performance appraisal at jindal brothers pvt. ltd

8/19/2019 Performance Appraisal at Jindal Brothers Pvt. Ltd

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Declaration

I hereby declare that the work presented herein is genuine work done originally by me and

has not been published or submitted elsewhere for the requirement of a degree programme.

Any literature, data or works done by others and cited within this dissertation has been given

due acknowledgement and listed in the reference section.

Signature of the candidate

(Ashutosh Pandey)


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Acknowledgement

In the completion of this project report, I have received

encouragement and support from various quarters, which need

special mention.

I wish to acknowledge my indebtedness to Mrs. Esha athla,

Institute of Management ! "echnology, #ashipur, under whom this

work has been completed, for e$tending all possible cooperation.

I am also thankful to all those people of Institute of Management !

"echnology, who helped me directly or indirectly during this period.

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TABLE OF CONTENTS

Title

1. Chapter I

Acknowledgement

Profile of the Project uide

!"ecutive Summary

#. Chapter II

$ompany profile

Scope % &bjective

'. Chapter III

(esearch methodology

4. Chapter IV

Performance management

5. Chapter V

)ata analysis

*. Chapter VI

+indings

. Chapter VII

(ecommendations

-. Chapter VIII

imitations

/. Chapter IX

0ibliography

12. Chapter XAppendi"


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I'"%(+3&"I('

PEFO!ANCE APPAISAL

Performance appraisal may be defined as a structured formal interaction between a subordinate

and supervisor, that usually takes the form of a periodic interview 3annual or semi4annual5, in

which the work performance of the subordinate is e"amined and discussed, with a view to

identifying weaknesses and strengths as well as opportunities for improvement and skills

development. Performance appraisal, also known as employee appraisal, is a method by which

the job performance of an employee is evaluated 3generally in terms of quality, quantity, cost and

time5. Performance appraisal is a part of career development.

Performance appraisals are regular reviews of employee performance within organi6ations.

enerally, the aims of a performance appraisal are to7

• ive feedback on performance to employees.

http://en.wikipedia.org/wiki/Job_performancehttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Quantityhttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/wiki/Timehttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Quantityhttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/wiki/Timehttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Job_performance


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• Identify employee training needs.

• )ocument criteria used to allocate organi6ational rewards.

• +orm a basis for personnel decisions7 salary increases, promotions, disciplinary actions,

etc.

• Provide the opportunity for organi6ational diagnosis and development.

• +acilitate communication between employee and administration

8alidate selection techniques and human resource policies to meet federal !qual !mployment

&pportunity requirements.

Per"or#ance Apprai$al S%##ar&

Performance appraisal, while enabling a manager to identify the training needs of employees,

and evolving a training plan for them, also, serves to meet other objectives. Performance

appraisal satisfies the psychological needs individuals have to know how they are performing

their job and increases employees9 job satisfaction and morale by letting them know that the

manager is interested in their progress and development. Systematic performance appraisal also

provides both the firm and the employee a careful evaluation, rather than a snap judgement of an

employee9s performance. :any firms use performance appraisals to plan placements and

transfers and to provide input into decisions regarding salary increases, promotions, and

transfers. +inally, performance appraisals may be used as a basis for the coaching and

counselling of individual employees by their superiors. ;o summari6e the uses of performance

appraisal7

• Performance improvement

• $ompensation

• Placement

http://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Documenthttp://en.wikipedia.org/wiki/Rewardhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Promotion_(rank)http://en.wikipedia.org/wiki/Promotion_(rank)http://en.wikipedia.org/wiki/Disciplinehttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Documenthttp://en.wikipedia.org/wiki/Rewardhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Promotion_(rank)http://en.wikipedia.org/wiki/Disciplinehttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://en.wikipedia.org/wiki/Equal_Employment_Opportunity


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• ;raining % development needs assessment

• $areer planning

•


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e+%lar an* ro%tine =hile an appraisal system is e"pected to be formal in a structured

manner, informal contacts and interactions can also be used for providing feedback to

employees.

