INTRODUCTION

The performance appraisal of the employees will determine the level and type of training that should be imparted. The basis for assessing training needs is performance appraisal. The concept of performance appraisal exists ever since the organization stared functioning. In order to improve the quality of work life performance appraisal is required. As the work culture in the organizations are changing in terms of strengthening teamwork, continuous improvement, learning and such other activities, performance appraisal becomes inevitable and the approach to performance appraisal will also be changing. There is a feeling that performance appraisal is only an activity to achieve short term ob!ectives. "ome also feel that it focus on the team. "ome others feel that it will be useful only in the extreme cases where employees are either highly effective or effective. The opinion is also goes that it is purely sub!ective and at times it puts down the morals of the employees. All these opinions and feelings are not true. In reality, performance appraisal programme improves the work culture continuously. #erformance appraisal is an effective tool in the hands of the executives to improve the quality of work in the organization. #erformance appraisal will also help the employers defend their action against employees. In order to satisfy statutory obligations, employers have to maintain the service records of the employees. $henever any good or negative actions are taken against an employee, it will be recorded in the service register. In a way, this register becomes a performance appraisal tool in the hands of employer to take decisions regarding the improvement of service conditions of the employees, or to assess the efficiency level of the employees or to design the training methods for them. #erformance appraisal is also messenger to convey the management whether

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& ' practices of the organization matches with the goals of the organization. Therefore performance appraisal has become an (administrative tool) in the hand of an employer.#ersonnel executives of organization help their employees to improve their performance it is their ma!or activity. *ut every executive feel that performance appraisal is tough task. +ften it is even harder to convey that !udgment to the employee in a constructive and painless manner and to translate feedback on past performance in top future improvement.

EVOLUTION,
&istorically speaking, the concept was evolved for the first time in the period of $orld $ar %. -" Army adopted (.an to .an) rating system for evaluating military personnel. Industrial units in %/01s and %/21s adopted this concept to pay wages to workers drafted for work on hourly basis. These units adopted (3rade wage increments) on the basis of 4.5'IT6. This concept was termed as (.erit 'ating #rogramme). This continued up to mid fifties. According to this plan of wage payment, emphasis was on factors, degree and points. In this period (#ersonnel Appraisal) concept was evolved for technical, professional and managerial personnel. "ince then the concept of (#erformance Appraisal) has undergone considerable changes, and even the terminology 4.erit 'ating6 is changed to (#erformance Appraisal). This concept is now used for developing parameters for salary ad!ustments, promotions, transfers etc.

DEFINITION,
According to 'oland *en!amin, a (#erformance Appraisal determines who shall receive merit increases7 counsels employees on their improvement7 determines training needs7 determines promotability7 identifies those who should be transferred. .oreover, it improves

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employee !ob performance7 encourage employees to express their views or to seek clarification on !ob duties7 broadens their outlook, capacity and potential7 promotes a more effective utilization of manpower and improves placement7 facilities selection, reward and promotion of the best qualified employee7 prevents grievances and increases the analytical abilities of supervisor). According to 8ummings, (the overall ob!ective of performance appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible efforts from individuals employed in it. "uch appraisal achieves four ob!ectives including the salary reviews, the development and training of individuals, planning !ob rotation and assistance promotions).

OBJECTIVES OF PERFORMANCE APPRAISAL:

%9 To maintain inventory of number and quality of all managers and to identify and meet their training needs. 09 To provide a reliable index for promotion and transfer to position of greater responsibility. 29 To maintain individual and group development by informing the employee of his performance standards. :9 To plan career development, human resources planning based on potentialities. ;9 To discover, analyze and classify the differences amongst workers vis a vis lob standards. <9 To discover hidden genius of employees. =9 To select and trained new employees and to decide the nature and type of training programme to employees.

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>9 To develop better employer employee relationship through mutual confidence which comes as a result of frank discussions between superior and his men. /9 To provide research data for improving the overall personnel information system.

1.2 REVIEW OF LITERATURE

1.2.1 INTRODUCTION
#erformance appraisal is a inevitable tool of an organization. *ecause it provides vital information on issues like merit, promotion, incentives etc. it throws light on weak aspects of essential areas like finance, marketing, human resource of the organization. The valid information available on these areas can help the management to adopt corrective measurement. ?ormal appraisal plans are designed to meet the following purposes, %9 #erformance appraisal provides back for systematic !udgments on salary enhancement, transfers, demotion and termination. 09 It provides information to employees on their work efficiency and suggests changes in their behavior, attitudes, skills or !ob knowledge. 29 It provides a base for coaching and counseling the individual by the superior. :9 #erformance appraisal improves employee !ob performance, encourages employees to express their views or to seek clarification on !ob duties, broadens their outlook, capacity and potential.

;9 It #romotes more effective utilization of manpower and improves placement, facilities selection, reward and backing. <9 #erformance appraisal prevents grievances and increases analytical ability of superiors.

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1.2.0 THE PREVIOUS STUDIES ON PERFORMANCE APPRAISAL

A review of performance rating research prior to %/>1 reveals that emphasis was placed upon the search for the @best@ rating system which maximized the quality of the performance measurements by minimizing rating errors ABandy C ?arr, %/>19. +ver time, however, it became clear that a critical component of any rating system Abeyond the rating format and other structural characteristics9 is the performance rater. Accordingly, a ma!or paradigm shift occurred during the %/>1s with the @cognitive revolution@ in appraisal research. 8ognitive models of the rating process were proposed which attempted to explicate the cognitive presses of performance raters Ae.g., DeEisi, 8afferty, C .eglino, %/>:9. The central premise of these models is that the rater is an information processor and as such may experience breakdowns in rarer cognitive processing Asuch as failure to recall ratee performance information at the time of rating9. .oreover, an assumption of these models is that we can maximize the quality of our performance measurements if we design rating formats Ae.g., behavioural diaries9 and training programs Ae.g., ?rame of reference training9 which attempt to mitigate against these potential processing breakdowns A?eldman, %/>%7 "ulsky C Day, %//09. .uch of the research from the previous decade examined various predictions emanating from various cognitive models AIlgen, *arnes ?arrell, C .cFellin, %//29. &owever, the emphasis upon cognitive processing was met with some criticism. *anks and .urphy A%/>;9, for instance, pointed out that cognitive processing models do not take into account rater motivation to rate performance accurately an important factor contributing to rating variance. Eot

surprisingly, beginning in the mid to late %/>1s, there was an upsurge of interest in motivational

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variables which may underlie rating behaviour ABongnecker, "ims, C 3ioia, %/>=9. 8urrently, both cognitive and motivational variables are now being integrated into models of rating behaviour Ae.g., 'obbins C DeEisi, %//:9. "ome research has focussed exclusively upon motivational considerations. "imilar to the cognitively oriented research, the goal of this research is to uncover variables which might undermine the quality of our performance measurements. ?or example, attention has been given to such diverse motivationally relevant variables as racial biases A+ppler, 8ampbell, #ulakos, C *orman, %//09, whether the rater likes the ratee ADuarte, 3oodson, C Flick, %//29, and organizational politics ATziner, Batham, #rice, C &accoun, %//<9. As one illustration, Tziner et al. A%//<9 developed a measure listing 21 political factors Ae.g., giving high ratings to avoid negative interactions9 which might Gaffect performance ratings. ?or purposes of validation, the survey was subsequently administered to %;= ?rench 8anadian managers who were asked to indicate the extent to which each item was relevant to their own rating activities. +verall, the psychometric analyses revealed that the scale is internally consistent, consistent over time, and convergentHdiscriminant validity was deemed to be moderate. This scale will likely prove to be useful in facilitating further research examining the influence of organizational political factors on performance evaluations.

