performance appra

8/21/2019 Performance Appra

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Declaration

I hereby declare that the project entitled “Performance

Appraisal” ,submitted as part of PG Diploma Course of HRDP,

is my original work and to the best of my knowledge , it contains

no material previously published by another person nor material

which has been accepted for the award of any other degree of the

University, except where due acknowledgement has been made in

the text.

Payal

!tudent " # !ignature $ate

%ertified by&

$eepti'(rs.)

!ignature $ate

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Acknowledgement

I would like to extend a special thank you to (rs. $eepti whoguided me throughout the making and completion of this report.

Its because of her continuous guidance and efforts only that today

my report could be completed.

I am also very appreciative to the -oogle website and the I/-

website, the most widely used search engines that was kind enough

to provide me with the information and the photographs for this

text.

0astly, I would like to thank the 1lmighty -od for everything. 2his

report would never have been a success without his blessings.

I sincerely hope that the

readers find my report

interesting, informative and

enjoyable to read.

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Index

S. No. Topic Page No.

1 Objective of the Study 52 Methodology 6

3 Hito!y of Pe!fo!"a#ce $pp!aial %

& PMS i# diffe!e#t e#te!p!ie 21

5 'i#di#g 3%

6 (eco""e#datio# &)

% S#aphot of P$ yte" i# Public Secto!

co"pa#ie

&2

* S#aphot of P$ yte" i# P!ivate Secto!

co"pa#ie

&3

+ ,o#cluio# &&

1) -uetio##ai!e &5

11 ibliog!aphy 51

Objective

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o To u#de!ta#d the ee#ce of pe!fo!"a#ce app!aial yte" a a

/hole.

o To u#de!ta#d the va!iou apect a#d co"po#e#t of

pe!fo!"a#ce yte".o To ee ho/ thee co"po#e#t of the pe!fo!"a#ce app!aial

yte" /o!0 i# #dia# #te!p!ie.

o To u#de!ta#d the va!iou "echa#ic at /o!0 /hich a!e

i"po!ta#t i# i#t!oduci#g a #e/ yte" a#d cha#ge that

acco"pa#y it a /ell a the "echa#ic adopted to cope up /ith

the cha#ge.

o To u#de!ta#d the i"po!ta#ce of o!ga#i4atio#al bac0g!ou#d i#

i"ple"e#ti#g a pe!fo!"a#ce app!aial yte".

o To d!a/ leo# f!o" the epe!ie#ce of the p!oject o that the

0#o/ledge gai#ed ca# be applied effectively a#d co#t!uctively i#

the futu!e.

Methodology

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# o!de! to u#de!ta#d the co"pa#y viio# "iio# futu!e goal

ta!ted the p!oject by ai"ilati#g the i"po!ta#t lite!atu!e of thee

co"pa#ie7 it i !e8ui!ed to tudy the #atu!e of job of va!ioup!ofeio#al.

Too0 appoi#t"e#t /ith the H( depa!t"e#t a#d ought i"po!ta#t

i#fo!"atio# f!o" the" !ega!di#g the PMS bei#g follo/ed the!e.

P!epa!ed a 8uetio##ai!e a#d got it filled by the H( p!ofeio#al /ho

a!e !epo#ible fo! the Pe!fo!"a#ce $pp!aial.

# o!de! to u#de!ta#d the /o!0i#g of all the job a#d the 0ill

!e8ui!ed co"pleti#g the" tudied the job p!ofile a#d job pecificatio#of va!iou deig#atio# of the e"ployee. $lo /e#t th!ough H(

"a#ual to u#de!ta#d the p!actical applicatio# pa!t of Pe!fo!"a#ce

$pp!aial i# thee o!ga#iatio#.

Selected ce!tai# va!iable a#d t!ied to co"pa!e thee o!ga#i4atio#

baed o# the".

Si#ce public a#d p!ivate ecto! have "o!e o! le diffe!e#t /ay of

"odu ope!a#di the!efo!e both type of co"pa#ie a!e co"pa!edepa!ately.

# additio# to thi the acade"ic !eea!ch do#e pe!tai#i#g to thi

ubject i alo ta0e# i#to co#ide!atio#.

Variables Selected for comparison are9

1. Pe!fo!"a#ce :i"e#io#

2. $pp!oach

3. 'eedbac0

&. $e"e#t P!oce

5. #te#ded ;e of Pe!fo!"a#ce $pp!aial

6. Scale

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History of Performance appraisal

The hito!y of pe!fo!"a#ce app!aial i 8uite b!ief. t !oot i# the

ea!ly 2)th

ce#tu!y ca# be t!aced to Taylo! pio#ee!i#g Ti"e < Motio#tudie. ut thi i #ot ve!y helpful fo! the a"e "ay be aid about

al"ot eve!ythi#g i# the field of "ode!# hu"a# !eou!ce

"a#age"e#t.

$ a diti#ct a#d fo!"al "a#age"e#t p!ocedu!e ued i# the evaluatio#

of /o!0 pe!fo!"a#ce app!aial !eally date f!o" the ti"e of the

Seco#d =o!ld =a!> #ot "o!e tha# 6) yea!.

The p!oce /a fi!"ly li#0ed to "ate!ial outco"e. f a# e"ployeepe!fo!"a#ce /a fou#d to be le tha# ideal a cut i# pay /ould follo/.

O# the othe! ha#d if the pe!fo!"a#ce /a bette! tha# the upe!vio!

epectatio# a pay !ie /a i# o!de!.

?ittle co#ide!atio# if a#y /a give# to the develop"e#tal poibilitie

of app!aial. f /a felt tha# a cut i# pay o! a !ie hould p!ovide the

o#ly !e8ui!ed i"petu fo! a# e"ployee to eithe! i"p!ove o! co#ti#ue to

pe!fo!" /ell. So"eti"e thi baic yte" ucceeded i# getti#g the!eult that /e!e i#te#ded7 but "o!e ofte# tha# #ot it failed. $ a

!eult the t!aditio#al e"phai o# !e/a!d outco"e /a p!og!eively

!ejected.

Modern Appraisal

Pe!fo!"a#ce app!aial "ay be defi#ed a a t!uctu!ed fo!"al

i#te!actio# bet/ee# a ubo!di#ate a#d upe!vio! that uually ta0e

the fo!" of a pe!iodic i#te!vie/ i# /hich the /o!0 pe!fo!"a#ce of the

oppo!tu#itie fo! i"p!ove"e#t a#d 0ill develop"e#t.

# "a#y o!ga#i4atio#> but #ot all> app!aial !eult a!e ued eithe!

di!ectly o! i#di!ectly to help dete!"i#e !e/a!d outco"e. That i the

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app!aial !eult a!e ued to ide#tify the bette! pe!fo!"i#g e"ployee

/ho hould get the "ajo!ity of available "e!it pay i#c!eae bo#ue

a#d p!o"otio#.

y the a"e to0e# app!aial !eult a!e ued to ide#tify the poo!e!

pe!fo!"e! /ho "ay !e8ui!e o"e fo!" of cou#eli#g o! i# et!e"e

cae de"otio# di"ial o! dec!eae i# pay.

What is Performance Appraisal

The pe!fo!"a#ce app!aial i a co""u#icatio# tool deig#ed to ae

each i#dividual co#t!ibutio# to the o!ga#i4atio#. The app!aial

p!ovide a /ay to "eau!e 0ill a#d acco"plih"e#t /ith !eao#able

accu!acy a#d u#ifo!"ity. t p!ovide a /ay to help ide#tify obtacle to

top pe!fo!"a#ce. t hould help ide#tify a!ea fo! p!ofeio#al g!o/th.

t hould #ot ho/eve! be co#ide!ed the upe!vio! o#ly

co""u#icatio# tool. Ope# li#e of co""u#icatio# th!oughout the yea!

help to "a0e effective /o!0i#g !elatio#hip.

ach e"ployee i e#titled to a thoughtful a#d ca!eful app!aial. t

ucce depe#d o# the upe!vio! /illi#g#e to co"plete aco#t!uctive a#d objective ae"e#t a#d o# the e"ployee

/illi#g#e to !epo#d to co#t!uctive c!itici" a#d to /o!0 /ith

upe!vio! to ove!co"e pe!fo!"a#ce ba!!ie!. $ pe!fo!"a#ce app!aial

i a !evie/ a#d dicuio# of a# e"ployee pe!fo!"a#ce of aig#ed

dutie a#d !epo#ibilitie. The app!aial i baed o# !eult obtai#ed

by the e"ployee i# thei! job #ot o# the e"ployee pe!o#ality

cha!acte!itic. Pe!o#ality hould be co#ide!ed o#ly /he# it !elateto pe!fo!"a#ce of aig#ed dutie a#d !epo#ibilitie.

