A STUDY ON

360 DEGREE PERFORMANCE APPRAISAL

AT

DR. REDDY’S LABORATORIES, CTO-II,

HYDERABAD

A project report Submitted in Partial Fulfillment of

The Required for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

S.RAJARAJESWARI

(H.T.No.208541000043)

Under the Esteemed Guidance of

Mrs K. LALITHA BHAVANI., MHRM.,

Faculty in Management Studies

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

ADITYA INSTITUTE OF P.G STUDIES

(Approved by AICTE, Affiliated to AU, & Accredited by NBA)

Aditya Nagar, ADB Road, SURAMPALEM-533437

2008-10

ADITYA INSTITUTE OF P.G.STUDIES

DEPARTMENT OF BUSINESS MANAGEMENT

( Affiliated To Andhra University)

Aditya Nagar, ADB Road, SURAMPALEM-533437,E.G.Dt

Phones:(08852)252243,252250,cell:9866576662

---------------------------------------------------------------------------------------------------------

CERTIFICATE

This is to certify that the project entitled “360 DEGREE

PERFORMANCE APPRAISAL” with reference to DR. REDDY’S

LABORATORIES, CTO-II, HYDERABAD is the bonafide work done

by Miss. S.RAJARAJESWARI with Regd.no:20854100043 during the

period 2008-10 in partial fulfillment of the requirement for the award

of the Degree of MASTER OF BUSINESS ADMINISTRATION in

Aditya institute of P.G studies affiliated to Andhra University is a

record of benefited work carried out by under my guidance and

supervision.

Project Guide Head of the

dept.

Mrs. K. Lalitha Bhavani. Mr.

J.Nagendra Kumar

DECLARATION

I hereby declare that the project report entitled “A STUDY ON 360 DEGREE

PERFORMANCE APPRAISAL” with reference DR. REDDY’S

LABORATORIES, CTO-II, HYDERABAD. submitted for the degree of Master of

Business Administration is my original work and has not formed the basis for the award

of any degree, diploma, associate ship, fellowship (or) similar other titles. It has not

been submitted to any other University or Institution for the award of M.B.A.

Date:

Place :

(S.RAJARAJESWARI)

ACKNOWLEDGEMENT

I should take the responsibility to acknowledge the following

distinguished personalities who graciously allowed me to carry out this project

work successively.

I am also thankful to all other members of the staff for their kind

cooperation in this behalf. Mainly I am very much thankful to Mr. J.Nagendra

Kumar, M.B.A, and Head of the department of management studies.

I am highly thankful to my guide Mrs.K. Lalitha Bhavani madam,

MHRM faculty in management studies for her valuable advices and

encouragement throughout the course.

I express my deep sense of gratitude to Mr.Ramesh kumar

(Deputy Manager-HR Dpt.) , Mr. Arun Rubin (junior manager-HR), Mr. Shiva

Reddy (Senior Exicutive-HR), Mr, Chandrashekar Kurada (Senior Exicutive-

HR) for his kind help and valuable suggestions in preparing this project and also

to office staff members.

I also express my sincere thanks to my friends and classmates for

their advice and suggestions in giving a proper shape to study.

(S.RAJARAJESWARI)

CONTENTS

CHAPTER I Page no

INTRODUCTION 1-9

I.1 Objective of the study

I.2 Need for the study

I.3 Scope of the Study

I.4 Methodology

I.5 Limitations

CHAPTER II 10-17

INDUSTRY PROFILE

CHAPTER III 18-28

COMPANY PROFILE

CHAPTER IV 29-64

THEORETICAL FRAME WORK

CHAPTER V 65-78

DATA ANALYSIS AND INTERPRETATION

CHAPTER VI 79-82

6.1 FINDINGS

6.2 SUGGESTIONS

6.3 CONCLUSION

ANNEXURE

7.1 BIBLIOGRAPHY

7.2 QUESTIONNAIRE

INTRODUCTION

Human resource management (HRM) is the strategic and coherent

approach to the management of an organization's most valued assets - the

people working there who individually and collectively contribute to the

achievement of the objectives of the business.[1] The terms "human resource

management" and "human resources" (HR) have largely replaced the term

"personnel management" as a description of the processes involved in

managing people in organizations.[1] In simple sense, HRM means employing

people, developing their resources, utilizing, maintaining and compensating

their services in tune with the job and organizational requirement.

In human resource management there are two functions i.e., 1.

operating function and 2. managerial function.

Human resources management comprises several processes. Together they are

supposed to achieve the above mentioned goal. These processes can be

performed in an HR department, but some tasks can also be outsourced or

performed by line-managers or other departments. When effectively integrated

they provide significant economic benefit to the company.[8]

• Workforce planning

• Recruitment (sometimes separated into attraction and selection)

1

• Induction , Orientation and Onboarding

• Skills management

• Training and development

• Personnel administration

• Compensation in wage or salary

• Time management

• Travel management (sometimes assigned to accounting rather than

HRM)

• Payroll (sometimes assigned to accounting rather than HRM)

• Employee benefits administration

• Personnel cost planning

• Performance appraisal

In this HR practices the performance appraisal is one of the practice. In

performance appraisal there are two methods ie., Traditional methods of

performance appraisal and Modern methods of performance appraisal. The

360 degree performance appraisal system is one of the modern methods of

performance appraisal.

The German Military first began gathering feedback from multiple sources in

order to evaluate performance during World War II (Fleenor & Prince, 1997).

2

Also during this time period, others explored the use of multi-rater feedback via

the concept of T-groups.

One of the earliest recorded uses of surveys to gather information about

employees occurred in the 1950s at Esso Research and Engineering Company

(Bracken, Dalton, Jako, McCauley, & Pollman, 1997). From there, the idea of

360-degree feedback gained momentum, and by the 1990s most Human

Resources and Organization Development professionals understood the concept.

The problem was that collecting and collating the feedback demanded a paper-

based effort including either complex manual calculations or lengthy delays. The

first led to despair on the part of practitioners; the second to a gradual erosion of

commitment by recipients.

In human resources or industrial/organizational psychology, 360-degree

feedback, also known as "multi-rater feedback," "multisource feedback," or

"multisource assessment," is feedback that comes from all around an employee.

"360" refers to the 360 degrees in a circle, with an individual figuratively in the

center of the circle. Feedback is provided by subordinates, peers, and

supervisors. It also includes a self-assessment and, in some cases, feedback from

external sources such as customers and suppliers or other interested stakeholders.

It may be contrasted with "upward feedback," where managers are given

3

feedback by their direct reports, or a "traditional performance appraisal,"

where the employees are most often reviewed only by their managers.

The results from 360-degree feedback are often used by the person receiving the

feedback to plan training and development. Results are also used by some

organizations in making administrative decisions, such as pay or promotion.

When this is the case, the 360 assessment is for evaluation purposes, and is

sometimes called a "360-degree review." However, there is a great deal of

controversy as to whether 360-degree feedback should be used exclusively for

development purposes, or should be used for appraisal purposes as well

(Waldman et al., 1998). There is also controversy regarding whether 360-degree

feedback improves employee performance, and it has even been suggested that it

may decrease shareholder value.

4

OBJECTIVES OF THE STUDY

1. To know the process of 360 degree appraisal system in DRL.

2. To know the different appraisals followed by the organization.

3. To know whether the employees are satisfied by 360 degree appraisal

method.

4. To know why the company has selected only this method 360 degree

for appraisal of performance.

5. To study about the employees awareness regarding the process of 360

degree appraisal in DRL.

6. To know whether the 360 degree appraisal improves the performance

of the employees or not.

5

NEED FOR THE STUDY

Study is need in order to:

• Provide information about the performance ranks

• Provide feedback information about the level of achievement and

behavior of the subordinates.

• Provide information, which helps to counsel the subordinates.

• Provide information to diagnose deficiency in the employee regarding

skills, knowledge, determine training and developmental needs and

to prescribe the means for employee growth provides information for

correcting placement.

6

SCOPE OF THE STUDY

To know the function of the organization as a whole, work culture of

the organization and as well to know the policies are made and implemented

and conveyed to the employees. The study is to know in brief about the

following departments:

• Training and development center

• Human resource development department

7

METHODOLOGY

The project entitled “employee performance appraisal” was carried out

for eight weeks at DR. REDDY’S pharmacy ltd. The data had been collected

primary data and secondary data.

Primary data was collected directly from people and organization via.

Questionnaire on project before being analyze to reach conclusion concerning

the issue covered in the project. The primary data is collected information

obtained during discussion with the head of the departments, the official and

staff. It is collected in he firm of prepating questionnaire on employee

performance appraisal.

Secondary data means that the data is obtained indirectly from sources

such as records of the company, journals, reference books, computer data base

etc., it is also somewhat collected from the important document by the

organization. The data is collected through the intern

8

LIMITATIONS OF THE STUDY

As the study revolves around the performance appraisal of human

resources aspects the overall organization performance cannot be ascertained.

In spite of giving honest and sincere efforts there are several limitations, which

are as follows:

• The perception bias or attitude of the respondents may also act as hurdles

to the study.

• The period of study is only for 45 days, which is a major constraint.

• sample size taken for the research is small due to the constraint of time.

• Time is major limitation.

• Some of the employees could not reveal much of the information for the

fear of the management.

9

INDUSTRY PROFILE

The Indian Pharmaceutical industry is a success story providing

employment for millions and ensuring that essential drugs at affordable prices

are available to the vast population of this sub- continent.