Participator& an* open An effective appraisal system should necessarily involve the

employee9s participation, usually through an appraisal interview with the supervisor, for feedback

and future planning. )uring this interview, past performance should be discussed frankly and

future goals established. A strategy for accomplishing these goals as well as for improving future

performance should be evolved jointly by the supervisor and the employee being appraised. Such

participation imparts a feeling of involvement and creates a sense of belonging.

e,ar*$ e,ar*$ 4 both positive and negative 4 should be part of the performance appraisal

system. &therwise, the process lacks impact.

Fee*)ac- $ho%l* )e ti#el& >nless feedback is timely, it loses its utility and may have only

limited influence on performance.

I#per$onal "ee*)ac- +eedback must be impersonal if it is to have the desired effect.

Personal feedback is usually rejected with contempt, and eventually de4motivates the employee.

Fee*)ac- #%$t )e noticea)le ;he staff member being appraised must be made aware of the

information used in the appraisal process. An open appraisal process creates credibility.

eleance an* re$pon$iene$$ Planning and appraisal of performance and consequent

rewards or punishments should be oriented towards the objectives of the programme in which the

employee has been assigned a role. +or e"ample, if the objectives of a programme are directed

towards a particular client group, then the appraisal system has to be designed with that

orientation.

Co##it#ent e$pon$i)ilit& for the appraisal system should be located at a senior level in

the organi6ation so as to ensure commitment and involvement throughout the management

hierarchy.

/'AT IS T'E OLE OF PEFO!ANCE APPAISAL0


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=e9ve seen from previous discussions, that people are one of a company9s most valuable assets.

=hile most assets depreciate over time, people, viewed as assets, may actually appreciate. &ne

of the manager9s major responsibilities is to improve and update the knowledge and skills of

employees 44 appreciation of assets. Performance appraisal plays a significant role as a tool and

technique of organi6ational development and growth. In essence, effective appraisal systems

provide both evaluation and feedback.;he main aim of the evaluation is to identify performance

gaps 44 when performance does not meet the organi6ational standards 44 whereas feedback is

necessary to inform employee about those performance gaps.

+rom the employee9s perspective, performance appraisal informs them about what is required of

them in order to do their jobs, it tells them how well they have achieved those objectives and

helps them take corrective action to improve their performance, and, finally, it may reward themfor meeting the required standards.

;he firm, on the other hand, needs a performance appraisal system in order to establish

principles of managerial accountability. $learly, where employees are given responsibilities and

duties, they need to be held accountable. &ne of the functions of performance appraisals is to

ensure that people are accountable for their organi6ational responsibilities.

Perhaps the most significant benefit of performance appraisals is the opportunities they providesupervisors and subordinates to have one4on4one discussions of important work issues. )uring

appraisals, subordinates and supervisors can focus on work activities and goals, identify and

correct e"isting problems, and encourage better future performance.

Per"or#ance Apprai$al an* !otiation

:otivational research has recogni6ed the power of recognition as an incentive 3see :aslow and

the !"pectancy ;heory of :otivation5. Performance appraisals provide employees with

recognition for their work efforts. ;he appraisal system provides the supervisor with an

opportunity to indicate to employees that the organi6ation is interested in their performance and

development. ;his recognition can have a positive motivational influence. on the individual9s

sense of worth, commitment and belonging.


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Per"or#ance Apprai$al an* Trainin+ an* Deelop#ent

Performance appraisals identify performance gaps. As such, they provide an e"cellent

opportunity for a supervisor and subordinate to recogni6e and agree upon individual training and

development needs. Performance appraisal discussion may identify the presence or absence of

work skills. +urther, the need for training can be made more relevant if attaining the requisite job

skills is clearly linked to performance outcomes. $onsolidated appraisal data can also help form

a picture of the overall organi6ational training requirements.

Per"or#ance Apprai$al an* ecr%it#ent

(ecruitment and selection procedures need to be evaluated. Appraisal data can be used to

monitor the success of a firm9s recruitment and selection practices. +rom this data, the firm can

determine how well employees who were hired in the past are performing.

