PROJECT REPORT

ON EVALUATION OF THE PERFORMANCE APPRAISAL IN

HARSORIA HEALTH CARE PVT. LTD.

Project Guide:
Name: Mr. Sanjeev Kumar Designation: HR Head .

Submitted By:
Student Name: Dharmender Kataria Enrollment No.:

GLOBAL INSTITUTE OF TACHNOLOGY & MANAGEMENT, FARUKH NAGAR, GURGAON.

Performance Appraisal

CERTIFICATE
This is to certify that Mr. Dharmender Kataria, a student of Global Institute of Technology & Management, Farukh Nagar, Gurgaon has completed project work on EVALUATION OF THE PERFORMANCE APPRAISAL under my guidance and supervision.

Certify that this is an original work and has not been copied from any source.

Signature of Guide ------------------------------------Name of Project Guide: Sanjeev Kumar

Place : Date :

Performance Appraisal

STUDENTS DECLARATION

I, Dharmender Kataria here by declare that the project work titled Evaluation of the Performance Appraisal System in HHPL is the original work done by me and submitted to the Global Institute of Technology & Mnagement, Gurgaon in partial fulfillment of

requirements for the award of MBA in Human Resource Management (Area of Specialization) is a record of original work done by me under the supervision of Mr. Sanjeev Kumar (HR Head) of HHPL.

Enroll No : Date : Signature of the student

Performance Appraisal

ACKNOWLEDGEMENT

It gives me immense pleasure to convey my sincere thanks to college Faculty of Global Institute of Technology &

Management, Gurgaon who approved my project synopsis and extended full and valuable support and encouragement in providing me with this superb opportunity to participate and learn through this highly informative project work.

Performance Appraisal

TABLE OF CONTENTS

EXECUTIVE SUMMARY...........................................................6 Theoretical Perspective...............................................................12 OBJECTIVE OF THE STUDY...................................................34 Research Methodology................................................................36 PERFORMANCE APPRAISAL SYSTEM IN HHPL, GURGAON...............................................................41 ANALYSIS AND INTERPRETATIONS OF DATA................45 SWOT ANALYSIS.....................................................................84 SUMMARY AND FINDINGS...................................................87 RECOMMENDATIONS............................................................91 CONCLUSION..........................................................................97 Appendices and Annexure:..........................................................98

Performance Appraisal

EXECUTIVE SUMMARY

Today HRM is an evolving branch of Management. It looks after the HR planning, Job Design, Job analysis, Training and development compensation system, motivation, safety, Industry Relatives etc. Organization exists to achieve its goals set by their

stakeholders, in the same time; organization should keep individual objectives and their development in mind. The assessment of how successful employees have been at meeting their individual goals, therefore, becomes a critical part of HRM. This led organizations to the area of performance appraisal. AIM There are three purposes of performance appraisal:

First, it can be used as a basis for reward allocations.

Decisions as to who gets the promotions, salary increases, and other rewards are determined by the outcome of the performance evaluation.

Performance Appraisal

Second, these appraisals can be used for identifying areas

where development efforts are needed to improve the performance of an individual. Management needs to spot those individuals who have specific skill or knowledge deficiencies. The performance appraisal is a major tool for identifying these deficiencies.

Finally the performance appraisal can be used as a

criterion against which selection planning and developmental programs are validated. It can be said, for example, that organization selection process is successful in differentiating satisfactory performers from under performers.

Performance Appraisal

THE APPRAISAL PROCESS

Performance Appraisal

Introduction of the Problem:

The history of performance appraisal in brief and problem description:

There is, says Dulewicz (1989), "... a basic human tendency to make judgments about those one is working with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily. The human inclination to judge can create serious motivational, ethical, and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether the salary or wage of an individual employee was justified.
9

Performance Appraisal

The process firmly linked to material outcomes. If an employee's performance found to be less than expected, a cut in pay would follow. On the other hand, if their performance found to be better than the supervisor expected, a pay rise in order. Little consideration, if any, was given to the developmental possibilities of appraisal. It was felt that a cut in pay, or a rise, should provide the only required momentum for an employee to either improve or continue to perform well. Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed.

10

Performance Appraisal

MODERN APPRAISAL Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (quarter, semi-annual or annual), in which the work performance of the subordinate is observed and discussed, with a view to identifying weaknesses, strengths as well as opportunities for improvement and skills developments. In most of the organizations, appraisal results are used directly or indirectly, to determine reward outcomes. The appraisal results are used to identify the better performing employees who should get the majority of available merit, pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the under performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay.

11

Performance Appraisal

Theoretical Perspective
Objectives of Performance Appraisal: Objective of Performance appraisal is to obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. The objectives are explained in the following points: SALARY INCREASE: Performance appraisal plays an

important role in making decision about salary increment. The increment in the salary depends on how the employee performs the job, and there is a continuous assessment of employees performance formally or informally. In small organizations as there is direct interaction between the superiors and the subordinate, performance appraisal can be an informal process, but in large organizations or in case of expatriate (HCN, PCN, TCN) where direct interaction hardly exists the performance appraisal process is formal.
12

Performance Appraisal

PROMOTION:

Performance

appraisal

reveals

how

an

employee is working in present job and what are their strengths and weaknesses. In the light of these, it can be decided whether the individual can be promoted to the next higher position and what additional training will be necessary for employee. Similarly, performance appraisal can be used for transfer, demotion, and discharge of an employee. TRAINING AND DEVELOPMENT: - Performance appraisal tries to identify the perfection of an employee on the present job. This information can be to used for formulate Training of & the

Development employee.

program

overcome

weakness(s)

PRESSURE ON EMPLOYEES: - Performance appraisal puts some sort of pressure on employees for the better performance. If the employees are conscious that they are being appraised in respect of certain factors and their future growth depends on these appraisals, they tend to have positive and acceptable behavior in this respect. Thus appraisal can work automatically as a control device.

13

Performance Appraisal

SATISFACTION appraisal

THROUGH feedback

FEEDBACK: to

Performance about their

provides

employees

performance. An employee can work better if an appropriate and timely feedback is provided for their current assignment. Satisfaction level of employees can increase if they know how their efforts are contributing to achieve the organizational objectives.

