Institute of Management Technology, Dubai
Project Reliance Industries Ltd
Submitted by: Kriti u!ta Srishty u!ta Ruchita "hauhan
Contents LITERATURE REVIEW....................................... ........................................................... ........................................ ................................. .................... ....... 5 Performance Management System .....................................................................................5 Typical outcome of PMS in an organization .........................................................................6
............................................................ .............................................................. ............................................... ..... 8 INTR!U"TIN........................................ .......................................................... ....................................... .................................... .......................... ......... 8 A#out t$e company ...................................... Reliance %ision statement ..................................... ......................................................... ........................................ ....................................... ...................9 9 PER&RMAN"E APPRAISAL S'S'TEM AT RELIAN"E ....................................................10 #(ecti%es....................................... ........................................................... .............................................................. ..................................................... ........... 10 Performance Appraisal acti%ity )Employee "o%erage* ..........................................................10 PARTS & PER&RMAN"E APPRAISAL AT RELIAN"E .....................................................11 Performance Assessment Assessment ...................................... .......................................................... ...................................... ................................ .................. .... 11 "ompetency an+ Value Assessment .................................................................................12 Personal !e%elopment Plan ...........................................................................................13 PER&RMAN"E APPRAISAL PR"ESS ..........................................................................14 Pre,Appraisal........................................ ............................................................ ....................................................... ................................................ ............. 14 Pre Appraisal Process Steps- ..........................................................................................14 Performance Appraisal Process .......................................................................................15 Employee Self Appraisal Steps .......................................................................................16 Part,Appraiser steps ........................................ ............................................................ ................................................ ........................................ ............ 16 Super%isors Steps ........................................ ........................................................... ............................................. ........................................ .................. .... 16 !irect Reports Re%ie. / Appro%al process .......................................................................17
.......................................................... .............................................................. .......................................... 17 Normalization Steps...................................... Normalization Instance Instance ....................................... ........................................................... ........................................ ......................................18 ..................18