Per"or#ance Apprai$al an* E#plo&ee Eal%ation

!mployee evaluation is a major objective of performance appraisal. iven the major functions of

management 44 planning, organi6ing, leading and controlling 44 it is clear that evaluations

3controlling5 need to be done.

At its most basic level, performance appraisal is the process of e"amining and evaluating the

performance of employees. ?owever, the need to evaluate is also a source of tension as

evaluative and developmental priorities appear to clash. Some management e"perts have argued

that appraisal cannot serve the needs of evaluation and development at the same time.

Per"or#ance Apprai$al an* Total %alit& !ana+e#ent 2T!3

=ith the advent of ;@: 3;otal @uality :anagement5 and the e"tensive use of teams, traditional

performance appraisal systems have come under some criticism. +or e"ample, rather than

motivating employees, conflict may be created when appraisals are tied to merit pay and when

that merit pay is based on a forced ranking.


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=. !dwards )eming, the founder of total quality management 3;@:5 has long been associated

with the view that performance appraisals ought to be eliminated. :any ;@: proponents claim

that performance appraisals are harmful.

PEFO!ANCE APPAISAL POCESS !AP


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PEFO!ANCE APPAISAL !ET'ODS

1. raphic rating scale


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#. Paired $omparison

'. +orced choice approach

.!asy Appraisal

B.'*22 appraisal

raphic atin+ Scale 6 A performance appraisal that rates the degree to which the employee

has achieved various characteristics.

15;he graphic rating scale is the most common type of appraisal used.

#58arious characteristics such as job knowledge or punctuality are rated by the degree of

achievement.

'5;he rate usually receives a score of 1 to B , with B representing e"cellent performance.

5Some forms allow for additional comments.

Paire*co#pari$on Approach6 A performance appraisal that measures the relative

performance of employees in a group.

15;his is a method of performance evaluation that results in a rank ordering of employees tocome up with a best employee.

#5;his type of approach measures the relative performance of employees in a group.

Force*choice Approach 6 A performance appraisal that presents the appraiser with sets of

statements describing employee behaviorC the appraiser must choose which statement is most

characteristic of the employee and which is least characteristic.

Ea$& Apprai$al6 Sometimes the supervisor must write a description of the employeeDs

performance. ;he easy appraisal is often used along with other types of appraisals, notably

graphic rating scales. ;hey provide an opportunity for supervisors to describe aspects of

performance not thoroughly covered by an appraisal questionnaire.


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789*e+ree Per"or#ance Apprai$al6 Evaluating Employees 1rom All

Angles

;raditional performance appraisals, as discussed above, can be both subjective and simplistic.

At times, they can also be deemed to be EpoliticalE. In an attempt to improve this methodology,some companies have turned to '*24degree appraisals. '*2 appraisals pool feedback from a

department9s internal and e"ternal customers to ensure a broader, more accurate perspective of an

employee9s performance.

'*24degree performance appraisal is an attempt to answer the question7 E?ow can a supervisor

evaluate an employee he or she sees only a few hours each weekFE

Bene"it$ o" Per"or#ance apprai$al

For the or+ani:ation 6

;he organi6ation comes to know the true position of the employees working capacities and the

problems they face while working in the organi6ation. ;his performance appraisal system also

acts as a motivating factor for the employees, which helps the organi6ation to get better results.

For the apprai$e 6;he appraise fells themselves an important part of the organi6ation, they get a chance to e"press

their views in front of their superiorsC they get a platform to e"press their ideas. ;he employee

comes to know the truth about7

;o what e"tent they have achieved their objectives.

In what respect their work has been most successful.

Are there any aspects of their work, which they have not completedF

Are #an& other ;%e$tion< ,hich #a-e the# a$$e$$ ri+htl&. ..

%i*eline$ "or e""ectie per"or#ance eal%ation interie,$...

• emphasi6e positive aspects of employee performance


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• tell employee that the purpose is to improve performance, not to discipline

• conduct the review in private

• review the performance formally at least annually 3more frequently for those performing poorly5

• make criticisms specific

• focus on performance, not personality

• stay calmC do not argue

• identify specific actions the employee can take to improve performance

• emphasi6e the evaluatorDs willingness to assist the employeeDs efforts to improve performance

• end by stressing positive

Apprai$al Proce$$

In order to obtain a better understanding of how the performance appraisal has been put together

by ;he $orporation, the researcher has provided an overview of the companyDs performance

appraisal process. ;he researcher felt that the overview of the performance appraisal process

would be necessary, since the process provided a framework for the performance appraisal.