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1.2.3 The presen s !"#es $n Per%$r&'n(e Appr'#s')

@#erformance evaluation,@ wrote 3lueck @is a personnel activity which, while not new, has not matured. "ome significant studies have been done, but there are conflicting results, and a complete body of knowledge is years away.@< ?urther use and refinement of 5A*'A'" will be a ma!or step in the development of a performance appraisal system for 5xtension agents. 5A*'A'" represents the beginning of a new wave of performance appraisal formats that must meet legal mandates as well as serve a variety of organizational purposes in identifying, measuring, and developing human performance. 8opies of the 5A*'A'" performance appraisal may be obtained from the author. %. 8raig 5ric "chneier and 'ichard $. *eatty, @Integrating *ehaviorally *ased 5ffectiveness *ased .ethods, (The #ersonnel Administrator, IIIJ AKuly %/=/9, <<. 0. 'obert .. 3uion, @#erformance Assessment in #ersonnel "election and 5valuation@ A#aper presented at the ?ourth Kohns &opkins -niversity Eational "ymposium on 5ducational 'esearch, #erformance Assessment, The "tate of the Art, Eovember ; <, %/>09, pp. 2 :. 2. 8raig 5ric "chneier and 'ichard $. *eatty, @Developing *ehaviorally Anchored 'ating "cales A*A'"9,@ The #ersonnel Administrator, IIIJ AAugust %/=/9, ;/ <>. :. American Institutes for 'esearch, @Development of #erformance 5valuation and "election #rocedures for the 8ooperative 5xtension "ervices@ A$ashington, D.8., AI', %/=/9. ;. Thomas ?. #atterson, Kr., @A "tudy to Determine the 'elationship *etween 'ural Eew 5ngland 5xtension Agent 5ducational +rientation and Kob #erformance@ A#h.D. dissertation, Indiana -niversity, *loomington, +ctober %/>:9.

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<. $illiam ?. 3lueck, #ersonnel, A Diagnostic Approach ADallas, Texas, *usiness #ublications, %/=>9, p. 0 =. 'obert .. 3uion, @#erformance Assessment in #ersonnel "election and 5valuation@ A#aper presented at the ?ourth Kohns &opkins -niversity Eational "ymposium on 5ducational 'esearch, #erformance Assessment, The "tate of the Art, Eovember ; <, %/>09, pp. 2 :. >. 8raig 5ric "chneier and 'ichard $. *eatty, @Developing *ehaviorally Anchored 'ating "cales A*A'"9,@ The #ersonnel Administrator , IIIJ AAugust %/=/9, ;/ <>. /. American Institutes for 'esearch, @Development of #erformance 5valuation and "election #rocedures for the 8ooperative 5xtension "ervices@ A$ashington, D.8., AI', %/=/9. %1. Thomas ?. #atterson, Kr., @A "tudy to Determine the 'elationship *etween 'ural Eew 5ngland 5xtension Agent 5ducational +rientation and Kob #erformance@ A#h.D. dissertation, Indiana -niversity, *loomington, +ctober %/>:9.

*$+ "$ +e "e%#ne per%$r&'n(e 'ppr'#s') 'n" +h, "$ +e &e's!re # :

Despite the importance of performance appraisal few organizations clearly define what it is they are trying to measure. In order to design a system for appraising performance, it is important to first define what is meant by the term work performance. Although a person6s !ob performance depends on some combinations of ability efforts, and opportunity, it can be measure in terms of outcomes or results produced. #erformance is defined as the record of outcomes produced on specified !ob functions or activities during a specified time period. ?or example, a trainer working for a world bank was evaluated on her (organization of presentation) which was defined as (the presentation of training material in a logical and methodical order.) The extent to which she was able to make such 4methodical6 presentation

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would be one measure of outcomes related to that function. The customer who receives the training evaluated those outcomes.+bviously a sales representative would have some measure of actual sales as an outcome for a primary function of that !ob. 8ustomer service is a likely candidate as anotherImportant function that would have different outcome measures for defining performance. 8ollege professor are typically evaluated on three general work function, teaching, research and service. #erformance in each of these areas is defined with different outcome measures. "tudents are obviously one source of data to evaluate the quality of the teaching.

#erformance on the !ob as a whole would be equal to the sum or average of #erformance on the ma!or !ob functions or activities.?or example, the $orld *ank identified eight !ob functions for their trainers Aexample use of relevant examples, participant involvement, evaluation procedures9. The functions have to do with the work that is performed and not the characteristics of the persons performing unfortunately, many performance appraisal with measures, traits, or competencies of the person. $e emphasize that the definition of performance refers to a set of outcomes produced during a certain period of time and does not refer to the traits, personal

characteristics, or competencies of the performer. $e are not saying that there is no place for the measurement of competencies or traits. $e believe however, that there should be a clear distinction between the measurement of the person and measurement of performance.

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Des#-n#n- 'n 'ppr'#s') s,s e&:

The process of an appraisal system should involve managers, employees, &' professionals, and internal and customers in making decision about each of the following issues, %9 .easurement content. 09 .easurement process. 29 Defining the rater Ai.e. who should rate performance9 :9 Defining the ratee Ai.e. the level of performance to rate9 ;9 Administrative characteristics.

W*AT S*OULD BE RATED: The seven criteria of assessing performance are,

%9 .!')# ,: The degree to which the process or result of carrying out an activity approaches perfection. 09 .!'n # ,: The amount produced, expressed in monetary terms number of units, or number of completed activity cycles. 09 T#&e)#ness: The degree to which an activity or result produced. 29 C$s e%%e( #/eness: The degree to which the use of the organization6s resources Ae.g. human, monetary, technological, and material9 is maximized in the sense of getting the highest gain. :9 Nee" %$r s!per/#s#$n: The degree to which a !ob performer can carry out a !ob function without supervisory assistance. ;9 In erpers$n') #&p'( : The degree to which a performer promotes feelings of self esteem, goodwill and co operation among co workers and subordinates.<9

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<9 Tr'#n#n-: Eeed for training for improving his skills knowledge.

OBJECTIVES OF PERFORMANCE APPRISAL:

%9 To establish a more effective two way communication. 09 "et performance ob!ectives. 29 &elp employee in getting clarity of his !ob. :9 &elp improve current performance. ;9 Assess past performance. <9 #rovide feedback on performance to employees. =9 Identify training and development needs. >9 To allocate fair and !ust rewards. /9 To identify staff with promotional possibilities. %19 Assist career planning decisions. #erformance appraisal system involves three main parties, The apprise The appraiser The central planning and control functions of the organizationApersonnel departments9

The e/')!' #$n pr$(ess:

5stablish performance standards. %9 8ommunicate performance expectations to employee. 09 .easure actual performance. 29 8ompare actual performance with standards.

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:9 If necessary, initiate corrective action.

I&p$r 'n(e $% he per%$r&'n(e 'ppr'#s')

1. It provides systematic !udgments to backup salary increases, transfers, promotion, demotion, or termination. 2. It is means of telling a subordinate how he is doing, and suggesting needed changes in his behavior attitudes, skills or !ob knowledge. They let him know where he stands with the boss. 3. The superior uses it as a base for coaching and counseling the individual.

MET*ODS OF PERFORMANCE APPRAISAL:

There are two methods of performance appraisal %. Tradition methods. 0. .odern methods.