14

Performance Appraisal

METHODS OF PERFORMANCE APPRAISAL

There are various methods of performance appraisal. Every organization may have its own appraisal system. It may be informal or formal, however in any case performance appraisal system is of two types:a)

Appraisal of employees according to traits, attributes, and general behavior.

b)

Appraisal of employee based on results, work, and goals achieved.

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Performance Appraisal

A. APPRAISAL BASED ON TRAITS Appraisal based on traits and behavioral pattern shown in job performance emphasizes various traits which the appraisee possesses and the behaviors he adopts in performing his job. The various methods of performance appraisal based in traits are following:I. II. III. IV. V. VI. RANKING METHOD PAIRED COMPARISON METHOD GRADING METHOD FORCED CHOICE METHOD CHECKLIST METHOD CRITICAL INCIDENT METHOD

VII. GRAPHICS SCALE METHOD

I.

RANKING METHOD: - Ranking is the oldest

and the simplest methods of appraisal in which a person is ranked against others on the basis of certain traits and characteristic. But since differences in ranks do not indicate absolute or equal differences of ability between individuals, the method has limited value for performance appraisal.
16

Performance Appraisal

II.

PAIRED COMPARISON METHOD: - In this method, each person is compared with other persons taking only one trait at a time. Usually, only one trait overall suitability to perform the job is considered. The rater puts a tick mark against the name of the person whom he/she consider better of two and final ranking is determined by the number of times that person is judged better than others.

III.

GRADING METHOD: - In this method certain categories of performance or abilities are defined in advance and persons are put in particular category depending on their traits and characteristics. Such categories may be definitional like outstanding, good, average, poor, very poor or may be in term of letter like A,B,C,D,E etc. with A indicating the best and E indicating the poor. The actual performance of the employees is measured against these grades. This method is generally useful for promotions based on performance. This method however suffers from one limitation that the rater may rate most of the employees at higher grades.
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Performance Appraisal

IV.

FORCED CHOICE METHOD: - The forces

choice- rating method contains a series or group of statements and the rater checks how effectively the statements describe each individual.
V.

CHECKLIST

METHOD:

In

the

checklist

method of the appraisal the rater prepares appraisal report by answering a series of questions related to the appraisee. These questions are related to the behavior of the appraisee concerned. When the checklist is complete, it is send to the personnel department for further processing. The personnel department then calculates the total scores, which show the appraisal result of the employees. This method appears to be easy to handle if proper framework of questions is prepared for different categories of employees.
VI.

CRITICAL only with

INCIDENT critical these

METHOD: and are

In

this

method

incidents incidents

behavior taken for

associated

evaluation. This method involves three steps :18

Performance Appraisal

a. A test of noteworthy on the job behavior is

prepared. b. A group of experts then assigns scale values to them depending on the degree of desirability for the job.
c. Finally, a checklist of incidents, which defines

good or bad employees, is prepared. The rater is given this checklist for rating. The basic idea behind this rating is to apprise the people who can do well in critical situations because in normal situations, most employees work alike.
VII.

GRAPHICS SCALE METHOD: - Also known as linear rating scale is the most commonly used method of performance appraisal. In this method a printed appraisal form is used for each appraisee. The form contains various employees characteristics and his job performance. Various Characteristics include initiative, leadership, dependability, co

cooperatives, enthusiasm,

creditability,

analytical

ability, decisiveness, emotional maturity etc. The rating is done on the basis of scale that is in
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Performance Appraisal

continuum. The degree of quality is measured on a scale, which can vary from three points to several points. Some organizations use numbers in order to avoid the tendency of the rater to tick mark the central point. This method of the employees but is not free from personal bias.
VIII.

FIELD REVIEWS METHOD: - In the field review method, employees are not appraised by their direct superiors but by another person. Usually from personnel department. The rater in this case

appraises the employee on the basis of his records of output and other quantitative information such absenteeism, late coming etc.

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Performance Appraisal

B. APPRAISAL BASED ON OBJECTIVES / RESULTS: The performance appraisal is also done by comparing the actual results with the objectives formed by the company. The basic idea behind this method is that the organizations are concerned with the achievement of objectives through the contributions of individual mangers rather than on the basis of traits.

The method of appraisal by objectives is:MANAGEMENT BY OBJECTIVES (MBO): - This method has been evolved by PETER DRUCKER. MBO is potentially a powerful philosophy of managing and an effective way for operationalizing the evaluation process. It seeks to minimize external controls and maximize internal motivation through joint goal setting between managers and subordinate. The objective is to change behavior & attitude towards getting the job done. It is a result oriented management system & philosophy that stresses goal rather than methods. It provides responsibility & accountability and recognizes that employees have needs for achievement and self-fulfillment.

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Performance Appraisal

PROCESS OF MBO: - The steps involved in the process are:-

SETTING

GOALS:

Top

managers

formulate

the

overall

organizational goals and plans, and then works with middle managers to develop goals for their organizational divisions or units. In turn, middle managers work with first-line managers to set goals for their departments or groups. During this process, managers and employees at all levels, in collaboration with their supervisors, also set individual goals for performance.

PLANNING ACTION: Managers determine exactly how their individual and group goals will be accomplished. During action planning, managers decide on the "who, what, when, where,
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Performance Appraisal

and how" details needed to achieve each objective. Managers also prepare a schedule for the action plan to ensure that goals are reached on time, and this schedule is reviewed when individual performance is being evaluated.

IMPLEMENTING

PLANS:

Once,

managers

have

made

commitment to achieve specific goals and have received approval for their plans, the third step is implementation. To control their own performance, managers must be allowed to implement their plans in their own way. This element of selfcontrol allows managers to channel their expertise for the benefit of the organization, while allowing them to develop their professional skills fully as they tackle the challenges of implementation.

REVIEWING PERFORMANCE: In the last step of the MBO process, managers periodically review the performance of the employees they supervise and evaluate how well the plans are working in achieving group and individual goals.

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Performance Appraisal

PREREQUISITE OF THE PERFORMANCE MANAGEMENT SYSTEM

Reliability: - The foremost requirement of a sound appraisal system is reliability. In this contact it refers to consistency of judgment. Acceptability: - In practice, acceptability is the most important requirement of all; for it is true that human resources program must have the support of those who will use them. Practicality: - This implies that appraisal instruments are easy for managers and employees to understand and to use.