Performance Performance Review Discussion................................... Discussion............................................................................ ......................................... 19 OUTPUT O! P"R!OR#$%&" $PPR$'$( )T"#................................................ )T"#.....................................................20 .....20 Training Training an+ +e%elopment ...................................... ......................................................... ....................................... .................................... ................ 20 Salary Increments....................................... ........................................................... ........................................ ................................. ........................ ........... 20
('#'T$ ('#'T$T'O% '% R"('$%&" !R$#"*OR+................................ !R$#"*OR+.............................................................. ................................... ..... 21 &O%&(U'O%............ &O%&(U'O%................................ ........................................ ........................................ .................................................. .................................... ...... 22 ,',('O-R$P)................ ,',('O-R$P).................................... ........................................ ....................................... .................................................. ............................... 23
LIT#R$T%R# R#&I#' Performance Management System
Performance management is a proce+ure .it$ t$e ai+ of .$ic$ managers an+ personnel .or0 collecti%ely to +e%ise1 screen an+ e%aluate an employee2s .or0 targets an+ general contri#ution to t$e enterprise3 E4tra t$an (ust an annual performance assessment1 performance management is t$e continuous tec$ni5ue of putting targets1 assessing +e%elopment an+ offering on,going e+ucation an+ comments to ma0e certain t$at employees are meeting t$eir targets an+ profession +reams3 A po.erful o%erall performance control system .ill
6e (o# specific1 mas0ing a %ast %ariety of (o#s .it$in t$e #usiness enterprise Align along .it$ your agency2s strategic route an+ tra+ition Pro%i+e an accurate image of eac$ employee2s performance Encompass a colla#orati%e proce+ure for placing goals an+ re%ie.ing performance #ase+ totally on t.o,manner communicate among t$e employee an+ super%isor !isplay an+ +egree outcomes ).$at* an+ #e$a%iors )$o.* Inclu+e eac$ a+%antageous comments for a acti%ity nicely finis$e+ an+ constructi%e remar0s .$ilst +e%elopment is .ante+ Ensure t$at employee paintings plans assist t$e strategic course of t$e enterprise !isco%er areas of impro%ements an+ esta#lis$ plans for en$ancing o%erall performance Ai+ personnel in attaining t$eir .or0 an+ profession +esires t$roug$ figuring out e+ucation .is$es an+ +e%elopment possi#ilities
T$e esta#lis$ment of an effecti%e o%erall performance control system re5uires time an+ sources an+ t$erefore1 t$e ai+ of t$e #oar+1 t$e e4ecuti%e +irector an+ +ifferent senior managers3 W$en +e%eloping a #ran+ ne. performance control manner1 a #usiness enterprise can stri0e up a committee ma+e of employees1 managers an+ #oar+ mem#ers to gro.t$ purc$ase,in1 un+erstan+ing an+ $elp for t$e proce+ure3 Management support to #e$a%e upon t$e results of t$e o%erall performance management system is also necessary to ma0e sure t$at proper o%erall performance is recognize+1 ina+e5uate o%e rall performance conse5uences .it$in t$e essential ai+ an+7or sc$ooling to en$ance performance an+ continuously negati%e o%erall performance conse5uences in an alternate of +uties or termination1 as appropriate3