PEAPPASIAL STEPS

;he performance evaluation can be made for variety of reasons counseling, promotions, salary

increases, administration or combination of these. It becomes very necessary to begin by stating

the objectives of evaluation programs very clearly and precisely. ;he personal appraisal system

should address the question who, what, how of performance appraisal.

;hese questions are the components of these appraisal systems which are discussed below

individually.


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>nder this, the organi6ation must decide what different kinds of methods are available and which

of these may be used for performance appraisal. &n the basis of comparative advantages and

disadvantages, the nature and philosophy of management and the needs of an organi6ationC the

method of appraisal is decided.

CO!PAN( POFILE


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;he


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;he


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Location Client

=ashim

I;$

rain odown

$afeteria

)ept. Store

0awal JKK 3S:$$ $onstruction5


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PEFO!ANCE APPAISAL AT INDAL BOT'ES

=hile on the job, performance reviews of every employee are done every quarter. ;he reviews

are done with a view to helping the individual e"cel at hisGher workplace. In case there are any

training requirements, these are noted and acted upon in the coming quarter. Also, the goals and

objectives for the employee are re4visited for

;he performance appraisal mechanism is carried out at


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e5 ;he appraisal is then discussed with the employees.

f5 And finally, if need arises corrective action is initiated. +or this purpose the corrective action

is actually identified through brainstorming e"ercises initiated by the departmental heads at

all the


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. 789 De+ree Fee*)ac-

;his feedback system involves the participation of ;op :anagement.

;hus the feedback given by these members at


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• ;o identify how the performance of the employees is improved and enhanced

• ;o provide suggestions % recommendations to improve their Performance Appraisal

ESEAC' !ET'ODOLO(

In order to accomplish the objectives of the study, it is essential to articulate the manner in which

it is to be conducted, i.e., the research process is to be carried4out in a certain framework. ;he

research methodology, which follows, is the backbone of the study.

Data Collection So%rce$

(esearch work was done from two sources7 4

213 Pri#ar& *ata

23 Secon*ar& *ata

Primary data was collected by questionnaire and interview in the organi6ations. ;he

questionnaire comprised of closed and attitude questions. ;he opinion on e"isting Performance

Appraisal practices and their affectivity were collected through questionnaire which was


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circulated to all the employees at all levels and the results have been analysed on the basis of

agree and disagree. ;he methodology for collection of data also included interviews and

discussion with the top management of the organi6ation.

Secondary data7 It was collected by reviewing different literatures, from published books,management journals, articles published by the other researchers on '*2 )egree Appraisal.

Sa#plin+6

;he total sample si6e for this project was ?( people at


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De$criptie e$earch6;o poetry accurately the characteristics of the particular individual

situation or a group.

Dia+no$tic e$earch6;o determine the frequency with which something occurs or with which it

is associated with something else.

'&pothe$i$ Te$tin+ e$earch6;o test a hypothesis of casual relationship between variables.

;he present project is De$criptie c%# Eploratie in nature. It is done to poetry accurately

the characteristics of a particular individual situation or a group. ;he major purpose of the

descriptive research is the description of the state of the affairs as it e"its at resent. ;he main

characteristics of this method are that the researcher has no control over the variablesC he can

only report what has happened or what is happening.

LITEATGE EVIE/

&rgani6ations e"ist to achieve goals. oals are only met when individual employees efforts

matches with policy of the organi6ation and thus bringing out success and effectiveness. ;he

assessment of how successful employees have been at meeting their individual goals therefore

becomes a critical part of ?(: and here comes Performance Appraisal System.

Performance appraisal is an important component of the information and control system. In

todayDs fle"ible organi6ations, performance evaluation provides an important way for managers

to clarify performance goals and standards and to enhance future individual performance. ;hus

the purpose of performance appraisal is to improve the organi6ationDs performance through the

enhanced performance of individuals.