WHO SHOULD EVALUATE PERFORMANCE?

The most fundamental requirement for any rater is that he or she has an adequate exposure/opportunity to observe the rates job performance over a reasonable period of time. This suggests several possible raters. The immediate supervisor: - Generally appraisal is done by immediate supervisor. He is probably the most well-known with the individuals performance and in most jobs has had the best opportunity to observe actual job performance. Further more,
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Performance Appraisal

the immediate supervisor is probably best able to relate the individuals objectives. Peers: - In some jobs such as outside sales, expatriate (PCN, HCN, TCN), law enforcement and teaching, the immediate supervisor may observe a subordinates actual job performance rarely (and indirectly thru written reports). Here judgement of peers play important role. However, there is a danger of potential bias. Subordinates: - Appraisal by subordinates can be useful input to the immediate development. Subordinates know first hand the extent to which the supervisor actually delegates, how well he communicates, the type of leadership he has and the extent to which he or she plans and organizes. Self appraisal: - On one hand it improves the rates motivation and moral, on the other it tends to be more lenient, less variable and biased. The evidence on the accuracy of self assessment is fairly complex. In industry it is seen that feed back is taken from various sources peers, subordinates, superiors etc. Some companies have gone one step ahead in taking feedback form the
25

performing

to

department

and

organizations

Performance Appraisal

customers, stakeholders and integrating it into the performance management process. Such feedbacks are also known as 360 degree appraisal.

26

Performance Appraisal

APPROACHES TO PERFORMANCE MANAGEMENT

The traditional approach:- The one dimensional model.

In this model job expectations are defined in terms of what results have to be achieved. This model doesnt have a long term focus and cant be used for employees development and career path planning.

27

Performance Appraisal

The 360o dimensional models

360 degree appraisals are a powerful developmental method and quite different to traditional manager-subordinate

appraisals (which fulfil different purposes). As such a 360 degree process does not replace the traditional one-to-one process - it augments it, and can be used as a stand-alone development method. 360 degree appraisals involve the appraisee receiving feedback from people (named or anonymous) whose views are

considered helpful and relevant. The feedback is typically provided on a form showing job
28

skills/abilities/attitudinal/behavioural criteria and some sort of

Performance Appraisal

scoring or value judgement system. The appraisee should also assess themselves using the same feedback instrument or form. 360 degree respondents can be the appraisee's peers, up-line managers/execs, subordinate staff, team members, other staff, customers, and suppliers - anyone who comes into contact with the appraisee and has opinions/views/reactions of and to the appraisee. Numerous systems and providers are available - I wouldn't recommend any in particular because my view about this process is that you should develop a process and materials for your own situation, preferably involving the appraisees in this, which like all participative approaches, often works well.

29

Performance Appraisal

BARRIERS IN PERFORMANCE
There are barriers, which work against the effective appraisal system. Identification of these barriers is essential, so that suitable measure may be adopted to reduce their impact to a possible minimum level. These barriers can be grouped in three categories, they are
a. Personality Conflict Personality conflict between the

employee and the supervisor cause the leader to make an inaccurate assessment of the employees contribution.
b. Halo or Horn Effect An assumption on the part of the

supervisor that because the employee was good at one thing, they will be good at another, or vice versa.
c. Tendency Error There are two kinds of tendency errors.

Central tendency is when the supervisor tends to see everything as average, such as a 3 on a 5-point scale. Leniency is another tendency error where the supervisor tends to see the employee only in a positive light.

30

Performance Appraisal

d. Similar to Me Effect Occurs when there is non-job

factors in common between the supervisor and the employee such as social or religious similarities.
e. Contrast Effect Occurs when comparing the skill of the

employee with the skill of another employee which results in an unfair judgment of the first employee.
f. First

Impression Performance appraisal is made

without observation over time. This can be both positive and negative based on impression that is created.
g. Political Error Factors other than performance affect

the performance appraisal.

h. Opportunity Bias Occurs when an unusual event allows

or causes inaccurate performance appraisal.

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Performance Appraisal

OVERCOMING BARRIERS OF PERFORMANCE APPRAISAL

Giving effective feedback is one of the most important functions a leader/manager can perform. Unfortunately, it is also one of the most neglected. Without accurate feedback it is virtually impossible for the employee to know if he/she is meeting job expectations. In the absence of feedback, employees will makeup their own and it often is not accurate. Incompetent employees may think they are doing a great job if their supervisor never says anything about their performance. Even more commonly, capable employees will have doubts about their own performance because their supervisor has not given them any positive feedback.

TRAINED APPRAISERS: - The appraisers should be well trained so that they may be able to rate the ratees in a more accurate and developed method rather than employing the old traditional and less accurate methods. They should also be trained to avoid errors such as halo-errors, constant rating and so on.
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Performance Appraisal

POST APPRAISAL: - After appraisal is completed, a post appraisal interview should be conducted to let the employees or the ratees know about their evaluation and they can know their shortcomings and can take measurers to improve them. REWARDS FOR ACCURATE APPRAISERS: - Some rewards should be given to the appraisers who have done appraisals accurately. When the rewards will be given they would turn positive towards the appraisal system. MULTIPLE RATERS: - Instead of only one rater or appraiser completing the appraisals, multiple raters should be involved in the appraisal system. Due to the presence of a group of raters ratings can be done more effectively. In the case of only one rater it would be difficult to avoid distortions whereas in the presence of a group they can be avoided to a greater extent.

33

Performance Appraisal

OBJECTIVE OF THE STUDY

OBJECTIVES OF THE STUDY The project aims at studying the performance appraisal system and its effectiveness in the organization. Performance appraisal is the most significant and essential tool for the management as it provide useful information for decision making in area of promotion, compensation reviews and help employee in

Individual development plan. THE BROAD OBJECTIVES OF THE STUDY INCLUDES:

To know the present system of performance appraisal. To know the extent of effectiveness of the appraisal system.

To identify and know the area for improvement in the appraisal system.

To suggest certain measurers for further improvement in the current system. To know the attitude of employees towards the

performance Appraisal system.

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Performance Appraisal

To know the effectiveness of performance appraisal system being adopted by HHPL Financial.

