COLLEGE OF SCIENCE & ENGINEERING,

AMBABAI, JHANSI (U.P.)

A Research Report on

PERFORMANCE APPRAISAL

Submitted towards the partial fulfillment for the

Master Degree of Business Administration

2009- 2011

Under the valuable guidance of

MS. ANSHIKA VASANDANI

SUBMITTED TO SUBMITTED BY
HOD MOHINI VERMA
Professor. M.K. sharma MBA II YEAR
(Dpt. Business administration)
 DECLARATION

I Mohini verma student of MBA ( III Sem ) CSE Jhansi, hereby declare that the project

title is the outcome of any own work and the same has submitted to any university

institute for the reward of any degree or any professional diploma

This information is purely of academic interest and any resemblance to earlier project is

purely coinci8dental.

MOHINI VERMA
MBA ( III Sem )
 PREFACE

A thermal power plant uses energy liberated from the commission of coal and uses to

convert water into steam. This steam is used to convert the mechanical energy into

electrical energy. the steam is used to rotate a turbine which in turn is connected to

the a.c. generator which when rotated in a uniform magnetic field its flug linked with

it changes .

In a thermal power plant an electric controlling the power plant. In practice situation

coal is taking place properly or not. because at a particular timie only fixed amount of

coal is taking place needs to be present in the boiler suppose the ignition of coal is not

taking place properly then the amount of coal that accumulates goes on increase and a

particular blast.

Hence electronics control is required are peeded measure the pressure on the wall of

boiler due to steam the amount of pressure handling capacity .thus if the temperature

of steam increase of amount of steam increase then the pressure exerted on wall may

exceed safety level so again electronic control is required.

 ACKNOWLEDGEMENT

Success is the manifestation of diligence, perseverance, inspiration, motivation &

innovation. The completion of any interdisciplinary project depends on cooperation,

coordination & combined efforts of several sources of knowledge, energy & time. Hence,

I approach this matter of acknowledgement through these lines & trying my best to give

full credit wherever it is due.

I would like to express my heartfelt gratitude to Mr. M.K.Sharma (HOD, M.B.A.

department), who has been source of inspiration to me.

I would also like to thank my Project Guide Ms. Anshika Vasandani I would also like to

special thanks to my faculty guide Ms.Anshika Vasandani , without her help it would

difficult to tack the intricacies of the work-scheduled. She guided me at every step during

the development of the project with valuable suggestions & helps in continuity of the free

flow of training with her valuable guidelines.

 LITERATURE REVIEW

Performance appraisal systems aim to evaluate the job performance of employees, so that

appropriate corrective action and management decisions can be taken. As performance

appraisal is part of organizational control, the components of the control system are

indispensable in the appraisal system. In general, a basic control system consists of

control standards, measurement, and corrective actions Among these three phases,

control standards are based primarily on organizational missions or departmental goals,

which reflect the role a performance appraisal plays in the organization. Measurement is

concerned with the actual appraisal process, including the appraiser, appraisal criteria,

appraisal methods, and appraisal timing. Corrective actions comprise the feedback

processes after the performance appraisal is completed. If there is an evident gap between

actual performance and performance standards, appropriate corrective actions should be

taken to change the behaviors of the employees concerned.

Performance appraisal systems have always played a very important role in human

resource management. The performance appraisal is critical mechanisms for

organizational control, through which the employees can view, see their past

performances and take concrete action for improvement. On the other hand, the
performance appraisal also provides substantial information for human resource

management to make fair and correct decisions regarding promotions, transfers,

compensations, incentives and training programs as well as career management. Specific

enterprises typically demand different performance appraisal system tailored to the needs

of its functions and processes.

TABLE OF CONTENS

History of industry

U.P. state electricity board

Basic plant layout diagram

General layout of a thermal power plant

Proper site selection for a thermal power plant

How does a thermal power plant function?

Coal and its use in a thermal power plant

Fuel of thermal power plant

Analysis of coal

Coal handling division- III

Better utilization of L.D.O. / H.E.O. in thermal power plant

SUMMER TRAINING TOPIC - PERFORMANCE APPRAISAL

Introduction

Performance management

Features of performance management

Meaning and definition of performance appraisal

Objective of performance appraisal

Advantage of performance appraisal

Process of performance appraisal

Method of performance appraisal

Productivity and rewards

Effective performance appraisal

Essential for a successful performance appraisal system

Questionnaire of performance appraisal

Literature review of performance appraisal

Reference of performance appraisal

Research methodology of performance appraisal

Conclusion

USE AND IMPORTANCE OF THE STUDY

The study is intended to evaluate motivation of employees in the organization. A good

motivational program procedure is essential to achieve goal of the organization. If
efficient motivational programmed of employees are made not only in this particular
organization but also any other organization; the organizations can achieve the efficiency
also to develop a good organizational culture.

Performance has variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism and turnover.
Employee delight has to be managed in more than one way. This helps in retaining and
nurturing the true believers “who can deliver value to the organization. Proliferating
and nurturing the number of “true believers” iis the challenge for future and present
HR managers.

This means innovation and creativity. It also means a change in the gear for HR polices
and practices. The faster the organizations nurture their employees, the more successful
they will be. The challenge before HR managers today is to delight their employees and
nurture their creativity to keep them a bloom.

This study helps the researcher to realize the importance of effective employee
motivation. This research study examines types and levels of employee motivational
programmers and also discusses management ideas that can be utilized to innovate
employee motivation. It helps to provide insights to support future research regarding
strategic guidance for organizations that are both providing and using reward/recognition
programs.
 i
SCOPE OF RESEARCH

The present study on employee performance appraisal helps to get clear picture about the factors which
motivates the employees. This in turn helps the management to formulate suitable policy to motivate
the employees. Hence, the motivational level of the employees may also change.

The factors that motivate the employees may change with change in time because the needs of
employees too change with change in time. So continuous monitoring and close observation of factors
that motivate the employees is necessary to maintain a competent work force. Only with a competent
work force an organization can achieve its objective. Moreover, human resource is the most valuable
asset to any organization. A further study with in dept analysis to know to what extent these factors
motivate the employees is required.
 COMPANY PROFILE

HISTORY OF PARICHHA( INDUSTRY)

The name of this power project is paricha thermal power project its foundation war laid in 1979 and

is serted producing electricity in 1983. It is a state owned semi government project. It has four units

which are generating electricity. two no of 110 which are likely to be completed tip to year 2010
total installed capacity of the plant at present is 640 mw. The total installed capacity of the plant

will be 1140 mw in the year 2011 presently it is thermal power project of up.

This project is thermal based power project in which combustion of coal is used to convert water

into steam and then steam is used to rotate the turbine the rotation of turbine drives an a.c. generator

, thereby producing a.c. power

The entire thermal power project needs continuous supply of water and thus they are built near a

river. Adam has been constructed for this purpose of collection of water, by the name of paricha

dam. Coal is also required for this project and it is supplied from mines of parichha dam. Coal is

also come every 2-3 day

At present, four units of Parichha are generating 640 mw of electricity. With this, the state

government’s dreams of easing the severe power crunch being faced in the state through this

project lies shattered as does the hope that the state will turn power surplus with a few years. It may

be mentioned that the state government had decided to get the Parichha extension work done by the

Uttar Pradesh Rajya Vidyut Utpadan Nigam Ltd (UPRVUNL), which had handed over the BTG

contract to BHEL. BHEL, in turn, had sub-contracted the chimney contract to NBCC. Speaking to

the media before rushing off to the mishap site, state’s power corporation chairman Navneet Sehgal

said, “the construction of the chimney had been almost completed and one of the two 250 mw

Uttar Pradesh Rajya Vidyut Utpadan Nigam Ltd. was constituted on 25 August 1980 under the

company’s act 1956 for construction of new thermal power projects in the state sector.

On 14th Jan 2000, in accordance to up state electricity reforms acts 1999, UP state electricity board,

till then responsible for generation, transmission and distribution of power within the state of Uttar

Pradesh, was unbundled and operations of the state sector thermal power stations was handed over
to uprvunl.

Due to the intrinsic efficiency of most power plants as well as losses in transmission and

distribution electricity network, 1kWh of usage in a building requires 3kWh of production: for each

energy unit saved in the building we save 3 times as many at production level.

U.P. STATE ELECTRICITY BOARD

The u.p. state electricity board has its headquqrter in shakti bhavan lucknow . The top most body of

upseb is chairman. The chairman of the board is a chief engineer level and technical person who

exercises the power through members of the board.

CHAIRMAN

Generation transportation distribution administration finance

These members are solely responsible for their cader members look after the whole generation

cadre of upseb the whole generation is divided in to two generation sources.

Hydro generation

Thermal generation
And depending upon the requirement of electricity, some power imports from nap and neighbor

states and some time export power to them.

HYDROELECTRIC GENERATION IN U.P.

Generation station capacity (M.W)

Rihand power station 6*50mw 300

Matatila 3*10.2mw 30.6

Obra 3*33.3mw 100

Khatima 41.4

Ram ganga 198

Yamuna 14.57

Chilla 3*48mw 144

Maneri 3*48mw 120

Khadri 144
Ganga nahar 45.2

Due to the intrinsic efficiency of most power plants as well as losses in transmission and

distribution electricity network, 1kWh of usage in a building requires 3kWh of production: for each

energy unit saved in the building we save 3 times as many at production level.