The Indian Pharmaceutical Industry today is in the front rank of India’s

science-based industries with wide ranging capabilities in the complex field of

drug manufacture and technology. A highly organized sector, the Indian Pharma

Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent

annually. It ranks very high in the third world, in terms of technology, quality

and range of medicines manufactured. From simple headache pills to

sophisticated antibiotics and complex cardiac compounds, almost every type of

medicine is now made is now in dangerously.

Playing a key role in promoting and sustaining development in the vital

field of medicines, Indian Pharma Industry boasts of quality producers and many

units approved by regulator authorities in USA and UK. International companies

associated with this sector have stimulated, assisted and spearheaded this

dynamic development in the past 53 years and helped to put India on the

pharmaceutical map of the world.

10

The Indian Pharmaceutical sector is highly fragmented with more than 20,000

registered units. It has expanded drastically in the last two decades. The leading

250 pharmaceutical companies control 70% of the market with market leader

holding nearly 7% of the market share. It is an extremely fragmented market

with serve price computation and price control.

The pharmaceutical industry in India meets around 70% of the country’s

demand for bulk drugs, drug intermediates, pharmaceutical formulations,

chemicals, tablets, capsules, orals and injectibles. There are about 250 large units

and about 8000 small scale units, which form the core of the pharmaceutical

industry in India (including 5 central public sector units). These units produce

the complete range of pharmaceutical formulations, i.e., medicines ready for

consumption by patients and about 350 bulk drugs, i.e., chemicals having

therapeutic value and used for production of pharmaceutical formulations.

Following the de-licensing of the pharmaceutical industry, industrial

licensing for most of the drugs and pharmaceutical products has been done away

with. Manufacturers are free to produce any drug duly approved by the Drug

11

Control Authority.Technologically strong and totally self-reliant, the

pharmaceutical industry in India has low costs of production, low R&D costs,

innovative scientific manpower, strength of national laboratories and an

increasing balance of trade. The pharmaceutical industry, with its rich scientific

talents and research capabilities, supported by Intellectual Property Protection

regime is well set to take on the international market.

ADVANTAGE IN INDIA:

Competent workforce:

India has a pool of personnel with high managerial and technical

competence as also slowed workforce. It has an educated work force and English

is commonly used. Professional services are easily available.

Cost-effective chemical synthesis:

Its track record of development, particularly in the area of improved cost-

beneficial chemical synthesis for various drug molecules in excellent. It provides

a wide variety of bulk drugs and export sophisticated bulk drugs.

Legal & financial framework:

India has a 53 year old democracy and hence has a solid legal framework

12

and strong financial markets. There is already an established international

industry and business community.

Information & technology:

It has a good network of world-class educational institutions and

established strengths in information technology.

Globalization:

The country is committed to a free market economy and globalization.

Above all, it has a 70 million middle class market which is continuously

growing.

Consolidation:

For the first time in many years, the international pharmaceutical industry

is finding great opportunities in India. The process of consolidation, which has

become a generalized phenomenon in the world pharmaceutical industry, has

started taking place in India.

THE GROWTH SCENARIO:

India’s US$3.1 billion pharmaceutical industry is growing at the rate of

14 percent per year. It is one of the largest and most advanced among the

13

developing countries. Over 20,000 registered pharmaceutical manufacturers exist

in the country. The domestic pharmaceuticals industry output is expected to

exceed Rs 260billion in the financial year 2002, which accounts for merely 1.3%

of the global pharmaceutical sector. Of this, bulk drugs will account for Rs 54

ban (21%) and formulations, the remaining Rs 210 ban (79%). In financial year

2001, imports were Rs 20 ban while exports.

STEPS TO STRENGTHEN THE INDUSTRY

Indian companies need to attain the right product-mix for sustained future

growth. Core competencies will play an important role in determining the future

of many Indian Pharmaceutical Companies in the post product-patent regime

after 2005. Indian companies, in an effort to consolidate their position, will have

to increasingly look at merger and acquisition options of either companies or

products. This would help them to offset of new product opinions, improve their

R&D efforts and improve distribution to penetrate markets. R&D has always

taking the back seat amongst Indian pharmaceutical companies. In order to stay

competitive in the future, Indian companies will have to refocus and invest

heavily in R&D. the Indian pharmaceutical industry also needs to take advantage

of the recent advances in Biotechnology and information technology. The future

of the industry will be determined by how well it market its products to several

14

regions and distributes risks, its forward and backward integration capabilities,

its R&D, its consolidation through mergers and acquisitions, co-marketing and

licensing agreements.

RESEARCH & DEVELOPMENT

Research and development is a key to the future of Indian pharmaceutical

industry. The pharmaceutical advances for considerable improvement in life

expectancy and health allover the world are the result of a steady increasing

investment in research. There is considerable scope for collaborative R&D in

India. India can offer several strengths to the international R&D community.

These strengths relate to availability of excellent scientific talents who can

develop combinatorial chemistry, new synthetic molecules and plant derived

candidate drugs.

R&D in the pharmaceuitical industry in India is critical to find answers

for same of the diseases peculiar to a tropical country like India & also for

finding solutions for unment medical needs. Industrial R&D groups can cary out

limited primary screening to identify lead molecules or even candidate drugs for

further in VIVO screening, pri-clinical pharmacology, toxicology, animal and

human. Pharma cokinetics and metabolic studies before taking them up for

15

human trails. In such collaborations, harmonized standards of screening can be

assured following established good laboratory practices. The R&D expenditure

by the Indian pharmaceutical industry is around 1.9% of the industyry’s

turnover. This obviously, is very low when compared to the investment on R&D

by foreign research based pharma companies. They spend 10-16% of the

turnover on R&D. however now that India s entering in to the patent protection

area. Many companies are spending relatibvely more on R&D. when it comes to

clinical evaluation at the time of multi-center trials, India would provide a strong

base considering the real availability of clinical mateials in diverse therapentic

areas. Such active collaboraton will be mutually beneficial to both partners.

According to a survey by the pharmaceutical oursourcinjg management

association and bio/pharmaceutical oursourcin report, pharmaceutical companies

are utilisizing substantially he service of contract research organizations.

Indian pharmaceutical industry, with its rich scientific talents, provides

cost-effective clinical trial research. It has an excellent record of development of

improved, cost-beneficial chemical systheses for various drug molecules. Some

MNCs are already soucing these services from their Indian affiliates. The

pharmaceutical and biotechnology industry is eligible for weight deduction for

R&D expense upto 150%. These R&D companies will also enjoy tax holiday for

10 years.

16

HIGHLIGHTS:

Indian companies have recognized pharma in search of lower costs and

higher profits, and are exploiting the low cost base and pool of highly skilled

labour in their market to develop a thriving outsourcing industry, positioning

India as a key provider of contract research and manufacturing services.

17

COMPANY PROFILE

Dr Reddy’s is a global, vertically integrated pharmaceutical company

with a presence across the value chain, producing and delivering safe,

innovative, and high quality finished dosage forms, active pharmaceutical

ingredients and biological products. Our products are marketed across the

globe, with an emphasis on North America, Europe, India, Russia and other

emerging indications markets. We conduct NCE drug discovery research in the

areas of metabolic disorders and cardiovascular at our research facilities in

Atlanta (USA) and Hyderabad (India). Through our Custom Pharmaceutical

Services business unit, we provide drug substance and drug product

development and manufacturing services on a proprietary basis Pharmaceutical

Services & Active Ingredients (PSAI)

The Pharma Services & Active Ingredients business of Dr. Reddy’s

serves Generics and Innovator companies through the Active Pharmaceutical

Ingredients (API) and Custom Pharmaceutical Services (CPS) businesses

respectively.

Dr. Reddy’s began API operations in 1984 and started with a single

drug in a 60-tonne facility near Hyderabad, India. In 1986, the first

consignment of that drug, Methyldopa, was shipped to West Germany. Strong

18

Chemistry skills and our emphasis on high quality led to USFDA inspections

of our manufacturing facilities. Since then, Dr. Reddy’s has come a long way

and today has a wide portfolio of APIs.

Our core strength in APIs has continued to increase significantly over

the years. We have the largest number of US DMF submissions from India and

are among the top three API players globally. Our Global API business offers

over 100 molecules to customers across the world.

Our CPS business, formed in 2001, serves more than five big

pharmaceutical companies and over 25 emerging pharma companies today.

The CPS business got a boost in 2005 with the acquisition of Roche’s API

manufacturing unit in Mexico. This facility added a niche capability of steroid

API manufacture to our capability portfolio. In 2008, with the acquisition of

the Small Molecule business of Dow Pharma at its Mir field and Cambridge

sites, UK, CPS business got stronger in its service offerings. Today, we are the

largest CPS player from India. Our CPS business provides a unique

opportunity for Innovator companies worldwide to make use of our technical

expertise, world-class infrastructure, and flexibility to bring their medicines to

the market quickly and economically.

Dr. Reddy’s has emerged as a trusted supplier of value-added

19

advanced intermediates and APIs to generic as well as innovator companies. A

spate of new launches, development of a varied pipeline, addition of new

capacities and product lines (Oncology, Hormones), and the expansion of our

marketing and regulatory teams have set the tone for robust growth. As one of

the few integrated pharma companies to provide Custom Pharmaceutical

Services, we are also emerging as a 'partner of choice' for innovator companies

globally.

Global Generics

Dr. Reddy’s works towards providing patients access to high quality

generic medicines at affordable prices, and secondly, helps develop new

treatments that satisfy unmet medical needs and are improvements over

currently existing therapies.

Increased awareness, acceptance of generics and favorable legislation,

have together with the large volume of branded products losing patent

protection over the coming years, led to continued expansion of the generic

pharmaceuticals market.