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Performance Appraisal

Research Methodology 1. Meaning of research: - A research comprises defining

and redefining problems, formulating hypothesis or

suggested solutions, collecting, organizing and evaluating data; making deductions and reaching conclusions; at last carefully testing the conclusion to determine whether they fit the formulating hypothesis.

2. Research Design: - A research design is arrangement of

conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.

Step in research design:

A.

The study is about the effectiveness of the

Performance Appraisal system in HHPL Financial. B. The required data are : Secondary data Questionnaire
36

Performance Appraisal

Personal interaction with the employees

C. The data was found from various divisions in the

company.
D. The study took 2 months to cover. E. The sample design would be 10-14 members from each

division concerned. F. Techniques of data collection ; Questionnaire (Online) Personal interviews/tele-conferences

G. The

data

was

analyzed

statistically

by

forming

percentage weightage and graphs.

H. The report is consist of :

a) Logical analysis of the subject matter b) Preparation of the final outline c) Observations - summary and findings d) Conclusion
e) Final bibliography

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Performance Appraisal

Sample Design: - A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample.

Sample size: - The total of 10 managers and supervisors at HHPL Financial, India 10-14 members from different division were selected. Different division:

Annuities Data Services Group Data Services Individual Data Services Distributing Computing Quality Assurance Mainframe Team Personnel Administration

DATA COLLECTION METHOD: 38

Performance Appraisal

a. Questionnaire: - A number of questions typed and

hosted online in a definite order on a form or a set of forms. Questionnaire consists of few structured and unstructured questionnaire.

Structured questionnaire are those questionnaire in which there is definite, concrete and pre-determine questions. The form of the question may be either closed (i.e. of the yes or no type) or open (i.e. inviting free responses) It may also have fixed alternative questions in which responses of the informants are limited to the stated alternatives (i.e. Multiple choice question).

Response to Questionnaire
In all 140 questionnaires were given to employees falling in the all category. Out of which 120 employees duly answers the questions. The researcher individually contacted the employees to get response on the questionnaire.

Data analysis
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Performance Appraisal

To streamline the response, an online questionnaire was hosted on my computer and asked employees to answer the question online.

Limitations
Many employees gave guarded answers to some crucial questions. Some of them did not fill the questionnaire due to lack of time
Response could not be received/collected form

the total sample selected. Some of the questionnaire could not be

completed due to reasons other than time factor.

b. Personal Interview: - Personal interviews require

the interviewer asking questions. Time slot was booked after mutual agreement for face to face /telephonic discussion.
c. Secondary Data: - The data which is published

beforehand, such as company profile, Hand book for managers, and Policies.

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Performance Appraisal

PERFORMANCE APPRAISAL SYSTEM IN HHPL, GURGAON

HHPL has a performance appraisal system for their employees. The main objective of performance appraisal system is to evaluate the performance, promote their employees and to arrange for the various training program if they require for enhancing their skills in their respective areas and in

contribution enhancement. Employees are evaluated by how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of their job. This approach is frequently referred to as Management by Objectives. Management by objectives is a process to converts organizational objectives into individual objectives. It consists of four steps: goal setting, action planning, self-control, and periodic reviews. In goal setting, the organization's overall objectives are used as guidelines from which division and individual objectives are identified. In action planning, the means are determined for achieving the ends established in goal setting. That is, realistic plans are developed to attain the objectives. Self-control refers
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Performance Appraisal

to the systematic monitoring and measuring of performance. Finally, with periodic progress reviews, corrective action is initiated when behavior deviates from the standards established in the goal-setting phase. HHPL uses very constructive

performance appraisal process while evaluating its employees. Its evaluation is based on quantitative wise and objective wise. HHPL set goals to its employee by properly conveying with its employees, and then evaluating them up to what extent it has been achieved, and if there is failure in reaching the target, what are the causes or reasons behind it.

Outcome/criteria of Performance Appraisal

As far as HHPL, India is concerned, there are four outcomes are possible: Outstanding management If the performance to be evaluated by the

a.

turns

out

outstanding/exceed

expectations. If the employee performs in such a way as to collect 3 consecutive outstanding performances into his/her credit, he/she gets promoted.
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Performance Appraisal

b.

Excellent

If

the

performance

evaluated

by

the

management turns out to be excellent/met all expectations. If the employee performs in such a way as to collect 3 consecutive excellent performances into his/her credit,

he/she gets promoted. Good - If the performance evaluated by the management turns out to be good/ mostly met expectations. The

c.

management sends the employee to the training programme to improve his/her skill to perform better. Below average - If the performance evaluated by the management turns out to be below average / not met expectations. And, if the employee collects 3 below average to his/her credit, then he/she is dismissed/demoted.

d.

Appraisal Cycle
The time constraints enables the employee to show or project his/her capabilities in term of performance as per the duration allowed. In HHPL, India, the formal performance appraisal system is carried out annually.
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Performance Appraisal

Feedback The company provides the annual feedback to its employees and thus, in term brings out the highlights of the selfassessment programme. This enables the better communication between the management and employees ad thus, helps in promoting the business future. Response There are mixed responses from the feedback by the

employees. It has helped some of the employees in motivating themselves while those who felt bad were systematically communicated and all the confusion and failure part were discussed with employees.

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Performance Appraisal

ANALYSIS AND INTERPRETATIONS OF DATA

The graphs drawn based on the sample size (Numbers) and not based on the % of sample size from the table summery of the questions. After collecting the data on PERFORMANCE APPRAISAL

SYSTEM data was analyzed and interpreted. The various topics covered for analysis and interpretation of data are: PROMOTIONS A promotion may be defined as an upward advancement of an employee in an organization, to another job, which commands better remuneration, better reputation and higher opportunities, challenges, and responsibility, a better working environment, hours of work and facilities etc. The guidelines for division promotion are same for male and female employees. The experience required for filling a higher post varied from 2-5 years based on department. Five years of experience is required for promotion to managerial staff and two years of experience is required for promotion to junior

45

Performance Appraisal

management. The other areas of promotion apart from seniority are merit and fitness. As per the guidelines from the personnel department,

employees are to be promoted. However, there is confusion among the employee as these guidelines are not being explained time to time, many of them are not aware of the existing promotion policy in the organization. Respondents were asked whether the promotion is well defined in the organization. The responses are given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant Say Number 20 60 40 Percentage 16.66 50 33.33

From the above table, it can be seen that 17% of employees were agree and 50% of employees were not agree that promotion is well defined in the organization. However, 33% of
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Performance Appraisal

employees were not able to say it as there is lack of information about the promotion policy. Every employee need to be

70 60 50 40 30 20 10 0 Yes

60 40 20

No

Can't Say

communicated about the existing promotion policy. Respondent were asked whether the promotion policy is linked with the performance appraisal system.