BASIC PLANT LAYOUT DIAGRAM

COMMON ABBREVIATIONS USED ARE

Id fan – induced draught fan esp electronic precipitator

Pa fan-primary auxiliary fan hpt-high pressur turbine

Fd fan –forced draught fan mpt medium pressure turbine

Rah-regenerative air heater ept low pressur turbine

Eco-economizer sh-supur heater

BOILER

Boiler is a device which is used for generating steam from heating water coal & air mixture send in

the finance where it is pure dematerialized water boiler into burning the fuel some gases produced

& these gases converts into steam this steam is used to drive super heating this water goes to hp

heater beep where water is preheated before going to the boiler. The hot water goes to boiler drum

in the form of steam the main components are raised the boiler.
ECONOMISER

The economiser is feed water driving heat from the flue gases the use of economiser is in high

capacity plant to reduce the fall consumption by 5% to 15% and increase the boiler efficiency by

10%.

AIR PRE-HEATER

The heat carried with the flue gases coming out of the economiser is further utilised preheating the

air before supply to the combustion. The principle advantage of preheating the air-

Improved combustion

Successful use of low grade fuel

Increase thermal efficiency

Saving the fuel consumption

Increasing the steam generation capacity of the boiler

SUPER HEATER

The function of super heater in the steam power plant is to remove the last trace of moisture from

the saturated steam coming out of the boiler and increase its sufficiently above saturation

temperature.
DEMINERALISING PLANT (D.M. PLANT)=

Natural water supplies contain solid liquid and gases impurities and as such this water cannot be

used for the genaration of steam in the boiler . this requires that the impurities present in the raw

water should be removed before it can used in the boiler these impurities may cause the following

troubles-

Scale formation

Corrosion

Foaming and primary

Embitterment

Raw water coming from river through canals is stored in clarified tank . these are filterd with alum

lime stone and bleaching power and further filters in gravity filter. Filtered water divided into three

parts through pipeline-

D.M. plant

Service water

To supply the electric

In. plant gravity filtered in mechanical filterd it goes to carbon filter where gas particles, absorbed

feed water further goes to exchange and then flows to anion exchange and degasified & finally

passes through silicon

GENERAL LAYOUT OF A THERMAL POWER PLANT

INTRDUCTION

With the world on a development spree there is shortage of power in most places whilst the demand

seemes to be in a never ending upward spiral. There are several answers to this challenge such as

the nuclear power plants but the conventional thermal power plants also play an equally important

role in this power equation learn about these power plant in this article.

GENERAL LAYOUT OF THE PLANT

Though each plants is unique in itself in terms of specific features and functionalities still there is

a broad outline to which all thermal power plants confirm to and in this article we will study about

the general layout of a typical power plant.

There are four main circuits in any thermal power plant and these are

Coal & ash – this circuit deals mainly with feeding the boiler with coal for combustion purpose and

taking care of the ash that is generated during the combustion proses and includes equipment and

parapheralia that is used to handle the transfer and storage of coal and ash.

Air & gas circuit - we know that one of the main components of the fire tringle and hence necessary

for combustion since lots of coal is burnt inside the boiler it needs a induced draught or induced

draught fan . The exhaust gases using either forced draught fans.

Feed water & steam circuit- this section deals with supplying of steam generated from the boiler to

the turbine and to handle the outgoing steam from the turbine by cooling it ti form water in the

condensor so that it can be reused in the boiler plus making good any losses due to evaporation.

Cooling water circuit- this part the thermal power plant deals with handling of the cooling water
required in the system. Since the amount of water required to cool the outgoing steam from the

boiler is substantial it is either taken froma nearby water source such as a river or it is done through

evaporation if the quantity of cooling available is limited.

PROPER SITE SELECTION FOR A THERMAL POWER PLANT

INTRODUCTION

Selecting a proper site for a thermal power plant is vital for its long term efficiency and a lot many

factors come into play when deciding where to install the plant. Of course it may not be possible to

get everything which is clesirable at a single place but still the location should contain an optimum

mix of the requirements for the setting to be feasible for long time.
 THE REQUIREMENTS FOR THE SITE

As the name implies the power plant is meant for generating power which obviously means that it

will consume huge quantities of fuel. The exact quantity would depend on the size of the plant and

its capacity but it is a general fact that would depend on the size of the plant. It should be

reasonably economist to transport the fuel till the power plant.

Ash if by product of combustion and since the amount of coal used is huge you can intuitively

imagine the amount of ash generated and it is certainly in the region of thousand tons per day . Ash

is much more difficult to handle as compared to coal since it comes out hot from the boiler and is

very corrosive in nature.

HOW DOES A THERMAL POWER PLANT FUNCTION

INTRODUCTION

Having learnt about the basic plant layout and site selection of a power it is now time to take a look

at the overall functioning of the power plant

THE FUNCTIONING OF THE PLANT

The four of the thermal power plant make a complete picture when put together helping to
generated electricity out of fuels such as coal which is the most widely used fuel .

Let us perform a simple calculation regarding the amount of coal required in a power Plant.Let us

assume an imaginery thermal power plant which has a capacity of 1000 mw and try to find the

amount of coal required for its consumption. also assume that the boiler operate at an efficiency of

75% and the heat supplied per kg of steam be around 500 kcal per kg and that the amount of steam

required per kHz is nearly 5kgs.

COAL AND ITS USE IN THERMAL POWER PLANTS

INTRODUCTION

Old is gold the equally old and wise saying this is applicable to the black as well in the perspective

of thermal power plants. Well if you are confused let me tell you that I am referring to coal which is

one of the oldest used fuels in the world. Though technology has gone skywards in the previous

couple energy production scenario worldwide.

COAL USE IN ELECTEICITY BOARD

In the earlier days coal might have used for providing heat for making food or in the blacksmiths

furnace but as technology made strides so did the level and importance sources of coal in the

energy production arena went upwards.

Despite the hue and cry of environmental concerns which are of to a certain extent various other

parameters have still kept coal as one of the most important sources of power generation in thermal

power plants.

The very first parameter is the ample abundance of coal in most parts of the world including the

United States. Estimates suggest that the us has reserves of coal which could last more then two

centuries even at the currant rate of consumption.

Disadvantages of coal

All is not green in the literal since in the use of coal in the power plant environment and health

hazards are one of the most prominent reason why environment and health may group are against

the use of coal for power production disposal of large quantities of ash could pose problems in the

coming velars if the heaps continue to grow

FUEL OF THERMAL POWER PLANTS-

ANALYSIS OF COAL

INTRODUCTION-

As we learnt earlier coal is one of the most widely used fuels in thermal power plants . It is there

fire necessary for any one interested in thermal power plants to know about the composition of coal

and its various ingredients which have been discussed in the succeeding section.

Proximate analysis of coal

Any substance can be analyzed in different ways such as proximate analysis chemical analysis and

so forth. We will carry out the proximate analysis of coal which gives the different categories of

compound present in the substance .

Ash- this is an undesirable constituent of coal which is contained with in the coal in two forms

namely fixed ash and free ash fixed ash is inherent in the coal due to the formation process from

vegetable matter and it is not possible to remove it except that it gets separated on burning.

Hydrocarbons & gases

Coal contains a variety of combustible gases such as hydrogen methane and non comestible gases

such as carbon such as dioxide etc.

Moisture

The moisture content of coal could vary from just over 1% to nearly 30 to 40 % and just like ash it

has two forms – inherent moisture and free moisture the former is not easily removable as it is a

costly process whilst the latter can be removed by normal drying using sight heated air.

There is another method of analyzing in terms of its various chemical constituents such as carbon

suppler and so forth but that might be taken up in a different set of articles.
CHD – III ( COAL HANDLING DIVISION – III)

Coal handling system of parichha thermal power project-

Coal for parichha thermal power station is received from dhanwar coal fields and Bihar coal fields

maximum coal requirement of these power plants at the end of year 2010 will be about tones /

month this much coal will be transported trough railway wagons form coal mine pit heads to

parichha power station

Following are the main equipment of this coal handling system

Rota side wagon tippler

Mechanical vibrating feeders

Belt conveyers

Electro vibrating feeders

Ring type crushers

Trippers

Stacker

Battle charger

Operations of coal handling system we should start from the placement loaded wagons on tippler

line. In this system there are four numbers wagons tipplers can be operated at a time. Discharge

hoppers are common for wagon tipplers. On the month of each hopper. Their one mechanical

vibrating feeder. These vibrating feeders can discharge coal on convert belts through transfer ducts .

Grading of coal

Above 6201keal

5601 to 6200keal
4941 to 5600keal

4201 to 4200keal

3601 to 4200keal

2401 to 3600keal

BETTER UTILIZATION OF H.F.O./L.D.O. IN THERMAL POWER PLANT

HEAVY FUEL OIL SYSTEM

INTRODUCTION

In a coal fired boiler oil firing is adopted for the purpose of warming up of the boiler importing

availability to the coal flame and load operations. Efficient or complete combustion oil fuel is best

achieved by finer atomizing of oil and proper turbulent mixing with combustor air.

In case of steam atomizing design the highly expanding steam further improves the firing of oil

droplets.