TRADITIONAL MET*ODS: 10 "T'I3&T 'AEFIE3 .5T&+D, It is the oldest and simplest method of performance
appraisal, by which the man and his performance are considered as an entity by the rater. Eo attempt is made to fractionalize the ratee or his performance, the (whole man) is compared with the (whole man), that is the ranking of a man in a work group is done against that of another. 09 .AE T+ .AE 8+.#A'I"+E .5T&+D, The -"A army used this technique during the ?I'"T $I'BD $A'. *y this method, certain factors are selected for the purpose of analysis, and the rater for each factor designs a scale. A scale of man is also created for each selected factor. The each man to be rated is compared with the man in the scale, in the certain scores for each factor are awarded to him.

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29 3'ADIE3 .5T&+D, -nder the system, the rater considers certain features and marks them accordingly to a scale. 8ertain categories of worth are first established and carefully defined. The selected features may be analytical ability, cooperativeness, etc. they may be, A outstanding7 * very good7 8 good or average7 D fair7 5 poor7 and L* Aor * 9 very poor or hopeless.

:9 8&58FBI"T, -nder this method, the rater does not evaluate employee performance7 he supplies about it and the personnel department does the final rating. A series of questions are presented concerning an employee to his behavior. The rater, then, checks to indicate if the answer to a question about an employee is positive or negative.

;93'+-# A##'AI"AB .5T&+D, -nder this method, an appraisal group rates employees, consisting of their supervisor and three or four other who have some knowledge of their performance. The supervisor explains to the group the nature of his subordinate6s duties. The group then discusses the standards of performance for their !obholder, and the causes of their particular level of performance, and offers suggestions for future improvement, if any.

<9?I5BD '5JI5$ .5T&+D, -nder this method, trainer employee from the personnel department interviews line supervisors to evaluate their respective subordinates. The appraiser is fully equipped with definite test questions, usually memorized in advance, which he puts to the supervisor. The supervisor is required to give his opinion about the progress of his subordinates,

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the level of the performance of each subordinate, his weakness, good points, outstanding ability, promotability, and the possible plans of action in cases requiring further consideration.

NEWER OR MODERN MET*ODS OF APPRAISAL AND CARER DEVELOPMENT

As we have seen, most traditional methods emphasize either on the task or the worker6s personality, while making an appraisal. In order to bring about a balance between the two, modern method has been developed. +f such method, the most important are, a. Appraisal by result or management by ob!ectives. b. Assessment centre method. c. &uman asset accounting method. d. *ehaviorally anchored rating scales. 1. APPRISAL B1 RESULTS OR MANA2EMENT B1 OBJECTIVES 3MBO0 #eter Drucker has evolved this method. .*+ is potentially a powerful philosophy of managing and an effective way for operationalising the evaluation process. It seeks to minimize external control maximize internal motivation through !oint goal setting between the manager and the subordinate and increasing the subordinate6s own control of his work. It strongly reinforces the importance of allowing the subordinates to participate actively in the decisions that affect him directly..anagement by ob!ectives can described as (a process whereby the superior and

subordinate managers of an organization !ointly identify its common goals, define each individual6s ma!or areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members.

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0. A""5"".5ET 85ET5' .5T&+D,

-nder this method, many evaluators !oin together to !udge employee performance in several situations with the use of a variety of criteria. It is used mostly to help select employees for the first level Athe lowest9 supervisory positions assessments are made to determine employee potential for purposes of promotion. The assessment is generally done with the help of a couple of employees and involves a paper and pencil test, interviews and situational exercises etc.

.2. D53'55 #5'?+'.AE85 A##'AI"AB The appraisal may be any person who has through knowledge about the !ob done by the contents to be appraised, standards of contents and who observes the employee whole performing a !ob. The appraiser should be capable of determining what is more important and what is relatively less important. &e should asses the performance without bias. The appraiser are supervisors, peers, subordinates, employees themselves uses of service and consultants. #erformance appraisal by all these parties is called (2<1 degree appraisal).

:. &-.AE A""5T A88+-ETIE3 .5T&+D,

The human asset accounting method refers to activity devoted to attaching money estimates to the value of a firm6s internal organization and its external customer goodwill. If able, well trained personnel leave a firm, the human organization is worthless7 if they !oin it, its human

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assets are increased. If distrust and conflict prevail, the human enterprise is devalued. If teamwork and high morale prevail, the human organization is a very valuable asset..

;. *5&AJI+-'ABBM AE8&+-'5D 'ATIE3 "8AB5 A*A'"9,

This is a new appraisal technique, which has recently been developed. Its supporter claims that it provides better, more equitable appraisal as compared to other techniques. The procedure for *A'" is usually five stepped.

%. 35E5'AT5 8'ITI8AB IE8ID5ET", persons with knowledge of the !ob to be appraised A!ob holderH supervisors9 are asked to describe specific illustration Acritical incidents9 of effective performance behavior.

0. D5J5B+# #5'?+'.AE85 DI.5E"I+E", These people then cluster the incidents into a smaller set Aor say ; or %19 performance dimensions. 5ach cluster Adimension9 is then defined. 2. '5ABB+8AT5 IE8ID5ET", Any group of people who also know the !ob then reallocate the original incidents. They are given the cluster6s definitions, and critical incident, and asked to redesign each incident to the dimensions it best describes. Typically a critical incident is retained if some percentage Ausually ;1 to >1N9 of this group assigns it to the same cluster as the previous group did.

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:. "8AB5 +? +E8ID5ET, This second group of people is generally asked to rate A= or / point scale is typical9 the behavior described in the incidents as to how effectively or ineffectively it represents performance on the appropriate dimension. ;. D5J5B+# ?IEAB IE"T'-.5ET, A subset of incidents Ausually < or = per cluster9 is used as (behavior anchors) for the performance dimensions.

COMPONENTS OF APPRISAL EVALUATION:

As we have seen performance evaluation can be made for a variety of reasons L counseling, promotion, research, salary, administration or a combination of these. "o it is necessary to begin by stating very clearly the ob!ectives of the evaluation programmed. &aving done this the, the personnel evaluation should address the question $&+, $&AT, $&5E, $&5'5, &+$, of performance appraisal. "o, the first involved is $&+O And this issues states, (who should do the rating). The answer to the first issue is that all employees of an organization should be apprised, from the operator to the top level management need be appraised for one reasons or the other. 'egarding the issue, it may be said that personnel experts assist and advise the top and line management, who should participate in the appraisal programme7 and the line management should actually do the evaluation work. The personnel officer obtains the ratings of the different raters and analyses and determines the reliability and validity of such ratings. "uch validity can be checked against certain ob!ective evidence such as production quantities, quality, absenteeism, and by comparing the results of one system with those of another. The personnel expert should not change the rating. &owever, he has the obligation to point out inconsistencies to the raters.