;he performance appraisal system7


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• Is an organi6ational necessity

• Is based on well defined objective criteria

• Is based on careful job analysis

• >ses only job related criteria

• Is supported by adequate studies

• Is applied by trained qualified raters

• Is applied objectively throughout the organi6ation

• $an be shown non discriminatory as defined by law

PEFO!ANCE APPAISAL AND !ANAE!ENT<

Journal of Performance Appraisal Techniques o!ember "#$%%&'olo"pp"&* +y

,letcher -

Performance appraisal has widened as a concept and as a set of practices and in the form of

performance management has become part of a more strategic approach to integrating ?(

activities and business policies. As a result of this, the research on the subject has moved beyond

the limited confines of measurement issues and accuracy of performance ratings and has begun

to focus more of social and motivational aspects of appraisal. ;his article identifies and discussesa number of themes and trends that together make up the developing research agenda for this

field. It breaks these down in terms of the nature of appraisal and the conte"t in which it

operates. ;he former is considered in terms of contemporary thinking on the content of appraisal

3conte"tual performance, goal orientation and self awareness5 and the process of appraisal

3appraiserNappraisee interaction, and multi4source feedback5. ;he discussion of the conte"t of

appraisal concentrates on cultural differences and the impact of new technology.

Per"or#ance Apprai$al a$ E""ectie !ana+e#ent or Dea*l& !ana+e#ent Di$ea$e

Journal of Performance Appraisal .anagement Jan$%%/' ol*%# Pages&* by Gregory H 0obbins

>nderstanding person and system sources of work variation is fundamental to performance

appraisal. ;wo divergent perspectives on this issue, the traditional human resource management

view and the statistical process control view 3)eming, 1/-*5, are contrasted. ;wo studies are

reported that investigate two specific questions that arise from a broader view of the appraisal


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process. (esults indicate that managers and subordinates believe that typical poor performance

has different causes and that actual productivity levels far outweigh person or system sources of

performance variance in appraisal judgments.

A Contin+enc& Approach to Apprai$al Sati$"action Journal of Performance Appraisal Approaches#July$%%1#ol"1#Pages2/ by Gregory H

0obbins

;he present study e"plored the moderating effects of organi6ational variables on the appraisal

characteristic4appraisal satisfaction relationship. Analyses indicated that the appraisal

characteristics of action plans, frequency, and rater training were more positively related to

appraisal satisfaction when subordinates e"perienced role conflict, were not closely monitored,

and supervisors had a large span of control. ;he results provide substantial support for

conceptuali6ing appraisal satisfaction as a contingent function of both appraisal characteristics

and organi6ational variables. Implications of the findings for the design of appraisal systems,appraisal effectiveness, and future research are discussed.

Di""erential Per"or#ance Apprai$al Criteria

Journal of Performance Appraisal -riteria#3ct$%&%#ol&*# pages 4$ by Taylor -o5

Performance appraisal ratings of 1#B first4level managers were analy6ed to investigate the degree

to which the criteria used to evaluate the overall job performance of black managers differs from

that used to evaluate white managers. ;he performance appraisal form included items that

measured both the social behavior dimension and taskGgoal accomplishment dimension of job performance. ;he appraisal ratings of both groups on each dimension were correlated with

measures of overall job performance and promote ability. (esults indicated that social behavior

factors are more highly correlated with the overall job performance of black ratees than for white

ratees. Implications of these results for both black managers and organi6ations are discussed.

A e$tate#ent o" the Sati$"action

Journal of Performance Hypothesis#ol/1#6ept $%&%#Pages "/ by 0ennis 7 3rgan#

;his article reviews recent evidence in support of &rganDs 31/5 argument that satisfaction more

generally correlates with organi6ational prosaically or citi6enship4type behaviors than with

traditional productivity or in4role performance. An attempt is then made to interpret just what it is

in satisfaction measures that provides this correlation, leading to the suggestion that fairness

cognitions comprise the major factor. Implications of this interpretation for theory, research, and

management practice are offered.