Dr Reddy’s capitalized this opportunity by leveraging its product

20

development capabilities, state of the art manufacturing capacities and

access to its own APIs, which offers significant supply chain efficiencies.

Hence by providing cost-effective alternatives to highly-priced

innovator brands through our branded and unbranded Generics, we at Dr.

Reddy’s strive to make medicines more accessible and affordable to people all

over the world.

The top four key markets for our generics business include India, Russia,

US and Germany. Apart from these four markets, Dr Reddy’s has its business

presence in over 45 countries through Joint Ventures, representative offices

and third party arrangements.

o In India we are amongst the top ten players.

o In Germany we are amongst the top five. Germany is the largest

generics market amongst the developed nations.

o In Russia we are the largest Indian Company and the sixth largest

generic player. Russia is the fastest growing market amongst the

emerging countries.

In US we are in the top five in terms of the ANDA filings with 69 ANDA

pending approval of which 32 are Para IV

21

Proprietary Products

Proprietary Products includes Differentiated Formulations, and Generic

Biopharmaceuticals. The over a hundred-strong Biologics team is currently

dedicated to the development of Biosimilars, while its long term vision is to

also develop NBEs (New Biological Entities) in niche therapeutic areas.

Having successfully launched Grafeel™ (Filgrastim) and Reditux™

(Rituximab) - the World’s first biosimilar MAb (Monoclonal Antibody) - our

Biologics division has a strong pipeline of biosimilars that consists of 9

additional products in various stages of development. The team, with our

dedicated state-of-the-art biologics facility in India, is well equipped to handle

the end-to-end development of these new products.

Our Specialty pharmaceuticals business is focused on the US markets. Dr.

Reddy’s is currently developing topical products for various indications that

will be detailed directly to dermatologists and other physician audiences.

Management council:

The Management Team

The Management Council is the top tier of our company's management

structure.

22

The management of Dr. Reddy's has developed and implemented policies,

procedures and practices that attempt to translate the company's vision, mission

and purpose into reality. The management also identifies, measures, monitors

and controls the risks factors in the business and ensures safe, sound and

efficient operation.

The Management Council meets every quarter under the chairmanship of the

CEO.

Dr.AnjiReddy

Chairman

Dr. Anji Reddy is the founder-Chairman of Dr. Reddy's Laboratories, and is

greatly respected by the Indian Pharmaceutical industry for his work in

developing affordable medicines and for sparking drug discovery efforts in the

23

private sector. A philanthropist, Dr. Anji Reddy has founded two not-for-profit

organizations that are focused on alleviating urban poverty and providing

primary education to underprivileged children.

GVPrasad

Vice-Chairman and Chief Executive Officer

GV Prasad drives the overall strategy for the organization, with particular

emphasis on innovation and growth. He spearheaded the company's foray into

the global generics markets and is now focused on the Innovative Products

business, which includes Discovery Research, Biologics and Specialty

Pharmaceuticals

24

SatishReddy

Managing Director and Chief Operating Officer

Satish Reddy drives operational excellence across the organization. He has

built the finished dosage business in the emerging markets, including India,

and is now focused on strengthening the global generic finished dosage

business and giving more attention to the Pharmaceutical Services and Active

Ingredients.

25

Board Of Directors

WHOLE TIME DIRECTORS

Dr. Anji ReddyChairman

G V PrasadVice Chairman & Chief Executive Officer

Satish ReddyManaging Director & Chief Operating Officer

Dr. Omkar Goswami Ravi Bhoothalingam Anupam Puri

Ms. Kalpana Morparia JP Moreau Bruce Carter

26

BRAND Philosophy

Our identity is a sunny abstract that can be interpreted as a person with

outstretched arms. It expresses joy, warmth, vitality, and the boundless

possibilities in the search for a healthier life. The form sums up our essential

driving force in three words: LIFE. RESEARCH. HOPE.

LIFE

We are all bound by a common thread that gives a purpose to every heartbeat,

every breath, every thought. It is what we call life. A gift so unique and

precious that it needs to be constantly enriched and nurtured.

RESEARCH

For us, the spirit of human endeavor is best exemplified by the quality of our

research. Meaningful research that leads to innovative products. Discoveries

that make a significant impact on the life of everyone that needs them. All

tempered by the finest scientific minds across the world.

27

HOPE

It is hope that dwells eternally in the human heart. Hope that inspires us, as

humans, to strive, achieve and excel. When hope springs from the promise of a

healthy life, that joy of living is more than complete.

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THEORITICAL FRAMEWORK:

CONCEPT OF PERFORMANCE APPRAISAL:

Appraisal is the evaluation of worth, quality, or merit. In the

organization context performance appraisal is a systematic evaluation of

personnel by superiors or others familiar with their performance. Performance

appraisal is also descrined as merit rating in which one individual is raked as

better or worse in comparison to others. The basic purpose in this merit rating

is to ascertain an employee’s eligibility for promotion. However, performance

appraisal is more comprehensive term for such activities May be training and

development, salary increase, transfer, discharge, etc; besides promotion. A

formal definition of performance appraisal is as follows;

“it (performance appraisal) is the process of evaluating the

performance and qualifications of the employee in terms of the requirements of

the job for which he is employed, for the purpose of administration including

placement, selection for promotion, providing, financial rewards, and other

actions which require differential treatment among the members of a group as

distinguished from actions affecting all members equally.”

Beach has defined performance as follows:

“Performance appraisal is the systematic evaluation of the

29

individual with regard to his or her performance on the job and his potential for

development.”

Thus, performance appraisal is a systematic and objective way of

judging the relative worth or ability of an employee in performing his job. It

emphasizes two aspects: systematic and objective. The appraisal is systematic

when it evaluates all performances in the same manner, utilizing the same

approaches so that appraisal of different persons is comparable. Such an

appraisal is taken periodically according to plan; it is not left to chance. Thus,

both raters and ratees know the system of performance appraisal and its timing.

Appraisal has objectivity also. Its essential feature is that it attempts at accurate

measurement by trying to eliminate human biases and prejudices.

Merit rating:

Performance appraisal is also described as merit rating in which one individual

is ranked as better or worse in comparison to others. Therefore, conceptually,

both merit rating and performance appraisal are same though they differ in

terms of objectives and coverage of activities during appraisal process which

we shall see later. Flippo has defined merit rating as follows:

“Merit rating is a systematic, periodic and, so far as humanly possible,

and impartial rating of an employee’s excellence in matters pertaining to hes

present job and to his potentialities for better job.”

30

From the above difinition, it appears that merit rating has some elements

common to performance appraisal. It uses may of the techniques which are

used in performance appraisal such as man-to-man comparison, grading

system, checklist method, critical incident method, and so on. Therefore, it is

desirable to see how merit rating differs from performance appraisal.

Merit Rating and Performance Appraisal: A Comparison

Before making the comparison between merit rating and performance

appraisal, let us briefly see how the concept of appraisal emerged and changed

over the period of time. Appraisal has undergone a sea change in terms of

objectives and methods since it was introduced in a formal way in 1920s.

During the First World War, appraisal concept was adopted by US army which

was in the form of merit rating and involved ‘man-to-man’ comparison for the

evaluation of military personnel. From the army, this concept entered the

business field and was restricted to hourly-paid workers, during’1920s,

relational wage structures for hourly-paid workers were adopted in industrial

units and each worker was used to be rated in comparison to others for

determining wage rates. This system was called merit rating. In early 1950s,

31

the concept of appraisal was applied to technical and merit rating though more

factors were taken into consideration. The objectives behind such a rating were

salary adjustments, promotions, and transfers. When the need for training was

felt in business organizations, the appraisal system was extended to personnel

appraisal which emphasized overall appraisal of a person-his performance,

behavior, skills, and potentials. Various terms, which used to denote appraisal

have been performance appraisal, merit rating, behavioural assessment,

employee evaluation, personnel review, staff assessment, and employee annual

confidential report. However, the term performance appraisal is more common.

Dale Beach has traced the differences between earlier appraisal and present

appraisal as indicated in Table below:

32

Item Earlier emphasis Present emphasisTechnology Merit rating Employee

appraisal/performance

appraisal

Purpose Determining

qualifications for

wage increase,

transfer, promotion,

lay-off

Development of

personnel, improved of

performance on the job,

and providing emotional

securityApplication Hourly-paid workers Technical, professional,

and managerial

personnelFactors rated Heavy emphasis on

personal attributes

Results,

accomplishment,

performanceTechniques Rating scals,

statistical

manipulation of dat

for comparison

purposes

Mutual goal-setting,

critical incidents, group

appraisal, performance

standards, less

quantitativePost-appraisal

interview

Superior

communicates his

rating to employee

and tries to sell his

evaluation to him;

seeks to have

employee conform to

his view

Superior stimulates

employee to analyse

himself and set own

objectives in line with

job requirements;

superior is helper and

counselor.

33

Objectives of performance appraisal:

Performance appraisal practices show that organizations undertake

performance appraisal to meet certain objectives which are in the form of

salary increase, promotion, identifying training and development needs,

providing feedback to employees, and putting pressure on employees for better

performance.

1. salary increase: performance appraisal plays a role in making

decision about salary increase. Normally, salary increase of an employee

depends on how he is performing his job. There is continuous evaluation of his

performance either formally or informally. In a small organization, since ther is

a direct contact between the employee and the one who makes dicisions about

salary increase, performance appraisal can be an informal process. However, in

a large organization where such contact hardly exists, formal performance

appraisal has to be undertaken. This may disclose how well an employee is

performing and how much he should be compensated by way of salary increse.

promotion: performance appraiasl plays a significant role where promotion

is based on merit. Most of the organizations often use a combination ofmirit

and seniority for promotion. Performance appraisal discloses how an employee

34

is workilng in his present job and what are hlis strong and weak pronts. In the

light of thsese, it can be decided whether he can be promoted to the next higher

position and what additional training will be necessary for him. Similarly

performance appraisal can be used for transfer, demotion, and discharge of an

employee.