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4W*O5 $% he 'ppr'#s')6
As ruder man observes, (the appraisal can be accomplished by one or more individuals involving the combination of the immediate supervisor, other managers acquainted with the assess work, a higher level manager, a personnel manager, assess peers, assesses himself and assesses subordinates. -sually the immediate supervisor must be entrusted with the task of rating the assess because he is most familiar with the work7 and because he is also responsible for recommending or approving personnel actions based on the performance appraisal7 and for providing a feed back of performance appraisal to the subordinate.*ecause of these reasons supervisors6 rating are regarded as the best possible assessment7 and they are often considered as the (heart of the most appraisal system (. This is so because getting supervisors appraisal is relatively easy and also make sense. Therefore, most appraisal system rely heavily on the supervisors6 evaluation. In such rating hierarchical control is maintained over the appraisal process. The staff specialist, i.e., the personnel officers, also does appraisal.They may advice the supervisors while evaluating their subordinates stressing the need for evidence for making specific appraisal !udgments and comparing a particular subordinates6 evaluation with those of others. The appraisal of an individual may also be done by his peers. "uch appraisal proves effective in predicting future management success. 'esearchers have verified that rating made by peers have been quite accurate in predicting which persons would be promoted and which would not. "ometimes self evaluation is also employed for evaluating performance. "elf rating emphasizes human relation, which supervisors focus on technical knowledge and initiative. 5dwin ?lippo observes, (The ma!or value lies in the development and motivation areas, it being claimed that this approach

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A%9 'esults in a supervisor upward flow of information, A09 ?orces the subordinate to become more personally involved and, to some extent constraints him to think about himself and his work, A29 Improves communication between supervisor and subordinate, in that each is given more information by the other when disagreement are discovered, and A:9 Improves motivation as a result of great participation. *ut this approach has its disadvantage that the individual may rate himself excessively high than it would be if he were rated by his superior. *ecause of this fairly consistent upward bias in self appraisal, the best thing would be to use this appraisal for counseling and developing subordinates. They are not as useful for making salary and promotion decision..any companies use rating committees to evaluate employees. These committees consist of supervisors, peers, and subordinates. 5veryone on the committee is a person who is able to intelligently evaluate some aspect of the employee6s performance. .any discrepancies in the ratings may occur such as (very strict) or (very lenient) ratings L when evaluations are done by individuals. It (cancel therefore been felt that (the combined use several rates can help (cancel out) problems 4bias6 as 4halo6 effect on the part of the individual rates. "econd, the raters at different levels in the organization usually observe different facts of an employee6s !ob performance and the appraisal by a group reflects these differences.Bast, in many companies, subordinates and superiors !ointly establish goals and periodically evaluate the subordinate6s performance with respect to these goals.

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4Wh' 5 $% 'ppr'#s'):
The (what) of the performance appraisal consists in appraising non supervisory employees for their current performance, and managers for future potential. It also includes evaluation of human traits.

The 4+h,5 $% per%$r&'n(e:

The (why) of an appraisal is concerned withO 8reating and maintaining a satisfactory level of performance of employees in their present !obs. &ighlighting employee needs and opportunities for personal growth and development. Aiding in decision making for promotions, transfers, lay offs and discharges7 and #romoting understanding between the supervisor and his subordinates #roviding a useful criterion for determining the validity of selection and training methods and techniques and forming concrete measures for attracting individual of higher caliber to the enterprise.

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The 4+hen5 $% 'ppr'#s'):

The 4when6 answers the query about the frequency of appraisal.It has been suggested informal counseling should occur continuously. The manager should discuss an employee6s work as soon as possible after he has !udged. &e should use good work as an opportunity to provide positive reinforcement and use poor work as a basis for training. I most organizations employees are formally evaluated once a year, in others twice a year. Eew employees are rated more frequently than the older ones. The ideal thing is that each employee should be rated three months after being assigned to a !ob, after six months on the !ob, and every six months thereafter. The time of rating should not coincide with the time of salary reviews. ?or if the two occur together constructive evaluation and considerations of self development will probably take second place to the pressures of pay. The 4+here 4$% 'ppre(#' #$n: The (where (indicates the location where an employee may be evaluated. It is usually done at the place of work or the supervisor. Informal appraisal may take anywhere and everywhere, both on the !ob in work situations and off the !ob.

The 4*OW5 $% 'ppr'#s'):

-nder (how) the company must decide what different methods are available and which of these may be used for performance appraisal. +n the basis of the comparative advantages and disadvantages it is decided which method would suit the purpose best.

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There are two types of problems associated with performance appraisals. %.$hite collars Js blue collar, no appraisal system can appraise both type of employees viz white collar and blue collar because varying competencies required for performing respective !obs. 0.Tasks Js abilities, the task given to the employee may be disproportionate to the actual abilities of the employee. Then the performance of the employee may be at the expected level. %.Kob related attributes Js overall criteria, the employee may be well equipped in terms of skills required to perform a !ob may be lacking in other required competencies which will hinder overall performance. 0.8onfidentiality Js openness, any appraisal system does not clearly specify the degree of confidentiality or openness. 2.'eliability Js validity, the reliability and validity of any appraisal system is not established. : 5xtreme marks or opinions. It causes seem to lie party in appraisers lacking confidence and falling to exercise sufficient discrimination and partly in communication process, appraiser do not like to give extreme signals. Beniency, Appraiser tends to assess subordinates either leniently or harshly due to different standards used. Different appraiser interprets the same parameter in these are the problems essentially associated with the people involved in process, %.'e!ection, 'e!ection of the system due to inability to understand the system and its process and the commitment by the people involved in system . The re!ection can also be due to the lack of efforts from the implementing agency.

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%."ub!ectivity, "ub!ectivity is a significant problem in performance appraisal. *oth superior and the subordinate come to different conclusion based on the same date due to different backgrounds, value, likes, dislikes, etc. 2.8entral tendency, The superior tend to water down the assessment by not giving different way based on their own standards. :.&alo effect, This is a tendency where the appraisers tend to identify subordinates with the #articular quality either good or bad and generalizing the whole assessment on it. <. 'ecency effect, This is a tendency where the appraiser tends put too much emphasis on the most recent behavior of he subordinates, which is either good or bad. They tend to generalize the whole assessment based on this behavior. =.8ontrast effect, Appraiser tends to generalize the assessment of the subordinates based on expectations. 5.g., slight fall in performance from a high performer is treated severely or slight improvement from a low performer is considered as tremendous improvement.

P!rp$se $% per%$r&'n(e 'ppr'#s'):

There are two basic purposes %. Developmental purpose. 0. Administrative purpose. %. Developmental purpose, #rovide performance feedback. Identify individual strengthsH weakness. 'ecognize individual performance.

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Assist in goal identification. 5valuate good achievement. Identify individual training need. 'einforce authority structure. Allow employees to discuss concerns. Improve command. #rovide a forum for leaders to help. 0. Administrative purpose, Document personnel decisions. Determine promotion candidates. Determine transfers and assignment. Identify poor performance. Decide retention or termination. Decide on layoffs. Jalidate selection criteria. .eet legal requirement. 5valuate training programsH progress. #ersonnel planning. .ake rewardH compensation decision.

Wh, 'ppr'#s') e(hn#8!es pr$/e %'#)!re6

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#erformance appraisal techniques have often failed to give a correct assessment of the employee. According to Pavala, the causes of such failure are, a. The superior plays dual and conflicting role of both the !udge and the helper. b. Too many ob!ectives often cause confusions. c. The supervisor feels that subordinate appraisal is not rewarding. d. A considerable time gap exists between two appraisal programmers. e. The skills required for daily administration and employee development are in conflict.

f.#oor communication keeps employees in the dark about what is expected of them. g. There is a difference of opinion between a supervisor and a subordinate, in regard to the latter6s performance. h.?eedback on appraisal is generally unpleasant for both supervisor and subordinate. i.-nwillingness on the part of supervisors to tell employees plainly how to improve their performance.

*$+ 'ppr'#s') &', 7e &'"e s!((ess%!)6

The rater must be thoroughly well versed in the philosophy and nature of the rating system. ?actors and factor scales must be thoroughly defined, analyzed, and discussed.