Ty!ical outcome of PMS in an organi(ation
If o%erall performance control is applie+ efficaciously .it$ precise targets tie+ to t$e strategic an+ operational plan1 organizational o%erall performance results in all li0eli$oo+ .ill #oom in no
time3 &or instance1 if t$e "E as0e+ for a 89 gro.t$ in gross margin1 t$is o#(ecti%e coul+ #e casca+e+ rig$t +o.n to e%ery #ranc$1 group an+ c$aracter .$ic$ can influence t$e increase in gross margin3 &ol0s .$o are successful at accomplis$ing t$is o#(ecti%e get a fa%ora#le e%aluation1 people .$o coul+n:t1 gets a +etrimental o%erall performance assessment insi+e t$e a#sence of e4tenuating occasions3 T$e met$o+ of o%erall performance control t$erefore +ri%es organizational performance conse5uences3 Personnel t$at attain t$e organizational goals are re.ar+e+ .it$ #eneficial criti5ues an+ #onuses in step .it$ t$eir o%erall performance an+ contri#ution to t$e enterprise3 "ommunication- t$e employee an+ t$e manager communicate more often an+ agree on mo+ifie+ o#(ecti%es to fit perse%ering .it$ a+(ustments in con+itions an+ priorities3 T$is is an inclusi%e an+ colla#orati%e manner1 .$ic$ ensures t$at t$e .or0er feels $e $as no longer .aste+ t$e year3 T$e .or0er .or0s to.ar+ specific goals .$ic$ are rele%ant3 If t$e employer is t$e use of a o%erall performance management pro+uct t$at $as an o%erall performance +iary1 #ot$ t$e manager an+ .or0er atten+ t$e assessment assem#ly .it$ copies of t$eir performance +iary notes3 T$is incorporates results to #e e%aluate+3 ;i%en t$at eac$ $a%e content1 t$ey feel a .$ole lot #etter prepare+ an+ strain is lo.er t$an in t$e e%ent t$at t$ey $a%e #een atten+ing a meeting no longer a.are of t$e su#(ect rely3 E%eryone 0no.s t$e gui+elines- W$ere t$ere may #e a nicely #ase+ performance management mac$ine t$at is efficiently communicate+1 #ot$ t$e employee a n+ super%isor enter t$e proce+ure .it$ #etter tiers of self,#elief as t$ere are proce+ures to #e follo.e+3 Personnel are assesse+ on success of targets .$ic$ $a%e #een simply +iagnose+ an+ agree+ to3 T$e final results is t$at #ot$ people $a%e an 0no.le+gea#le +iscussion an+ cognizance on success of #ot$ pri%ate an+ #usiness goals1 no. not on pro#lems .$ic$ are inappropriate3
6y performing common performance criti5ues1 %isi#ility is accelerate+ +ramatically3 Areas of non,o%erall performance get $ol+ of lots e4tra consciousness an+ attention an+ trou#les may #e acte+ upon plenty faster3 Most o%erall performance management structures offer reporting as to .$o $as or $as no. not performe+ t$eir goals )+epartments an+ in+i%i+uals*3 A+(ustments to o#(ecti%es or met$o+ can t$en #e ma+e to ma0e sure e4pectations may #e met3 Alternately1 e4pectations can #e mo+ifie+ as suita#le3 6y using re%ie.ing e4tra often1 all managers an+ personnel start to +e%ise an+ e4ecute to certainly concept out goals3 T$is effects in $ig$er resource control an+ allo.s managers to .or0 at t$e enterprise1 no. not in t$e enterprise3 Employee stu+ying an+ +e%elopment #egins to $appen- ;i%en t$at most o%erall performance management structures re5uire managers an+ employees to +eci+e to a +e%elopment plan1 personnel en(oy real non,pu#lic impro%ement an+ en+ up greater engage+ .it$ t$e enterprise3 T$ey sense a part of t$e organization an+ start to remem#er t$e fact t$at t$ey an+ t$e organization are inter+epen+ent3 T$e corporation is gro.ing t$e .or0er an+ t$e employee is .or0ing closer to +e%eloping t$e corporation .it$ t$e ai+ of accomplis$ing its +reams3 T$e ma(ority of o%erall performance management structures are capa#le o f pro%i+e grap$ical compliance re%ie.s3 "onse5uently1 t$e placing of o#(ecti%es an+ impro%ement plans for personnel can no. not #e not note+3 Employees see real planning1 are concerne+ in placing significant o#(ecti%es an+ feature input into personal impro%ement plans .$ic$ gain #ot$ t$emsel%es an+ t$e corporation3 In all1 t$is conse5uences in an engage+ #o+y of .or0ers .$o are e4traor+inarily committe+ to ac$ie%ing real results for t$e #usiness enterprise