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ANAL(SIS H INTEPETATION

;his chapter deals in tabular presentation results and their analysis for the purpose of easy

reading the section has been divided into two parts.

1O ;abular form of (esponse

#O Inference

'O (emarks on each question


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. There are #echani$#$ that help e#plo&ee$ *eelop their potential "or the net ro%n* o"

o)0

e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e

8ery true2 2

;rueB 12

Partly true#B B2

Hot true #2 2

No. of responses Percentage

0

5

10

15

20

25

30

35

4045

50

Very true True Partly true Not true

In"erence6 @uite a large number of respondents 32L5 shared the view that the appraisal system

did not give a clear understanding of all appraisals, job to both appraiser and appraise by saying

that it was Hot ;rueD. &nly B2L and 12L of the respondents felt that the statement was ;rueD

and Partly ;rueD respectively.

e#ar-$6 Although the appraise does not have a clear understanding of what is e"pected of him

at the beginning of the year 3Inference I5, both appraise and the appraiser know what his job is all

about. ;his also shows that although an employee knows what his current to do to be rated

higher by the reporting officer. ;he responsiveness in category of Partly ;rue and Hot ;rue may

be due to the face that job content in


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7. E#plo&ee$ re+%larl& receie "ee*)ac- a)o%t their potential "or hi+her leel o)$0


8ery true 2 2

;rue - 1*

Partly true 1

Hot true 'B 2


0

10

20

30

40

50

60

70


In"erence6 2L of the respondents agreed that the appraisal system did not helped them to know

their potential to perform at higher levels. Plan their performance well by saying that it was Hot

;rueD. &nly 1*L and 1L people felt that this statement was ;rueD and Partly ;rueD.

e#ar-$6 ;he above inference shows that the PA system in


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4. o) rotation i$ practice* ,i*el& to help people *eelop their potential in ne, area$0


8ery true 1

;rue 1- '*

Partly true #B B2

Hot true 2 2


0

5

10

15

20

25

30

35

40

45

50


In"erence7 About B2L of the respondents felt that the above statement was Partly ;rueD. It was

followed by '*L people feeling that it was ;rueD with 1L believing that it was 8ery ;rueD.

e#ar-$6


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5. The apprai$al $&$te# proi*e$ an opport%nit& "or $el"reie, an* re"lection0

e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e

8ery true2 2

;rue2 2

Partly true1' #*

Hot true '

No. of Responses Percentage

0

10

20

3040

50

60

70

80


In"erence 7 ;here is a general agreement on then fact that the PA system in


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8. Pro#otion$ are )a$e* $trictl& on nee* rather than to re,ar* in*ii*%al$0


8ery true 2 2

;rue -

Partly true #B B2

Hot true#1 #


0

5

10

15

20

25

3035

40

45

50


In"erence 6 B2L of the respondents believe that the above statement is Partly ;rueD

;his was closely followed by #L of the respondents rating it as Hot

;rueD and -L of the respondents feeling that it was ;rueD.

e#ar-$ 6 ;he performance appraisal is completely need based the organi6ation

recogni6es and promotes high achievers only if there are vacancies

available in the organi6ation. ;his has a negative impact on people who

are not rewarded and promoted duly for their good performance. ;hereshould be a system of rewarding employees either in monetary terms or

in terms of recognition.

. The apprai$al $&$te# +ie$ each apprai$ee an i*ea o" ,hat i$ epecte* o" hi# net &ear0



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8ery true 2 2

;rue 12 #2

Partly true #* B#

Hot true 1 #-

No. of Responses Percentage0

10

20

30

40

50

60


In"erence 6 B#L of the respondents felt that the above statement was Partly

;rueD. ;his was followed by #-L and #2L of the respondents

feeling that it was Hot ;rueD and ;rueD respectively.

e#ar-$ 6 !ach employee needs to have an idea as to what accountabilities

will he have if his appraisal is given a good remark for working at

higher levels. ;he appraisee should know his potential, which

will go a long way in his higher level jobs.