OVERVIEW OF MANDOVI MOTORS PVT LTD:

The *hasin ?amily established in Fuwith in %/;1, founded by late "hri +m #rakash *hasin. .r. "hivy *hasin has actively been involved in various hotel chains in India. .r. "hivy

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*hasin is the Director of Adyar 3ate &otels Bimited, as well as Jice #resident of 3oyal international &otels. "ome of the hotels that these companies own ate #ark "heraton in 8hennai and the prestigious in selling premium cars in *angalooru and the family has now been appointed the newest dealers of .aruti cars in *angalooru. mandovi .otors #rivate Bimited is promoted by E'Is .r. "hivy *hasin and family as a new .aruti dealer at *angalooru. mandovi .otors #rivate Bimited is located &ead +ffice in "ar!apur 'oad, also they have two branches in Queen6s 'oad and 'a!a!inagar. The state of the infrastructure of >1,111 square feet built up in situated at +uter 'ing 'oad, "ar!apur. They have started their sales operation at Eo <, "t. Kohn6s 'oad during April 0110 and they have achieved 0111 plus cars sales in first year of operation. Then they have extended their business into sales, services and spares operation at +uter 'ing 'oad, "ar!apur during Kan 011:. The vision of the company is to build the relationship with the customer with the theme of (customers for life). The team mandovi always believes (8ustomer 8are beyond 8ompare). They have already conducted several 5mission check up camps for the batter environment as well as awareness on wearing seat belts as the part of their social commitments. They have also donated .aruthi ambulance to ("AEK55JIEI) comprehensive Trauma consortium which helps to transport accident victims to the nearest hospitals. They have also sponsored several programmes of 'otary to serve the underprivileged in the community. -nder the 8ustomer 'etention #rogramme they have celebrated affinity %111R to thank those %111R customers who bought cars from mandovi. These customers have been invited with their entire family at 3reen Jalley 'esort.'ecently they have launched a good 'eferral programme. The customers who brought .aruti from mandovi can refer their friends and relatives those who are interested in buying Eew .aruti. -nder this programme every referral, which leads to a

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purchase of .aruti 8ars through mandovi before 2%st of .arch 011: will get exclusive wristwatch set for one referral and cash price for further referrals.They opened (True Jalue( pre owned .aruti cars outlet at 'a!a!inagar. They assured peace of mind buying or selling .aruti used cars. There are advantages to buyer and seller while dealing with .aruti True Jalue +utlet. 8hief 5xecutive +fficer .r. "amar Jikram *hasin with his Automobile experience is steering this new dealership towards the better customer satisfaction.The Automotive $orld is growing day by day and in the span of four years he never of model you can buy has doubled. Avery knowledgeable consumer, who has got plenty of options available getting tougher with each passing day. The studies conducted by the various agencies on total customer satisfaction reveals the customer satisfaction and loyalty assured in the market place. The automobile customers in India are also conveying their experience on their sales and delivery process. The sales and delivery process, which has got six factors contributed to overall satisfaction, are "ales experience, 5xplanation at the time of delivery, price evaluation, delivery timing, "ales person knowledge and post delivery contact.

This family also got a trust by name (+.#. *hasin .emorial Trust) which honors leading scientists every year for their achievements. +ne of the honors is our &onorable 5x #resident of India Dr. Abdul Falam when he was with I"'+.

To support the activities of orphanage for each new car sold they are donating 'upees ;1 to (#ortico ?oundation), Eumber %=H%, Ambalipura village, *ellandur 3ate, "ar!apur 'oad, Agara #ost, *angalooru ;<112: every month. This orphanage is providing training on 8arpentry

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and #lumbing to the orphanage children where they can support themselves for their livelihood.

.andovi .otors buys greeting cards from Indhiranagar where they proceed from the sale of these cards goes towards running of a hospice ) Farunashraya ( Apromoted by rotary indhiranagar and Indian cancer society, Farnataka chapter9 which he has got ;; beds with the trained nursing staff where all services are provided absolutely free of cost of the terminally ill cancer patients.

They have also involved in the community support services, in this perspective them supporting the *ellandur Jillage. "o, the villages of *ellandur getting benefits and welfare facilities from the mandovi .otors.

VISION:

(To attain organizational excellence by inspiring and developing the true potential of our people and providing opportunities for empowerment and growth).

OBJECTIVES OF MANDOVI MOTORS PRIVATE LIMITED:

5xpose workers to the tile environments in which customers use our product. #rovide workers with first hand experience of globe6s best practices. 8onstantly retain workers in the theory and practices of total quality management. 0>

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5ducate employees on safe working and safe environment. 8ompany with statutory and legal instruction. 8omputerization of routine !obs. .anagement information system for proper communication 8areer planning. Implementation of suggestion scheme.

PRODUCTS AND SERVICES: PRODUCTS3CARS0: .aruti >11 .aruti +mni 5steem "wift Alto Jersa "x: $agon' Pen D zire.

SERVICES:

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8ar "ervice "ales Accessories True Jalue Administrative Insurance "pare parts 5D# A5lectronic Data #rocess9 ?inance $ashing #DI A#re Delivery Inspection9 Delivery.

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OR2ANISATION C*ART OF MANDOVI MOTORS: In mandovi .otors the department is very well organized and structured. The department comes directly under the control of #ersonnel .anager. M'r! # S!9!:# In"#' L "

Pers$nne) M'n'-er

Ch#e% E;e(! #/e O%%#(er

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2%

S')es

Ser/#(e

B'(: $%%#(e

M'r:e #nTr!e V')!e MOS

Sp'res A((ess$r#es W'sh#nPDI BRC A! $ ('r"

*!&'n Res$!r(e A"&#n A(($!n s Ins!r'n(e Te))e C'))ers R.T.O F#n'n(e

SWOT ANAL1SIS:

STREN2T*S *rand Image, 'eliable and

WEA<NESSES S Diseconomies to scale S Eo online presence S Eot diversified

cheap. S 5stablished brand in Indian market. S 3reat service and nationwide penetration. S 5xperience in Indian market. S ?irst ma!or player. S 5stablished distribution C after sales networks product for many segment of

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market.

OPPORTUNITIES S Acquisitions S Innovation S S S S +nline #roduct and services expansion Takeovers Targeting &igher .iddle 8lass requirements.

T*REATS: S 8ompetition S 8heaper technology 5xternal changes Agovernment, S politics, taxes, etc9 S Bower cost competitors or imports S #rice wars S #roduct substitution

OBJECTIVES OF T*E STUD1

To know the merits and demerits of performance appraisal system. To study the different methods of performance appraisal system in the organization. To know the impact of performance appraisal on the employee development. To know how it is useful for management by ob!ective. To know the process of performance appraisal in the industry. To know what are the criteria to be used while appraising an employee. To know how performance appraisal system helps employee to develop his career.

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STATEMENT OF T*E PROBLEM

#erformance appraisal involves sub!ective or ob!ective analysis of certain qualities of the employees and there are several qualities which cannot be easily quantified. "upervisor must know all the methods of performance appraisal so that he can apply the right method at the right place.

MEANIN2 OF PERFORMANCE APPRISAL

#erformance appraisal is a systematic, periodic and so far as humanly possible, an impartial rating of an employee6s excellence in matters pertaining to his present !ob and to his potentialities for a better !ob. 3enerally, appraisal of employee is made by the supervisor or senior bosses once or twice in a year

SCOPE OF T*E STUD1

The study covers both staff and executives of the *#B ltd Automation Division *angalore. ?eedback will be collected from the employees of different departments through the questionnaire who are undergoing performance appraisal system, which is very useful for the management to analyze the strength and weakness of an employee.

