Believe it or not, you probably already know what a graphic rating scale is. A graphic rating scale is a commonly used scale system for performance appraisals. The scale typically features a Likert scale from 1-3, 1-5, and so on. An example of a 1-3 rating could include responses such as: 1: Poor, 2: Average, and 3: Excellent. The scale that is used for a specific performance appraisal can vary by the dimensions each organization chooses to use. For instance, there may be dimensions such as accountability, customer service, and financial records. The organization has control over how the items measure employee performance.
No performance appraisal system is perfect, and the graphic rating scale is no exception. The graphic rating scale introduces room for judgment error. As I mentioned in RATER ERRORS, there are several different forms of rater errors that occur during performance appraisals. While many of the errors are unintentional, the errors have an impact on how the employee is evaluated and whether or not the evaluation is an accurate representation of the performance. Unfortunately, it is very difficult to take the judgment out of graphic rating scales. Because each rating typically has a small label such as “Poor” or “Excellent,” it is difficult for managers to rate employees without making a judgment call.
Graphic rating scales often do not describe in detail what is meant by either rating someone with a “1” or a “3” which leaves room for a lot of ambiguity. Organizations can assist employees in more accurate ratings by providing either training or defining what is meant by “poor” or “excellent.” A common form of training for performance appraisals is known as frame of reference training. In this training system, employees are given clear and specific examples of behaviors and performance that fit into each category so that when employees complete performance appraisals his or her ratings are accurate reflections of an employee.
Organizations commonly use the graphic rating scale because the system is user friendly and can be a quick process. Some organizations send the results to an outside company to analyze, while most companies compile results internally. At a job I had during college, the organization used a graphic rating scale that was completed entirely online. The organization’s employee website stored performance appraisals and allowed employees to sign in and complete individual performance appraisals.
My experience with the graphic rating scale unfortunately was not very positive. Our organization conducted 360° feedback, meaning I completed performance appraisals on several of my coworkers. Because the rating scale was a three point scale, there were conflicts as to how to rate employees. The three choices were poor, average, and excellent. When I rated some of my coworkers I felt that if I gave them all excellent, that would demonstrate that I was being too nice and giving everyone good scores. However, I did not want to give anyone a bad score because of the negative consequences associated with a low rating. So most of the time I ended up rating someone in the middle or average to avoid conflict. Therefore, as a rater, I was committing the central tendency error, or the tendency to rate employees in the middle on a scale.
What are the alternatives to a graphic rating scale? Fortunately, there are other options. Systems such as the Behaviorally Anchored Rating Scale (BARS) have gained much attention because of the scale’s ability to clearly define behaviors. However, each performance appraisal scale has its negatives and positives. The role of the human resources department is to make sure that employees know what is expected of them when they are hired, how they will be evaluated, and to educate employees how to rate others.
What system does your organization use? How would you improve the existing system or scale?