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Why appraise performance

Pe!iodic !evie/ help upe!vio! gai# a bette! u#de!ta#di#g of each

e"ployee abilitie /ith the goal to help t!ai# a#d develop 0ill a#d

t!e#gth. t p!ovide a cha#ce to evaluate job p!og!e ti"ulate

i#te!et a#d i"p!ove job pe!fo!"a#ce by !ecog#i4i#g p!oductive /o!0

a#d by poi#ti#g out a!ea of g!o/th a#d develop"e#t. t p!ovide a

feedbac0 "echa#i" that "ight othe!/ie be ove!loo0ed.

!ypes of Performance Appraisal

'o!"al a##ual pe!fo!"a#ce app!aial

#fo!"al o#e>to>o#e !evie/ dicuio#

,ou#eli#g "eeti#g

Obe!vatio# o# the job

S0ill o! job !elated tet

$ig#"e#t o! ta0 follo/ed by !evie/ i#cludi#g eco#d"e#t

$e"e#t ce#te! i#cludi#g obe!ved g!oup ee!cie tet

p!ee#tatio# etc

Su!vey of opi#io# of othe! /ho have deali#g /ith the i#dividual

Pycho"et!ic tet a#d othe! behavio!al ae"e#t

@!aphology

"ond#cting a performance appraisal

The dicuio# at a fo!"al app!aial i#te!vie/ hould focu o#9

ehaviou! a#d outco"e

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ue a#d p!oble"

,o#t!uctive develop"e#t to i"p!ove the app!aiee "otivatio#

g!o/th a#d pe!fo!"a#ce.

"ommon performance appraisal formats incl#de9

$% &lobal ratings9 $ o#e>di"e#io#al !ati#g that ue a !ate! ove!all

eti"ate of pe!fo!"a#ce /ithout diti#guihi#g bet/ee# c!itical job

di"e#io#

'% !rait based scales $ "ultidi"e#io#al app!oach ued to "eau!e

pe!fo!"a#ce. So"e co""o#ly ued t!ait a!e loyalty depe#dability

coope!atio# i#itiative a#d elf>co#fide#ce.

(% )ffectiveness*based systems9 $ yte" baed o# AobjectiveB

!eult !ep!ee#ti#g the "eau!e"e#t of a# e"ployee co#t!ibutio#

#ot a# e"ployee activitie o! behaviou!. Ma#age"e#t by Objective

i a popula! ea"ple of thi 0i#d of pe!fo!"a#ce app!aial fo!"at.

+A,S

ehavio!ally a#cho!ed (ati#g Scale bette! 0#o/# a a! fo!"at

deal /ith "eau!able behavio! #ot pe!o#ality p!ovide !ate! a#d

!ate /ith clea! tate"e#t of pe!fo!"a#ce goal a#d i baed o# a

pecific th!ough job a#alyi.

;i#g $(S !ate! focu o# pecific !ate behaviou!. Thee behavio!

a!e co"pa!ed to pecific ea"ple that p!ovide co#c!ete be#ch"a!0

fo! "a0i#g app!aial judg"e#t.

Si"ila! to g!aphic !ati#g cale but ha behavio! a#cho!

1. ?it c!itical i#cide#t

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2. ,lute! thee i#to di"e#io#

3. ,!itical i#cide#t !et!a#lated to di"e#io#

&. ,!itical i#cide#t !ated o# + poi#t cale

5. ,!itical i#cide#t /o!ded a ep!eio#

,ating Scales

The !ati#g cale "ethod offe! a high deg!ee of t!uctu!e fo!

app!aial. ach e"ployee t!ait o! cha!acte!itic i !ated o# a bipola!

cale that uually ha eve!al poi#t !a#gi#g f!o" Apoo!B to Aecelle#tB.

The t!ait aeed o# thee cale i#clude e"ployee att!ibute uch

a coope!atio# co""u#icatio# ability i#itiative pu#ctuality a#d

tech#ical co"pete#ce. The #atu!e a#d cope of the t!ait elected fo!

i#cluio# i li"ited o#ly by the i"agi#atio# of the cale deig#e! of

by the o!ga#i4atio# #eed to 0#o/.

The o#e "ajo! p!oviio# i# electi#g t!ait i that they hould be i#

o"e /ay !eleva#t to the app!aiee job. The t!ait elected by o"e

o!ga#i4atio# have bee# u#/ie a#d have !eulted i# legal actio# o# the

g!ou#d of dic!i"i#atio#.

,es#lts Method -M+O Method.

The ue of "a#age"e#t objective /a fi!t /idely advocated i# the

1+5) by the #oted "a#age"e#t theo!it Pete! :uc0e!.

MO "ethod of pe!fo!"a#ce app!aial a!e !eult>o!ie#ted. That i

they ee0 to "eau!e e"ployee pe!fo!"a#ce by ea"i#i#g the ete#tto /hich p!edete!"i#ed /o!0 objective have bee# "et.

O#ce a# objective i ag!eed the e"ployee i uually epected to elf>

audit7 that i to ide#tify the 0ill #eeded to achieve the objective.

Typically they do #ot !ely o# othe! to locate a#d pecify thei!

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t!e#gth a#d /ea0#ee. They a!e epected to "o#ito! thei! o/#

develop"e#t a#d p!og!e.

&raphic rating scales C !ati#g cale De.g. 5 poi#tE

/orced choice system Dto !educe le#ie#cyE (ate! decide bet/ee#

t/o !epo#e. oth loo0 poitive but o#ly o#e dic!i"i#ate good

pe!fo!"a#ce f!o" poo!.

!he 0ey phases of an effective performance appraisal system

ffective pe!fo!"a#ce app!aial yte" ha & phae9

Pla##i#g

Ma#agi#g

(evie/i#g

(e/a!di#g Pe!fo!"a#ce

t i a co#ti#uou cycle /ith e"ployee a#d "a#age! /o!0i#g

togethe! to etablih 0ey objective "o#ito! p!og!e to/a!d theeobjective ae !eult a#d p!ovide !ecog#itio# fo! achieve"e#t.

$% Performance Planning

# a# effective o!ga#i4atio# /o!0 i pla##ed out i# adva#ce.

Pla##i#g "ea# etti#g pe!fo!"a#ce epectatio# a#d goal fo!

g!oup a#d i#dividual to cha##el thei! effo!t to/a!d achievi#go!ga#i4atio#al objective. @etti#g e"ployee i#volved i# the

pla##i#g p!oce /ill help the" u#de!ta#d the goal of the

o!ga#i4atio# /hat #eed to be do#e /hy it #eed to be do#e a#d

ho/ /ell it hould be do#e.

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The !egulato!y !e8ui!e"e#t fo! pla##i#g e"ployee pe!fo!"a#ce

i#clude etablihi#g the ele"e#t a#d ta#da!d of thei!

pe!fo!"a#ce app!aial pla#. Pe!fo!"a#ce ele"e#t a#d ta#da!d

hould be "eau!able u#de!ta#dable ve!ifiable e8uitable a#d

achievable. Th!ough c!itical ele"e#t e"ployee a!e held

accou#table a i#dividual fo! /o!0 aig#"e#t o! !epo#ibilitie.

"ployee pe!fo!"a#ce pla# hould be fleible o that they ca#

be adjuted fo! cha#gi#g p!og!a" objective a#d /o!0

!e8ui!e"e#t.

The 0ey p!ocee of pla##i#g phae a!e9

a. )stablishing team* individ#al objectives

ui#e u#it objective a!e #o!"ally et th!ough the bui#e

t!ategy pla##i#g a#d budgeti#g p!ocee fo! the yea!. #dividualF

tea" objective "ay be et th!ough>

)stablishing improvements over previo#s years%

)xternal bodies that set targets and standards to beachieved%

+enchmar0ing* internal setting of standards and targets

compared 1ith the best in the field%

b. 2escribing the job roles of an individ#al

$ good "echa#i" ued fo! thi pu!poe i the la#guage of G0eyaccou#tabilitie. $ 0ey accou#tability i i"ply a# a!ea of

!epo#ibility fo! /hich the job holde! i epected to p!oduce

!eult. :efi#i#g job !ole hould alo co"pete#cie !e8ui!ed.