RESEARC* DESI2N
The research design provides the plan, structure and strategy of investigation. #urposing to answer questions and control variance.

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2:

P!rp$se: here 're 7's#( +$ p!rp$ses

%. To provide answer to the research questions. 0. To control variance.

Rese'r(h &e h$"$)$-,:

Me'n#n- $% rese'r(h: a systematic search for an answer to a question or a solution to a
problem is called research.

De%#n# #$n:
'esearch simply means a search for facts answer to questions and solutions to problem, it is purposive investigation. It is an organized enquiry. It seeks to find explanation to unexplained phenomenon, to clarify the doubtful facts and to correct the misconceived facts.

Un#/erse:
According to the dictionary meaning all existing things, all creation, and all mankind. In research, universe is a particular place or area study could be conducted, because in research entire universe cannot be taken because it takes of time to study entire thing. "o the universe of this study is *#B BTD A-T+.ATI+E DIJI"I+E and the employees from the different departments.

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2;

SAMPLIN2:
"ampling involves the selection of a few items from a particular group to be studied with a view to obtaining relevant data, which help in drawing conclusions regarding the entire group. Thus statistical forms the initiative portrayal or cross selection of the total group from which it was selected. The total group from which the sample was selected and it is called a population universe or a supply. It has two kinds

S'&p)#n- =s'&p)#n- "es#-n "tratified random sampling 8luster sampling

D' ' ($))e( #$n,
Me'n#n- $% "' ':
The search for answer to research questions calls of collection of data. Data are facts, figures and other relevant materials, past and present, serving as bases for study and analysis. Tools for data collection, %9 +bservation 09 Informal interview with executives 29 Questionnaire :9 8heck list

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;9 Questionnaire The tools used by the researcher are observation and questionnaire method.

L#&# ' #$n $% he s !",,

According to the researcher the study was time consuming, so that there is only single limitation for the student.

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1. T'7)e >.1 sh$+#n- he -en"er +#se "#s r#7! #$n $% resp$n"en s.

SI NO

2ENDER

NO.OF RESPONDENTS

A
B

M')e
Fe&')e T$ ')

>?
? ?A

PERCENTA2E @AB
1AB 1AAB

Above table shows the gender classification in the *#B ltd that how many male espondents are there and how many female respondents.The table reflects that /1N of the respondents are male and %1N of the respondents are females. ?rom the above table we can say that male employees are in a ma!ority at *#B Industry while fewer women are employed at *#B.

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2. T'7)e >.2 sh$+#n- he '-e $% he resp$n"en s SI NO

1 2 3 >

A2E
Be)$+ 3A 31C>A >1C?A ?1 ='7$/e T$ ')

NO.OF RESPONDENTS
21 1@ ? ? ?A

PERCENTA2E
>2B 3DB 1AB 1AB 1AAB

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2/

According to the dictionary age means 4the length of time a person has lived or a thing existed.6 And above table shows the age classification of the employees in the industry.Table no. :.0 , shows that :0N of the respondents fall in the age group of below 21, 2>N of the respondents falls in the age group of 2% :1 , %1N of the respondents falls in the age group of :% ;1, and %1N of the respondents falls in the age group of ;% Cabove The table shows that ma!ority of the employees in *#B are of young age i.e. below21 age group .?rom this table we can say that most of the employees are fresh blood with new ideas and they can perform well after getting some experience.

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3. T'7)e >.3sh$+s he e"!(' #$n 8!')#%#(' #$n $% he e&p)$,ees.

SI NO 1 2 3 > EDUCATIONAL .UALIFICATION D#p)$&' 2r'"!' #$n P$s -r'"!' #$n O her T$ ') NO.OF RESPONDENTS 13 1? 11 11 ?A PERCENTA2E 2EB 3AB 22B 22B 1AAB

According to the chambers concise dictionary. (5ducation is defined as the system if schooling college of university or to give knowledge or understanding of particular sub!ect to someone. The table shows that 0<N of the respondents are belongs to diploma, 21N of the respondents belongs to graduation, 00N of the respondents are belongs to post graduation, 00N of the respondents are belongs to other educational qualification

GOVERNMENT BOYS COLLEGE

:%

>. T'7)e >.> sh$+s he +$r: e;per#en(e $% he e&p)$,ees.

SI NO

W$r: e;per#en(e
Be)$+ ?,e'rs EC1A 11C1? 1? = '7$/e T$ ')

NO.OF RESPONDENTS 1? F 1> 1> ?A

PERCENTA2E

1 2 3 >

3AB 1>B 2DB 2DB 1AAB

Above table shows the experience gained by the employees who are working in *#B ltd, because experience shows the capability and capacity to work.

According to the employees 21N of employees are having below ; years of experience, %:N of the employees are having < %1 years of experience, 0>N of the employees are having %% %; years of experience, and 0>N of the employees are having more than %; years of experience.

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?. T'7)e >.? sh$+s he M'r# ') s ' !s $% he e&p)$,ees. SI NO A

B

M'r# ') s ' !s M'rr#e"

Un&'rr#e" T$ ')

NO.OF

PERCENTA2E

RESPONDENTS 31 E2B
1@ ?A 3DB 1AAB

According to A.E."harma (marriage is a sacrament in which women and men are bound in a permanent physical social bound in a permanent physical social purpose for sexual pleasure. Above table shows the marital status of the employees who are working at *#B. The table shows that <0N of the respondents are married and 2>N of the respondents are unmarried.

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E.T'7)e >.E sh$+s he '+'reness '&$n- he e&p)$,ees '7$! per%$r&'n(e 'ppr'#s') s,s e& #n he $r-'n#9' #$n. SI NO A
B

he

OPTIONS 1es
N$ T$ ')

NO.OF

PERCENTA2E

RESPONDENTS ?A 1AAB
A ?A AB 1AAB

Table no. :.< shows the awareness of performance appraisal system in the organization i.e. all employees of the organization know this system very well. It shows all employees of the organization aware about this system.

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::

F. T'7)e >.F sh$+s he In(en #/es re(e#/e" 7, he e&p)$,ees '(($r"#n- $ he#r per%$r&'n(e. SI NO A
B

OPTIONS 1es
N$ T$ ')

NO.OF

PERCENTA2E

RESPONDENTS 3E F2B
1> ?A 2DB 1AAB

Above table depicts that =0N employees says that they got incentives on their performance and 0>N employees says that they did not have any incentives on their performance. ?rom the above table we can analyze the performance of the employees in the organization.

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:;

D. T'7)e >.D sh$+s he %ee"7'(: $% per%$r&'n(e 'ppr'#s') -#/en $ he e&p)$,ees. SI NO A

B

OPTIONS 1es
N$ T$ ')

NO.OF

PERCENTA2E

RESPONDENTS >E @2B

> ?A DB 1AAB

Above table shows the percentage of the employees who get the feedback of performance appraisal in *#B ltd. According to the above table /0N employees says that they get feedback and >N employees say, they don6t get the feedback of performance appraisal. ?eedback after performance appraisal process is very important for the employees because its shows areas in which improvement is needed.