Heavy fuel oil from storage tank is left to fuel oil pumps located in a passes through the house at

pump able temperature of 40*c to 60*c . The heavy fuel oil passes through the strainer on the

suction side of pump and gets pressurized. The pressure maintaning – cum – regulating valve to the

common return oil line to day tanks when only small quantity of oil is fired.

The activities of the Ministry are grouped as follows:-

Direction and Administration;

Technical Control, Coordination, Monitoring and Supervision;

Survey and Investigation;

Power Generation;

Power Transmission System;

Rural Electrification;

Research;

Training;

Consultancy Services;

Energy Policy formulation including Energy Conservation;

Administrative Control of Public Sector Undertakings;

Private Sector participation in power generation, supply distribution

Tariff Policy and Power Tariff Boards

There are two strainers at suction side for these pumps . One strainer is taken in to service at a time

and the other serves as standby. Any strainer can be combined with any pump. The strainers can be

basket type of 250 microns mess filtration with suitable drains and vents.

In this paper, attempt has been made to develop framework for estimating realistic baseline for

carbon emissions from power generation in India till the end of the Eleventh Five Year Plan Period

(2010–2011). This is done through development of a realistic generation plan till 2010–2011,

taking into account new Greenfield projects, capacity augmentation/addition plans and

commissioning schedule of new projects and incorporating the impacts of government imposed

norms for energy conservation in baseline estimate. Such a supply side framework for estimation of

baselines is useful for developing countries like India where the electricity markets are supply

constrained. Also, the paper demonstrates the evaluation of additional emission reductions over and

above the business as usual baseline by identification and quantification of future possibilities of

changes in specific coal consumption and auxiliary consumption of around 70 existing thermal

power plants using data envelopment analysis (DEA).

Unloading of L.d.o. by suction header tapping point’s tankers can be simultaneously. Before

unloading all valve of unloading line could be opened. then we start the unloading pump

Flash point : 38*c

Gross heating value : 10720keal / kg

2x 110 mw units

l.d.o. pump : 2 unloading gear type & 2 for supply

capacity : 180 liter/ min

pressure : 22kg/cm
l.d.o. storage tanks

heavy oil pump

no. of pump

Capacity of each pump : 100 tones. /hrs

pressure : 4kg/cm

heavy oil heater

no. of heater

heater area each : 25m

oil flow rate : 15 / hrs

oil temperature range : 40* c to 11o *c

H.F.O. storage tanks

No. of tanks : two

Capacity of each : 3000kj

Heavy oil pump

No. of pump : 2

Capacity of each pump : 100 tones / hrs.

Pressure : 4 kg/ cm

Heavy oil heater

No of pump

Capacity of each

Oil flow rate 15t/ hrs

H.F.O. storage tanks

No. of tank : two

Capacity of each : 200k

TOPIC ON PERFORMANCE APPRAISAL

 PERFORMANCE MANAGEMENT

Performance management is more comprehensive then performance appraisal .The Performance

management involves different activities – planning performance, that is what an employee is

expected to achieve with a set of given resources and within a Time frame. Appraising performance

- Appraisal of whether the given result has been received or not , and then giving feedback to the

employee concerned about where he lacks , its reasons, and counseling him how he can improve his

performance.

FEATURES ON PERFORMANCE MANAGEMENT

Performance measure is based on the critical success factors derived directly from the corporate and

business strategy.

It is closely linked to other system of HRM particularly career planning, succession planning and

training and development.

Performance management is a continuous process of monitoring and feedback.

It involves effective use of technology so that there is minimum possible beaucratisation of

administering the system.

OBJECTIVE OF PERFORMANCE APPRAISAL

SALARY INCREASE

Performance appraisal plays a role in making decision about salary increase. Normally salary

increase of an employee depends upon on how he is performing his job. There is continuous

evaluation of his performance either formally or informally. This may disclose how well an

employee is performing and how much he should be compensated by way of salary increase.

PROMOTION

Performance appraisal plays significant role where promotion is based on merit and seniority.

Performance appraisal discloses how an employee is working in his present job and what his strong

and weak points are. In the light of these, it can be decided whether he can be promoted to the next

higher position.

TRAINING AND DEVELOPMENT

Performance appraisal tries to identify the strengths and weakness of an employee on his present

job. This information can be used for devising training and development programmer appropriate

for overcoming weaknesses of employees.

FEEDBACK

Performance appraisal provides feedback to employees about their performance. A person works

when he knows is working. This works in two ways, firstly, the person gets feedback about his

performance. Secondly, when the person gets feedback about his performance, he can relate his

work to the organizational objectives.

PRESSURE ON EMPLOYEES
 Performance appraisal puts a sort of pressure on employees for better performance. If the

employees are conscious that they are being appraised in respect of certain factors and their future

largely depends on such appraisal.

OTHERS

Identifying systemic factors that are barriers to, or facilitators of, effective

performance.

To confirm the services of probationary employees upon their completing the

Probationary period satisfactorily.

To improve communication. Performance appraisal provides a format for

Dialogue between the superior and the subordinate, and improves

Understanding of personal goals and concerns. This can also have the effect of

Increasing the trust between the rater and the ratee.

To determine whether HR programmer such as selection, training, and transfer

Have been effective or not.

To review the performance of the employees over a given period of time.

 to judge the gap between the actual and the desired performance.

 To help the management in exercising organizational control.

 Helps to strengthen the relationship and communication between superior – subordinates and

management – employees.

 To diagnose the strengths and weaknesses of the individuals so as to identify the training and

development needs of the future.

 To provide feedback to the employees regarding their past performance.

 Provide information to assist in the other personal decisions in the organization.

 Provide clarity of the expectations and responsibilities of the functions to be performed by the

employees.

 To judge the effectiveness of the other human resource functions of the organization such as

recruitment, selection, training and development.

 To reduce the grievances of the employees.

COMPETITVE ADVANTAGES

Performance appraisal helps an organization gain competitive edge in the following ways:
IMPROVING PERFORMANCE - It improve employees job performance in Two ways – by

directing employees behaviors towards organization goals , and by monitoring that behaviors to

ensure that the goals are met .

MAKING CORRECT DECISIONS: Making Decisions on such issues as pay raise , promotion ,

transfer , training , discharges and completion of probationary periods. Right decision on each of

these can contribute to competitive strength of an organization.

CONSISTENCY BETWEEN ORANIZATIONAL STRAETGY AND BEHAVIOR:- The

performance appraisal becomes not only a means of knowing if the employees’ behavior is

consistent with the overall strategic focus , but also a way of bringing to the fore any negative

consequence of the strategy – behavior fit. For example, a single point productivity focus may

include potential negative consequences such as decreased quality and co-operations.

PERFORMANCE APPRAISAL PROCESS

He following five-step approach to conducting a systematic performance appraisal is

recommended:

Identify key performance criteria

Develop appraisal measures

Collect performance information from different sources

Conduct an appraisal interview

 Evaluate the appraisal process.

IDENTIFY KEY PERFORMANCE CRITERIA

Perhaps one of the most challenging aspects of setting up a performance appraisal is deciding what

to assess. In essence, four key dimensions of performance should be considered in a performance

appraisal.

KEY DIMENSIONS OF PERFORMANCE

Competencies Knowledge, skills, and abilities relevant to performanceBehaviorsSpecific actions

conducted and / or tasks performedResults / outcomesOutputs, quantifiable results, measurable

outcomes and achievements, objectives attained

Organizational citizenship behaviorsActions that are over and above usual job responsibilities

To ensure that the performance criteria are relevant to work practice and acceptable to appraisers and

employees:

Base the performance criteria on an up-to-date job description

Develop criteria in consultation with appraisers and employees.

Clear and explicit links between performance appraisal and a job description will ensure the relevance
of the appraisal. If a detailed job description is not available or is out-of-date, it is strongly

recommended that an accurate job description be developed prior to conducting a performance

appraisal.

DEVELOP CRITERA IN CONSULTSTION WITH APPRAISAL AND EMPLOYEE:

Linking performance appraisals with job descriptions can help to focus the appraisal process on the key

competencies, behaviors and outcomes associated with a particular role or position. It can also be

useful to consult with employees to:

Ensure that key aspects of a role / position are represented in the job description, for example:

Conduct assessments

Plan interventions

Manage cases

Liaise with and refer to other providers

Keep up-to-date service records and case notes

Write reports

 Develop a clear understanding of the relative importance of various competencies,

Behaviors and outcomes

 Identify how these key competencies, behaviors and outcomes can be fairly and accurately

assessed.

Employees are more likely to accept and be satisfied with the appraisal system if they participate in
 the development of appraisal criteria and measures, and in the process of conducting appraisals.

DEVELOP APPRAISAL MEASURES

Once clear and specific performance criteria have been developed, the next step is to decide how to

assess employee’s performance. It is recommended that a structured and systematic approach is

taken to assessing performance. Problems that arise when an unstructured “blank sheet” approach is

used include:

 Increased chance of appraiser errors (i.e., reduced accuracy)

 Knowledge, skills and abilities most critical to job performance may be overlooked

(i.e., feedback may have limited impact on performance effectiveness)

 Reduced consistency between appraisers (i.e., evaluations may reflect differences between

appraisers rather than actual differences in a employee’s performance)

 Perceptions of “subjectivity” in evaluations, which may in turn, reduce employee’s

satisfaction with, and acceptance of appraisals.