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c. Objective setting

Thee highlight fo! the tea" a#d the i#dividual the cla!ity of

u#de!ta#di#g of thei! job a#d p!ovide a focu to thei! actio# a#d

behaviou! i# the co"i#g pe!iod. The etti#g up of objective i the

"a#age"e#t p!oce /hich e#u!e that eve!y i#dividual

e"ployee 0#o/ /hat !ole they #eed to play a#d /hat !eult they

#eed to "ai"i4e thei! co#t!ibutio# to the ove!all bui#e.

d. 2evelopment Planning

ach jobholde! !ega!dle of cu!!e#t level of pe!fo!"a#ce ca#

achieve bette! !eult if pe!o#al pe!fo!"a#ce i"p!ove"e#t

objective a!e built i# to pla##i#g p!oce. Thi focue o# ho/ they

achieve thei! objective /hat they ca# do the"elve to develop

bette! pe!fo!"a#ce a#d a#y uppo!t that i available f!o" the

o!ga#i4atio# to help the".

'% Managing Performance

# a# effective o!ga#i4atio# aig#"e#t a#d p!oject a!e

"o#ito!ed co#ti#ually. Mo#ito!i#g /ell "ea# co#ite#tly

"eau!i#g pe!fo!"a#ce a#d p!ovidi#g o#goi#g feedbac0 to

e"ployee a#d /o!0 g!oup o# thei! p!og!e to/a!d !eachi#gthei! goal. (egulato!y !e8ui!e"e#t fo! "o#ito!i#g pe!fo!"a#ce

i#clude co#duci#g p!og!e !evie/ /ith e"ployee /he!e thei!

pe!fo!"a#ce i co"pa!ed agai#t thei! ele"e#t a#d ta#da!d.

O#goi#g "o#ito!i#g p!ovide the oppo!tu#ity to chec0 ho/ /ell

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e"ployee a!e "eeti#g p!edete!"i#ed ta#da!d a#d to "a0e

cha#ge to u#!ealitic o! p!oble"atic ta#da!d. # additio# by

"o#ito!i#g co#ti#ually u#acceptable pe!fo!"a#ce ca# be ide#tified

at a#y ti"e du!i#g the app!aial pe!iod a#d aita#ce p!ovided to

add!e uch pe!fo!"a#ce !athe! tha# /ait u#til the e#d of the

pe!iod /he# u""a!y !ati#g level a!e aig#ed. Thi i a# o#goi#g

p!oce of /o!0i#g to/a!d the pe!fo!"a#ce epectatio#

etablihed i# the pla##i#g phae. Ma#agi#g pe!fo!"a#ce i#volve

eve!al activitie.

aE ,oachi#g thi i#volve /o!0i#g /ith a# i#dividual o# a

pecific ta0 of activity that fo!" pa!t of thei! job i# a

pla##ed "a##e! o that thei! 0#o/ledge co"pete#ce a#d

0ill a!e i"p!oved. e#tial i#g!edie#t of good coachi#g

a!e>

t i a lea!#i#g p!oce #ot a teachi#g p!oce.

The i#dividual a!e !epo#ible fo! pla##i#g a#d achievi#g the

ta0 but a!e uppo!ted cou#eled a#d "o#ito!ed by thei!

"a#age! th!oughout the lea!#i#g p!oce.'eedbac0 hould be pecific ti"ely a#d focued o# a poitive

achieve"e#t a /ell a the #eed to i"p!ove o"e apect of

pe!fo!"a#ce.

b. "o#nseling

Thi i #ecea!y /he# fo! /hateve! !eao# pe!fo!"a#ceha #ot !eached upto epectatio# a#d the "a#age! #eed to

ta0e a fo!"al a#d pla##ed app!oach i# o!de! to help the

jobholde! ove!co"e the obtacle. ,e!tai# thi#g a!e

i"po!ta#t fo! effective cou#eli#g eio#. The eio#

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hould be a t/o>/ay co""u#icatio# a#d focu hould be o#

poitive iue a#d #ot #egative iue.

c. On going process revie1s

ffective cou#eli#g i a# i"po!ta#t pa!t of "a#agi#g

pe!fo!"a#ce. t i ee#tial to i#teg!ate the p!oce /ith

o#e #o!"al bui#e pla##i#g activitie. f the i#dividual

tea" a!e c!itical to ucce the# they #eed to "o#ito!ed o#

a !egula! bai.

d. Self monitoring

$# effective pe!fo!"a#ce "a#age"e#t p!oce ha to be a

pa!t#e!hip bet/ee# "a#age! a#d e"ployee. $

o!ga#i4atio# get flatte! a#d e#cou!age Gelf "a#aged

p!ocee it i ee#tial fo! all i#dividual to o/# the

pe!fo!"a#ce "a#age"e#t p!oce it hould #ot be left olelyto the "a#age! to "ai#tai# the p!oce. The i#dividual job

holde! i a 0ey ta0eholde! i# pe!fo!"a#ce "a#age"e#t a#d

hould be e#cou!aged to !ecog#i4e the be#efit of actively

"a#agi#g ta0i#g !epo#ibility fo! thei! o/# pe!fo!"a#ce.

Performance revie1

Pe!fo!"a#ce !evie/ p!ovide the oppo!tu#ity to tep bac0

f!o" day to day activitie ae pe!fo!"a#ce t!e#d a#d

pla# fo! the futu!e.

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a. /ormal revie1

The fo!"al !evie/ i both the begi##i#g a#d e#d poi#t of the

a##ual p!oce. 'o!"al !evie/ dec!ibe a# eve#t ofte#

a##ual i# /hich the "a#age! a#d job holde! fo!" a# ag!eed

vie/ o# the job holde! pe!fo!"a#ce i# the p!ecedi#g yea!.

Thi pa!t i y#o#y"ou /ith Gpe!fo!"a#ce app!aial. '!o"

ti"e to ti"e o!ga#i4atio# fi#d it ueful to u""a!i4e

e"ployee pe!fo!"a#ce. Thi ca# be helpful fo! loo0i#g at

a#d co"pa!i#g pe!fo!"a#ce ove! ti"e o! a"o#g va!iou

e"ployee. O!ga#i4atio# #eed to 0#o/ /ho bet pe!fo!"e!

a!e.

=ithi# the co#tet of pe!fo!"a#ce app!aial !e8ui!e"e#t

!ati#g "ea# evaluati#g e"ployee o! g!oup pe!fo!"a#ce

agai#t the ele"e#t a#d ta#da!d i# a# e"ployee

pe!fo!"a#ce pla# a#d aig#i#g a u""a!y !ati#g of !eco!d

the !ati#g of !eco!d i aig#ed acco!ded to p!ocedu!e

i#cluded i# the o!ga#i4atio# app!aial pe!iod. The !ati#g of !eco!d ha a bea!i#g o# va!iou othe! pe!o##el actio# uch

a g!a#ti#g /ithi#>g!ade pay i#c!eae a#d dete!"i#i#g

additio#al !ete#tio# e!vice c!edit i# a !eductio# i# fo!ce.

b. Individ#al self revie1

$# i#dividual jobholde! hould be pa!t#e! i# the pe!fo!"a#ce

"a#age"e#t. They ce!tai#ly /ill have a# opi#io# about ho//ell they have do#e. The!efo!e they hould be e#cou!aged to

pa!ticipate fully i# !evie/i#g thei! achieve"e#t a#d

u#de!ta#di#g the facto! that have led to ucceful

*6


18/51

pe!fo!"a#ce i# o"e apect of thei! job p!oble" i# othe!

a!ea.

cE Pee! g!oup a#d up/a!d app!aial

Thi i b!ea0i#g of the Gtop do/# app!oach the co#cept of

36) deg!ee feedbac0 /hich "ea# getti#g feedbac0 f!o"

"a#age! ubo!di#ate a#d pee!.

(% ,e1arding performance

# a# effective o!ga#i4atio# !e/a!d a!e ued /ell. (e/a!di#g

"ea# !ecog#i4i#g e"ployee i#dividually a#d a "e"be! of

g!oup fo! thei! pe!fo!"a#ce a#d ac0#o/ledgi#g thei! co#t!ibutio#

to the age#cy "iio#. $ baic p!i#ciple of effective "a#age"e#t

i that all behaviou! i co#t!olled by it co#e8ue#ce. Thoe

co#e8ue#ce ca# a#d hould be both fo!"al a#d i#fo!"al a#d both

poitive a#d #egative. @ood pe!fo!"a#ce i !ecog#i4ed /ithout/aiti#g fo! #o"i#atio# fo! fo!"al a/a!d to be olicited.