The responses were as given below: NUMBER OF EMPLOYEES=120 Response Number Percentage
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Performance Appraisal

Yes No Cant Say

60 40 20

50 33.33 16.66

Majority responses were that promotion policy is linked with the performance appraisal system.

70 60 50 40 30 20 10 0

60

40

20

Yes

No

Can't Say

No Response

CAREER PROGRESS

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Performance Appraisal

Career progress can be defined as continuous progress through the input from organization in term of training, feedback and counseling. In todays changing scenario this has to be followed in every organization so that an individual making progress in the career adding value to him and the organization.

Respondent were asked about the current system helping in their career progress. Are the issues like career planning and succession planning a part of companys policy? The responses to the above were as given below:NUMBER OF EMPLOYEES=120 Response Yes No Cant Say Number 12 60 48 Percentage 10 50 40

49

Performance Appraisal

Only 10% employees agree that career planning and succession planning a part of companys policy, 50% of the employees responded that it does not part of companys policy, while 40% gave employees were unable to say anything.

70 60 50 40 30 20 10 0 Yes

60 48

12

No

Can't Say

Respondent

were

asked

about

the

how

often

performance appraisal is done, formally or informally NUMBER OF EMPLOYEES=120 Response Fortnightly Monthly Six-monthly Annually Not fixed Number 0 0 40 80 0 Percentage 0 0 33.3 66.6 0
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Performance Appraisal

Here the responses from the employees, it was found that appraisal is done annually for 66.6% confirmed employees and 33.3% for trainees/probation employees.

90 80 70 60 50 40 30 20 10 0 Fortnightly Monthly Six-monthly

80

40

0
Annually

0
Not fixed

Respondent were also asked to suggest the basis of the promotion in during the performance appraisal, 5

options were given to the appraisee.

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Performance Appraisal

The responses were as given below: NUMBER OF EMPLOYEES=120 Response Merit cum seniority Seniority cum merit Merit only Seniority only Any other Number 30 30 20 10 10 Percentage 25 25 16.66 8.3 8.3

From the above table, it can be seen that 25% agree that promotion is done based on the Merit and seniority. However 16.6% thought merit as the base. There are 8.3% appraisee who thought Seniority as the base for the promotion.

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35 30 25 20 15 10 5 0

30

30 20 10 10

Merit cum seniority Seniority only

Seniority cum merit Any other

Merit only

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Performance Appraisal

Respondent were also asked to suggest about who does the appraisal for them, 5 options were given to appraise. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Appraisal Committee Your immediate 100 83.33 Number 0 Percentage 0

supervisor Self appraisal 360 degree 100 100 83.33 83.33

appraisal Any other 20 16.66

From the above table, it can be seen that 83.33% appraise involved in self-appraisal, immediate supervisor, and they were aware that appraisal was 360 degree and feedback were asked from their supervisors/managers as well as subordinates.

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Performance Appraisal

120 100 80 60 40 20 0

100

100

100

20 0
Appraisal Committee Self appraisal Any other Your immediate supervisor 360 degree appraisal

The answer of this question can be more than one. In the above table and graph, respondent selected/marked more than one answer/options. 360 degree performance appraisal is one of the appraisal system to know the overall performance of the employee. Feedback of the appraisees performance is taken from all the supervisors, colleagues, subordinates and self appraisal is also been the part of this appraisal

55

Performance Appraisal

3. Employees were also asked about the methodology

being used for performance appraisal, 6 options were given to the appraisee. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Forced choice Number 0 Percentage 0

distribution method Essay method Ranking method Critical method Not aware of the method Any other 0 0 40 33.33 incident 0 80 0 0 66.66 0

From the above table, it can be seen that 66.66% appraisee know that the method of their performance appraisal is Ranking, and about 33.33% appraisee were not aware about the method of appraisal.
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Performance Appraisal

100 80 60 40 20 0

80 40 0 0 0 0

Forced choice distribution method Essay method Ranking method Critical incident method Not aware of the method Any other

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Performance Appraisal

Respondent were asked about the job satisfaction, does appraisal leads to job satisfaction. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No No response Number 50 20 50 Percentage 41.6 16.6 41.6

From the above table, it can be seen that 41.66% appraisee felt that appraisal leads to the job satisfaction and 16.66% appraisee felt that it does not leads to job satisfaction. About 41.66% appraisee fail to response to this question.

60

50
50 40 30

50

20
20 10 0 Yes No No response
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Performance Appraisal

Respondent were asked about the clarity about the procedure involved in the appraisal system. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 90 30 0 Percentage 75 25 0

From the above table, it can be seen that 75% appraisee felt that the procedure involved in the appraisal system are clear to them and 25% appraisee felt that it is not clear to them. ALIGNING GOAL

100 90 80 70 60 50 40 30 20 10 0

90

30

0
Yes No Cant say

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Performance Appraisal

Respondent were asked about the present system, does it help in aligning individual goal with those of the organization. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant Say Number 60 40 20 Percentage 50 33.3 16.6

Here the responses from the appraisees, 50% of the appraisees were agreed that it helps in aligning their goal with those of organization.

60

Performance Appraisal

70 60 50 40 30 20 10 0

60

40

20

Yes

No

Cant Say

REVIEWS Objective of reviews to subordinates is providing constructive feedbacks to enhance their strengths and mitigate the

weaknesses. Feedback provides for the area of improvement. Respondent were asked about if subordinates benefited from the reviews that supervisor/managers gave during the performance appraisal. The responses were as given below:

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Performance Appraisal

NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 40 70 10 Percentage 33.3 58.3 8.3

58% appraisee and appraisers felt that subordinates are not benefited from the reviews provided by the supervisors and managers. It was surprise to know that not lot of employee /appraisee benefited out of reviews provided by the

supervisor /managers.