I)TR*D%"TI*) $bout the com!any
Reliance Retail is t$e retail initiati%e of Reliance ;roup3 It $as#uilt up %alua#le relations$ips .it$ customers in a s$ort span of time #y pro%i+ing t$em outstan+ing ser%ices1 superior 5uality an+ e4ceptional e4periences across all stores3
Since its initiation in >??@1 Reliance Retail $as +e%elope+ to ta0e into account a $uge num#er of clients1 an+ a great many agriculturists an+ merc$ants3 Reliance Retail ser%es more t$an >3 million clients consistently1 an+ its +e+ication program1 Reliance ne1 $as t$e support of more t$an @3B million clients3 ur across t$e nation s ystem of retail outlets con%eys a .orl+,class s$opping en%ironment an+ unmatc$e+ client e4perience fuele+ #y our #est in class inno%ation an+ consistent pro+uction net.or0 frame.or03
Reliance Retail $as recei%e+ a multi,group proce+ure an+ .or0s accommo+ation stores1 general stores1 $ypermar0ets1 .$olesale money an+ con%ey stores1 an+ strengt$ stores an+ $as +emocratize+ access to a .i+e range of items an+ a+ministrations o%er all portions for e%ery single In+ian customer3
Reliance Retail $as accomplis$e+ t$e 5ualification of #eing t$e #iggest retailer in t$e nation .it$ center organization segments ac$ie%ing mar0et a+ministration in t$eir in+i%i+ual classes3 !epen+ence Retail:s +e+ication to #ettering li%es $as #een encapsulate+ in its interest to $a%e any 0in+ of effect on social financial issues in In+ia3 T$e acti%ity $as #roug$t a great many ranc$ers an+ little ma0ers to t$e cutting e+ge of t$e retail up$ea%al #y colla#orating .it$ t$e m for +e%elopment3
Profoun+ un+erstan+ing into In+ia:s monetary1 social an+ utilization assorte+ 5ualities +ri%es Reliance Retail:s %ision in t$e retail uni%erse3 T$e .or0ing mo+el +epen+ s on client centricity1 .$ile utilizing normal focuses of fa#ulousness in inno%ation1 #usiness proce+ures an+ pro+uction
net.or03 All t$e more imperati%ely1 it $as manufacture+ a soli+ a n+ resolute esta#lis$ment t$roug$ its uncommon in+i%i+uals3
Reliance Retail $as +e%elope+ as t$e accomplice of +ecision for International #ran+s an+ $as set up elite organizations .it$ numerous .ors$ippe+ .orl+.i+e #ran+s1 for e4ample1 !iesel1 Super+ry1
Reliance +ision statement
We .ill #uil+ one of t$e .orl+2s most performance +ri%en1 process efficient an+ people frien+ly learning organization to attract t$e #est an+ t$e # rig$test .$o .ill #e +eli%ering optimum %alue1 +esign an+ e4perience to our customers on asustaina#le #asis3 We .ill create a .or0en%ironment .$ic$ .ill #e responsi%e1 respectful an+ +elig$tfulF
P#RR*M$)"# $PPR$IS$L S-S-T#M $T R#LI$)"# Employees .ant to #e appreciate+ for t$e $ar+ .or0 t$ey $a%e put in an+ a tool li0e performance e%aluation pro%i+es t$e mec$anism for creating a pay,for,performance culture .it$in an organization .$ic$ furt$er ensure creating a loyal1 result oriente+ an+ moti%ate+ .or0force At Reliance Retail1 Performance E%aluation is t$e formal process t$roug$ .$ic$ an employee2s contri#ution )performance1 competencies* is appreciate+ .it$ reference to esta#lis$e+ goals un+erta0en o%er a perio+ of time to esta#lis$ t$e employee2s performance1 $is +e%elopmental nee+s an+ suggest impro%ements t$roug$ a structure+ process *bjecti+es
To assess t$e performance of employees2 against set goals an+ o#(ecti%es To i+entify t$e training an+ +e%elopmental nee+s of t$e employees "reate employee performance +ata #ase .$ic$ .oul+ ai+ t$e organization in ma0ing %arious people relate+ +ecisions
Performance $!!raisal acti+ity .#m!loyee "o+erage/
T$e annual Performance appraisal cycle at Reliance co%ers t$e follo.ing employees