GENERIC VERSUS INDIVIDUALLY TAILORED MEASURES

Many workplaces use a generic rating form for all employees irrespective of their role or position

within the organization. Although this approach can save time and minimize cost, the accuracy and

relevance of appraisals may be significantly diminished. The “one size fits all” approach of generic

measures may overlook important performance criteria that are relevant to particular jobs, and may

also include criteria that are irrelevant to others.

OBJECTIVE VERSUS SUBJECTIVE ASSESSMENTS

A basic distinction between different types of appraisal measures concerns the use of objective or
subjective criteria.

OBJECTIVE ASSESSMENTS OF WORK PERFORMANCE

Objective measures of job performance involve counts of various work-related

Behaviors. Some common objective job performance measures include

Absenteeism (number of days absent)

Accidents (number of accidents)

Incidents at work (number of incidents / assaults / altercations)

Lateness (days late)

Meeting deadlines.

Objective measures can be relatively quick and easy to obtain (given good organisational record-

keeping). However, it can be unwise to place too much emphasis on these types of objective

measures. An exclusive focus on results / outcomes may mask factors that impact on employee’s

performance that are beyond their control (e.g., client workload).

SUBJECTIVE ASSESSMENT OF WORK PERFORMANCE

Subjective measures rely on the judgment of an appraiser (self, coworkers, or supervisor).

Subjective assessments are commonly used in performance appraisals and often involve the use of

rating scales. Subjective assessments are more likely to provide accurate performance appraisals

when:

The behaviors and outcomes being assessed are stated in clear behavioral terms

The employee understands the measures (e.g., rating scales) being used to evaluate their

Performance, and agree that the measures are fair and accurate (i.e., measures what it is

Supposed to)

Measurement is as brief as possible whilst addressing essential behaviors and outcomes (frustration
with long and unwieldy questionnaires may introduce error in responses).

ASSESSING THE IMPACT OF THE WORK ENVIRONMENT ON PERFORMANCE

The goal of a performance appraisal is to support and improve employee’s performance and

effectiveness. Therefore, it makes sense for an appraisal to include an assessment of factors in the

work environment that help or hinder a employee’s capacity to perform effectively. Explicit

assessment of environmental factors is also likely to increase the perceived fairness and

acceptability of performance appraisals.

For example, an employee’s capacity to provide effective treatment interventions is influenced by

factors such as:

 Access to private, soundproofed, adequately sized rooms for counseling

 Availability of validated, user-friendly assessment tools

 Availability of reliable and approachable management / administration.

COLLECT PERFORMANCE INFORMATION FROM DIFFERENT SOURCES

Once the appraisal measures are developed, the next step involves collection of accurate

performance information. A common trap is to begin noting observations of employees just before

conducting appraisals. This is likely to give an inaccurate picture of a employee’s performance.

Ideally, employee’s performance should be observed in a systematic way over time (e.g., in a

diary). This method ensures the accuracy of information about their performances.

Many employees in the organization operate with a relatively high degree of autonomy. This

combined with the heavy workload of most managers / supervisors may limit opportunities to
conduct regular observation of employee’s performance. In addition, perceptions of ongoing

monitoring may foster a sense of surveillance which can damage staff morale.

A more suitable approach may be to keep critical incident reports that note specific examples of

both excellent and unsatisfactory performances. Supervisors can also encourage employees to keep

track of their own performance records such as emails or letters that commend them on their

achievements.

Traditionally, it has been the sole responsibility of managers / supervisors to assess performance.

However, other organizational members can be a valuable source of information as they are likely

to have exposure to different aspects of an employee’s performance. This approach is known as

360-degree feedback.

MANAGER / SUPERVISOR APPRAISAL

Managers / supervisors play a central role in the appraisal process, and should always be included

as one of the main appraisers. In essence, managers and supervisors have two roles in performance

appraisal:

“Coach”: providing constructive feedback and identifying areas for improvement.

Performing both roles simultaneously can be difficult. Employees may be reluctant to admit areas

for improvement if performance assessment is linked with desired outcomes such as pay, promotion

or opportunities to work in desired areas. One solution is to separate the judge and coach roles by

conducting separate appraisal meetings.

SELF APPRAISAL-

The process of evaluating one’s own performance can help to increase employee’s commitment to

the appraisal process, perceptions of appraisal fairness, and satisfaction with the appraisal process.
Self-appraisal can also be useful for identifying areas for development. Not surprisingly, self-

appraisals are usually biased towards leniency. Strategies to increase the accuracy of self appraisals

include:

Using clear definitions of performance criteria linked to specific, observable

Informing employees that their ratings will be checked and compared to other

Ensuring employees receive regular feedback on their performance.

It is recommended that self appraisals are used for professional development

COWORKER APPRAISAL:

Coworkers can provide valuable feedback on performance, particularly where teamwork occurs.

Coworkers are often aware of different aspects of a employee’s performance that managers

/supervisors may not have the opportunity to observe. In addition, as there is usually more than one

coworker who rates a worker’s performance, their evaluations tend to be more reliable. Coworker

evaluations, however, may be biased towards those individuals most well liked in an organization

(i.e., friendship bias). Furthermore, coworker appraisals may have a negative impact on teamwork

and cooperation if employees are competing with one another for organizational incentives and

rewards. It is recommended that coworker appraisals are used for professional development rather

than administrative decisions.

SUBORDINATE APPRAISAL

Subordinates are a valuable source of information regarding particular aspects of a supervisor or

leader’s performance such as communication, team building or delegation. Subordinates can

provide feedback to help managers / supervisors develop their skills in these areas. The focus

should be on aspects of managerial performance that subordinates are able to comment upon. This

source of appraisal may only be appropriate in larger organizations where there are sufficient
subordinates to allow anonymity.

CLIENT APPRAISAL

Clients may also offer a different perspective on a employee’s performance, particularly for jobs

that require a high degree of interaction with people. For example, client appraisals can be a

valuable source of feedback regarding the quality of service provision (e.g., the quality of

interaction, degree of empathy, level of support, degree of professionalism).

Relying on client outcomes as an indicator of performance can have undesirable effects due to the

complex and sensitive nature of work. A range of factors may influence client

STRATEGIES TO SUPPORT APPRAISALAND ENHANCE APPRAISAL

ACCURACY

Rating another person’s performance is not an easy task, particularly with complex jobs or

performance criteria. Strategies to support appraisers and increase the likelihood of accurate

assessments include:

CONDUCT AN APPRAISAL INTERVIEW

The next step in a performance appraisal is to conduct the appraisal interview. The two central

purposes of the appraisal interview are to:

As discussed below, supervisors and managers can use a range of strategies to ensure that the

appraisal interview is positive, constructive and of greatest benefit for employee’s effectiveness.

BEFORE THE INTERVIEW

 Help employees to become familiar and comfortable with talking about their

Performance by engaging in regular, informal communication on work

Progress,

Potential obstacles and issues, possible solutions and assistance

 Encourage employees to prepare – employees should be encouraged to review

Own Performance before the interview

 Do your own preparation – plan ahead. Draft a list of the issues that you want

To

Address with the employee (i.e., strengths and weaknesses of performance,

Strategy to improve performance). Give specific examples of the employee

Perform that you want to highlight. During the interview

 Encourage employee participation – start by inviting the employee to share

Views about their performance

 Begin with positive feedback to put the employee at ease

 Make it a two-way discussion

 Set goals mutually – ensure employees participate in determining specific,

Challenging but attainable goals for future work performance

 Ensure that there is a clear agreement on performance objectives and the

Criteria for the next year

 Keep written records of the appraisal interview on which both parties have

“Signed

AFTER THE INTERVIEW

 Accuracy and reduced bias (incorrect information from one source can be corrected

From another)

 Increased likelihood that employees will perceive the performance appraisal system

To be a fair and accurate reflection of their performance (compared to relying on

Supervisor ratings alone).

 providing practical training in rating techniques, which includes opportunities to

Practice appraising performance and providing feedback

 limiting the assessment to performance criteria that an appraiser has observed

Experienced in regard to the employee

 providing structured assessment tools with clear explanations regarding the criteria to

Be assessed, and performance standards.

 Reflect on past performance to identify major achievements, areas that require further

Development, and barriers / facilitators to effective performance

 Identify goals and strategies for future work practice.

 Coach Employees regularly – provide frequent feedback to help employees improve

Their performance

 Assess progress towards goals frequently – periodic reviewing of progress towards

 Goals help keep behavior on track and enhance commitment to effective

Performance.

EVALUATE THE APPRAISAL PROCESS

As with any organizational system, the performance appraisal process should undergo regular

review and improvement. For example, the process of performance appraisal could be evaluated by

conducting focus groups or surveys with employees to gauge their satisfaction with the appraisal

process (and suggestions for improvements). It may also be useful to monitor the types of issues

raised by supervisors and employees over time. A successful performance appraisal process should

demonstrate a change in both the ratings of employee’s performance (i.e., ideally performance

ratings should improve, or at least remain at a satisfactorily stable level over time) and the work

environment (i.e., evidence that significant barriers to work practice are being addressed by the

organization).

METHODS OF PERFORMANCE APPRAISAL

PAST ORIENTED METHODS

RATING SCALES

The rating scale method offers a high degree of structure for appraisals. Each employee trait or
characteristic is rated on a bipolar scale that usually has several points ranging from “poor” to

“excellent” (or some similar arrangement).