(ecog#itio# i a# o#goi#g #atu!al pa!t of day>to>day epe!ie#ce. $

lot of actio# that !e/a!d good pe!fo!"a#ce li0e ayi#g Gtha#0

you do#t !e8ui!e a pecific !egulato!y autho!ity. No#ethele

a/a!d !egulatio# p!ovide a b!oad !a#ge of fo!" that "o!e fo!"al

!e/a!d ca# ta0e uch a cah ti"e off a#d "a#y #o#>"o#eta!y

ite". The !egulatio# alo cove! a va!iety of co#t!ibutio# that ca#be !e/a!ded f!o" uggetio# to g!oup acco"plih"e#t.

(e/a!d i a# i"po!ta#t pa!t of the feedbac0 loop i# pe!fo!"a#ce

"a#age"e#t. Ho/eve! it i #ot #ecea!ily co#ce!#ed o#ly /ith

"o#ey. $ !e/a!d o#ly ha a poitive affect o# i#dividual if it i

*7


19/51

valued by the" $pp!op!iate to the effo!t put i# a#d the

achieve"e#t.

2eveloping people

# a# affective o!ga#i4atio# e"ployee develop"e#t #eed a!e

evaluated a#d add!eed. :evelopi#g i# thi i#ta#ce "ea#

i#c!eai#g the capacity to pe!fo!" th!ough t!ai#i#g givi#g

aig#"e#t that i#t!oduce #e/ 0ill o! highe! level of

!epo#ibility i"p!ovi#g /o!0 p!ocee o! othe! "ethod.

P!ovidi#g e"ployee /ith t!ai#i#g a#d develop"e#tal oppo!tu#itie

e#cou!age good pe!fo!"a#ce t!e#gthe# job !elated 0ill a#d

co"pete#cie a#d help e"ployee 0eep up /ith cha#ge i# the

/o!0 place uch a the i#t!oductio# of #e/ tech#ology.

,a!!yi#g out the p!ocee of pe!fo!"a#ce "a#age"e#t p!ovide

a# ecelle#t oppo!tu#ity to ide#tify develop"e#tal #eed. :u!i#g

pla##i#g a#d "o#ito!i#g of /o!0 deficie#cie i# pe!fo!"a#ce

beco"e evide#t a#d ca# be add!eed. $!ea fo! i"p!ovi#g goodpe!fo!"a#ce alo ta#d out a#d actio# ca# be ta0e# to help

ucceful e"ployee i"p!ove eve# fu!the!. Ma#agi#g pe!fo!"a#ce

effectively

# effective o!ga#i4atio# "a#age! a#d e"ployee have bee#

p!actici#g good pe!fo!"a#ce "a#age"e#t #atu!ally all thei! live

eecuti#g each 0ey co"po#e#t p!oce /ell. @oal a!e et a#d /o!0

i pla##ed !outi#ely. P!og!e to/a!d thoe goal i "eau!ed a#de"ployee get feedbac0. High ta#da!d a!e et but ca!e i alo

ta0e# to develop the 0ill #eeded to !each the". 'o!"al a#d

i#fo!"al !e/a!d a!e ued to !ecog#i4e the behaviou! a#d !eult

that acco"plih the "iio#. $ll co"po#e#t p!ocee /o!0i#g

*8


20/51

togethe! a#d uppo!ti#g each othe! achieve #atu!al effective

pe!fo!"a#ce "a#age"e#t.

+9


21/51

PMS in 3!P"

The va!iou featu!e of H( depa!t"e#t

o Ialue a#d leade!hip behaviou!

o (epect a#d !ecog#itio#

o ?ea!#i#g develop"e#t a#d pe!o#al g!o/th

o (eou!ce to get the job do#e

NTP, follo/ the J($ "ethod of the Pe!fo!"a#ce $pp!aial fo! the

ju#io! taff "e"be! i# /hich the "e"be! a!e app!aied o# the

bai of thei! pe!fo!"a#ce i# the 0ey !eult a!ea a et by the

"a#age"e#t i# adva#ce. NTP, do #ot ta0e i#to co#ide!atio# the ay

of the e"ployee i# decidi#g the J($. $lthough the!e a!e va!iou

uggetio# che"e of /hich the e"ployee ca# ta0e adva#tage of fo!

decidi#g the J($ fo! the"elve. 'o! the "a#age! the Pe!fo!"a#ce

app!aial yte" i the MO tech#i8ue /he!e the top "a#age"e#t

et the ta!get by ta0i#g i#to co#ide!atio# the e"ployee. The

pecial featu!e of the P$ yte" i# NTP,.

o Pe!fo!"a#ce agai#t goalFta!getF objective !ated i# the

app!aial fo!" o# a cale of ) to 2).

o $##ual yte" of Pe!fo!"a#ce $pp!aial.

o ,uto"e!F ta0eholde! vie/poi#t a!e alo ta0e# i#to

co#ide!atio# fo! the va!iou t!ait /hich a!e ta0e# i#to

co#ide!atio# fo! the pe!fo!"a#ce $pp!aial i# NTP,

1. =o!0 output

2. =o!0 8uality

3. Kob 0#o/ledge

+*


22/51

&. $tte#da#ce

5. :icipli#e

6. ,oope!atio# a#d depe#dability

The !ati#g of each facto! "e#tio#ed above i o# a & poi#t cale a#d

baed o# the co!e /o!0e! a!e app!aied a poo! ade8uate good

a#d ecelle#t catego!ie acco!di#gly P$ t!ait fo! the Ma#age!ial taff

a!e9>

o Pla##i#g 0ill

o O!ga#i4i#g abilitie

o :eciio# "a0i#g

o ?eade!hip

o Subo!di#ate develop"e#t

o #te!pe!o#al co"pete#cie

o ##ovatio#

o ,o#ceptual 0ill

"ployee /ho ho/ pe!fo!"a#ce i# othe! activitie /hich a!e #ot

cove!ed by the P$ if get #oticed by the "a#age"e#t get !ecog#itio#

i# the fo!" of pecial a/a!d i# the va!iou fu#ctio# held by the

co"pa#y li0e a##ual day fetival celeb!atio# etc. Mo!eove! NTP, alo

have the "o#thly #e/lette! i# /hich the e"ployee get !ecog#itio#

by "e#tio#i#g of thei! pe!fo!"a#ce i# that.

The pe!fo!"a#ce i alo li#0ed to the pay the!e a#d the e"ployee ha

oppo!tu#ity to get the !e/a!d. The !e/a!di#g yte" i baed o#

i#dividual pe!fo!"a#ce a#d #ot the g!oup pe!fo!"a#ce. Soft a#d ha!d

0ill t!ai#i#g o!ga#i4ed by the head office eve!y yea!. The va!iou

type of t!ai#i#g p!ovided to thee e"ployee.

++


23/51

PMS in 32P4

N:P? follo/ the 1*) deg!ee "ethod of the Pe!fo!"a#ce $pp!aial i#

/hich the e"ployee a!e app!aied by thei! e#io!. N:P? alo ha the

a##ual app!aial yte". The pecial featu!e of the P$ yte" i#

N:P? a!e9

o Pe!fo!"a#ce app!aial by the upe!io!.

o $##ual yte" of Pe!fo!"a#ce $pp!aial.

o ,uto"e!F ta0eholde! vie/poi#t a!e alo ta0e# i#toco#ide!atio#

o 'o! the pe!fo!"a#ce app!aial of the e"ployee.

The va!iou t!ait /hich a!e ta0e# i#to co#ide!atio# fo! the

pe!fo!"a#ce app!aial i# N:P? a!e9

1. =o!0 8uality

2. Kob 0#o/ledge

3. $tte#da#ce

&. :icipli#e

5. ,oope!atio# a#d depe#dability

The !ati#g of each facto! "e#tio#ed above i o# a & poi#t cale a#d

baed o# the co!e /o!0e! a!e app!aied a poo! ade8uate good

a#d ecelle#t catego!ie acco!di#gly. The pe!fo!"a#ce i #ot li#0ed to

the pay the!e a#d o#ly o"e bo#u i give# i# cae the p!ofit i# a

pa!ticula! yea! i highe! tha# the ta!get. The !e/a!di#g yte" i

baed o# i#dividual pe!fo!"a#ce a#d #ot the g!oup pe!fo!"a#ce.