2. Training and Development: Performance appraisal tries to identify

the strengths and weaknesses of an employee on his present job. This

information can be used for dseviseng training and development programmes

appropriate for overcoming weaknesses of the employees. In fact, many

organizations use performance appraisal as means for identifying training

needs of employees.

a. Feedback. Performance appraisal provides feedback to

employees about their performance. It tells them where the stands. A person’s

works better when he knows how he is working; how his efforts are

contributing to the achievement of organizational objectives. This works in two

ways; First, the person gets feedback about his performance and he may try to

overcome his deficiencies which will lead to better performance. Second, when

the person gets feedback about his performance, he relates his work is

meaningful. Thus, given the proper organizational climate, he will try his best

to contribute maximum to the organization.

35

Pressure on Employees. Performance appraisal puts a sort of pressure on

employee’s fro better performance. If the employees are conscious that they

are being appraised in respect of certain factors and their future largely

depends on such appraisal, they tend to have positive and acceptable behavior

in this respect. Thus, appraisal can work automatically as control device.

Above roles of performance appraisal are quite important.

However, these roles can be performed only when there is systematic

performance appraisal, and various relevant decisions are made objectively in

the light of result of performance appraisal. To be systematic and objective in

performance appraisal like methods of performance appraisal, problems in

performance appraisal, and how these problems can be overcome.

Methods of Performance Appraisal

There are various methods of performance appraisal. In fact, each organization

may have its own unique system and method of appraisal. In one organization,

it may be continuing and informal where personal opinion of a superior about

his subordinates may be the basis of appraisal. In another, it may be well-

defined and a particular system and method may be followed by all managers.

Whatever system may be adopted, usually, performance appraisal has two

36

bases: 1. appraisal of employees according to traits, attributes, and general

behavior on the job, commonly known as trait approach: and 2. appraisal of

results, work, and goals achieved by the employees, known as appraisal by

results. These two approaches, however, are not mutually exclusive and can be

used in combination. Either trait approach, or results approach, or combination

of both of these may be adopted in different forms resulting in different

methods of appraisal which can be classified in different ways. For example,

Decenzo and Robbins have classified these into three categories: 1. single-trait,

single subject, in which an appraise is not compared with any other person and

each of his traits is measured in absolute form; 2. single-subject, in which an

appraise is compared with others; and 3. multiple-trait, single subject, in which

the process of the first classification is adopted but with multiple traits. Beatty

and schneier have categorized various methods of appraisal into four group: 1.

comparative methods, in which an appraise is compared with others; and with

others; 2. absolute standards, in which the appraisee’s performance is

compared with the standards fixed for him; 3. goal setting, in which goals for

the appraisee are set through mutual participation between appraiser and

appraisee and the performance is measured against those standards; and 4.

direct indices, in which the appraisee is appraised in terms of various outcomes

such as productivity, absenteeism, tardiness, etc. At present, various methods

37

of performance appraisal which are used in practice are based on traits or

results achieved or a combination of both.

APPRAISAL BASED ON TRAITS

Appraisal based on trits and behavioural patterns shgown in job

performance emphasizes various traits which the appraisee possesses and the

behaviours he adopts in performing his job. It does not take into account the

outcomes of those behaviours, that is, performance achieved. There are various

methods of performance appraisal based on traits.

Ranking Method

Ranking is the oldest and simplest method of appraisal in which a person is

ranked against others on the basis of certain traits and characteristics. This is

just like preparing ranks of various examinees in an examination. In the

ranking method, various persons are given ranks on the basis of their traits.

This is a very simple method when the number of persons to be ranked is small

because ranking has to be given on the basis of traits which are not easily

determinable, not like marks in an examination. Moreover, since differences in

ranks do not indicate absolute or equal differences of ability between

individuals, the method has limited value for performance appraisal.

Paired Cmparision

Paired comparison method is a slight variation of ranking system

designed to increase its value for use in the large groups. In this method, each

38

person is compared with other persons taking only one at a time. Usually, only

one trait, overall suitability to perform the job, is considered. The rater is

provided with a bunch of slips each containing a pair of names. The rater puts a

tick mark against the person whom he considers the better of the two, and final

ranking is determined by the number of times that person is judged better than

others. This method provides better comparison of persons. However, this

increases the work because of large number of comparisons. For example, to

rank 50 persons through paired comparison, there will be 1,225 comparisons.

This can be calculated by formula N(N-1)/2 where N is the total number of

persons to be compared.

Grading

In this method, certain categories of abilities or performances are

defined well in advance and persons are put in particular category depending

on their traits and characteristics. Such categories may be definitional like

outstanding, good, average, poor, very poor, or may be in terms of letters like

A, B, C, D, etc. with A indicating the best and D indication the worst.

The actual performance of the employees is measured against these

grades. This method, however, suffers from one basic limitation that the rater

may rate most of the employees at higher grades.

39

Forced-distribution method

In order to check the tendency of rating most of the appraisees around

high point in a rating scale, forced-distribution method has been adopted. In

this method, the appraiser is forced to appraise the appraisees according to the

pattern of a normal curve. The basic assumption in this method is that

exployees’ performance level conforms to a normal statistical distribution. For

example, 10 per cent as average, 20 per cent below average, and 10 per cent as

poor. This method is useful to rate job performance and promotability. The

basic advantage of this method is that it overcomes the problem of adopting a

central tendency of rating most of the employees to a point, particularly high or

near high to appease them.

Forced-choice method

The forced-choice rating method contains a series of group of

statements and the rater checks how effectively the statement describes each

individual being evaluated. there may be some variations in the methods and

statements used, but the most common method of forced-choice contains two

statements both of which may be positive or neative. Though both of them

describe the characteristics of an empoyee, the rater is rater is forced to tick

only one which appears to be more descriptive of the employee.

40

Out of these wo statemens, only one statement is considered for final analysis

of rating. For example, a rater may be given the following two statements:

1. The employee is hard working.

2. The employee gives clear instructions to his subordinates.

Both these statements are positive but the rater is asked to rate only one

which is more descriptive of his subordinate’s behaviour. This is done to avoid

subjectivity in rating. Since the rater does not know which statement will be

taken for foma; ramlomg, he cannot become subjective. Several sets of such

statements, both positive ad negative, are given for rating. The final rating is

done on the basis of all sets of statements. This mentod may be more objective

but it involves lot of problems in constructing such sets of statements.

Check-list method

In the check-list methos of appraisal, the rater provides appraisal report

by answering a series of questions related to the appraisee. These questions are

prepared by personnel department and are related to the behaviour of the

appraisee concerned. Each question has two alternatives, yes or no, as given

below:

1.is he/she interested in the job? Yes/no

2.is he/she regular on the job? Yes/no

41

3.does he/she show uniform behaviour to all? Yes/no

4.is he/she respected by his/her subordinates and colleagues?

Yes/no

5.is he/she willing to help other employees? Yes/no

6.does he/she follow instructions properly? Yes/no

7.does he/she give recognition and praise to employees for

good work done? Yes/no

8.does he/she maintain discipline well? Yes/no

These are some of the examples of the questions. An roganisation may

prepare a series of questions relevant to various categories of its personnel. The

rater concerned has to tick appropriate answers relevant to the appraisees.

When the check-list is completed. It is sent to personnel department for further

processing. Various questions in the checklist may have either equal weightage

or more weightage may be given to those questions which are more important.

The personnel department, then, calculates the total scores which show the

appraisal result of an employee. This method appears to be easy to handle if

proper questions are framed for different categories of employees. However, as

Flippo argues, it is difficult to assemble, analyse, and weigh a number of

statements about employee characteristics and contributions.

42

Critical incidents method

In this method, only critical incidents and behaviours associated with

these incidents are taken for evaluation. This method involves three steps. A

test of noteworthy on-the-job depending on the degree of desirability for the

job. Finally, a check-list of incidents which basic idea behind this rating is to

appraise the people who can do well in critical situations because in normal

situations, most employes work alike. This method is very useful for

discovering potential of employees who can be useful in critical situation. Such

a situation may be quite important for the job. For example, how a supervisor

has handled the situation in the case of sudden disturbance by workers will

give better idea about his leadership qualities and handling of situation.

There are certain positive features of this method. It measures

behaviours which are critical to the effective performance of the job. If the

proper maintenance of the record of critical incidents is effected, it provides

real clue for judging the fit between the employee and his job. However, thes

method has serious limitations, both psychologically and operationally. These

limitations have been identified by Burack and Smith as follows:

1. Negative incidents are, generally, more noticeable than positive ones.

2. The recording of incidents is a core to the superior and may be put off and

easily forgotten.

43

overly close supervision may result.

3.The managers may unload a series of complaints about incidents during

annual performance review session. The feedback may be too much at

one time and, thus, appear as a punishment to the ratee. More appropriately,

the management should use incidents of poor performance as oprtunities for

immediate training and counseling.