The traits assessed on these scales include employee attributes such as cooperation,

communications ability, initiative, punctuality and technical (work skills) competence. The nature

and scope of the traits selected for inclusion is limited only by the imagination of the scale’s

designer, or by the organization’s need to know.

ADVANTAGE

The greatest advantage of rating scales is that they are structured and standardized. This allows ratings

to be easily compared and contrasted - even for entire workforces.

Rating scale methods are easy to use and understand. The concept of the rating scale makes obvious

sense; both appraisers and appraises have an intuitive appreciation for the simple and efficient logic of

the bipolar scale. The result is widespread acceptance and popularity for this approach.

DISADVANTAGE

Trait Relevance

Are the selected rating-scale traits clearly relevant to the jobs of all the appraises? It is inevitable that

with a standardized and fixed system of appraisal that certain traits will have a greater relevance in

some jobs than in others.

For example, the trait “initiative” might not be very important in a job that is tightly defined and rigidly

structured. In such cases, a low appraisal rating for initiative may not mean that an employee lacks

initiative. Rather, it may reflect that fact that an employee has few opportunities to use and display that

particular trait. The relevance of rating scales is therefore said to be context-sensitive. Job and

workplace circumstances must be taken into account.

SYSTEMIC DISADVANTAGE

Rating scales, and the traits they purport to measure, generally attempt to encapsulate all the relevant

indicators of employee performance. There is an assumption that all the true and best indicators of

performance are included, and all false and irrelevant indicators are excluded.

This is an assumption very difficult to prove in practice.

PERCEPTUALERRORS

This includes various well-known problems of selective perception (such as the horns and halos effect)

as well as problems of perceived meaning.

Selective perception is the human tendency to make private and highly subjective assessments of what

a person is “really like”, and then seek evidence to support that view (while ignoring or downplaying

evidence that might contradict it).

This is a common and normal psychological phenomenon. All human beings are affected by it. In other

words, we see in others what we want to see in them.

An example is the supervisor who believes that an employee is inherently good (halo effect) and so

ignores evidence that might suggest otherwise. Instead of correcting the slackening employee, the

supervisor covers for them and may even offer excuses for their declining performance.

On the other hand, a supervisor may have formed the impression that an employee is bad (horns effect).

The supervisor becomes unreasonably harsh in their assessment of the employee, and always ready to

criticize and undermine them.

PERCEIVED MEANING

Problems of perceived meaning occur when appraisers do not share the same opinion about the
meaning of the selected traits and the language used on the rating scales.

For example, to one appraiser, an employee may demonstrate the trait of initiative by reporting work

problems to a supervisor. To another appraiser, this might suggest an excessive dependence on

supervisory assistance - and thus a lack of initiative.

As well, the language and terms used to construct a scale - such as “Performance exceeds expectations”

or “Below average skill” - may mean different things to different appraisers.

RATING ERRORS

The problem here is not so much errors in perception as errors in appraiser judgments and motive.

Unlike perceptual errors, these errors may be (at times) deliberate.

The most common rating error is central tendency. Busy appraisers, or those wary of confrontations

and repercussions, may be tempted to dole out too many passive, middle-of-the-road ratings (e.g.,

“satisfactory” or “adequate”), regardless of the actual performance of a subordinate. Thus the spread of

ratings tends to clump excessively around the middle of the scale.

This problem is worsened in organizations where the appraisal process does not enjoy strong

management support, or where the appraisers do not feel confident with the task of appraisal.

CHECK LIST METHOD

Under this method, checklist of “Statements of Traits” of employee in the form of Yes or No based

questions is prepared. Here, the rater only does the reporting or checking and HR department does the

actual evaluation. The rater concerned has to tick appropriate answers relevant to the appraisers. When

the check-list is completed, it is sent to HR department for further processing. Various questions in the

check list may have either equal weight age or more weight age may be given to those questions which

are more important. The HR department then calculates the total scores which show the appraisal result
of an employee.

• Advantages – Economy, ease of administration, limited training required, standardization.

• Disadvantages – Rater’s biases, use of improper weights by HR Dept, does not allow rater to give

relative ratings.

FORCE CHOICE METHODF A series of statements arranged in the blocks of two or more are given

and the ratter indicates which statement is true or false. The rather is forced to make a choice. HR

department does actual assessment.

• Advantages – Absence of personal biases because of forced choice.

• Disadvantages – Statements may not be correctly framed.

FORCE DISTRIBUTION MEHTHOD

One of the problems faced in large organizations is relative assessment tendencies of ratters. Some are

too lenient and others too severe. This method overcomes that problem. It forces every one to do a

comparative rating of all the employees on a predetermined distribution pattern of good to bad. Say

10% employees in Excellent Grade, 20% in Good Grade, 40% in Average Grade, 20% in Below

Average Grade and 10% in unsatisfied grade. The real problem of this method occurs in organizations

where there is a tendency to pack certain key departments with all good employees and some other

departments with discards and laggards. Relatively good employees of key departments get poor rating

and relatively poor employees of laggards’ departments’ get good rating.

CRITICAL INCIDENT METHODCritical

 In this method, only critical incidents and behavior associated with these incidents are taken for

evaluation. This method involves three steps. A test of noteworthy on the job behavior is prepared. A

group of experts then assigns scale values to them depending on the degree of desirability for the job.

Finally, a checklist of incidents which define good and bad employees is prepared.

ESSAY METHOD

In the essay method approach, the appraiser prepares a written statement about the employee being

appraised. The statement usually concentrates on describing specific strengths and weaknesses in job

performance. It also suggests courses of action to remedy the identified problem areas. The statement

may be written and edited by the appraiser alone, or it be composed in collaboration with

theappraisal.

ADVANTAGE

the essay method is far less structured and confining than the rating scale method. It permits the

appraiser to examine almost any relevant issue or attribute of performance. This contrasts sharply with

methods where the appraisal criteria are rigidly defined.

Appraisers may place whatever degree of emphasis on issues or attributes that they feel appropriate.

Thus the process is open-ended and very flexible. The appraiser is not locked into an appraisal system

the limits expression or assumes that employee traits can be neatly dissected and scaled.

DISADVANTAGE
Essay methods are time-consuming and difficult to administer. Appraisers often find the essay

technique more demanding than methods such as rating scales.

The techniques greatest advantage - freedom of expression - is also its greatest handicap. The varying

writing skills of appraisers can upset and distort the whole process. The process is subjective and, in

consequence, it is difficult to compare and contrast the results of individuals or to draw any broad

conclusions about organizational needs.

GRADING

In this method, certain categories of abilities of performance are defined well in advance and person

are put in particular category depending on their traits and characteristics. Such categories may be

definitional like outstanding, good, average, poor, very poor or may be in terms of letter like A, B, C, D

etc with indicating the best and D indicating the worst. This method, however, suffers from one basic

limitation that the rater may rate most of the employees at higher grades.

PERFORMANCE TESTS & OBSERVATIONS

This is based on the test of knowledge or skills. The tests may be written or an actual presentation

of skills. Tests must be reliable and validated to be useful.

• ADVANTAGE– Tests only measure potential and not attitude. Actual performance is more a

function of attitude of person than potential.

• DISADVANTAGE – Some times costs of test development or administration are

High

CONFIDENTAL REPORT

Though popular with government departments, its application in industry is not ruled out. Here the

report is given in the form of Annual Confidentiality Report (ACR). The system is highly secretive and

confidential. Feedback to the assesses is given only in case of an adverse entry. Disadvantage is that it

is highly prone to biases and regency effect and ratings can be manipulated because the evaluations are
linked to future rewards like promotions, good postings, etc.

PAIRED COMPARISON METHOD

In this method each employee is paired with every other employee in the same cadre and then

comparative rating done in pairs so formed. The number of comparisons may be calculated with the

help of a formula – N x (N-1) / 2. The method is too tedious for large departments and often such exact

details
DEFINING OBJECTIVES

The first basic step in effective and systematic appraisal is to define the objectives of the appraisal

itself. For example, reward – providing, salary revision, promotion, training and development etc.

DEFINING APPRAISAL -

Appraisal is done in the context of certain norms or standards. These may be in the form of various

traits of the appraises or their expected work performance results. Performance norms are to be

specified in the beginning of the period for which appraisal is concerned.

DESIGNING APPRAISAL PROGRAM

In designing performance appraisal programmer, there are several issues which require attention:

types of personnel to be appraised, types of personnel to act as appraisers , appraisal methodology

and timing of appraisal .

IMPLEMENTATION APPRAISAL PROGRAMED

The appraisal is conducted by the appraiser and the results of the appraisal are communicated to

HR department for follow-up actions which should be oriented towards the objectives of the

appraisal.

APPRAISAL FEEDBACK

Appraisal feedback is the most crucial stage in appraisal process, specially when the superior’s

rating is not as per the expectations of the appraises, they become stoic , quiet , angry, hostile and

verbally abusive by knowing the fact that their performance is not as good as they had perceived it

to be .

POST APPRAISAL ACTIONS

Performance appraisal is not an end in itself, but it is a means for improving long- term

performance of personnel by taking appropriate actions based on the information as revealed by the

appraisal . The action may be in the form of suitable rewards to out performers, counseling and

guiding underperformers and providing training to them for better performance and identifying and

removing those organizational factors which hinder effective performance.