+3


24/51

PMS in Alstom

$lto" alo follo/ the J($ "ethod of the Pe!fo!"a#ce $pp!aial fo!

the taff "e"be! i# /hich the "e"be! a!e app!aied baed o# thei!

pe!fo!"a#ce i# the 0ey !eult a!ea a et by the "a#age"e#t i#

adva#ce. $lto" alo do #ot ta0e i#to co#ide!atio# the ay of the

e"ployee i# decidi#g the J($. t ha the a##ual app!aial "ethod

i# /hich the t/o type of evaluatio# a!e do#e> o#e i fo! the ea!ch of

the #ecea!y 8ualitie /hich i co#ide!ed i#dipe#able due to thei!

i"po!ta#ce fo! the co"pa#y /hich a!e a follo/9

o Tea" /o!0

o #te!et ho/#

o $ccu!acy

o -uality

The othe! dei!able t!ait o! att!ibute /hich a!e ought by the

e"ployee a!e li0e co""u#icatio# 0ill "a##e! dicipli#e

g!oo"i#g ta#da!d a#d value etc. 'o! the "a#age! alo the the

Pe!fo!"a#ce $pp!aial J($ tech#i8ue /he!e the ta!get a!ea a!e

diti#guihed by the top "a#age"e#t a#d the !eult a!e ought f!o"

"a#age!. Special featu!e of the P$ yte" i# $lto" a!e9

o Pe!fo!"a#ce agai#t goalF ta!getF objective !ated.

o $##ual yte" of Pe!fo!"a#ce $pp!aial

o The elf>app!aial i alo co#ide!ed alo#g /ith the app!aial by

the upe!io!.

o (e/a!di#g yte" fo! the i#dividual pe!fo!"a#ce o#ly a#d #ot

fo! the g!oup pe!fo!"a#ce.

+4


25/51

o ,uto"e!F ta0eholde! vie/poi#t a!e alo ta0e# i#to

co#ide!atio# fo! the pe!fo!"a#ce app!aial of the e"ployee.

The !ati#g of each facto! "e#tio#ed above i o# a & poi#t cale a#dbaed o# the co!e /o!0e! a!e app!aied a poo! ade8uate good

a#d ecelle#t catego!ie acco!di#gly.

+5


26/51

PMS in 5indal Steel

The app!aial follo/ed at Ki#dal i baed o# a "odel te!"ed a GThe

:evelop"e#t a#d Pe!fo!"a#ce Ma#age"e#t Model. The "odel lay

do/# g!eat e"phai o# the fou! pa!a"ete! that a!e !e8ui!ed fo! the

ucceful app!aial of a# e"ployee a#d the ucce /o!0i#g of the

o!ga#i4atio#. Thee pa!a"ete! a!e9

Pe!fo!"a#ce Pla##i#g

'eedbac0 a#d ,oachi#g

$e"e#t (evie/

(evie/ a#d (ecog#itio#

Thee pa!a"ete! help i# u#de!ta#di#g ho/ the o!ga#i4atio# i

co""itted i# the develop"e#t of the e"ployee. Ho/eve! the p!ee#t

app!aial yte" i divided i#to 3 tage /he!e at eve!y tage a

diffe!e#t p!oce i follo/ed. =ithi# each p!oce diffe!e#t tool a!e

ued to e#u!e g!eate! t!a#pa!e#cy.

The tage a!e eplai#ed a follo/9

+#


27/51

Stage P!ocee Tool ued ,o"po#e#t

Stage Setti#g ta!get Ta!get etti#g >JPT

'o!" >$ctio#

tep >Succe

,!ite!io#

Stage ,o#ti#uou +) : !evie/ JPT

Mo#ito!i#g of High poi#t of

Pe!fo!"a#ce pe!fo!"a#ce

>lo/ poi#t of

pe!fo!"a#ce

Stage $##ual !evie/ $##ual Sco!e >JPT

,a!d >P

Jey Pe!fo!"a#ce Ta!get DJPTE

t !efe! to a et of i#dividual ta!get that uppo!t the o!ga#i4atio#al

goal to be acco"plihed i# the yea!. ach JPT #eed to clea! ucce

c!ite!ia pelt out i# o!de! to gauge achieve"e#t of the JPT at the ti"e

of !evie/ pe!iod.

Thee JPT hould be SM$(T i.e.

S9 Specific

M9 Meau!able

$9 $chievable

(9 (eleva#t

T9 T!ac0able

ehaviou!al p!eio# of Pe!fo!"a#ceDPE

t !efe! to the 0ill a#d abilitie dec!ibed i# behaviou!al te!" that

a!e coachable obe!vable "eau!able a#d c!itical to ucceful

+6


28/51

i#dividual o! co"pa#y pe!fo!"a#ce. !oadly it ha bee# claified a

e#e!gy e"po/e!"e#t 0#o/ledge a#d eecutio#.

The pe!fo!"a#ce of the e"ployee o! the JPT a!e "eau!ed th!ough

a !ati#g cale that ha a tight defi#itio#. Thi cale i fo! eve!yo#e to

follo/ i# eactly the a"e /ay a it i "e#tio#ed. The co!e a!e o# a

1>& !ati#g cale /he!e each #u"e!ic i#dicate a pa!ticula! pe!fo!"a#ce

level #a"ely9

1. #dicate that e"ployee did#t "eet a#y epectatio#.

2. #dicate that e"ployee "eet "ot of the epectatio#.

3. #dicate that the e"ployee have co#ite#tly "et all the

epectatio#.

&. #dicate the eceedi#g epectatio#.

+7


29/51

PMS in +H)4

M$PDMovi#g $head th!ough Pe!fo!"a#ceE i the #a"e of the

Pe!fo!"a#ce Ma#age"e#t Syte" at H? effective 2))2>)3.

M$P ai" at c!eati#g alig#"e#t of e"ployee goal /ith thoe of the

co"pa#y a#d e#able e"ployee to effectively "a#age

pe!fo!"a#ce> fo! hi"elf a#d hi tea". People a!e put at the ce#t!e

of the yte" help i# M$P cove! g!ade 1>% of the ecutive

,ad!e.

/eedbac0 and "oaching

+8

1ppraisee :eedback and

coaching

1ppraiser

Performance and$evelopment Planning

(id ;ear


30/51

The p!oce of co#ti#uou feedbac0 a#d ,oachi#g i a# i#he!e#t a#d

c!itical pa!t of a ou#d app!aial p!oce.

The Mid Lea! a#d fi#al !evie/ a!e pecifically focued o# 'eedbac0

a#d ,oachi#g a#d he#ce !e8ui!e the $pp!aiee a#d the $pp!aie! to

have a fo!"al feedbac0 eio#.

'o! 'eedbac0 a#d ,oachi#g to be t!uly effective it hould be p!ovided

a#d !eceived o# a# o#>goi#g bai. =he# ued effectively it i a

po/e!ful "ea# of poitively i"pacti#g pe!fo!"a#ce.

'eedbac0 a#d ,oachi#g help a# app!aie! i# both obtai#i#g

i#fo!"atio# a#d p!ovidi#g i#put o# ho/ a# $pp!aiee i pe!fo!"i#g

a#d /hethe! o! #ot heFhe i headed i# the !ight di!ectio#. t i alo a#

oppo!tu#ity fo! the $pp!aiee to olicit !eou!ce a#d help that "ay be

!e8ui!ed fo! e#ha#ci#g hiFhe! pe!fo!"a#ce.

/eedbac0 can be of vario#s 0inds6*

o Poitive feedbac0

o ,o!!ective 'eedbac0

o 'eedbac0 focued o# ide#tifyi#g obtacle to pe!fo!"a#ce

o 'eedbac0 fo! the pu!poe of ha!i#g i#fo!"atio#

39

Unit? usiness !ector $raft udget 'end :ebruary)


31/51

The Pe!fo!"a#ce < :evelop"e#t Pla##i#g phae of M$P i i#itiated i#

Ma!ch upo# the fi#ali4atio# of the d!aft budget of H?. ;#it ui#e

objective a#d develop"e#t i#itiative /ill be de!ived f!o" thi a#d

cacaded to each !epective bui#e ecto! u#it depa!t"e#t

p!oduct g!oup a#d ectio#. The ta!get fi#ali4ed fo! you!

depa!t"e#t /ill e!ve a the ta!ti#g poi#t fo! "a#age! to do thei!

Pe!fo!"a#ce Pla##i#g.

