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Forced Distribution Evaluation Method

Forced distribution is a performance evaluation method that requires managers to rate subordinates according to a predetermined distribution, such as 10% low, 20% below average, etc. It aims to eliminate rater errors like leniency, but can introduce new errors by forcing ratings even when performance is similar. While it reduces bias, it can lower morale for employees rated lower than they feel they deserve.

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181 views2 pages

Forced Distribution Evaluation Method

Forced distribution is a performance evaluation method that requires managers to rate subordinates according to a predetermined distribution, such as 10% low, 20% below average, etc. It aims to eliminate rater errors like leniency, but can introduce new errors by forcing ratings even when performance is similar. While it reduces bias, it can lower morale for employees rated lower than they feel they deserve.

Uploaded by

nagamahendrap
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Forced Distribution

Introduction:

Forced distribution is a form of comparative evaluation in which an evaluator rates


subordinates according to a specified distribution. Unlike ranking methods, forced distribution is
frequently applied to several rather than only one component of job performance.

Use of the forced distribution method is demonstrated by a manager who is told that he or
she must rate subordinates according to the following distribution: 10 percent low; 20 percent
below average; 40 percent average; 20 percent above average; and 10 percent high. In a group of
20 employees, two would have to be placed in the low category, four in the below-average
category, eight in the average, four above average, and two would be placed in the highest
category. The proportions of forced distribution can vary. For example, a supervisor could be
required to place employees into top, middle, and bottom thirds of a distribution.

Forced distribution is primarily used to eliminate rating errors such as leniency and
central tendency, but the method itself can cause rating errors because it forces discriminations
between employees even where job performance is quite similar. For example, even if all
employees in a unit are doing a good job, the forced distribution approach dictates that a certain
number be placed at the bottom of a graded continuum. For this reason, raters and ratees do not
readily accept this method, especially in small groups or when group members are all of high
ability.

Forced Distribution method This is a ranking technique where raters are required to allocate a
certain percentage of rates to certain categories (eg: superior, above average, average) or
percentiles (eg: top 10 percent, bottom 20 percent etc). Both the number of categories and
percentage of employees to be allotted to each category are a function of performance appraisal
design and format. The workers of outstanding merit may be placed at top 10 percent of the
scale; the rest may be placed as 20 % good, 40 % outstanding, 20 % fair and 10 % fair.

Advantages of Forced Distribution:

a. This method tends to eliminate raters bias


b. By forcing the distribution according to pre-determined percentages, the problem
of making use of different raters with different scales is avoided.

Limitations of Forced Distribution

a. The limitation of using this method in salary administration, however, is that it


may lead low morale, low productivity and high absenteeism.
b. Employees who feel that they are productive, but find themselves in lower grade
(than expected) feel frustrated and exhibit over a period of time reluctance to
work.

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