METHOD OF PERFORMANCE APPRAISAL

TRADITIONAL METHODS MODERM METHODS 1. Straight

Ranking method 1. Management By Objective

2. Paired Comparison 2. Behaviorally Anchored Rating Scales

3. Grading 3. Assessment Centers

4. Forced Distribution method 4. 360- Degree Appraisal

5. Forced Choice method

6. Checklist method

7. Critical Incidents method

8. Graphic Scale method

9. Free Essay method

10. Field Review method

11. Self Appraisal

12. Confidential Report

13. Group Appraisal

Nominations
 15. Work Sample Tests

There are many methods you can use when doing performance appraisals. Now performance

appraisals are used to determine a lot of things with your employer. Here are some of those things

listed below.

 Deciding promotions

 Determining transfers

 Determine training employees need

 finding out skill and competency deficits


 deciding who gets rewards

Here are some different methods and definitions on these methods, and also a quick description of

some of the bad things about these methods.

 lets the employees give feedback

PEER RANKING

It is a method that usually involves the employer to rank the employees performance against other

employees that are doing the same tasks that they are. Peer rankings are used in a lot of applications,

between sports ranking players, and teams. Everything uses this system to determine the best of the

best. Unfortunately there are some consequences of using this method when talking about your

employees. Here are some negatives with this system.

Some of the negatives about using this system are the potential effects of telling someone that other

employees are doing better and that in essence that they are a loser. Another negative would be that are

actually making the employees compete with each other in a negative way, and the last negative would
be that if the company is very large it will be hard for the manager to group all the employees together

since they all will be doing different things.

TRAIT RATING

Is basically the manager will set up a numerical ranking and base all your traits on a scale. Some of

these traits include attitude, motivation, cooperation with other employee

Some of the bad things associated with the trait rating way is that this way assumes that the person

doing the ranking can rank each trait objectively. That sounds easy but since there are so many

definitions of each trait they might see a definition of one trait a different way then someone else.

Since there are so many questions on who the employer sees the traits it may be unclear to the

employee and may have unmotivated them, and cause stress between him and his managers.
 (THE MBO PROCESS)

THE MODERN METHOD MBO (MANAGMENT BY OBJECTIVE S) IS

USED BY THE ESSAR OIL LTD

MBO (Management by Objectives):-

The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drunker in 1954. It

can be defined as a process whereby the employees and the superiors come together to identify

common goals, the employees set their goals to be achieved, the standards to be taken as the criteria

for measurement of their performance and contribution and deciding the course of action to be

followed.

The essence of MBO is participative goal setting, choosing course of actions and decision making.

An important part of the MBO is the measurement and the comparison of the employee’s actual

performance with the standards set. Ideally, when employees themselves have been involved with

the goal setting and the choosing the course of action to be followed by them, they are more likely

to fulfill their responsibilities.

FEATURES AND ADVANTAGES OF MBO

The principle behind Management by Objectives (MBO) is to create empowered employees who

have clarity of the roles and responsibilities expected from them, understand their objectives to be
 achieved and thus help in the achievement of organizational

SOME OF THE IMPORTANT FEATURES AND ADVANTAGE OF MBO ARE :

Clarity of goals – With MBO, came the concept of SMART goals i.e. goals that are:

Specific

Measurable

Achievable

Realistic, Time bound.

The goals thus set are clear, motivating and there is a linkage between organizational goals and

performance targets of the employees.

The focus is on future rather than on past. Goals and standards are set for the performance for the future

with periodic reviews and feedback.

PERFORMANCE MANAGEMENT SYSTEM OF EOL

ESSAR Group is one of the leading corporate of India. The values which are the compass to guide

Essay Group in this competitive Era are:

Good Corporate Citizenship

Professionalism
 Customer Oriented

Quality Focused

Dignity of Individuals

Based on these values PMS system communicates all the corporate level goals and objectives to all

employees at all level of the organization .PMS of EOL enables organization and its employees to

direct and canalized the energy and resources towards achieving common business goals. PMS of

EOL is very structured and formal method which more focuses on technical and managerial part of

organization.

Eel’s performance management system and career Development system , which supports the

Human Resource Management , provide the framework for a range of HR strategies by clarifying

work level standards , appraising performance and identifying and managing longer term skills

development targeted to improve work performance, career planning and staff retention.

PHASES OF PMS IN EOL

PRE PLANNING PHASES

Prior to each appraisal round, in the Board Meeting Directors set the KRA (Key

Result Area) and objectives, and tasks of next year. It is also known as Performance Contract. The

outcomes of meeting are briefed to all employees. The Process of objective setting is participative

to ensure commitment to achieve objectives and to assist staff to understand the practical aspects of

appraisals at the operational level, which have been set. At the divisional and unit level, after he

finalization of budget, assessors and assesses jointly fix the KRA and objective for next year. The
personal performance plan or KRA are based on following:-

Company Objectives

Department Objectives

Key Responsibilities

Project Work

Special Assignments

PLANNING PHASES

These KRA are written done on the objectives setting / performance management from which is

forwarded by HRD. The employee reviews company and department objectives prior to preparing a

draft of his KRA for the upcoming year and then forwards completed draft of his KRA from to his

assessor to get agreement on KRA, weight age and performance measure with his manager. On

agreement of KRA set by subordinate manager makes two copies of PMS form and sends the

original copy to HRD, a copy to the employee, and retain a copy for his files.

The number of KRA would be 5 to 7 which includes company objectives – 1 to 2 and Departmental

or Functional objectives – 4 to 5.

REVIEWING OF KRA:
 The employee records his mid year review in his copy of the form and gives this to his assessor for

review. The assessor conducts mid- year review discussion to KRA and required, both employee

and assessor make appropriate changes and modified performance plan is prepared.

ASSESSING PHASE:

Each assessor would assess himself on the self assessment format and submit it to prior to

assessment process. The assessor makes his own assessment on the employee’s KRA and has

discussion with the employee regarding the differences in perception of performance. The assessor

consultations with reviewer, he assigns overall rating based on the weighted average score and

proper understanding of rating definition. The top management committee reviews the assessment

in line with the ESSAR GROUP guidelines and normalizes the rating whenever required and

communicate this to assessor so that he can prepare a performance summery.

EVALUATION OF EMPLYEES :

On completion of year the expected level of performance is compared with existing level and assessor

also makes objectives evaluation of performance of employee. Depending upon the comparison,

performance of employee is rated. The assessor and the Employee meet to discuss each principal

function and the employee meet to discuss each principal function and the employee’s actual

performance results as documented on the “performance appraisal” form. A performance expectation

and the employee’s actual performance. An overall evaluation is also assigned.

The assessor discusses the Strength and Weaknesses with the employee and with his reviewer and fills

his comments in PMS form. This discussion may further leads to finding needs of assesses and assessor

suggests specific type of training to overcome The supervisor , Reviewer and the Employee must sign

and date the form filled by assesses

PRODUCTIVITY AND REWARD:

Appraisal systems are related to institutional productivity requirements. Appraisal systems are

expected to reveal underproductive units and to serve as a response system to focus attention on

problem areas. Appraisal system should also function reward productive units.

Hypothetically, performance appraisal is used to reward productive staff through upward salary

adjustments like in EOL if employee gets 5 rating he’ll provide 25% extra from his variable cost to

the company if he get 4 rating he’ll receive 10% extra . And if he gets 3 rating he gets 100%

variable.

If the employee gets 2 rating he’ll get only 50% variable and he’ll receive NO variable for getting 1

rating as in the form of punishment for giving the performance below the expectation of the

company.

ES SAR POLICY is not only to just to give punishment to its employee but also to give trainings

and to conducts development programs for increasing the skills, knowledge and productivity of the

managers or employee. They have provide three months training to increase its productivity , to

understand the nature of work and management helps employee for achieving its target and

removing any hurdles which is faced by the employee.

 Most important, you’re Team Chair, institution representatives, and fellow team members will

appraise your performance each time you are assigned to an accreditation evaluation team. Think of

this as a 360-review designed to ensure decisions are not made on a single data point.

The PEV performance appraisal forms are based on the competencies. There are four forms:

 Team Chair Appraisal of the Program Evaluator

 Program Evaluator Appraisal of Program Evaluator (Peer-to-Peer)

 Institution Appraisal of the Program Evaluator

 Program Evaluator Appraisal of the Team Chair

The forms

 Describe how the competencies will be demonstrated during pre-visit activities

And on the campus visit.

 Provide a set of clear rubrics and areas for actionable comments:

1 = needs improvement

3 = met expectations

5 = exceeded expectations

DOES PERFORMANCE APPRAISAL BENEFIT ANYONE

In my opinion, a performance management system has the following components and interfaces: goal-

setting, regular reviews, annual appraisal, development process and linkages to other systems.

GOAL SETTING

This process is the foundation for a good performance management system. It brings in the clarity

required to deliver the required results. The organization’s expectations are set in the form of “key

result areas” (Kris), along with strong indicators of the required standards (also termed “measures of

performance”). The benefits of giving clear directions are many. It helps increase productivity by

enabling people to focus on the requirement; it minimizes frustration and enables employee

satisfaction.