The app!aiee /ill be aig#ed a ;(( baed o# the !ole that Fhe

pe!fo!". Thi te"plate /ill p!ovide the $pp!aiee the !eleva#t J($

a#d (outi#e (epo#ibilitie. The $pp!aiee /ill ue the built i#

fleibility to develop the Pe!fo!"a#ce Pla# uited to hiFhe! ituatio#.

,!eati#g Pe!fo!"a#ce Pla#

1 Select J($

3*

@ff line PerformancePlanning

@ff line Performance

Planning

:inal


32/51

aed o# the ;(( aig#ed the $pp!aiee /ill have a et o# e#tial

J($ a#d i# additio# ca# elect othe! !eleva#t o#e f!o" the lit of

fleible J($.

e#tial J($ a!e p!edete!"i#ed a#d co"pulo!y fo! the pe!fo!"a#ce

of the !ole.

'leible J($ a!e uggeted a !eleva#t fo! a !ole but a!e #ot

co"pulo!y. The $pp!aiee elect the app!op!iate J($.

The total #u"be! of e#tial a#d 'leible J($ put togethe! ca##ot

eceed 12. #cae the !e8ui!ed #u"be! of J($ i# the 'leible lit

ca##ot be acco""odated /ithi# the fleible ectio#7 the $pp!aiee /ill

ue the Optio#al ectio# to add the a"e i# hiF he! Pe!fo!"a#ce Meet

epectatio# o# the 5>poi#t (ati#g Scale.The !e8ui!ed level of achieve"e#t fo! each of the !e"ai#i#g & !ati#g

o# the cale D1 23&E "ut alo be defi#ed ui#g the ta!get agai#t

the G(ati#g 3 a the ce#t!al poi#t. Thi /ill p!eve#t ubjectivity /hile

evaluati#g the $pp!aiee pe!fo!"a#ce at the e#d of the yea!.

3+


33/51

4evel on Scale 2escription on Scale

?evel 1 Sig#ifica#tly elo/ pectatio#

?evel 2 Mode!ately elo/ pectatio#

?evel 3 Meet pectatio#?evel & Mode!ately $bove pectatio#

?evel 5 Sig#ifica#tly $bove pectatio#

PMS in ,I!)S

D1E The co"pa#y ha i#t!oduced the Pe!fo!"a#ce $pp!aial

Syte" a o#e of the vital apect of Hu"a# (eou!ce :evelop"e#t

fo! all the e"ployee of the ,o"pa#y to e#able the" to9

o ,lea!ly u#de!ta#d thei! !ole i# the o!ga#iatio#7

o Pe!fo!" effectively i# the !ole agai#t /ell defi#ed objective7

o :evelop thei! 0ill 0#o/ledge a#d capabilitie both to thei! a#d

the o!ga#iatio# adva#tage a#d

o See0 a#d achieve a g!o/th of thei! ca!ee! i# the og!a#iatio#.

D2E :iffe!e#t fo!"at to be "ai#tai#ed fo! each yea! of e!vice

have bee# devied fo! the va!iou catego!ie of e"ployee depe#di#g

upo# the #atu!e of dutie they a!e !e8ui!ed to pe!fo!". # the cae of

e#io! office! of the level of @M a#d above the fo!"at p!ec!ibed by

the :epa!t"e#t of Public #te!p!ie i ued. # the cae of

:eputatio#it the fo!"at p!ec!ibed by thei! pa!e#t depa!t"e#t i

follo/ed.

33


34/51

D3E P!oce of $pp!aial 9 The app!aial p!oce fo! e"ployee

i# g!ade (.*)))>135))D,:$EF*6))>1&6))D:$E a#d above co#it

of9

The app!aiee layi#g do/# hi o/# objective fo! the app!aial pe!iod

i# co#ultatio# /ith hi i""ediate bo7

o $ !evie/ of the achieve"e#t of the objective at the poi#t of "id

te!" by the app!aie! a#d app!aiee joi#tly7

o $ fi#al !evie/ of the achieve"e#t of the objective agai# joi#tly

by the app!aie! a#d app!aiee a#d a# evaluatio# the!eof by the

app!aie!7

o

$# evaluatio# of the app!aiee by the app!aie! i# !ega!d toce!tai# c!itical att!ibute !e8ui!ed fo! a# effective pe!fo!"a#ce

of the job7

o $# ove!all evaluatio# of the pe!fo!"a#ce a#d pote#tial of the

app!aiee by the app!aie! a#d a !evie/ by the (evie/i#g office!

a#d the M:F:i!ecto!F:F@@MF@M7

o $# ide#tificatio# of the #eed of t!ai#i#g a#d develop"e#t of the

app!aiee.

'o! the othe! e"ployee the app!aial fo!"at ge#e!ally p!ovide

fo! a elf>app!aial tate"e#t a#d a# evaluatio# of thei! pe!fo!"a#ce

a#d att!ibute by the app!aie! a#d !evie/ by a# office! at the #et

highe! level.

D1E idelines for Appraisal6 The follo/i#g guideli#e help i#

filli#g up the $pp!aial 'o!"at9

DiE The fo!"at co#tai#i#g the objective of layi#g do/#

the ta!get by the $pp!aiee fo! the #et app!aial pe!iod t!ai#i#g a#d

develop"e#t #eed a#d evaluatio# of !eult achieved du!i#g the

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app!aial pe!iod ha to be filled by the $pp!aiee hi"elf fi!t befo!e

the $pp!aie! !eco!d hi co""e#t.

DiiE # layi#g do/# objective fo! achieve"e#t du!i#g the

app!aial pe!iod the!e hould be f!ee a#d f!a#0 dicuio# bet/ee#

the $pp!aie! a#d $pp!aiee a#d /ell defi#ed a#d achievable ta!get

hould be a!!ived it /ithi# the capabilitie of the $pp!aiee.

DiiiE The objective hould be pecific "eau!able a#d

ig#ifica#t a#d !elate to thoe of the o!ga#iatio# 8ualitative could

alo be laid do/# li0e i"p!ove"e#t of i#te!>pe!o#al !elatio#hip

develop"e#t of ubo!di#ate etc.

DivE (evie/ of achieve"e#t of objective hould be ope#ly

dicued a#d it evaluatio# "ade ta0i#g i#to accou#t the va!iou

facilitati#g a#d co#t!ai#i#g ci!cu"ta#ce i#volved i# the pe!fo!"a#ce

of the job du!i#g the app!aial pe!iod.

DvE $ll evaluatio# by the $pp!aie!F(epo!ti#g office!

hould be baed o# hi pe!o#al 0#o/ledge a#d i#fo!"atio# of the

pe!fo!"a#ce o# the job by the e"ployee du!i#g the pe!iod a#d

judiciou ae"e#t of the a"e.DviE valuatio# hould #eve! be baed o# i#dividual

i#cide#t of eithe! effective#e o! i#effective#e of the e"ployee

/hich a!e #ot typical.

DviiE t hould at all ti"e be !e"e"be!ed that

Pe!fo!"a#ce $pp!aial i a ac!ed act /hich ha g!eat !eleva#ce a#d

ig#ifica#ce both fo! the e"ployee app!aied a#d the o!ga#iatio# a#d

the!efo!e dee!ve to be aig#ed all the effo!t a#d ti"e that the$pp!aie!F(epo!ti#g office! ca# devote /ithi# hi ove!all

!epo#ibilitie.

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D2E Period of ,eporting 6 Pe!fo!"a#ce $pp!aial hould be

!eco!ded a##ually fo! the all !egula! e"ployee of the ,o"pa#y

Di#cludi#g thoe e!vi#g o# deputatio# te!"E fo! each yea! e#di#g o#

31t of Ma!ch.

"omm#nication of adverse entries6

DiE $ll adve!e e#t!ie "ade i# the app!aial fo!"at of the

e"ployee both i# pe!fo!"a#ce a#d othe! 8ualitie a#d pote#tial a

fi#ally accepted by the (evie/i#gF,ou#te!ig#i#g autho!ity hould be

co""u#icated to the e"ployee co#ce!#ed p!o"ptly.

DiiE (ep!ee#tatio# of the e"ployee agai#t uch adve!e

co""e#t /ill be co#ide!ed by a# autho!ity #et highe! to the

(evie/i#gF,ou#te!ig#i#g autho!ity a#d a deciio# ta0e# o# the

co#fi!"atio# o! deletio# of the adve!e co""e#t fo! a fi#al deciio#.