GOVERNMENT BOYS COLLEGE

:<

@. T'7)e >.@ sh$+s

he per%$r&'n(e 'ppr'#s') #&p'(

$n

he ('reer

"e/e)$p&en $% he e&p)$,ees. SI NO A
B

OPTIONS 1es
N$ T$ ')

NO.OF

PERCENTA2E

RESPONDENTS >? @AB

? ?A 1AB 1AAB

Above table shows the impact of performance appraisal on the career development of the employees. ?rom the above table we can say that /1N of the employees agreed that periodic performance appraisal helps to improve the current performance of the employees and %1N employees have not agreed with it. ?rom the above analysis we can conclude that the periodic performance appraisal plays a very important role in improving performance of the employee.

GOVERNMENT BOYS COLLEGE

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1A. T'7)e >.1A sh$+s he e&p)$,ees h'pp#ness $r s' #s%'( #$n )e/e) $+'r"s presen r' #n- s,s e&. SI NO A
B

OPTIONS 1es
N$ T$ ')

NO.OF

PERCENTA2E

RESPONDENTS 2D ?EB
22 ?A >>B 1AAB

Above table shows the employees satisfaction towards present rating system. Above table shows that ;<N of the employees are satisfied towards present rating system and ::Nare not satisfied with present rating system.

GOVERNMENT BOYS COLLEGE

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11. T'7)e >.11 sh$+s he r$)e $% &$ #/' #$n #n #&pr$/#n- he per%$r&'n(e $% he e&p)$,ees. SI NO A
B

OPTIONS 1es
N$ T$ ')

NO.OF

PERCENTA2E

RESPONDENTS >@ @DB

1 ?A 2B 1AAB

Above table shows the role of motivation in improving the performance of the employees. ?rom the above table we can analyze that />N of they are agreed that motivation is important to improve the performance, only 0N of the employees are not agreed.

GOVERNMENT BOYS COLLEGE

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12. T'7)e >.12 sh$+s

SI NO A
B C

he s r$n- )#n:'-e 7e +een per%$r&'n(e 'n" re+'r"s. NO.OF RESPONDENTS 31

E 13

OPTIONS 1es
N$ N$ s!re

PERCENTA2E E2B
12B 2EB

Total

;1

%11N

Above table shows the linkage between performance and rewards. ?rom the above table it is clear that <0N of the employees are agreed that there is a strong linkage between performance and rewards, %0N employees are not agreed with these statement and 0<N employees are not sure about this statement.

GOVERNMENT BOYS COLLEGE

;1

13. T'7)e >.13 sh$+s

he per%$r&'n(e 'ppr'#s') s,s e& !se%!)ness %$r

e&p)$,ees $/er')) "e/e)$p&en . SI NO A

B C

OPTIONS 1es
N$ N$ s!re

NO.OF RESPONDENTS >D

A 2

PERCENTA2E @EB
AB >B

Total

;1

%11N

Above table shows the performance appraisal system usefulness for employee6s development. According to the table /<N of the employees are agreed that appraisal system is useful for their overall development, and :N of the employees are not sure about usefulness of the system.

GOVERNMENT BOYS COLLEGE

;%

1>.

T'7)e >.1> sh$+s he 'ppr'#s') s,s e& he)p%!)ness $ re'(h he $7Ge( #/es $% he

$r-'n#9' #$n.

SI NO A
B

OPTIONS 1es
N$ T$ ')

NO.OF

PERCENTA2E

RESPONDENTS >? @AB

? ?A 1AB 1AAB

Above table depicts the appraisal helpfulness to reach the ob!ectives of the organization. According to the above table /1N employees have agreed that performance ob!ective help them in accomplishing the pro!ected goals and %1N employees have not agreed that.

GOVERNMENT BOYS COLLEGE

;0

1?. T'7)e >.1? sh$+s he essen #') per#$" $% per%$r&'n(e 'ppr'#s') s,s e& #n he $r-'n#9' #$n.
SI NO 1 2 3 >

OPTIONS
M$n h), .!'r er), *')% ,e'r), 1e'r), T$ ')

NO.OF RESPONDENTS E 1F 1F 1A ?A

PERCENTA2E 12B 3>B 3>B 2AB 1AAB

Above table shows the period of performance appraisal system essential in the organization. According to above table %0N employees agreed monthly performance appraisal, 2:N employees says quarterly, 2:N employees agreed for once in half yearly and 0o employees agreed for yearly once appraisal system.

GOVERNMENT BOYS COLLEGE

;2

1E. T'7)e >.1E sh$+s he $p#n#$n '7$! s,s e& #n he $r-'n#9' #$n.
SI NO 1 2 3 >

he presen per%$r&'n(e 'ppr'#s')

OPTIONS
Ver, -$$" 2$$" S' #s%'( $r, D#ss' #s%'( $r, T$ ')

NO.OF RESPONDENTS 3 3A 12 ? ?A

PERCENTA2E EB EAB 2>B 1AB 1AAB

Above table shows the opinion regarding present appraisal system in the organization. According to the table <N employees are feeling very good about the present appraisal system, <1N are feeling good, 0:N are satisfied and %1N are dissatisfied with present rating system in the organization.

GOVERNMENT BOYS COLLEGE

;:

T'7)e >.1F sh$+s he per%$r&'n(e 'ppr'#s') s,s e& !se%!)ness %$r e&p)$,eeHs pers$n') "e/e)$p&en .
SI NO 1 2 3 >

OPTIONS
A-ree S r$n-), '-ree D#s'-ree S r$n-), "#s'-ree T$ ')

NO.OF RESPONDENTS 3@ D 3 A ?A

PERCENTA2E FDB 1EB EB AB 1AAB

Above table shows the performance appraisal system usefulness for employee6s personal development. According to the table =>N employees are agreed that appraisal system is helpful for personal development, %<N are strongly agree to that, <N are disagree with the above statement.

GOVERNMENT BOYS COLLEGE

;;

T'7)e >.1D sh$+s he per%$r&'n(e 'ppr'#s') s,s e& he)ps $ #"en #%, he r'#n#n- 'n" "e/e)$p&en nee"s $% he e&p)$,ee.
SI NO 1 2 3 >

OPTIONS
A-ree S r$n-), '-ree D#s'-ree S r$n-), "#s'-ree T$ ')

NO.OF RESPONDENTS 3E 1A > A ?A

PERCENTA2E F2B 2AB DB AB 1AAB

Above table shows that the appraisal system helps to identify the training and development needs of the employees. According to the above table =0N of the employees are agreed that appraisal system helps to identify the periodic training and development needs, 01N are strongly agree, >N are disagree $ith the above statement.

GOVERNMENT BOYS COLLEGE

;<

1@. T'7)e >.1@ sh$+s he 7es &e h$" $% per%$r&'n(e 'ppr'#s') s,s e&.
SI NO 1 2 3 >

OPTIONS
3EA"e-ree 'ppr'#s') Se)% 'ppr'#s') R'n:#n- &e h$" MBO T$ ')

NO.OF RESPONDENTS F 23 1? ? ?A

PERCENTA2E 1>B >EB 3AB 1AB 1AAB

Above table shows the best method of performance appraisal system. According to table %:N are feel that 2<1 degree appraisal is the best method, :<N agree with self appraisal, 21 N agree with ranking method and %1N feel that .*+A.anagement *y +b!ective9 is the best method of performance appraisal system.

GOVERNMENT BOYS COLLEGE

;=

T'7)e >.2A sh$+s he #n%)!en(#n- %'( $rs $% per%$r&'n(e 'ppr'#s').