REGULAR REVIEWS

Reviews are a critical component of the system. Reviews give timely feedback to the individual. It is

important to schedule formal reviews during the course of the year. These can be half-yearly or

quarterly depending on the need. Structured mid-term reviews enable the organization to take stock of

the performance during the given period. It gives the individual an opportunity to discuss his/her

achievements during the given period and to look at areas of improvement. In a dynamic environment,

it is important to keep abreast of market situations. Reviews can be utilized to make midcourse

correction in the KRAs.

ANNUAL APPRAISAL

A typical appraisal system could be designed on one of the following

 CONFIDENTIAL REPORT: The report is written by the supervisor and is, typically, not

Shown to the individual. Decisions, such as promotions and changes in

 Compensation is made, based on this report.

 Report by supervisor that is shown/given to the individual and discussed.

 Self-appraisal by the individual, value-added comments by the supervisor and a

Discussion: In this system, the individual writes a self-appraisal vis-à-vis KRAs set at the start of

the year. The manager adds his or her comments. Organizations follow one of the following methods of

ratings—(a) rating given by the manager or (b) the individual and the manager give ratings and the

organization has a mechanism to deal with differences between the two. There is an opportunity for the

individual and the manager to discuss the contents of the appraisal.

People working in the software industry or in a project environment may raise a question about the

relevance of the annual appraisal. Then there are also professionals who work with different project

teams during the course of the year. In this case we could have reviews signed-off at the end of each

project. These could be collated at the end of the year to look at overall performance and linkages to

other systems.

DEVELOPMENT PLAN

This pertains to the training and development sub-system. A part of the development plan stems out of

the annual appraisal. This is the result of the areas of improvement that emerge from the appraisal and

competencies required for new roles, if relevant. A good training and development process will also

take the necessary inputs from the organization’s business plan. This is required if the organization is

investing into new business or entering new markets.

LINKAGE TO REWARD SYSTEM

Linkages to processes such as compensation, rewards, progression and succession planning—the

performance appraisal system, in many organizations, has a link to the rewards system. Individuals

judge the performance management system and the culture of the organization based on the message

sent by the rewards system. If the rewards system recognizes individual contribution and ignores

contributions made to team objectives, the people in the organization start focusing on individual tasks.

Therefore, linkage too many of these systems need to be contemplated upon, articulated to the people

and implemented with consistency.

Dr Douglas McGregor in the HBR Classic, An uneasy look at Performance Appraisal, wrote:

“Managers are uncomfortable when they are put in the position of playing God”. They do not want to

pass judgment on personal worth of their team members. This article was written years ago and it is

still relevant in the current context. An effective system focuses on results on the behaviors that

facilitate or constrain the achievement of results.

ARE PERFORMANCE APPRAISAL STILL BENEFICIAL AND

APPROPRIATE

It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance

appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals

from your own organizational practices. It is likely that the critics of the appraisal process are the

people who can't conduct them very well. It's a common human response to want to jettison something

that one finds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of

management for decades, for good reasons.

Think about everything that performance appraisals can achieve and contribute to when they are

properly managed, for example:

 Performance measurement - transparent, short, medium and long term

 Clarifying, defining, redefining priorities and objectives

 Motivation through agreeing helpful aims and targets

 Motivation though achievement and feedback

 training needs and learning desires - assessment and agreement

 Identification of personal strengths and direction - including unused hidden

 Career and succession planning - personal and organizational

 Team roles clarification and team building

 Organizational training needs assessment and analysis

EFFECTIVE PERFORMANCE APPRAISAL

Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals,

there are many different methods of performance evaluation. The use of any of these methods

depends on the purpose of the evaluation, the individual, the assessor, and the environment.

The formal annual performance appraisal is generally the over-riding instrument which gathers

together and reviews all other performance data for the previous year.

Performance appraisals should be positive experiences. The appraisals process provides the

platform for development and motivation, so organizations should foster a feeling that performance

appraisals are positive opportunities, in order to get the best out of the people and the process. In

certain organizations, performance appraisals are widely regarded as something rather less

welcoming ('bollocking sessions' is not an unusual description), which provides a basis only on

which to develop fear and resentment, so never, never, never use a staff performance appraisal to

handle matters of discipline or admonishment, which should instead be handled via separately
arranged meetings.

TYPES OF PERFORMANCE AND APTITUTE ASSESSMENT , INCLUDING

FORMAL PERFORMANCE

 Formal annual performance appraisals

 Probationary reviews

 Informal one-to-one review discussions

 Counseling meetings

 Observation on the job

 Skill- or job-related tests

 Survey of opinion of others who have dealings with the individual

 Psychometric tests and other behavioral assessments

 Graphology (handwriting analysis)

None of these methods is mutually exclusive. All of these performance assessment methods can be

used in conjunction with others in the list, depending on situation and organizational policy. Where

any of these processes is used, the manager must keep a written record, and must ensure agreed

actions are followed up. The notes of all review situations can then be referred to at the formal

appraisal.
 Holding regular informal one-to-one review meetings greatly reduces the pressure and time

required for the annual formal appraisal meeting. Holding informal reviews every month is ideal all

staff. There are several benefits of reviewing frequently and informally:

ESSENTIAL FOR A SUCCESSFUL PERFORMANCE APPRAISAL SYSTEM

Basing appraisals on accurate and current job descriptions

Ensuring that appraisers have adequate knowledge and direct experience of the employee’s

performance

Providing ratings via aggregated anonymous feedback when multiple sources of information are used

Incorporating performance appraisals into a formal goal setting system

Offering adequate support and assistance to employees such as professional development opportunities

in order to improve their performance

Conducting appraisals on a regular basis (at least two times a year) rather than annually.

If resource constraints do not permit frequent formal appraisals, consider conducting one formal

appraisal annually, with a review of progress in the mid-year and ongoing review in regular supervision

meetings
USING PERFORMANCE APPRAISAL TO ADDRESS WORKFORCE

DEVELOPMENT CHALLENGES

Regular performance appraisals provide a useful opportunity to conduct a “check-up” on

Various workforce development issues that may impact on employee’s effectiveness and well being.

Performance appraisals can be used to:

• Recognizes, reward and support effective performance

• Develop and reward effective teamwork

• Identify and manage issues likely to impact on retention

• Monitor and support employee’s well being.

Recognize, reward and support effective performance

Ensuring employees receive adequate rewards and recognition is a key workforce development issue

for the performance. Performance appraisals provide a good opportunity to formally recognized

employee’s achievements and contributions to the organization, and to ensure a clear link is maintained

between performance and rewards. The appraisal interview can also be used as a vehicle to demonstrate

supervisory and organizational support for employees by discussing barriers and supports to effective

performance, and strategies to address problems or difficulties.

DEVELOP AND REWARD EFFECTIVE TEAM WORK

The appraisal interview is also a useful vehicle for recognizing and rewarding employee’s contributions

to various teams in the organization, especially if appraisal information is gained from team members.

An appraisal of the team as a whole can also be a useful strategy to recognizes and reward team
performance, and to identify strategies to improve team functioning.

IDENTIFY AND MANAGE ISSUES LIKELY TO IMPACT ON RETENTION

Open and constructive performance appraisals can be useful to identify issues that are likely to impact

on employee’s willingness to stay with the organization in the longer-term. Key factors associated with

retention include salary and remuneration, professional development opportunities, and work-related

demands and stress. The appraisal interview provides a good opportunity for a “check-up” regarding

employee’s satisfaction with their working conditions and environment, and a discussion of strategies

to address any problems or issues.

MONITOR AND SUPPORT EMPLOYEES WELL BEING

Performance appraisal interviews are a good opportunity to discuss employee’s health and well being

in the workplace, particularly in regard to factors that contribute to feelings of stress and experiences

that promote satisfaction with their work.

QUESTIONNAIRE FOR PERFORMANCE APPRAISAL

Name of the company:

Name of Hr manager:

No of employees:
 Range of products:

1- Do you have a separate Appraisal system for each class of employees? If yes, what is the

classification?

( ) Executives ( ) Clerical jobs ( ) Secretarial jobs.

( ) Supervisory staff ( ) New employees

(Or any other classification, please specify)

2- How frequently is PA done in the organization? (Please type ‘y’ for selecting a box)

Frequency of

Appraisal

Class of

employeesDailyWeeklyMonthlyQuarterly Half yearlyYearlyExecutivesSupervisoryClerical

jobsManagerial staff

3- . How is Appraisal done?

 ( ) Formal ( ) Informal ( ) Combination of these

4- Who appraises?

( ) Immediate Supervisor ( ) Rating Committee ( ) Peers

( ) Subordinates ( ) HR Department ( ) HOD

5- . Which method do you follow in these?

( ) Rating method ( ) Interview or discussion

( ) Force choice description ( ) MBO

( ) Checklist method ( ) Human asset accounting

( ) Critical Incidents Method ( ) 360 degree appraisal

( ) Confidential Method

( ) Psychological Appraisals

(Any other, please specify)

6- On what basis do you appraise an employee?

( ) Traits ( ) Results

( ) Job behavior ( ) A combination of these. (Please specify)

 7- Is goal setting a part of your PA system?

( ) Yes ( ) No

If yes, when is it normally done?