All "onfirme+ Employees as on 8Gst Hanuary >?? B &or people .$o $a%e (oine+ #efore 8Gst Hanuary >??B an+ are not confirme+1 t$is online/ appraisal .ill act as Annual Appraisal plus Appraisal #efore confirmation as .ell3
no nee+ of a separate Appraisal #efore "onfirmation3 Employees .$o $a%e #een transferre+ from RIL ;roup "ompanies to Reliance Retail on or #efore 8Gst Hanuary1 >??B@
P$RTS * P#R*RM$)"# $PPR$IS$L $T R#LI$)"# Performance appraisal at Reliance consists of-
P e r o r m a n c e A s sC e o s m s mp e e t n e t n c y & V a l u e A s s e s s m P e e r n s t o n a l D e v e o p m e n t P a n
$ s s e s s m e n 0 a 1 a i n $ s 0 s s e s 0 s 1 m o ea n 0 o n 3 a s i s o f R R s 8 1 , e a n s e i s c o f c o 6 m e n5 e 7 e i n n c 1 i e T s D 5 a n Performance $ssessment
Performance of an in+i%i+ual is e%aluate+ against set goals an+ o#(ecti%es +uring t$e con cerne+ year un+er consi+eration3
All t$e employees .ill #e assesse+ on a minimum o f goals an+ o#(ecti%es on a / pointrating scale ranging fromG !oes Not Meet Performance E4pectations2 to J Significantly E4cee+s Performance E4pectations21 .$ic$ .ill #e con%erte+ to a 8point scale for t$e %erall Performance Rating # y t$e system3 T$e logic #e$in+ t$e con%ersion is a simple a%erage of t$e ratingsA%erage up to >3 )inclu+ing >3* / %erall rating is 0elo1 Plan A%erage #et.een >3@ / K3 t$e %erall rating is *n Plan A%erage #et.een K3@ / t$e %erall rating is Significantly $bo+e Plan
"ompetency is t$e com#ination of 0no.le+ge1 s0ill1 an+ attitu+e1 #e$a%ior t$at are essential to perform a (o# effecti%ely an+ +iligently an+ +ifferentiate superior performers from a%erage performers3
In t$e current Performance Appraisal Acti%ity an in+i%i+ual .ill #e assesse+ on RR2s current generic competencies applica#le for a career group3 T$ese competencies $a%e #een arri%e+ at t$roug$ e4tensi%e researc$ an+ +eli#erate+ +iscussion3 Eac$ competency $as > partsa* Definition t$e generic +efinition of t$e competency1 .$ic$ remains common across all +omains #* 0eha+ioral Descri!tors t$e #e$a%ioral manifestations of t$e competenc y3 T$ese are o#ser%a#le an+ an employee is assesse+ on t$e fre5uency at .$ic$ $e +isplays t$ese #e$a%iors3 Eac$ #e$a%ioral +escriptor is rate+ on a / point fre5uency scale ranging from JNe%er2 toJAl.ays23 T$e ratings for a particular competency are a%erage+ to g i%e an %erall Rating for t$e "ompetency on a 8/ pointscale )G Nee+s Impro%ement1 > Meets E4pectations1 8 E4cee+s E4pectations*3 All competencies t$at $a%e a rating of G .ill get a++e+ into t$e areas of impro%ement in t$e P!P T$e %erall "ompetency Assessment is on a 8/ point Scale
Nee+s Impro%ement1 Meets E4pectations E4cee+s E4pectations3
T$is rating forms t$e secon+ input to t$e contri#ution rating3
Value Assessment To create a culture of trust1 o.ners$ip an+ ac$ie%ement1 it is essential t$at e%ery employee stri%es to li%e up to t$e organizational %alue3 rganizational %alues are critical to t$e success of t$e Reliance an+ form an important part of t$e Performance Management System3 Value rientation is rate+ on a >/ point Scale Li%es t$e Values / !oes Not Li%e t$e Values3
Personal De+elo!ment Plan
T$e Personal !e%elopment Plan )P!P* captures t$e i+entifie+ +e%elopment gaps an+ t$e plan of action for t$e employee3 T$e P!P is mutually arri%e+ at #y t$e employee an+ $is7$er super%isor3 It forms t$e #asis for i+entifying t$e training an+ +e%elopment plan for t$e employee3
T$e inputs for t$e P!P primarily come from t$e Performance Re%ie. "ommittee7 !iscussion #et.een t$e Super%isor / t$e Employee3 T$e plan may #e in terms of Pro(ect reassignment7Ho# rotation1 coac$ing an+ Training t$at may #e re5uire+ to impro%e p erformance3 T$is rating forms t$e t$ir+ input to t$e contri#ution rating3