Graphic scale method

Graphic scale, is also known as linear rating scale, is the most

commonly used method of performance appraisal. In this method, a printed

appraisal form is used for each appraisee. The form contains various employee

characteristics and his job performance. Various characteristics include

initiative, leadership, dependability, cooperativeness, enthusiasam, creative

ability, analytical ability, decisiveness, emotional maturity, etc. depending on

the level of the employee. Job performance includes quality and quantity of

work performance, responsibility assumed, specific targets achieved, regularity

of attendance, etc. The rating is done on the basis of scale which is in

continuum. The central idea behind this scaling is to provide the rater with a

continuum representing varying degrees of a particular quality. The rater

estimates the degree to which each quality is possessed by his subordinates.

44

The degree of quality is measured on a scale which can vary from three points

to several points. However, most common practice is to have five-point scales.

Some organizations use even numbers in order to avoid the tendency of the

rater to tick mark central points. Degrees may be numbered of defined. Thus 5,

4, 3, 2, and 1 in that order can be used to denote points for various degrees of

excellent-poor, high-low, or good-bad, and so on. These numbers can be

expressed in terms of descriptions like excellent, very good, average, poor, and

very poor; or very high, high, average, low, and very low. Instead of numbers

showing barious degrees, sometimes definitions and descriptions of qualities

canbe used. A partial view of graphic scale used by Indian Hotels Limited is

provided in Exibit 21.1.

45

Performance appraisal at Indian hotel limited:

Superior, above avg, avg, below avg, comments 1. job knowledge

technical knowledge of

job and related work

2. quality

accuracy, neatness 3. quality

output of good work4. personal appearance

cleanliness, neatness5. ability for teamwork

cooperative attitude,

good relations with others6. common sense

thinks intelligently,

takes logical decisions7. initiative

interested in making improvement,

seeks additional

responsibility8. industriousness

ability to work hard,

conscientious on job 9. manners and obedience

general discipline10. health level and absenteeism

46

Graphic scale method is good one in measuring various job behaviours

of an employee. However, it is not free from rater’s biases. Problem may

emerge in defining various traits and judging these.

Essay Method

Instead of using structured forms for performance appraisal, some companies

use free essay method, or sometimes, combine this with other methods. In

essay method, the rater assesses the employees on certain parameters in his

own words. Such parameters may be as follws:

1.work performance in terms of quality, quantity, and costs;

2.knowledge about the job;

3.knowledge about organizational policies, procedures, and

rules;

4.employee’s characterstics and behaviour;

5.employee’s strengths and weaknesses;

6.overall suitability of the employees;

7.employee’s potential and promotability; and

8.training and development needs of the employee.

The essay method is useful in providing useful information about an

employee on the basis of which he can be appraised. However, there may be

problems in free essay method. Each rater may use own style and perception in

describing a person which produces difficulty in analysis. Further, as

47

Henderson observes, the quality standard for the appraisal may be unduly

influenced by appearance rather than content. Thus, a ‘high-qualit appraisal’

may provide little useful information about the performance of the ratee.

Field Review Method

In the field review method, an employee is not appraised by his direct

superior but by another person. Usually, from personnel department. The basic

idea is that such a person may take more objective view in appraisal as he is

not under pressure as the superior of the employee may be. The rater, in this

case, appraises the employee based on his records of output and other

quantitative information such as absenteeism; late-coming, etc. the rater also

conducts interviews of the employee and his superior to ascertain qualitative

aspects of job performance. This method is more suitable for promotion

purpose. Further, this method provides information to make comparison of

employees from different locations and units. The chances of bias are reduced

to a great extent as personnel department person is supposed to be trained in

appraisal mechanism. Henderson observes that even when a superior or others

concerned supply biased information, the rater may be able to pinpoint areas

requiring training and development assistance. However, field review method

suffers from two limitations: 1. an outsider is usually not familiar with the

conditions in an employee’s work

48

Environment which may affect his ability and work motivation to perform.

2. The outsider does not have the opportunity to observe the employee’s

behaviour or performance over a period of time and in a variety of situations,

but only in an

Artificially structured interview situation which extends over a very short

period of time.

INTRODUCTION OF 360-DEGREE APPRAISAL:

360-degree feedback is a full circle system of obtaining information from peers,

subordinates, and internal and external customers, about the employee's

performance. 360-degree assessment is based on the assessment of an

individual's management styles, competencies and behaviour by colleagues

horizontally and vertically by involving his boss, peers and direct reports in the

organization.

360-degree feedback

Is a multi source assessment, which includes

* Self,

* Supervisor

* Internal Customers/peers/Staffs

* External Customers

49

Need of 360-degree feedback in organisations

Business is towards surplus generation. Without surplus no organisation can

grow. Here the effort to grow the business and the surplus should come from

employee part. The performance of the employees is at work here matters in

business development and organisational development. The performance of the

employees should then align with the strategic decisions that integrate the

business goals in an increasingly competitive environment. It is the responsibility

of the Human Resource Management to integrate the culture of the organisation

with all available resources to the optimum out put. The 3600 Appraisal helps the

HR Department to have better understanding of the competitive advantage and

disadvantages of the current manpower resources and tune them towards

performance excellence and productivity.

50

Prerequisites

*Top management Support

* Confidence of employees on the appraisal methodology

* Objectives need to be measurable with performance

requirements clearly stated.

* A detailed plan of implementation

* Collaboration between superior and subordinates

* Some prior experimentation and positive experiences

Clear organisational philosophy and policy objectives

Uses for 360 Degree Feedback include:

• Performance Appraisal

o Recognition of performance.

o Providing feedback on individual performance.

o Providing a basis for self-evaluation.

• Assessing Employee Development:

o Diagnosing training and career development needs.

51

o Providing a basis for promotion, dismissal, job enrichment, job

enlargement, job transfer, probation, etc.

o Monetary and other rewards.

• Organizational Climate Study:

o Organisational environment improvement needs

o Changes in the Managerial approaches, leadership, etc

• Customer Satisfaction Study:

o Employees attitudinal change

o Customer satisfaction improvements

How 360-degree feedback system adds value?

360 degree feedback enables an organization to focus on developmental efforts,

at the individual and group level, in the present business environment where the

success of the company depends on continuous revolution, which is possible

through organizational development. 360-degree feedback facilitates the

alignment of individual capabilities and behaviors with organizational strategies.

It adds value to the organization indifferent ways:-

52

• 360-degree feedback provides a better understanding of

individuals performance at work

• 360-degree feedback provides a multifaceted view about the

employees from different sources

• 360-degree feedback provides a better understanding of employed

developmental needs

• 360-degree feedback provides increased the understanding about

one's role expectations.

• 360-degree feedback provides increased the understanding of

competence and competency in various roles

• 360-degree feedback extends better morale to those who perform

and contribute well to the organisation

• 360-degree feedback reduces training costs by identifying

common development needs.

• 360-degree feedback increases the team's ability to contribute to

the organizations goals

• 360-degree feedback helps everyone to work for a common

standard and institutionalize performance management.

• 360-degree feedback ensure better interpersonal relationship and

group cohesiveness

53

• It promotes self-directed learning and provides a road map for

employee's development planning.

• It promotes better Communication within departments.

• 360-degree feedback Increases the team's ability to contribute to

the organizations goals develop better bottom line through

boosting the capability of the organization to meet its objectives.

Steps may be taken to gauge the readiness of an organization

for 360-degree feedback:

• Identification of the problem.

• Analysis of the organizational context for finding a solution to the

problem.

• Allocation of resources for the purpose in terms of time and

finances.

• A detailed plan of implementation.

• Follow up

Pitfalls of 360-degree feedback

• A detailed plan of action, which ensure the transparent and clear

implementation of appraisal with employee accountability.

54

• Effective follow-up is the prime requirement of 360-degree

feedback. Failure in follow-up may cause more harm than good.

• The 360-degree feedback is time consuming and cost consuming

assessment process. Without having adequate resource to

implement the process, it will end up nowhere and develop

financial burden to organisation.

• The trust and confidence on the employees who undergo this

feedback assessment process is a determinant factor in its

outcome. Many consider this appraisal as tool for downsizing.

• The process involves a lot of paper work.

• There are high chances of subjectivity from the management and

employee part in the feed back assessment.

• Many times the confidentiality of the appraisal cannot ensure

from the HR department.

• Since the assessment is based on qualitative data many times it

cannot ensure unambiguous, clear, specific, and observable and

quantifiable formats.

55

Conclusion

360-degree feedback is sometimes referred to as multi-rater appraisals,

multi-source feedback or 360 degree profiling. It is essentially a process,

which enables a person to receive feedback from a number of people

around them (see diagram). The purpose of the feedback is usually varied

from organisation to organisation. 360-degree feedback not only acts as

tool for organisational development but also to help an individual

determine areas they need to develop. The success of the appraisal

depends on the transparency and clear objectives of its need and its clear

cut intimation to the employees even at the bottom level of the

organisation.

56

THE PROCESS OF 360 DEGREE APPRAISAL IN

DRL

Introduction of 360 degree appraisal:

1. Purpose:

Feed back is essential to personal development. It provides us with information

about the way we work with others. It can act both as a stimulus to change

behavior ,and as a catalyst to facilitate change.

To be more effective, we need to be aware of the consequences of our

behavior, so that we can decide whether or not the consequences match our

intentions.