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/indings

=hile co"pa!i#g the Pe!fo!"a#ce $pp!aial yte" i# thee

e#te!p!ie pa!ticula!ly du!i#g i#te!actio# /ith the H( :epa!t"e#t

pe!o##el va!iou facto! ca"e to light. Thee !evelatio# a!e afollo/9

The bigget p!oble" that ca"e to light i the lac0 of faith i# the

yte". The e"ployee do #ot have t!ut i# the $pp!aial Syte" of

the co"pa#y they a!e e!vi#g i#. They ta0e ee!cie to be "e!e

fo!"ality a#d hee! /atage of ti"e a#d believe that it al/ay co"e

up /ith biae. Such diatifactio# a"o#g e"ployee "a0e thi

ee!cie a futile o#e. To e#u"e!ate o"e9

4ac0 of clarity abo#t the Appraisal process

t /a alo fou#d that "ot of the e"ployee did #ot have cla!ity

about the app!aial p!oce>be it the /eightage aig#ed o! the

a#alyi afte!/a!d. Ho/ "uch /eightage do the att!ibute li0e oft

0ill have o! the dicipli#e o! 8uality o! houe 0eepi#g have a#d ho/"uch /eightage do the o!ga#i4i#g abilitie o! pla##i#g 0ill o!

ubo!di#ate develop"e#t etc. ca!!y. Mo!eove! they alo have a

feeli#g that o"e of thei! activitie that dee!ve atte#tio# a#d

!ecog#itio# do#t get #oticed. He#ce uch thi#g "a0e e"ployee loe

faith i# the Pe!fo!"a#ce $pp!aial Syte" itelf.

!ime "ons#ming Process

The e"ployee fi#d the Pe!fo!"a#ce $pp!aial Syte" to be "o!e a

pot"o!te" of thei! pe!fo!"a#ce i# /hich "a#y of the activitie do#t

#oticed. Mo!eove! the pe!fo!"a#ce app!aial p!oce itelf ta0e a

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lo#g ti"e due to it co"ple #atu!e that the e"ployee loe i#te!et i#

it outco"e. Thi u#/a#ted delay o# the pa!t of "a#age"e#t !eult

i# diatifactio# of the e"ployee.

3o re1ard for the gro#p performance

# thee co"pa#ie @!oup Pe!fo!"a#ce i #ot !e/a!ded /hich thi#0

i o#e of the "ajo! obtacle fo! #ot e#cou!agi#g g!oup coheive#e

a#d tea" dy#a"ic. #tead it e#cou!age i#dividual to "a0e effo!t

to co"e to li"elight the"elve.

M#t#al beneficiary societies

#ta#ce /e!e alo fou#d that the e"ployee go fo! the policy of Ayou

c!atch "y bac0 c!atch you! bac0B by dividi#g a"o#g the"elve

the poi#t i# uch a /ay that eve!yo#e get e8ual poi#t. He#ce the

ve!y pu!poe of Pe!fo!"a#ce $pp!aial get defeated.

3oninvolvement of employees in deciding 7,As

Mot of the o!ga#i4atio# have the Pe!fo!"a#ce $pp!aial baed o# the

pe!fo!"a#ce i# the Jey (eult $!ea but the e"ployee do #ot have

the optio# to decide thei! o/# J($. He#ce thei! full i#volve"e#t i

#ot poible /hich fu!the! !eult i# de"otivatio# of the e"ployee.

The fi#di#g of thi tudy alo ho/ed that "ajo!ity of #dia#e#te!p!ie a!e follo/i#g the co#ve#tio#al #o#>pa!ticipative a#d cloed

yte" of P$ te!"ed a ,o#ve#tio#al Syte". Mot of the co"pa#ie

clai"ed that they /e!e ui#g thei! P$ yte" fo! the develop"e#t of

e"ployee but #ot all thee co"pa#ie could utai# thei! clai"

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becaue P$ p!actice Dli0e Mutual goal>etti#g "id>te!" !evie/ of

goal i#te!vie/ fo! feedbac0 a#d cou#eli#g !elated to the

develop"e#t of e"ployee /e!e #ot fou#d to be the i#teg!al pa!t of

the P$ yte". The "ot elo8ue#tly tated co#t!ove!y i# the P$

lite!atu!e /ith !ega!d to the co#flict bet/ee# the coachi#g a#d co#t!ol

fu#ctio# of P$ /a alo pe!ceived a a p!oble".

The gap bet/ee# the tated objective of P$ a#d the actual objective

ha alo bee# !epo!ted /hich #eeded to be eplo!ed fu!the! o# the

bai of the fi#di#g of eplo!ato!y tudy a#d the !evie/ of lite!atu!e

o# the ubject the hypothei /a f!a"ed that the Pa!ticipative

app!oach i "o!e effective yte" of P$ tha# the ,o#ve#tio#al o#e.

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,ecommendation for the modifications in the

Performance Appraisal System

The p!oble" a!ea ide#tified a#d pa!ticula!ly du!i#g i#te!actio# /ith

the H( depa!t"e#t pe!o##el va!iou uggetio# have bee#

!eco""e#ded fo! the i"p!ove"e#t i# the eiti#g yte".

A 1or0shop on Appraisal process clarity

Si#ce it /a fou#d that "ot of the e"ployee did#t have cla!ity

about the app!aial p!oce the!e /a a #eed fo! b!i#gi#g cla!ity of

the Pe!fo!"a#ce $pp!aial Syte" bei#g follo/ed the!e>be it

/eightage aig#ed o! the a#alyi afte!/a!d o! ho/ "uch /eightage

do the att!ibute li0e oft 0ill have o! the dicipli#e o! 8uality o!

houe 0eepi#g have a#d ho/ "uch /eightage do the o!ga#i4i#g

abilitie o! pla##i#g 0ill o! ubo!di#ate develop"e#t etc. ca!!y.

Minimi8ing the time

Si#ce the pe!fo!"a#ce app!aial p!oce itelf ta0e a lo#g ti"e due to

it co"ple #atu!e that "a0e the e"ployee loe i#te!et i# it

outco"e it i !eco""e#ded to !educe the ti"e facto! of the PMS.

,e1ard for the gro#p performance

The top "a#age"e#t #eed to ide#tify eve!al g!oup activitie /hich

ca# eaily be !e/a!ded o# the tea" bai i# o!de! to b!i#g i# the

be#efit of the g!oup dy#a"ic.

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)mphasis on self appraisal

Si#ce o#e of the epectatio# f!o" the #e/ P$ i to have g!eate!

e"phai o# elf>app!aial a it /ill act a the platfo!" fo! the

e"ployee to pea0 out /hat achieved i# the pe!iod it i highly

!eco""e#ded to have a elf>app!aial alo of the e"ployee /hich

hall act a a atifactio# tool fo! the e"ployee.

Method of Performance Appraisal

Ma#age"e#t by Objective of Pe!fo!"a#ce $pp!aial i bette! o#e a

co"pa!ed to the 1*)>deg!ee app!aial o! 36) deg!ee app!aial o! J($

"ethod. $#d if the co"pa#y adopt the policy of the J($ "ethod the#

it hould give the e"ployee the libe!ty to et thei! o/# J($ o a to

e#u!e thei! co""it"e#t to the activitie they pe!fo!".

"ontin#ing the Appraisal by c#stomers

$ i# all the co"pa#ie the!e /a a p!actice of ta0i#g the app!aial by

the cuto"e! alo it i !eco""e#ded to co#ti#ue thi policy a the

cuto"e! ca# be bette! judge of the e!vice of the e"ployee.

4in0 of performance 1ith pay

The pe!fo!"a#ce "ut be li#0ed to pay to "otivate the e"ployeeco#ti#uouly. ?i#0i#g pe!fo!"a#ce /ith pay /ill e#u!e the

co""it"e#t of the e"ployee.

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Snapshot of PA System in P#blic Sector companies

/eat#res MM!" 3!P" ,I!)S +H)4

Performance

2imensions

Ta0 abilitie J($ Ta0 abilitie J($ a#d ;((

Approach No#>pa!ticipative MO baed No#>pa!ticipative MO

/eedbac0

Process

give# fo!

outta#di#g $pp!aial

ae"e#t by

the upe!io!

!evie/ by

upe!io!

!evie/ by

upe!io!