80 70 60 50 40 30 20 10 0 Yes

70

40

10

No

Cant say

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Performance Appraisal

Employees were asked to comments on the role of top management in their performance appraisal. It was found that appraisees were agreed on the role of top management in their performance system, but they felt that top management compensation, role is very limited when career it comes to and

rewards,

benefits,

planning

succession as mentioned in the company policy. Respondent were asked about their total number of year association with HHPL, The responses were as given below: NUMBER OF EMPLOYEES=120 Response 0- 1 year 1- 2 years 2- 3 years More than 3 years Number 54 20 40 6 Percentage 45 16.6 33.3 5

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Performance Appraisal

From the above table, it can be seen that with the current performance appraisal system, company is able to retain 33% of the employees for more than 2 years.

60 50

54 40

40 30

20
20 10 0 0- 1 year 1- 2 years 2- 3 years More than 3 years

Respondent were asked about who is their reviewing officers. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Immediate supervisor
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Number 88

Percentage 73.3

Performance Appraisal

Onsite

Immediate and

28

23.3

supervisor

India service center manager Subordinates Onsite subordinate and subordinates Co-workers Peers Outside organization 0 120 4 0 100 3 ISC 120 28 100 23.2

Here the responses from the appraisees, HHPL has culture of taking feedback from the supervisor, peers, so-workers, and subordinates. For certain kind of roles appraisal is done by the

150 100 50 0 Immediate supervisor

120 88 28 28 0

120

Onsite Immediate supervisor and India service center manager Subordinates Onsite subordinate and ISC subordinates Co-workers Peers Outside organization

65

Performance Appraisal

clients.

For

expats

appraisal

is

done

by

the

onsite

supervisors/managers and subordinates.

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Performance Appraisal

FEEDBACK Providing feedback plays a constructive role. It helps the employee to know his/her weakness and strength. Feedback provides for the area of improvement. Based on the feedbacks, HR can identify the training needs and enroll the employees for the same. Respondent were asked about the frequency of feedback based on their performance. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Rarely Only when required Often, but not always Yes, every time 10 8.33 Number 30 40 40 Percentage 25 33.3 33.3

33.33% responded that feedback is provided though on a few occasion and only when required. The frequency has to increase
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Performance Appraisal

both from the individual and organization point of view to keep the individual motivated for work in line with the organizational expectations. Feedbacks can be used as interim checks to adherences of an individual to the organization expectation.

45 40 35 30 25 20 15 10 5 0

40 30

40

10

Rarely Often, but not always

Only when required Yes, everytime

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Performance Appraisal

ATTITUDE Respondent were asked about if appraisal system lead to the positive attitude. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 30 70 20 Percentage 25 58.3 16.6

58% appraisee and appraisers felt that appraisal program dont leads to positive attitude and only 25% agreed on the same. Organization need to take initiative to increase the number of people who thinks that appraisal program leads to positive attitude.

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Performance Appraisal

80 70 60 50 40 30 20 10 0 Yes

70

30 20

No

Cant say

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Performance Appraisal

Respondent were asked about if performance appraisal improves relationship between Boss and Subordinate? The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 20 70 30 Percentage 16.6 58.3 25

58% appraisee and appraisers felt that performance appraisal dont improve the relationship between Boss and Subordinate. Organization need to take initiative to increase the number of people who thinks that performance appraisal improve the relationship between Boss and Subordinate.

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Performance Appraisal

80 70 60 50 40 30 20 10 0 Yes

70

30 20

No

Cant say

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Performance Appraisal

Respondent were asked about if performance appraisal creates atmosphere of growth and communication. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 40 50 30 Percentage 33.3 41.6 25

41% appraisee felt that performance appraisal does not create atmosphere of growth and communication and 33.3% felt that it does.

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Performance Appraisal

60

50
50

40
40

30
30 20 10 0 Yes No Cant say

Respondent were asked about if organization provide counseling after the appraisal. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 20 80 20 Percentage 16.6 66.6 16.6
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Performance Appraisal

66%

appraisee

felt

that

organization

does

not

provide

counseling after the appraisal and 16.6% felt that organization does.

90 80 70 60 50 40 30 20 10 0 Yes

80

20

20

No

Cant say

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Performance Appraisal

REMEDIAL MEASURE Based on the performance the remedial measures are taken to do away with weakness if any and build on the strength and add to the existing capability. Responses on the remedial measures were as given below: NUMBER OF EMPLOYEES=120 Response Job Rotation Sent to training Number 27 50 Percentage 22.5 41.66

programme Counseled Any other None 40 0 3 41.66 0 2.5

Response was both for job rotation and training programme. It was felt that more training input is to be provided to the employee to overcome the weakness and improve upon the existing capability of the employee.

76

Performance Appraisal

60 50 40 30 20 10 0 Job Rotation Counselled None

50 40 27

Sent to training programme Any other

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Performance Appraisal

INDIVIDUAL DEVELOPMENT PLAN Respondent were asked about if performance appraisal help in creating individual development plan. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 40 70 10 Percentage 33.3 58.3 8.3

58% appraisee felt that performance appraisal does not help to create individual development plan and 33.3% felt that it does.

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Performance Appraisal

80 70 60 50 40 30 20 10 0 Yes

70

40

10

No

Cant say

Respondent were asked about if job rotation help them to plan for individual development better. The responses were as given below: NUMBER OF EMPLOYEES=120 Response Yes No Cant say Number 78 30 12 Percentage 65 33.3 10

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Performance Appraisal

65% appraisee felt that job rotation help them to plan for individual development better and 33.3% felt that it does not.

90 80 70 60 50 40 30 20 10 0

78

30 12

Yes

No

Cant say

Respondent were asked to provide suggestions towards improving the performance appraisal stem organization. The response were mixed, a. 20% appraisee felt that formal training required for appraisers.
80

in their

Performance Appraisal

b. 40% appraisee felt that appraisal process is influenced by recent incidents and rating is very much biased for recent good or bad incidents, they suggested to have unbiased appraisal process. c. 32% appraisee felt that that should be more training need identification checklist to overcome the weakness.

