promptly. Performance level is excellent. Reports on duty promptly. Keeps updated operations records. Consults with management where necessary. Keeps a healthy level of interaction with other employees. A great team player.
Meets job standards The overall performance is satisfactory. The employee does his duty well most of the time. The employee is also conversant with the firm’s objectives. The employee’s communication skill is satisfactory. Puts organization’s interests ahead of personal interests.
Marginal The employee’s general level of performance does not meet the appropriate level. The employee does not report to duty at the expected time. The employee does not keep records of the duties. Rarely consult with the management.
Unsatisfactory The employee’s level of performance is unsatisfactory. The employee rarely reports to his working station. The employee does not update himself with the changes in the management system.

There are different grading systems. The grading system used above is clear and easy to understand by all the involved parties. It also gives a clear impression of the overall condition of the appraisal process. Supervision as an administrative duty requires the supervisor to command great communication skills. The supervisor should be in contact with employees in order to relay the relevant instructions to the employees. Equally, the supervisor should possess good leadership attributes in order to take control over all the operations happening within his area of jurisdiction (Grote, 2011). While supervision as an exercise requires coaching, the manager should be able to exercise all the necessary skills gained through experience in carrying out his duties.


Cleveland, J. (2010). Understanding Performance Appraisal: Social, Organizational, and Goal-Based Perspectives. Thousand Oaks: SAGE Publications, Inc.

Grote, D. (2011). How to Be Good at Performance Appraisals: Simple, Effective, Done Right. Cambridge: Harvard Business Review Press.