Self $pp!aial

ae"e#t by

t/o i""ediate

upe!io!. (evie/

by HO:

3 tage

p!oce

Intended

#ses of PA

:evelop"e#tal

p!o"otio#

t!a#fe! <

place"e#t

t!ai#i#g

:evelop"e#tal

p!o"otio#

t!a#fe! <

place"e#t

t!ai#i#g

:evelop"e#tal

p!o"otio#

t!a#fe! <

place"e#t

t!ai#i#g

:evelop"e#tal

p!o"otio#

t!a#fe!


43/51

Salient

feat#res

5indal

Steel

32P4 Alstom /ood

specialties

4td%

,anbaxy

4ab%

System JPT a#d

P

J($ J($ JP$ baed

yte"

JP$ baed

yte"

Approach +) :eg.

Pa!ticipative

DPE

1*) deg

DN.PE

N.P Pa!ticipative Pa!ticipative

/eedbac0 'o!"al < i#

/!iti#g

Poo!

ade8uate

@ood

celle#t

Poo!

ade8uate

@ood

celle#t

'o!"al < i#

/!iti#g

'o!"al < i#

/!iti#g

Practices

lin0ages

1ith

other

H#man

,eso#rce

systems

36) deg!ee

feedbac0

i#teg!ated

/ith

ala#ce

Sco!eca!d

app!oach

#dividual

!e/a!d #o

!e/a!d fo!

g!oup

pe!fo!"a#ce

< PMS #ot

co##ected

to pay

$##ual

Self>$pp!aial

SoftFtech#ical

JP$ a!e

ide#tified

joi#tly

ae"e#t

do#e

a##ually fo!

pay

p!o"otio#

< "a#po/e!

pla##i#g.

JP$ a!e

pelt out i#

the

begi##i#g of

the y!.

(evie/ of

JP$ do#e

afte! i

"o#th a#d

ued fo!

pay

p!o"otio#

t!ai#i#g


44/51

$# effective app!aial p!og!a" i# a#y o!ga#i4atio# p!ovide

"a#age"e#t !atio#al bae fo! dete!"i#i#g /ho hould be !e/a!ded

by p!o"otio# o! i# a##ual ce!e"o#y o! i# the co"pa#y #e/lette!.

t pe!"it each e"ployee to be co#ide!ed o# the a"e bai a a#y

o# ele. Thu hopefully fe/e! cha!ge of favo!iti" a!e "ade a#d

bette! pe!fo!"e! a!e elected fo! !e/a!d. t alo help i# "otivati#g

the ubo!di#ate to /o!0 ha!de! a#d co#t!ibute "o!e i# o!de! to /i# a

favou!able !ati#g.

t alo help i# facilitati#g lo#g !a#ge Pe!o##el pla##i#g a it

beco"e eaie! to dete!"i#e /ho hould be p!o"oted #o/ a#d /ho

hould be !eady fo! the t!ai#i#g a#d li0e/ie p!ovide t!ai#i#g to the".

'u!the! develop"e#t i#itiative ca# be "o!e eaily cuto"e! tailo!ed

to "eet the #eed of the i#dividual /hile "a#age! /ho #eed pecial

t!ai#i#g ca# be ide#tified. The above "e#tio#ed featu!e of the

$pp!aial yte" help a# o!ga#i4atio# to "a0e a# evaluatio# of a#

ove!all effective#e of it p!og!a" fo! the o!ga#i4atio# a a /hole.

'i#ally it alo co#t!ibute i# co#ti#uou u#de!ta#di#g of #atu!e

"e#tality a#d behaviou! of the people a a /hole /hich i lea!#i#g fo!eve!ybody.

9#estionnaire

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a" a tude#t of P@:M DH(:PE L=,$ :elhi. $ a pa!t of "y cou!e

cu!!iculu" a" !e8ui!ed to do a p!oject i# pa!tial fulfill"e#t fo! "y

deg!ee. a" doi#g "y !eea!ch of Pe!fo!"a#ce $pp!aial yte"

co#cept "ethod a#d it i"plicatio# o# the o!ga#i4atio#.

The objective of thi 8uetio##ai!e i to tudy e#ti!e p!oce of

pe!fo!"a#ce "a#age"e#t

Na"e9

:eig#atio#9

O!ga#i4atio#9

1. =hat a!e the va!iou deig#atio# i# the co"pa#y

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2. =hich type of Pe!fo!"a#ce $pp!aial yte" i p!acticed i# the

co"pa#y

1*) deg!ee

36) deg!ee

Self>app!aial

MO "ethod

3. '!e8ue#cy of ti"e /he# P$ i do#e9

1. $##ually

2. -ua!te!ly

3. Si "o#th

&. =hat a!e the va!iou di"e#io# of P$ ta0e# by the co"pa#y fo!

the pe!fo!"a#ce app!aial of the e"ployee

1. $tte#da#ce

2. :icipli#e3. Kob 0#o/ledge

&. Output

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5. =hat a!e the va!iou di"e#io# of P$ ta0e# by the co"pa#y fo!

the pe!fo!"a#ce app!aial of the "a#age!ial taff

Pla##i#g 0ill

O!ga#i4i#g ability

:eciio# "a0i#g

?eade!hip

,o#ceptual 0#o/ledge

##ovatio#

:evelop"e#t

6. =hat a!e the diffe!e#t ha!d a#d oft 0ill t!ai#i#g give# by the

co"pa#y to the e"ployee

%. =hat i the attitude of you! top "a#age"e#t to/a!d P$ yte" i#

you! o!ga#i4atio#

Ie!y i"po!ta#t

"po!ta#t#diffe!e#t

;#i"po!ta#t

Ie!y i"po!ta#t

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*. Ho/ clea!ly a!e the objective of the P$ yte" co""u#icated to

the e"ployee

Ie!y clea!ly

,lea!ly

#diffe!e#t

;#clea!ly

+. Ho/ atified a!e you /ith the outco"e of P$ i# you! o!ga#i4atio#

Ie!y "uch atified

So"e/hat

#diffe!e#t

;#atified

1). =hat i the ti"e f!a"e fo! ae"e#t "e#to!i#g the t!ai#i#g

effective#e

O#e "o#th

Th!ee "o#thSi "o#th

Lea!

Mo!e tha# a yea!

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11. =hethe! the co"pa#y ha ta0e# i#to co#ide!atio# a#d the

co#fide#ce of the e"ployee fo! fo!"ulati#g the P$ yte" fo! the"

12. =hat a!e the diffe!e#t p!oble" bei#g faced by the H( "a#age! i#

eecutio# of the P$ yte" i# the co"pa#y

13. the!e a#y p!oviio# fo! !et!ai#i#g of e"ployee i# cae of thepe!fo!"a#ce i belo/ ce!tai# level

1&. =hethe! the pe!fo!"a#ce i li#0ed to pay

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15. the!e a#y !e/a!di#g yte" fo! the g!oup pe!fo!"a#ce o! it i

o#ly fo! the #dividual pe!fo!"a#ce

16. =hat a!e the va!iou !e/a!d i#titutio#ali4ed by the co"pa#y fo!

the pe!fo!"a#ce give# by the e"ployee i# diffe!e#t othe! ta0

1%. =hat i the !ece#t develop"e#t i# the pe!fo!"a#ce app!aial

yte"

Tha#0 you fo! you! uppo!t.

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+ibliography

?atha" @.P. Lu0l@.$1+*& G$ !evie/ of the !eea!ch o# the

applicatio# of goal etti#g i# o!ga#i4atio# $cade"y of

Ma#age"e#t Kou!#al pp.*2&>*5&

:!uc0e! P 1+%% GMa#age"e#t by Objective a#d Self>co#t!olB i#

People a#d Pe!fo!"a#ce =illia" Hei#"a## ?td ?o#do#.

Mc@!ego! : 1+5% G$# u#>#ecea!y loo0 at pe!fo!"a#ce

app!aial Ha!va!d ui#e (evie/ pp. *+>+&

@a!#e! =.(. 1+6) G(ati#g cale dic!i"i#ability a#d

i#fo!"atio# t!a#"iio# Pychological (evie/ pp. 3&3>356

I. ?a"iPathy 1+*3 GPe!fo!"a#ce $pp!aial i# Public

#te!p!ie pp. 3%>*+

hide I. P!a0ah 1+%* G"pact of ?eade!hip tyle o# H(:

cli"ate a#d !ole efficacy pp. 12%> 1&2

;ha J!ih#a# 1++6 GPe!fo!"a#ce $pp!aial i# Public Secto!

#te!p!ie Ph: Thei 'MS ;#ive!ity of :elhi

performance appra

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