OVERALL ASSESSMENT OF PERFORMANCE APPRAISAL

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Performance Appraisal

Respondent appraisal.

were

asked

to

rate

the

performance

The response were as given below : NUMBER OF EMPLOYEES=120 Response Outstanding Very Good Good Satisfactory Poor Number 0 20 40 60 0 Percentage 0 16.6 33.3 50 0

50% of the respondent rated the system of performance appraisal to be satisfactory. Nobody rated it to be poor.

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Performance Appraisal

Outstanding Poor 0% 0%

Very Good 17%

Satisfactory 50%

Good 33%

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Performance Appraisal

SWOT ANALYSIS

1.

STRENGTH : Harsoria Healthcare Pvt. Ltd. is a private limited company incorporated on August 2, 2002 under the Indian Companies Act. The factory has been

established at Plot Nos.110&111, Phase-IV, Udyog Vihar, Gurgaon -122015, Haryana (India). This factory is a 100% EOU (Export Oriented Unit) registered with the Noida Export Processing Zone (NEPZ). Harsoria commenced operations in its Design & Development section in June 2002 and the commercial production for the Medical Devices for Single Use commenced in March 2003. The company is organized and managed by professionals having considerable experience in the field. All varieties of IV Catheters being manufactured comply with

International standards for the Product as well as Quality Systems. Currently, the entire production is earmarked for the company's export customers, however the company intends serving requirements of the product in India to some extent. The current overseas customer base is
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Performance Appraisal

spread in Europe, Middle-East and some South East Asian countries. The company is committed to meet the expectations of its valued customers.

2.

WEAKNESS: HHPL is considered as conservative company because of its low risk taking capability, while investing their clients money in the health care product market among their competitors in US and Canada. They The

main weakness of the company is that the company is taking the performance appraisal objective wise, while evaluating a performance of particular employee,

objective wise, the employee does not get enough opportunity to express completely and freely the valid reasons of his/her failure to the organization. Weakness is also highlighted when HHPL, India do this performance appraisal procedure annually.

3.

OPPORTUNITY : With the help of the performance appraisal system the employee get feedback from the company. Employees can realize easily his/her level of
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Performance Appraisal

efficiency level. By this performance appraisal system the employee gets enormous opportunity to enhance their skills by customized training and various other

management programmes.

4.

THREATS : While evaluating an employees performance the

performance appraisal system there is always a chance of fear that those employees who are unable to achieve their target can take it as a huge setback for them and in the log term it tends to decrease their efficiency level how good the employee is and thus it effect the overall performance of the organization. Also future appraisal can be biased from the previous years ratings.

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Performance Appraisal

SUMMARY AND FINDINGS

The analysis and interpretation of data on study of performance appraisal and its effectiveness in an organization led to the following findings: The promotion rules to though defined need to be

communicated

every

employee

before

appraisal

process is done and also justifies the promotion as a result of the appraisal. Promotion policy followed differs at different position and category. Uniformity has to be there in the implementation of promotion policy at all levels.

The process of performance appraisal followed in HHPL, India at the supervisory and above level is not good but it is of satisfactory level. The employees do not rate it very good.

The appraisal outcome has to be used frequently for the purpose of reward on performing well together with the feedback on the performance. Also when performance

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Performance Appraisal

goes down employee has to be given feedback and motivated to do better.

At present, the organization doesnt implement the career planning and career succession plans effectively.

In HHPL, India feedback is being provided to the employee occasionally.

Performance appraisal is done annually. More emphasis on training and job rotation as remedial measures.

The

mechanism

of

counseling

before

and

after

performance is not in practice at the organization in stringent fashion. During the course of study suggestions came from the employee side for the need of counseling.

Around ninety percent of the samples are happy with the induction process of the comp.

Forty one percent of the employees are satisfied with their job placements.

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Performance Appraisal

Ninety five percent of the employees have clarity of their duties and responsibilities

When ages factor is taken, it is observed that a majority of respondents above the age of 45 years are partially satisfied on.

Seventy five percent of the employees believe HHPL, India has a clear cut career plan.

Most of employees belonging to the age group 23-28 years are not satisfied with the way in which their career in taking place.

Thirty three percent of the sample employees feel their appraisal result was not communicated to them in time.

The organization helps the employees in improving the performance.

Most of the employees agree that free communication exists between the employees in the organization.

The organization culture at HHPL is Healthy and employee friendly.

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Performance Appraisal

That the employees are highly satisfied with the flexible timings followed at HHPL.

During interviews, most of employees believe that HHPL is handling the employees grievance satisfactory.

Fifty percent employees of the samples are satisfied with the appraisal system followed by HHPL, India.

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Performance Appraisal

RECOMMENDATIONS

There are some recommendations:-

Training the Appraise: It is proposed that appraiser should be trained for clear understanding of the appraisal system and its objective and also counseled to be honest, fair, just, unbiased in appraising the appraise.

Factors/behavior of evaluation: It is proposed that appraisee evaluated on above factors/behavior be given suitable remark or justification for being given different quantitative grade.

More clarity has to be there in terms of expectations and job responsibility. This is possible when the appraisal is done on the basis of the job description.

In HHPL, performance appraisal is done on an annual basis; this should be changed to Quarterly to make it more effective.

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Performance Appraisal

Consistency and more openness are demanded in the promotional policy. It should not be changed every year.

Monetary difference between two grades should not be big; it should be motivating in nature.

Performance Appraisal system should be made more transparent, unbiased and rationale.

Performance

feedback:

The

performance

feedback

sessions should be improved which would results in increasing employee motivation to improve performance. The following could be incorporated.

Identify the problem behavior and make sure the employee is aware of it.

Make sure that the employee understands the consequences of the problem behavior.

Assistance should be provided to the employees to improve the performance. Make a reasonable plan appropriate to the behavior and set a timeframe for improvement.
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Performance Appraisal

To make sure review the performance time to time.

The other change which has to be incorporated at the Manager/supervisor and the level above are :

The task should be listed down during the previous year and the result achieved.

In some areas of performance there should be self appraisal and an effective counseling should be provided to the employees to improve on weaker area and understands what is expected of him/her at the organization level.

Based on the above an open appraisal system is suggested.

In an open appraisal system, the employee would come together to set the targets, to understand the mutual

expectations and support to be provided by the appraiser to the employee for achieving mutually accepted targets. Through this process of setting targets the interpersonal relationship

between the appraiser and the employee would improve.