2. Glossary:

Self: The individual undergoing the 360 degree feedback process

Superior/s: The individual’s functional/administrative supervisor

(reporting to:i.e.,L+1) or person 1 or more levels up identified as superior

without having a direct reporting relationship. It can also include the L+2

57

Peers: Colleagues of the individual from the same or other departments

(including internal customers) with whom the individual has a working

relationship

Subordinates: Direct reports, those whom the individual is directly

supervising. It may also include juniors from other functions/departments in

some cases. Subordinates who have given an individual the 360 degree

feedback in the present cycle

360 degree9i.e., others): The group of superiors, peers and

subordinates who have given an individual the feedback in the present cycle

Comparative Group: All the members in the same work-level

(e.g.:work level-4 or work level-5 or work level-6) who are receiving the 360

degree feedback in the present cycle

3. Rating scale:

Scores by self and responses received together from superiors, peers and

subordinates (referred to as “360 degree” or ‘others’) to each of the questions

are shown as an average score on the five-point scale shown below:

58

1. Unacceptable

2. Needs improvement

3. Emerging

4. Effective

5. Exceptional

The self vs. the 360 degree groups scores shows the relative standing of the

individual with respect to the mean scores of his or her group of superiors,

peers and subordinates taken together on the parameters and elements of the

DRL leadership model.

The qualitative remarks on your strengths/areas of improvement & suggestions

are also summarized (verbatim) towards the latter part of this report.

3. How the report is organized:

Overall picture of the scores (your self scores and how others have

scored you) on the parameters of the DRL leadership model. It also includes

your scores with reference to your comparative group.

Graphical representation of your self scores against the 360 degree

scores on the nine sub-parameters of the leadership model. All scores are

simple averages, unless mentioned otherwise.

59

Element-wise (360 degree0 scores and scoring trends

Open-ended feedback on strengths and areas of improvement captured

verbatim from self and others’(360degree) comments

Annexure on Rating Scales, which attempts to explain the meaning of

the scale

4. How to interpret your feedback?

Begin with the overall representation. Study the gap between the self-

assessment and the feedback given by the relevant group.

Next, note the highest and lowest scoring parameters with reference to

the feedback given by the 360 degree group. These will comprise your relative

strengths ad areas of improvement. Prepare an action plan

o to leverage your strengths, and,

o to work towards reducing your weaknesses

On some of the dimensions you may have been assessed by different

groups of respondents.

60

You are advised to discuss with your superior on ay of these parameters

or elements (“unacceptable” or “needs improvement”) where you are rated

low. It could be indicative of very high expectations from your working

environment. In case you feel that you are doing your best and yet, you have

been rated low, it could be indicative of a communication gap and/or a bias.

The best way to clarify a bias is through a discussion clarifying the

observations and expectations. Communication is crucial for effective

feedback.

Refer to the annexure on rating scales for an understanding of the same,

while reading this report.

61

EXECUTIVE SUMMARY:

2. Scores with reference to the parameters of the DRL leadership

model

Drives

Organizational

Building

Revels in

Entrepreneurship &

Innovation

Leads by

Example

Your self-score 2.7 2.28 3Your 360 degree

score

2.87 2.98 3

Scores of

your

comparative

group

(wrt. 360

degree

scores)

Min

.

2.01 2.07 2.15

Avg

.

2.79 2.81 2.86

Max

.

3.39 3.45 351

62

3. Scores with reference to the nine sub-parameters of the DRL

leadership model

Drives Organizational Building Revels in Entrepreneurship &

Innovation

Leads by Example

Sub-

parameter

Score Sub-

parameter

Score Sub-parameter Scoreself 360

deg

ree

self 360

deg

ree

self 360

degree

Collaborate

s and

leverages

resources,

knowledge

and

relationship

s to achieve

organizatio

nal

priorities

2.6 2.8

4

Recognizes

opportunitie

s and takes

risks

intelligently

2 2.9

5

Accepts and

delivers on

stretch goals to

achieve

breakthrough

performance

3 2.78

Coaches

and

develops

more

leaders

2.5 2.8

7

Displays

flexibility

and drives

change

effectively

2.3

3

2.9

9

Inspirational

yet

unassuming

3.132

Aligns and

adapts

structure,

processes

and

systems to

strategic

direction

3 2.9

2

Fosters a

climate of

innovation

and executes

on

opportunitie

s

2.5 2.9

9

Lives and

champions

DRL’s value

3 3.11

63

(B) Self vs. 360 degree

Self OthersPT1 2.6 2.84PT2 2.5 2.87PT3 3 2.92PT4 2 2.95PT5 2.33 2.99PT6 2.5 2.99PT7 3 2.78PT8 3 3.12PT9 3 3.11

Legend:

PT1: Collaborates and leverages resources, knowledge and relationships to

achieve organizational priorities

PT2: Coaches and develops more leaders

PT3: Aligns and adapts structure, processes and systems to strategic direction

PT4: Recognizes opportunities and takes risks intelligently

PT5: Displays flexibility and drives change effectively

PT6: Fosters a climate of innovation and executes on opportunities

PT7: Accepts and delivers on stretch goals to achieve breakthrough

performance

PT8: Inspirational yet unassuming

PT9: Lives and champions DRL’s value

64

(C) Scores of 360 degree group on Elements of the DRL Leadership Model in

descending order.

Element.

No.

ELEMENT 360

DEGREE

SCORE

DIMENSION

(D/R/L)

1 Facilitates effective utilization of all

available resources across the

organization

2.61 D

2 Creates and shares knowledge across

the organization

3.06 D

3 Consciously attempts to induct,

engage and retain talented

employees

2.83 D

4 Builds and nurtures relationships &

leverages knowledge, expertise and

resources to create greater value

across the organization

2.64 D

5 Fosters the spirit of collaboration &

teamwork in organization

3.06 D

6 Delegates appropriately and allows

team members to take decisions with

an element of calculated risk

3.25 D

7 Invests time and effort in the growth

and development of team members

2.86 D

9 Drives perfect in letter and spirit to

get the best out of people

3 D

10 Keeps abreast of the latest

developments and practices in the

industry. Introduces change

wherever appropriate

3.42 D

11 Understands organization

communication priorities and drives

them appropriately

2.72 D

12 Consciously attempts to build the

desired culture in the organization

2.44 D

13 Is able to spot trends/discontinuities

to identify immediate business

improvements and long

term/opportunities

3 R

14 Generates creative alternatives when

faced with problems. Takes

calculated risks.

2.92 R

15 Balances between systems and

innovation to gain quantum growth

in business while having strategy in

place to mitigate downside risks

2.89 R

16 Logically analyses available

information amidst high ambiguity

and uncertainty

3 R

17 Makes an effort to appreciate and

integrate cross cultural teams

2.75 R

18 Challenges complacency. Does not

shy away from taking tough

decisions

2.72 R

19 Welcome change and implements

initiatives with sincerity and

commitment

3.42 R

20 Fosters a climate of innovation by

challenging status quo. Creates an

environment where new ideas are

welcomed. Tolerates genuine

mistakes

3.25 R

21 Takes a result oriented approach,

leading to effective execution

2.72 R

22 Understands internal and external

customers/suppliers requirements.

Responds to their needs on priority

2.94 L

23 Motivates team to accept and deliver

on stretch goals. Strives for

2.94 L

breakthrough performance 24 Delivers on stretch goals as

committed. Works towards

transferring skills to colleagues &

executes on succession planning

2.36 L

25 Maintains consistency and a high

degree of objectivity while making

people decisions (rewards,

promotions, placements etc)

3.08 L

26 Leads by personal example & walks

the talk

3 L

27 Gives full credit to contributing team

members

3.25 L

28 Shows humility in word and action.

Does not use power inappropriately

3.17 L

29 Strives for excellence in everything

he thinks, says or does

2.97 L

30 Is dedicated to achieving the highest

levels of quality of delight internal &

external customers

2.83 L

31 Upholds the self-esteem & dignity of

all colleagues. Creates an open

culture conducive for expression of

views and ideas irrespective of

hierarchy

3.58 L

32 Creates an environment of

innovation & learning. Fosters a

desire to excel and willingness to

experiment

3.08 L

33 Seeks opportunities to build

relationships & leverages

knowledge, expertise and resources

to create greater value across the

organization

2.64 L

34 Takes utmost care to protect our

natural environment & initiatives to

serve the communities in which we

operate

3.06 L

35 Maintains the highest ethical 3.58 L

standards of truth, integrity &

transparency

D= Drives Organizational Building R=Revels in Entrepreneurship &

Innovation L= Leads by

Example

3. 360 degree FEEDBACK SURVEY: ELEMENT-WISE

SCORES & TRENDS

This section displays the scores (as average) of self and respondents

(360degree) and also gives a glimpse of the rating trends on each element of

the parameters of the DRL leadership model

Rating scale: 0=Unacceptable; 1=Needs improvement; 2=Emerging;

3=Effective; 4=Exceptional

68

1. Drives organizational Building

(PT1) Collaborates and leverages resources, knowledge and relationships to

achieve organizational priorities

S.

N

Success

Attribute

Description of

Behavior

Self 360

degree

(others)

Rating Trends of

360degree (others)

1 Resource

Optimizatio

n

Facilitates

effective

utilization of all

available

resources across

the organization

2 2.61 Sup<peer<sub>sup

2 Knowledge

Managemen

t

Creates and

shares

knowledge

across the

organization

3 2.06 Sup>peer<sub>sup

3 Eye for

Talent

Consciously

attempts to

induct, engage

and retain

talented

employees

3 2.83 Sup>peer<sub>sup

4 Relationship

Orientation

Builds and

nurtures

relationships

with key

external and

internal

stakeholders

2 2.64 Sup<peer<sub>sup

5 Collaboratio

n &

Teamwork

Fosters the

spirit of

collaboration &

teamwork in

3.06 3.06 Sup>peer<sub>sup

organizationCumulative

Average score

2.6 2.84

(PT2) Coaches and develops more leaders

Sr.

No

.