SI NO 1 2 3 >

OPTIONS
S')'r, C'reer

NO.OF RESPONDENTS 1E 2>

PERCENTA2E 32B >DB 1DB 2B 1AAB

"e/e)$p&en W$r: en/#r$n&en @ N$nC &$ne 'r, 1 7ene%# T$ ') ?A

Above table shows the influencing factors of performance appraisal. According to table 20N employees feel salary is the influencing factor, :>N agreed that career development, %>N agreed work environment, and 0N agreed that non monetary benefit is the influencing factor.

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;>

?rom this table we can conclude that salary and career development play a vital role in influencing performance of an employee.

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;/

FINDIN2S:

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<1

5mphasis has been placed on the impact of performance appraisal on employee development in *#B ltd as evident during the period of the data collection.

3eneral findings,
%9 According to the study it has been found that /1N of the employees in *#B ltd are male Abeing a manufacturing unit it involves physical force9.

09 .a!ority of the employees in *#B ltd are young and fresh blood.

29 .a!ority of the employees are Diploma and 3raduation.

:9 21N of the employees are below ;years experience.

;9 .a!ority of the employees are married.

"pecific finding,
<9 5very employee in the organization are aware about the performance appraisal system Aemployees are having minimum 0years experience9.

=9 =0N of the employees are received incentives based on performance in the form non L monetary benefit. >9 /0N of employees agreed that feedback helps to improve current performance.

GOVERNMENT BOYS COLLEGE

<%

/9 ;<N of the employees are happy with the present rating system.

%19 />N of the employees are agreed that motivation plays a vital role in improving performance at work. %%9<0N of the employees are agreed that there is a strong linkage between performance C rewards. %09 /1N of the employees are agreed that performance appraisal impact on career development.

%29 /<N of the employees are agreed that performance appraisal is useful for development.

%:9/1N of the employees are agreed that appraisal helps to reach the ob!ective of the organization.

%;9 .a!ority of the employees feel that periodicity of performance appraisal to be made quarterly C half yearly.

%<9=>N of the employees agreed that performance appraisal helped in their personal development.

%=9 <1N of the employees feel good about the present performance appraisal system. "elf appraisal is the best method of performance.

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<0

%>9 .a!ority of the employees feel self appraisal is the best method of performance appraisal.

%/9 =0N of the employees agreed that performance appraisal system helps to identify the training C development need of the employee.

019 .a!ority of the employees feel salary C career development is the influencing factor on performance of an employee.

S!--es #$ns:
%. ?eedback of performance appraisal should be given to the employees so that they can improve their performance based on the appraisal.

0. After performance appraisal there should be training C development programme to employees by that they can achieve %11N target.

2. #erformance appraisal should be conducted regularly C should not be conducted for documentation purpose.

:. #erformance appraisal should be applied to every department in the organization periodically.

;. #roper training should be given according to the needs of the employees based on performance appraisal.

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<. "elf appraisal system could be adopted so that the employee can improve hisHher performance.

=. Training is needed to employees because 21N of the employees are below ;years experience.

>. 8ommunication C feedback system should be there after performance appraisal.

/. ?eedback counseling is required before C during the performance appraisal system.

%1. The employees should give information about the performance appraisal system to everybody so that it could be possible to follow the proper instructions.

S!&&'r,:
#ersonal appraisal has been considered as a most significant and indispensible tool for an organization for the information it provides is highly useful in making decisions regarding various personal aspects such as promotions C merit increases. #erformance measures also think information gathering C decision making process, which provide a basis for !udging the effectiveness of personal sub divisions, such as recruitment, selection training C compensation.

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?rom performance appraisal employee can know where he is standing what are his weak points so that we can improve his performance C he can also know that where he can reach C it helps the employee in career as well as personal development of the employee.

BIBLIO2RAP*1
Re%eren(e B$$:

SLNO BOO<S

AUT*OR

PUBLICATION

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&uman resources management

F.Aswathappa TATA .c3raw &IBB

#ersonnel C human resource "ubbha 'ao

&imalaya

'esearch methodology

8.'.Fothari

Eew Age International

OT*ERS
8ompany *roachers *usiness .agazines #revious records

WEBSITE
+++.BPL AUTO.($& +++.BPL WORLD.($& WWW.BPL.CO.IN

ANNEIURE
.UESTIONNAIRES
PART C1 GOVERNMENT BOYS COLLEGE
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A. PERSONAL INFORMATION:

1. Eame of the respondents,

0. 3ender, .aleH?emale

2. Age Ain years9, a9 *elow 21 c9 :% ;1 b9 2% :1 d9 ;%C above

:. 5ducation qualification, a9 Diploma c9 #ost graduation b9 3raduation d9 Any other Aspecify9

;. $ork experience Aincluding past experience9, a9 *elow ;years c9 %% %; b9 < %1 d9 %;C above

<. .other tongue, a9 Fannada c9 Tamil e9 -rdu b9 &indi d9 5nglish

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=. Designation C department, >. .arital status, .arriedH-nmarried

*.K+* D5TAIB",

/. Do you have a performance appraisal system in your companyO a9 Mes b9 Eo c9 Eot known

%1. &ave you got any incentives based on your performanceO a9 Mes b9 Eo

%%. 8an periodic performance feedback helps to improve your current performanceO a9 Mes b9 Eo

%0. 8ould performance appraisal impact on your career developmentO a9 Mes b9 Eo

%2. Are you happy with the present rating systemO a9 Mes b9 Eo

%:. Do you think motivation plays a vital role in improving your performance at workO

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a9 Mes

b9 Eo

%;. Do you think that performance appraisal techniques which assess persons attributes, weakness Cstrength a9 Mes b9 Eo c9 Eot sure

%<. &as present performance appraisal a strong linkage between performance C rewards, a9 Mes b9 Eo c9 Eot sure

%=. Do you think performance appraisal is useful for developmentO a9 Mes b9 Eo c9 Eot sure

%>. Do you think that your appraisal helps to reach the ob!ectives of the organizationO a9 Mes b9 Eo

%/. &ow often performance appraisal is essentialO a9 .onthly c9 &alf yearly b9 Quarterly d9 Mearly

01. &as performance appraisal helped in your personal developmentO a9 Agree c9 Disagree b9 "trongly agree d9 strongly disagree </

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0%. #erformance appraisal system helps to identify the training C development needs of the employee a9 Agree c9 Disagree b9 "trongly agree d9 strongly disagree

00. Did you agree that the performance appraisal helps to develop new skills C knowledgeO a9 Agree c9 Disagree b9 "trongly agree d9 strongly disagree

02. $hat is your opinion about present performance appraisal systemO a9 Jery good c9 "atisfactory b9 3ood d9 Dissatisfactory

0:. &ow is your relationship with your subordinatesO a9 3ood b9 "atisfactory c9 -nsatisfied

0;. Influencing factors on performance of an employee are, a9 "alary c9 +rganization cultureH$ork environment b9 8areer opportunity d9 Eon monetary benefit

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0<. $hich is best method of performance appraisalO a9 2<1 degree appraisal c9 'anking method b9 "elf appraisal d9 .*+ A.anagement *y +b!ective9 0=. &ow for is performance appraisal system helpful to youO a9 #ersonality development c9 Kob skills b9 8areer development d9 "alary C promotion

0>. #lease find listed below certain statements of the appraisal system. a9 Is the basis for promotion b9 Is the basis for salary revision c9 Identify the potential in the individual d9 &elps in improving ones performance e9 &elps in achieving the personal ob!ectives.

Thank you for your co operation to my studies

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