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J. It i$ *e$i+ne* to ai* the apprai$ee an* apprai$er ointl& %n*er$tan* the "or#er$ o)0


8ery true 2 2

;rue 1 #-

Partly true ##

Hot true1 #-


0

5

10

15

20

25

30

35

40

45


In"erence 6 ;here was a mi"ed response to the given statement. L of the responses

consisted of QPartly ;rueD ratings. #-L respondents believed that this wasHot ;rueD whereas #-L believed that this was ;rueD.

e#ar-$ 6 ;he above inference implies that


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K. The per"or#ance apprai$al proi*e$ an opport%nit& "or $el" reie, an* re"lection0


very true 2 2true #

partly true #B B2

not true #' *


0

5

1015

20

25

30

35

40

45

50

v er y true true

partly true not true

In"erence 6 :ost of the respondents agreed that the appraisal system catered to their

development needs 3B2L believed that it was QPartly ;rue5 and it was very

closely followed by *L saying it was QHot ;rue. ;here were L cases, which

believed that it was ;rueD.

e#ar-$ 6 Although the inference indicates that the PA system allowed mutuality, trust and

open communication between superior and subordinates, there may be chances

of biases in employees while rating this statement. ;he answers may have

varied depending on pro"imity etc.

19. The apprai$al proce*%re allo,$ the apprai$ee to epre$$ hi$ *eelop#ental nee*$0


very true 2 2


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;rue - 1*

partly true 1* '#

not true #* B#


0

10

20

30

40

50

60

v ery true True


In"erence 6 ;he most common response on above statement was an astounding Hot

;rueD with B#L people agreeing that the PA system was free of any biases. It

was followed by '#L saying that it was ;rueD and 1*L saying that it was

Partly ;rueD.

e#ar-$ 6 ;he above inference implies that people are satisfied with the PA system in


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11. The $&$te# ha$ $cope to correct the )ia$e$ o" the a$$e$$or thro%+h a $%per reie,0


very true 2 2

true#

partly true1 #-

not true' *-


0

10

20

30

40

50

60

70

v er y true true


In"erence 6 *-L of the people rated the above statement as Hot ;rueD #-L believed it was

Partly ;rueD with L disagreeing by saying that it was ;rueD.

e#ar-$ 6 A performance appraisal system, which is perceived as bias 4freeD by its

e"ecutives, is an achievement for the organi6ation. In the PA system the

reporting officer appraises a section of people whereas the reviewing officer

appraises the performance of an entire department. also the reviewing officer is

the immediate superior of reporting officer. Any disagreement between the

assessments of an employee has to be duly discussed and recorded. Also, anynoticeable difference of opinion between self appraisal and appraisal by

reporting officer has to be accounted for. All the above factors help in correcting

the biases,. if any, of reporting officer.

1. The apprai$al $&$te# proi*e$ "or a "ran- *i$c%$$ion )et,een apprai$er an* apprai$ee0


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very true2 2

;rue* 1#

partly true2 2

not true --


0

10

20

30

40

50

60

70

80

0

v er y true True


In"erence6 An astounding --L rated the above statement as not true with 1#L that it was

true.

e#ar-$ Although, most of the people felt that there was mutuality and trust between

appraiser and appraise, it may again depend on the pro"imity and relationship

shared by an employee and hisGher boss. ;he ratings may be based, as the

employees may have felt that a negative answer may adversely affect them. ;he

reason behind this conclusion is that a low score on e"tent of communication and

discussion between appraisers and appraise and high score on mutuality and trust

give a contradictory view.

17. /hat -in* o" an apprai$al $&$te# ,ill )rin+ o%t the )e$t o" an e#plo&ee0


appraisal by all superiors 12 #2


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appraisal by immediate

superior

B 12

appraisal by reference team 1B '2

appraisal by reference teamand self.

#2 2

No. of Re sponse s Perce ntage

0

5

10

15

20

25

30

35

40

appra!sal "y all super!ors

appra!sal "y !##e$!ate super!or

appra!sal "y reference tea#

appra!sal "y reference tea# an$ self.

e#ar-$ 6 ;his shows that the relationship between appraiser and appraise, in


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#4 ;he company is well aware of the dynamic environment of software, it is operating and

in order to keep it with the pace of the environment it believes in constant up gradation of

courses. &rgani6ation structure and design of the company is such that it supports this

change.