Success

Attribute

Description of

Behavior

Self 360

degree

(others)

Rating Trends of

360degree (others)

6 Delegation Delegates

appropriately

and allows

team members

to take

decisions with

an element of

calculated risk

3 3.25 Sup=peer<sub>sup

7 People

development

Invests time

and effort in

the growth and

development

of team

members

3 2.86 Sup>peer<sub>sup

8 Succession

planning

Works towards

transferring

skills to

colleagues &

executes on

succession

planning

2 2.36 Sup<peer<sub>sup

9 Performance

Coaching

Drives perfect

in letter and

spirit to get the

best out of

people

2 3 Sup=peer=sub=sup

Cumulative

Average Score

2.5 2.87

(PT3) Aligns and adapts structure, processes and systems to

strategic direction

Sr.

No

.

Success

Attribute

Description of

Behavior

Self 360degr

ee

(others)

Rating Trends of

360degree

(others)10 Systems and

process

orientation

Keeps abreast of the

latest developments and

practices in the

industry. Introduces

change wherever

appropriate

3 3.42 Sup>peer<sub<s

up

11 communicat

ion

Understands

organization

communication

priorities and drives

them appropriately

3 2.75 Sup<peer<sub>s

up

12 Culture

building

Consciously attempts to

build the desired culture

In the organization

3 2.58 Sup>peer<sub<s

up

Cumulative Average

Score

3 2.92

71

2. Revels in Entrepreneurship & Innovation

(PT4) Recognizes opportunities and takes risks intelligently

S.no Success

Attribute

Description of Behavior Self 360

degree

(others)

Rating Trends of

360degree (others)

13 Business

Acumen

Is able to spot

trends/discontinuities to

identify immediate

business improvements

and long

2 3 Sup=peer=sub=sup

term/opportunities14 Risk Taking Generates creative

alternatives when faced

with problems. Takes

calculated risks.

2 2.92 Sup=peer>sub<sup

15 Risk

Mitigation

Balances between

systems and innovation

to gain quantum growth

in business while

having strategy in place

to mitigate downside

risks

2 2.89 Sup>peer<sub=sup

16 Dealing with

ambiguity

Logically analyses

available information

amidst high ambiguity

and uncertainty

2 3 Sup=peer=sub=sup

Cumulative Average

score

2 2.95

72

(PT5) Displays flexibility and drives change effectively

Sr.

No

.

Success

Attribute

Description of Behavior Self 360

degree

(others)

Rating Trends of

360degree (others)

17 Cross

cultural

sensitization

Makes an effort to

appreciate and integrate

cross cultural teams

2 2.83 Sup<peer<sub>sup

18 Improvemen

t orientation

Challenges

complacency. Does not

shy away from taking

tough decisions

2 2.72 Sup<peer<sub>sup

19 Flexibility &

change

Welcome change and

implements initiative

3 3.42 Sup>peer<sub<sup

management with sincerity and

commitmentCumulative average

score

2.3

3

2.99

S

73

(PT6) Fosters a climate of innovation and executes on

opportunities

Sr.

No

.

Success

Attribute

Description of

Behaviour

Self 360 degree

(others)

Rating Trends of

360degree (others)

20 Innovation

orientation

Fosters a climate of

innovation by

challenging status

quo. Creates an

environment where

new ideas are

welcomed.

Tolerates genuine

mistakes

3 3.25 Sup=peer<sub>sup

21 Execution Takes a result 2 2.72 Sup<peer<sub>sup

oriented approach,

leading to effective

executionCumulative

average score

2.5 2.99

74

3. Leads by Example

(PT7) Accepts and delivers on stretch goals to achieve breakthrough

performance

Sr.

No

Success

Attribute

Description of

Behavior

Self 360

degree

(others)

Rating Trends of 360

degree (others)

22 Customer

Focus

Understands

internal and

external

customers/suppli

ers requirements.

Responds to their

needs on priority

3 2.94 Sup>peer<sub>sup

23 Performan

ce mindset

Motivates team

to accept and

deliver on stretch

3 2.94 Sup>peer<sub>sup

goals. Strives for

breakthrough

performance24 Result

Orientatio

n

Delivers on

stretch goals as

committed

3 2.94 Sup>peer<sub>sup

Cumulative

Average score

3 2.78

75

(PT8) Inspirational yet unassuming

Sr.

No

Success

Attribute

Description of Behavior Self 360

degree

(others)

Rating Trends of

360 degree (others)

25 Fairness &

impartiality

Maintains consistency and a

high degree of objectivity

while making people

decision (rewards,

promotions, placements etc)

3 3.08 Sup=peer<sub>sup

26 Inspirational Leads by personal example

& walks the talk

3 3 Sup=peer=sub=sup

27 Credit

sharing

Gives full credit to

contributing team members

3 3.25 Sup=peer<sub>sup

28 Unassuming Shows humility in word and

action. Does not use power

inappropriately

3 3.17 Sup=peer<sub>sup

Cumulative Average score 3 3.12

76

(PT9) Lives and champions DRL’s value

Sr.

No

Success

Attribute

Description of Behavior Self 360

degree

(others)

Rating Trends of

360 degree (others)

29 Excellenc

e

Strives for excellence in

everything the thinks,

says or does

3 2.97 Sup>peer<sub>sup

30 Quality

Orientatio

n

Is dedicated to

achieving the highest

levels of quality to

delight internal &

external customers

3 2.86 Sup>peer<sub>sup

31 Respect

for the

individual

Upholds the self-esteem

& dignity of all

colleagues. Creates an

open culture conducive

for expression of views

and ideas irrespective if

3 3.58 Sup>peer<sub<sup

hierarchy32 Innovatio

n

Creates an environment

of innovation &

learning. Fosters a

desire to excel and

willingness to

experiment

3 3.08 Sup=peer<sub>sup

33 Collaborat

ion &

Teamwor

k

Seeks opportunities to

build relationships &

leverages knowledge,

expertise and resources

to create greater value

across the organization

3 2.64 Sup<peer<sub>sup

34 Harmony

& Social

responsibi

lity

Takes utmost care to

protect our natural

environment &

initiatives to serve the

communities in which

we operate

3 3.06 Sup>peer>sub<sup

35 Truth &

integrity

Maintains the highest

ethical standards of

truth, integrity &

transparency

3 3.58 Sup>peer<sub<sup

Cumulative Average

Score

3 3.11

OPEN ENDED FEEDBACK:

You and your respondents had the opportunity to write comments on your

work style in the Feedback Questionnaire. These comments have been quoted

verbatim in sequence.

78

Strengths Areas of Improvement• Willingness to

experiment

• Logical as well

as Lateral Thinking,

useful in problem

solving

• Is a good mentor

and a effective

• communicator.

• Respect for

individual

• Knowledge in

Pharma Trends &

Marketing

• Very strong on

concepts, strategy and

pharma industry

perspectives & insights.

• Good team

player

• Product/Molecul

e/Therapy knowledge

• Excellent

knowledge of the

concerned subject

• Humility

• People

Management –

mentorship which is

complemented by

empathy

• Gives full

freedom to work and

keeps a strong support

by constant feedbacks

and guidance.

• Freedom to team

• Communication

• Should improve on integrating

myself into the organization

• NA

• He should be more and more

assertive

• Result Orientation

• Need to be more decisive and

‘closure’ and ‘delivery’ oriented.

Leverage skills of persuasion / influence

to get complex cross – functional tasks

carried out in a matrix environment.

Improve sharpness of verbal

communication.

• Positive attitude

• Back End Understanding

• To use his position more

effectively to get best results

• Business realities in various

markets

• Should stop cribbing about role

clarity and get into close for each

assignment/project

• NA

• Risk taking ability

• Team Building

• Ability to shoulder responsibility

and self-priorities without too much

support from superiors.

• Managing contacts

• Better team work involving

everyone

• People management

• Should stop to be judgmental

• NA

• He is too simplistic in his

5. ANNEXURE:

RATING SCALES: The scores, range of ratings and the meanings

associated with each dimension is common to all the 35 elements of the DRL

Leadership model.

Scale

(score)

0 1 2 3 4

Range of

ratings

unacceptable Needs

improvement

Emerging Effective Exceptional

Nearest

meaning

in

actionable

of the

above

ratings

Resistant Unaware Aware Aware

and does

Aware and

does

consistently

80

1. Employee idea about 360 degree appraisal process.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSYes 21 70No 1 3Doubt ful 8 27Total: 30 100

GRAPHICAL REPRESENTATION:

0

10

20

30

40

50

60

70

80

Yes No Doubt ful

Interpretation:

The above table reveals that the 70% of employees well aware of 360

degree appraisal system process.

81

2.Methodology applied for appraisal.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSMBO 1 3Competency mapping 1 3Factor comparison method 1 4360 degree appraisal method 27 90Total: 30 100

GRAPHICAL REPRESENTATION:

0

10

20

30

40

50

60

70

80

90

100

MBO competencymapping

factorcomparison

360 degreeappraisal

interpretation: The above table reveals that 90% of the employees said that

360 degree appraisal system is used by the organization for measuring the

performance of the employees.

82

3.The factor which is so good of performance appraisal system

adopted by the organization.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSOpen feedback 8 27

Transparency in

evaluation

14 47

Recognition for work 5 16Impartiality 3 10Total : 30 100

05

101520253035404550

open feedback transparencyin evaluation

recognition forwork

impartiality

Interpretation:

The above table reveals that 47% of the employees said that

transparency in evaluation is in their performance appraisal.

83

4. Employee satisfaction on appraisal system adopted by the

organization .