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Performance Appraisal

The open appraisal system reduces the whims and fancies of the appraiser. It promotes result orientation as it is based on performance rather than on personality based appraisal.

Developing Performance Objectives: Annuities Data Services 1. Satisfaction Ratio 2. Turnaround time to resolve the downstream system Complaint 3. Up to 5% tolerance for the defined process deviations 4. 95% on time response 5. 95% Quality deliverables 6. 99% adherences to the data for the CDR downstream applications Group Data Services 1. Satisfaction Ratio 2. Turnaround time to resolve the downstream system Complaint 3. Up to 5% tolerance for the defined process deviations
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Performance Appraisal

4. 95% on time response 5. 95% Quality deliverables 6. 99% adherences to the data for the GDR downstream applications 7. Meet the SLA of Group business Individual Data Services 1. Satisfaction Ratio 2. Turnaround time to resolve the downstream system Complaint 3. Up to 5% tolerance for the defined process deviations 4. 95% on time response 5. 95% Quality deliverables 6. 99% adherences to the data for the IDR downstream applications 7. Meet the SLA of Individual line of business Distributing Computing 1. Number of Ideas Generated 2. Prototype Development for the workbench 3. Documentation Quality Assurance 1. Quality cost including manpower
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Performance Appraisal

2. New process development for better quality 3. 0% tolerance for the process deviations Mainframe Team 1. Adherence to the product team schedule 2. Implementing the business rules 3. Documentation Personnel 1. 0% tolerance for the wages calculation 2. Ensure and maintain the hygienic workplace 3. Intelligence source developed 4. Keep up the shift roaster 5. Gate movement control Administration 1. Cost reduction percentage 2. Succession schedule 3. Savings 4. Innovations

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Performance Appraisal

CONCLUSION The employees are fairly satisfied with the HR practices

followed at HHPL.

Overall the employees seem to be satisfied with the job.

However, it was observed that there was a fair amount of satisfaction.

The employees are satisfied with the Performance System

applied by organization.

The experience of conducting this study in HHPL had been a

very good.

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Performance Appraisal

Appendices and Annexure:

Performance Appraisal
Employee Name Designation Division : : : _________________________

_________________________ _________________________

Please mark ( ) the right response

Appraisal Policies:
Q.1. Do you think that promotional policies are well defined in your organization? a. Yes b. No C. cant say

Q.2. Does the promotional policies linked with the performance appraisal system? a. Q.3. Yes b. No. c. cant say

Does career planning and succession is planning a part of companys policy? a. Yes b. No. c. cant say

Q.4. Are you aware of objectives of the performance appraisal system? If yes pls describe.
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Performance Appraisal

Q.5. How often performance Appraisal is done. a. d. Fortnightly. Annually b. e. Monthly not fixed c. Six-monthly

Q.6. What is basis the of performance appraisal? a. b. c. d. e. Merit cut seniority Seniority cum merit. Merit only Seniority only. Any other, Pl. Specify.

Appraisal and You

Q.7. Who does the appraisal for you? a. b. c. d. e. Appraisal Committee. Your immediate supervisor Self appraisal 360 degree appraisal Any other, please specify

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Performance Appraisal

Q.8. Are you aware about the methodology being used for performance appraisal in your organization? If yes, pls select out of followings: a. b. c. d. e. Forced choice distribution method. Essay method Ranking method Critical incident method Any other, kindly specify

Q.9. Do you think that appraisal leads to Job Satisfaction? a. Yes b. No

Q.10 Are you clear about the procedure involved in the appraisal system? a. Yes b. No. c. Cant say

Q.11.Does the system help you in aligning your goals with those of the organization? a. Yes b. No. c. Cant say

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Performance Appraisal

Q.12.Do you think that appraisal system offer an opportunity to detection your strength and weaknesses? a. Yes b. No c. Cant say

Q.13.Do you think that your subordinate benefited from the review you give them during the Performance Appraisal? a. Yes b. No c. Cant say

Q.14.What is the role of top management in your performance appraisal? Please comment. Q.15. What is your total number of years association with HHPL? Q.16.Do you belong to the appraisal committee? a. Yes b. No

Q.17.Who are your Reviewing officers? a. b. Immediate superior Onsite Immediate superior and India service

center manager c. Subordinate

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Performance Appraisal

d.

Onsite Subordinate and India service center

Subordinate e. f. g. Co-worker Peers Outside organization

Q.18.Do you get the feedback of performance appraisal? a. c. Yes, every time. Only when required b. d. Often, but not always. Rarely

Q.19.Who provide you the feedback of performance appraisal? a. b. c. d. Immediate superior Onsite Immediate superior Onsite HR Personnel India HR Personnel

Q.20.Does appraisal program leads to positive attitude? a. Yes b. No

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Performance Appraisal

Q.21.Do you think that performance appraisal improves relationship between Boss and Subordinate? a. Yes b. No

Q.22.Does performance appraisal improve job knowledge skills? a. Yes b. No

Q.23.Does appraisal / creates atmosphere of growth and communication? a. Yes b. No

Q.24.Does the organization provide counseling after the appraisal? a. d. Always Never b. Often e. Cant Say c. Rarely

Q.25.Who does the counseling? a. c. Trained professionals Cant say b. Untrained counselors

Q.26.What kind of remedial measures are taken?

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Performance Appraisal

a. c. specify..

Job rotation Counseled

b.

Sent to training program d. Any other, kindly

Q.27.How do you rate the overall assessment of performance appraisal? a. c. d. Outstanding Good Poor b. d. Very good Satisfactory

Q.28.Does performance appraisal help in creating Individual development plan? a. Yes b. No

Q.29. Do you agree on job rotation help you to plan for individual development better? a. Yes b. No

Q.30. Suggestion towards improving the performance appraisal system in your organization.

Bibliography
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Performance Appraisal

Managing a Global Workforce by Charles M. Vance and Yongsun Paik M. E. Sharpe, Inc. 2006 Personnel management, Edition sixth, by Flippo Edwin B., Tata Mc Graw Hills, 1984, p.g. 225-230.

WEB SITES SURFED www.google.com www.citeMailer.com www.HHPL.com

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