At the beginning of: ( ) every year ( ) every week ( ) every month

( ) every day

Who does it? ( ) Supervisors ( ) Top Management ( ) HR manager

( ) HOD

If other specify

8- Is Performance Appraisal a motivating factor for employees?

( ) For all employees. ( ) For some employees.

( ) For very few employees. ( ) For none of the employees.

9- Does an Appraisal keep notes on the major achievements and failures of his/her appraise?

( ) Yes ( ) No

If no, what are the reasons? ( ) It is difficult to keep records or ( ) It is not

required.

10- When was the current Performance Appraisal system introduced in the organization?

Has there been a change in the Performance Appraisal system in your organization over a

period of time? If yes, what are the changes?

What is the attitude of employees towards a Performance Appraisal System?

Do employees consider PA just a regular activity to rate them. if yes , how many?

( ) All ( ) some ( ) Very few ( ) none

Do employees work hard to get a better appraisal? If yes, how many?

( ) All ( ) Some ( ) Very few ( ) None

Do employees talk freely about their developmental need during the counseling session?

( ) All ( ) Some ( )Very few ( ) None

11- According to you, Performance Appraisal is a ------% correct indicator of an

employee’s developmental/ training needs?

( ) 100% ( ) 75% ( ) 50% ( ) 25%

12 - Is Self-Appraisal a part of your system?

If yes, for which cadre of employees

( ) Yes ( ) No ( ) Executives level

( ) Top Management

If other specify,

13- Is discussion or interaction between the Appraiser and the Appraise a part of the system?

( ) Yes ( ) No
 If yes for which cadre of employees? (Please specify)

14- Do you face any of the following problems with the Performance Appraisal

System in your organization?

Administrative problems. ( ) Tedious task ( ) Time-consuming process.

( ) Casual approach of the Appraisers. ( ) Other

Implementation problems. ( ) Untrained Appraisers ( ) Resistance

From appraises. ( ) Other

Assessment problems. ( ) Bias attitude of the appraiser

( ) Difference of opinion between the appraiser and the appraise

( ) Other

Which of these do you think is a serious problem?

15- Do you give training to the appraises for the use of the Performance Appraisal system?

( ) Yes ( ) No

If yes when are they held normally?

16-Are any sessions held to make the employees aware of the PA system, its objectives & its

importance in career development?

( ) Yes ( ) No

If yes, when are they normally held?

17- Is the Performance Appraisal System in your organization linked to he incentives or the

reward system?

( ) Yes ( ) No

If yes, how is it linked?

18- How do you use the Performance Appraisal data that is maintained for every employee?

( ) To compare his performance over a period of time.

( ) During retrenchment (as a proof performance)

( ) There is no use of the data maintained after a certain period of time.

19-Is there a constant monitoring to find out any loopholes in the PA system or do you take the

feedback from the employee regarding the Appraisal system? If yes, how is it done?

20- Do you have a separate committee to review the Performance Appraisal results?

( ) Yes ( ) No

21- Do you think the system of Performance Appraisal has been successful in your organization

and is able to achieve the required objectives in your organization?

( ) Yes ( ) No

What changes do you suggest in the system?

Frequency of

Appraisal

Class of
 employeesDailyWeeklyMonthlyQuarterly Half yearlyYearlyExecutivesSupervisoryClerical

jobsManagerial staff

22-. How is Appraisal done?

( ) Formal ( ) Informal ( ) Combination of these

23-. who appraises?

( ) Immediate Supervisor ( ) Rating Committee ( ) Peers

( ) Subordinates ( ) HR Department ( ) HOD

24- which method do you follow in these?

( ) Rating method ( ) Interview or discussion

( ) Force choice description ( ) MBO

( ) Critical Incidents Method ( ) 360 degree appraisal

( ) Confidential Method

( ) Psychological Appraisals

25- On what basis do you appraise an employee?

( ) Traits ( ) Results
( ) Job behavior ( ) A combination of these. (Please specify)

26- Is goal setting a part of your PA system?

( ) Yes ( ) No

If yes, when is it normally done?

At the beginning of: ( ) every year ( ) every week ( ) every month

( ) every day

Who does it? ( ) Supervisors ( ) Top Management ( ) HR manager

( ) HOD

If other specify

27- Is Performance Appraisal a motivating factor for employees?

( ) For all employees. ( ) For some employees.

( ) For very few employees. ( ) For none of the employees.

28- Does an Appraisal keep notes on the major achievements and failures of his/her appraise?

( ) Yes ( ) No

If no, what are the reasons? ( ) It is difficult to keep records or ( ) It is not

required.
 RESEARCH METHODOLOGY.

Research is a systematic method of finding solutions to problems. It is essentially an investigation, a

recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford
woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested
solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to
determine whether they fit the formulated hypothesis”

SAMPLING DESIGN
A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study.

UNIVERSE
The universe chooses for the research study is the employees of Hyderabad Industries Ltd.

SAMPLE SIZE
Number of the sampling units selected from the population is called the size of the sample. Sample of
50 respondents were obtained from the population.

SAMPLING PROCEDURE
The procedure adopted in the present study is probability sampling, which is also known as chance
sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in the
sample.

METHOD OF DATA COLLECTION5

The data’s were collected through Primary and secondary sources.
PRIMARY SOURCES5
Primary data are in the form of “raw material” to which statistical methods are applied for the purpose
of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through questionnaire.

SCEONDARY SOURCES5
Secondary data’s are in the form of finished products as they have already been treated statistically in
some form or other.
The secondary data mainly consists of data and information collected from records, company websites
and also discussion with the management of the organization. Secondary data was also collected from
journals, magazines and books.

NATURE OF RESEARCH
Descriptive research, also known as statistical research, describes data and characteristics about the
population or phenomenon being studied. Descriptive research answers the questions who, what,
where, when and how.
Although the data description is factual, accurate and systematic, the research cannot describe what
caused a situation. Thus, descriptive research cannot be used to create a causal relationship, where one
variable affects another. In other words, descriptive research can be said to have a low requirement for
internal validity.

QUESTIONNAIRE
A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. A defeated
questionnaire was carefully prepared and specially numbered. The questions were arranged in proper
order, in accordance with the relevance.

NATURE OF QUESTIONS ASKED

The questionnaire consists of open ended, dichotomous, rating and ranking questions.

PRE TESTING
A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and all of
them were collected back as completed questionnaire. On the basis of doubts raised by the respondents
the questionnaire was redialed to its present form.

SAMPLE
A finite subset of population, selected from it with the objective of investigating its properties called a
sample. A sample is a representative part of the population. A sample of 50 respondents in total has
been randomly selected. The response to various elements under each questions were totaled for the
purpose of various statistical testing.

VARIABLES OF THE STUDY

The direct variable of the study is the employee motivation
Indirect variables are the incentives, interpersonal relations, career development opportunities and
performance appraisal system.

PRESENTATION PF DATA12
The data are presented through charts and tables.

TOOLS AND TECHNIQUES FOR ANALYSIS

Correlation is used to test the hypothesis and draw inferences.

FINDINGS

The findings of the study are follows

 • There is a harmonious relationship is exist in the organization between employees and
management.
• The employees are really motivated by the management.
• The employees are satisfied with the present incentive plan of the company.
• Most of the workers agreed that the company is eager in recognizing and acknowledging their
work.
• The study reveals that there is a good relationship exists among employees.
• Majority of the employees agreed that there job security to their present job.
• The company is providing good safety measures for ensuring the employees safety.
• From the study it is clear that most of employees agrees to the fact that performance appraisal
activities and support from the coworkers in helpful to get motivated.
• The study reveals that increase in the salary will motivates the employees more.
• The incentives and other benefits will influence the performance of the employees.

SUGGESTIONS

The suggestions for the findings from the study are follows

• Most of the employees agree that the performance appraisal activities are helpful to get
motivated, so the company should try to improve performance appraisal system, so that they
can improve their performance.

• Non financial incentive plans should also be implemented; it can improve the productivity level
of the employees.
 • Organization should give importance to communication between employees and gain co-
ordination through it.

• Skills of the employees should be appreciated.

• Better carrier development opportunities should be given to the employees for their
improvement.

• If the centralized system of management is changed to a decentralized one, then there would be
active and committed participation of staff for the success of the organization

LIMITATIONS OF THE STUDY

The limitations of the study are the following

• The data was collected through questionnaire. The responds from the respondents may not be
accurate.

• The sample taken for the study was only 50 and the results drawn may not be accurate.

• Since the organization has strict control, it acts as another barrier for getting data.

• Another difficulty was very limited time-span of the project.

• Lack of experience of Researcher.

 CONCLUSION

The study concludes that, the Performance appraisal program procedure in HYDERABAD
INDUSTRIES LTD is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was conducted
among 50 employees and collected information through structured questionnaire. The study helped to
findings which were related with employee motivational programs which are provided in the
organization.

The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from this
study in order to make the motivational programs more effective. Only if the employees are properly
motivated- they work well and only if they work well the organization is going to benefit out it. Steps
should be taken to improve the motivational programs procedure in the future. The suggestions of this
report may help in this direction.

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 BIBLIOGRAPHY

- Personal management - CB Memorial + Thakur Publication

- Organizational Behavior - L.M. Prashad

- Research Methodology - Methods & Techniques Kothari C.R.

- Marketing research and other helps was taken by internet with google.com