'4


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%E&(MME'+A"I('0

1. ;o improve attendance there should be rewards for those employees who attains above/BL attendance.

#. ;here should be training sessions to improve team building.

'. ;here should be proper training for appraisal to the employees.

. In the beginning of the year employee must know the performance standards on which

hisGher performance will be judged in end of year.

B. :ore stress relieving packages should be offered to the mentally stressed staff.

*. &vertime should be taken care of at time of performance appraisal, which would motivate

the employees to perform better for longer hours.

. Performance appraisal should after at proper span of time .

-. Performance appraisal should be done by e"pert person.


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CONCLGSION

Performance appraisal is the process of reviewing employee performance vis4R4vis the set

e"pectations in a realistic manner, documenting the review, and delivering the review verbally in

a face4to4face meeting, to raise performance standards year over year through honest andconstructive feedback. In the process management e"pects to reinforce the employeeDs strengths,

identify improvement areas so that one can work on them and also set stretched goals for the

coming year.

!ffective performance management requires a good deal of face4to4face supervisor4employee

interaction. 0y knowing the subordinates, a supervisor can steer them onto a path of greater

productivity and optimi6ed output. It is one of the most significant and indispensable tool for an

organi6ation as it helps in getting to know the people who work for them. provides information,

which helps in taking important decisions for the development of an individual and the

organi6ation.


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53E0"I(''A'I%E

I have undertaken a project on PERFORMANCE APPRAISAL SYSTEM. The

information furnished by you will help knowing the eectiveness of the present

appraisal and reward system and if need be designing of a new appraisal system.

The data will be kept condential and will be used for academic purpose only.

6. In your company, the key competencies required for each job are

already identi7ed.

a) Very true b) true

c) artly true d) not true

8. "here are mechanisms that help employees develop their potential for

the ne$t rung of job.

a) very true b)true

c) partly true d) not true

9. Employees regularly receive feedback about their potential for higher

level jobs

a) very true b)true


:. 4ob rotation is practiced widely to help people develop their potential in

new areas.

a) very true b)true


;. -our company


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=. /romotions are based strictly on need rather than to rewardindividuals>

a) very true b)true


?. "he appraisal system gives each appraisee an idea of what is e$pected

of him ne$t year>

a) very true b)true


@. It is designed to aid the appraisee and appraisers jointly understand the

former

a) very true b)true


. "he performance appraisal provides an opportunity for self review and

reBection>

a) very true b)true


6C. "he appraisal procedure allows the appraisee to e$press hisdevelopmental needs>

a) very true b)true



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66. "he system has scope to correct the biases of the assessor through a

super review>

a) very true b)true


68. "he appraisal system provides for a frank discussion between

appraiser and appraisee>

a) very true b)true


69. "he procedure allows for the communication of &E(Ds goal to the

workforce>

a) very true b)true


6:. "he appraisal system brings out the training needs of the employees.

a) very true b)true


6;. "he performance appraisal system clari7es the career prospects,

aspirations and intentions.

a) very true b)true


6=. "he appraisal system provides a rational basis for salary

recommendations.

a) very true b)true


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6?. "he company relates reward to your performance.

a) very true b)true


6@. )hat kind of an appraisal system will bring out the best of an

employee>

a) appraisal by all superiors b) appraisal by immediate

superior

c) appraisal by reference team c) appraisal by reference

team and self.

6. ow do you support your subordinates>

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!.


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Bi)lio+raph&

A$,athappa < '%#an e$o%rce H Per$onnel !ana+e#ent< Tata !cra, 'ill

P%)li$hin+ Co. Lt*.< Ne, Delhi< Sith e*ition 991

othari C..< e$earch #etho*olo+& #etho*$ H techni;%e$< /i$h,a Pra-a$an %)li$hin+

Co. Lt*.< Ne, Delhi< Sith e*ition 991.

'%#an e$o%rce$ !ana+e#ent )& P.S%)arao

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