Ranking method
It is a relatively easy method of performance evaluation. Under this method, the ranking of worker in a work group is done against that of another worker. The relative position of each of the employee is expressed in terms of his specific numerical rank. It can also be done by ranking a person on his job performance against another person of the competitive group. The quintessence of this technique is that workers are ranked according to their associative levels of performance. When using this method, the evaluator is asked to rate workers from highest to lowest on some total criterion. Though it is associatively easier to rank the best and the worst workers, it is very hard to rank the average workers. In general, evaluators pick the top & bottom workers first and then choose the next highest and next lowest and move towards the average (middle) workers. The long-lasting restrictions of this method are:
- The 'whole man' is compared with another 'whole man' in this technique. In practice, it is very complexes to compare particular possessing varied behavioural traits.
- This method just speaks of the position where worker stands in his group. It does not tell anything regarding how much worse or how much better a worker is when compared to another worker.
- While a large number of workers are working, ranking of particulars becomes a difficult issue.
- There is no systematic process for ranking individuals in the organisation.
The ranking system does not reduce the possibility of snap judgements.
To overcome the above restrictions, a paired comparison method has been advanced by organisational scholars.