Behaviorally Anchored Rating Systems - BARS

By Beebe, Robert J. - Behaviorally anchored rating scales (BARS), a new quantitative method of employee performance evaluation, is advocated for teacher evaluation. Development of a BARS consists generally of five steps: a representative sample of potential raters generates the scales; the group identifies the broad qualities to be evaluated; the group formulates general statements representing various levels of performance for each quality and lists examples of behaviors at each level; a second group, representing the ratees, receives lists of the broad dimensions and of the specific behaviors and assigns the behaviors to the dimensions; raters then assign unused behaviors to describe satisfactory and unsatisfactory employees across several dimensions. A discrimination index is computed for each behavior and point values assigned to each behavior within the dimensions. Items above a criterion level of point variability are eliminated. Viewed 812 Times )

By Robert Bacal - A short discussion of whether BARS (Behaviourally Anchored Rating Systems are better than other systems. Bottom line: Ratings are still ratings. Viewed 1255 Times )

By Ken Lloyd - The BARS (behaviorally anchored rating scales) method of evaluating employees carries typical job appraisals one step further: Instead of relying on behaviors that can be appraised in any position in a company, the BARS method bases evaluations on specific behaviors required for each individual position in an individual company. Viewed 1019 Times )

By Frank J. Landy and Janet L. Barnes - Although behaviorally anchored rating scales (BARS) have both intuitive and empirical appeal, they have not always yielded superior results in contrast with graphic rating scales. The present study examined the issue of how behavioral descriptions are anchored. Subjects scaled anchors describing teaching performance in a college classroom using either a graphic rating procedure or a paircomparison procedure. The two different methods resulted in scale anchors with different properties, particularly with respect to item dispersions. It was proposed that the choice of an anchoring procedure depends on the nature of the actual rating process. Viewed 577 Times )

By na - Really basic and short introduction to BARS: Behaviorally anchored rating scales (BARS) is an appraisal method that measures behavior against levels of performance. BARS combine elements from critical incident and graphic rating scale approaches. The supervisor rates employees according to items on a numerical scale. BARS uses judgmental measures developed to define the rating points in relation to actual work behaviors. Steps in the process include Viewed 722 Times )

By Aarti Bhoria - An academic paper on BARS, so it's fairly extensive beginning with an introduction, some history, and pro's and con's. Excerpt: INTRODUCTION:WHAT IS A BEHAVIOURALLY ANCHORED RATING SCALE?The specific purpose of the Behaviourally Anchored Rating Scale is to use behavioural procedures to design an instrument that can identify and measure the critical components that constitute effective performance in an occupation. The instrument has been used to identify performance competencies in such occupations as Nurses (Smith and Kendall, 1963), store managers (Campbell, et. al., 1973), college professors (Harrai and Zedeck, 1973) and for identifying theprofessional and career development activities needed by teachers(Erffmeyer and Martray, 198 . The instrument allows for researchers to "capture performance in multidimensional, behaviour-specific terms"(Anshel and Webb, 1989) Viewed 1049 Times )

By ERIC - Behaviorally anchored rating scales (BARS), a new quantitative method of employee performance evaluation, is advocated for teacher evaluation. Development of a BARS consists generally of five steps: a representative sample of potential raters generates the scales; the group identifies the broad qualities to be evaluated; the group formulates general statements representing various levels of performance for each quality and lists examples of behaviors at each level; a second group, representing the ratees, receives lists of the broad dimensions and of the specific behaviors and assigns the behaviors to the dimensions; raters then assign unused behaviors to describe satisfactory and unsatisfactory employees across several dimensions. A discrimination index is computed for each behavior and point values assigned to each behavior within the dimensions. Items above a criterion level of point variability are eliminated. Viewed 542 Times )

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