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSSatisfied 25 83Partially satisfied 5 17Dissatisfied 0 0

Total: 30 100

GRAPHICAL REPRESENTATION:

0102030405060708090

satisfied partiallysatisfied

dissatisfied

Interpretation:

The above table reveals that 83% of the employees satisfied with this

360 degree appraisal system adopted by the organization.

84

5 . impact of 360 degree appraisal on performance of the

employee.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSStrong 18 60Partially 12 40Poor 0 0Total: 30 100

GRAPHICAL REPRESENTATION:

0

10

20

30

40

50

60

70

strong partially poor

Interpretation:

The above table reveals that the 60% of the employees said that the

impact of 360 degree appraisal on their performance is strong.

85

6.the reasons for the organization has adopted the 360 degree

appraisal system.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSAccurate results 19 63Because it is modern

method of appraisal

system

9 30

Because all MNC’s are

following

2 7

Total: 30 100

GRAPHICAL REPRESENTATION:

010203040506070

accurateresults

because it ismodern

method ofappraisal

because allMNC's arefollowing

Interpretation: The above table reveals that 63% of the employees said that

the accurate results are possible through this 360 degree appraisal system that’s

why the organization adopted this method.

86

7. Training programmes attended to improve performance of the

employee :

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSNone 9 301 to 3 18 603 to 5 3 10Total: 30 100

GRAPHICAL REPRESENTATION:

0

10

20

30

40

50

60

70

none 1 to 3 3 to 5

Interpretation:

Above the table reveals that 60% of the employees attended the training

programmes (1 to 3) to improve their performance.

87

8.Apex committee is involved in deciding employees grades.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTS0-35% 3 1036-70% 19 6371-100% 8 27Total: 30 100

GRAPHICAL REPRESEMTATION:

0

10

20

30

40

50

60

70

0-35% 36-70% 71-100%

Interpretation:

Above table reveals that 63% of employees said that 36-70%, the apex

committee involving in deciding employees grades.

88

9.Employee agrees with the apex committee results.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSStrongly agree 2 7Agree 28 93Disagree 0 0Total: 30 100

GRAPHICAL REPRESENTATION:

0102030405060708090

100

Strongly agree Agree Disagree

Interpretation:

The above table reveals that 93% of the employees said that they are

agree with the apex committee results.

89

10. Appraisal system motivates the performance of the employee .

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSYes 30 100No 0 0Total: 30 100

GRAPHICAL REPRESENTATION:

0

20

40

60

80

100

120

Yes No

Interpretation:

The above table reveals that the 100% employees said thatemployees

performance is motivated by the (360 degree) performance system adopted by

the organization.

90

11.Appraisal system is helpful to minimize the weaknesses of the

employee.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSTo a great extent 7 23Up to some extent 18 60Average 15 17Below average 0 0Total: 30 100

GRAPHICAL REPRESENTATION:

0

10

20

30

40

50

60

70

To a greatextent

Up to someextent

Average Below average

Interpretation:

The above table reveals that the 60% of the employees said that the

appraisal system is helpful to minimize their weaknesses.

91

12.Performance of the employee is improved by 360 degree

appraisal.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTS0-35% 1 3036-70% 24 8071-100% 5 17Total: 30 100

GRAPHICAL REPRESENTATION:

0

10

20

30

40

50

60

70

80

90

0-35% 36-70% 71-100%

Interpretation:

The above table reveals that 80% of the employees said that their

performance is improved by 360 degree appraisal .

92

13. Employee opinion on 360 degree appraisal.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSVery good 4 13Good 26 87Average 0 0Poor 0 0Total: 30 100

GRAPHICAL REPRESENTATION:

0%10%20%30%40%50%60%70%80%90%

100%

Very good Good Average Poor

Interpretation:

The bove table reveals that 87% of the employees opinion on the 360

degree appraisal system is GOOD.

93

14. While giving the appraisal for superior there is any

consideration for subordinate feedback.

PARTICULARS NUMBER OF

RESPONDENTS

PERSENTAGE OF

RESPONDENTSYes 12 40No 18 60Total: 30 100

GRAPHICAL REPRESENTATION:

0%

10%

20%

30%

40%

50%

60%

70%

Yes No

Interpretation:

The bove table reveals that 60% of the employees said that there is no

consideration to take the feedback of them while givining the appraisal of

superior.

94

FINDINGS

o Most of the employees said that the 360 degree appraisal system

adopted by the organization is very good.

o The 360 feedback process is well known to every employee in the

organization.

o The weaknesses of the employees are minimizes by the 360

degree appraisal adopted by the organization

o The apex committee is involved in deciding the employees final

grades. Their role is very important in this appraisal process

o In DRL the employees are attended the training programes 2 to 3

times in a month. The organization is mainly focused on the training

programmes.

95

SUGGESTIONS:

1. Use of counseling as a tool to improve performance can help the employees

provided it is devoid of severe criticisms, suppression of domination.

2. Appreciation for good performance and proper guidance for improvement

is a must.

3. Appraisal linked to promotions and increments will motivate the employee

towards work culture.

4. As the appraisal is directly linked to promotions or career progressions of

an employee there should be transparency in discussing the appraisal

report.

5. Objective and fair assessment can induce seriousness towards appraisal and

help increase motivation among employees.

6. New performance methods to be implemented in appraising the

performance of the employees.

7. A clear feedback should be given to the employees in knowing their

drawbacks.

8. Executives should be provided some monetary benefits basing on their

performance.

9. Separate methods to be used for managerial and non-managerial level.

Accordingly content to be selected to measure.

96

SUMMARY

Dr. Reddy’s works towards providing patients access to high quality

generic medicines at affordable prices, and secondly, helps develop new

treatments that satisfy unmet medical needs and are improvements over

currently existing therapies.

Increased awareness, acceptance of generics and favorable legislation, have

together with the large volume of branded products losing patent protection

over the coming years, led to continued expansion of the generic

pharmaceuticals market

The company using the H.R tools to strength its man power meets its

targeted goals and as a part of this, employee’s performance appraisal utilized

for evaluation of its manpower potential and builds a good team. In this

activity the company H.R department had choosen 360 degree appraisal

method.

The process of employee’s performance appraisal in Dr. Reddy’s

pharma ltd, Hyderabad is carried out according to principle’s of 360 degree

appraisal method. These appraisal method would be evaluated by

superiors/managers of bottom to top rank effectively and approximately 95%

of the employees are being satisfied with good increments and promotions.

97

The data generated on employees performance appraisal as well as

increment and promotion will be utilized in future for remuneration

administration, employee training and development programmers, transfers

H.R planning and validation of selection programmers.

98

CONCLUSION

In this growing competitive world it is very essential for any employee

to become more efficient. So, it is the responsibility of the employee to

increase the efficiency of the employees. So, in order to measure the efficiency

of the people various methods have come into existence. One such method is

360 degree appraisal. As the name itself indicater it appraises the overall

performance of the employee which will be satisfactory for him.

To make this more successful a separate committee is being maintained

called “Apex” committee. Through which they can be get motivated and inturn

improves their efficiency and finally leads to both personnal and organizational

development.

99

BIBLIOGRAPHY

S.NO AUTHOR BOOKNAME EDITION PUBLICATION YEAR

1 Prof. T.V. Rao Human resource Development

12th Himalaya publications

2002

2 C.B. Mamoria Personnel and human resource Management

3rd Himalaya publications

2007

3 P. Subba Rao Human Resource Management

4th Himalaya Publications

2006

4 R. Thomas and C. Mabey

Developing Human Resources

3rd Himalaya Publications

2007

5 Arun Monappa Personnel Management 6th Himalaya Publications

2004

Elixer of Dr.Reddy’s Laboratories .Ltd

www.drl.com

www.drreddys.com

QUESTIONNIER

Dear respondents,

I am S. RAJARAJESWARI doing MBA programme in Aditya PG studies, kakinada,

affiliated to Andhra University.

As a part of my academic I have to submit a project work. So, I am

doing project work on “performance appraisal” in your organization. So please give

your response the following questions

1.what is the methodology applied for your appraisal? ( )

a. Management by objective b. competency mapping

c. Factor comparison method d. 360 degree appraisal

2. what is so good about your performance appraisal system? ( )

a. open feedback b. transparency in evaluation

c. recognition for work d. impartiality

3. are you satisfied by the appraisal system adopted by your organization? (

)

a. satisfied b. partially satisfie

c. dis satisfied

4. is there any impact of 360 degree appraisal on your performance? ( )

a. strong b. partial c. poor

5.do you know why the oraganisation has adopted the 360 degree appraisal? ( )

a. accurate results b. because it is modern method of appraisal

c. because all MNC’s are followed.

6. how many training programmes you have attended to improve your performance?

(

)

a. none b. 1 to 3 c. 3 to 5

7. do you have any idea about the 360 degree appraisal process? ( )

a. yes b. no c. doubtful

8. to what extent apex committee involved in deciding your grades? ( )

a. 0 to 35% b. 36 to 70% c. 71 to 100%

9. how much do you agree with the apex committee results? ( )

a. strongly agree b. agreec. disagree

10. do you feel that the appraisal system motivates your performance? ( )

a. yes, motivated b. not motivated

11. to what extent the appraisal system is helpful to minise your weaknesses? ( )

a. to a great extent b. up to some extent c. average

d. below average

12. how much percentage of performance improved by this method (360 degree) of

appraisal system? ( )

a. 0 to 35% b. 36 to 70% c. 71 to 100%

13. what is your opinion regarding 360 degree appraisal system? ( )

a. average b. very good c. good d. average e. poor

14.while giving appraisal for superior does the subordinate feedback taken into

criteria?

( )

a. yes b. no