P#R*RM$)"# $PPR$IS$L PR*"#SS T$is is t$e point at .$ic$ t$e e4ecution of t$e employee is sur%eye+ an+ tal0e+ a#out in intensi%e su#tle element1 .it$ t$e super%isor imparting t$e s$ortcomings an+ 5ualities seen in employee t$us1 furt$ermore recognizing open +oors for t$e representati%e to gro. professionally3
Pre2$!!raisal
It2s %ery important to enter t$e system so as to a%oi+ any 0in+ o +iscrepancies in future3 It %ali+ates t$e .$ole performance appraisal process (in for P# for emoee
:aiaion of ae %O
"moee informs ;e O# #anaer for correcion of
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(in for P# for emoee
Pre $!!raisal Process Ste!s:
G* Employee signs onto R"onnect an+ clic0s on t$e PMS lin0 >S7$e procee+s .it$ %ali+ation of #asic information1 for e4ample1 Name of t$e appraisee an+ t$at of t$e RG 8* If any errors in t$e +ata are o#ser%e+1 t$e respecti%e TE manager is informe+ a#out t$e same3 T$e +ata is correcte+ an+ a ne. form .it$ correct +etails is sent K* Employee t$en #egins .it$ t$e Self Appraisal
Performance $!!raisal Process
At t$is stage Reliance In+ustries $as uni5ue step to con+ uct self,appraisal first an+ part appraiser if re5uire+ in t$e process3 nly after getting confirmation from t$e Su per%isor2s super%isor t$e normalization process #egins &omeion of sef< $raisa of ar emoee 'nvovemen araiser
umi
uervisor conucs Performance Review iscussion wi; emoee
!ormai comeion Par $raiser on concerne ro=ec
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Provision of overa scorin an rain suervisor
:aiaion of conruenc eween %O erformance rain an conriuion %orm in Oranisaion
umission of
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#m!loyee Self $!!raisal Ste!s
Uae Rains if neee
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uervisor>s suervisor arova on erformance rains
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uervisor uaes accorin o orers
Employee $as to fill in at least $rova goals an+ o#(ecti%es in t$e space pro%i+e+ %ormai?aion Process eins Employee pro%i+es rating to eac$ of t$e goals an+ o#(ecti%es in relation to t$e $is7$er performance on %arious parameters after $a%ing an o%er%ie. of t$e rating Employee can attac$ +ocuments or pro%i+e comments in section of employee comments Procee+ing furt$er t$e employee on completion of t$e Part,G of Appraisal &orm in Performance Assessment1
Part2$!!raiser ste!s • •
•
T$e Appraiser logs on t$e PMS lin0 pro%i+e+ Part appraiser assess accor+ing to t$e goals an+ o#(ecti%es of t$e employee3
Su!er+isors Ste!s
Superior logs on t$e PMS lin0
Direct Re!orts Re+ie1 3 $!!ro+al !rocess
• •
!irect Reports logs on PMS Lin0s Re%ie.s t$e form an+ t$e rating pro%i+e+ #y super%isor Entail (ustification in follo.ing areas"omparison #et.een employee Self Rating an+ Super%isor rating "omparison #et.een part appraiser an+ super%isor rating "omparison of system generate+ rating an+ super%isor rating Re%ert t$e form in case of any +iscrepancies "losure in cases .$ere appro%al is gi%en #y t$e rater
)ormali(ation Ste!s
It is t$e relati%e ran0ing p$ase3 T$e superior signs off normalization at state le%el an+ at #usiness function le%el for people in corporate roles •
•
Post completion of t$e PMS system #y all t$e employees in t$e state State
)ormali(ation Instance
In scenario of Goo employees in a state t$is $o. t$e normalization .ill #e prece+e+
Performance Review Discussion
It is a +escription outlay of t$e performance of appraisee .it$ t$e appraiser It .ill $a%e fee+#ac0 mec$anism Resol%e any pro#lems if t$ere on #oar+ • a utcome 5 5 s$oul+ " o @ #e r !e%elopment 05 2 ,$ o uc r /a0 i performance 2 i 0 6 o i ion n management n 1P 2 a n • •
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OUTPUTS OF PERFORA!CE APPRA"SA# S$STE
Training and de+elo!ment After t$e completion of appraisal process t$ere is al.ays a nee+ for con+ucting training nee+ analysis for eac$ an+ e%ery employee of t$e organization
As per t$e performance assessment an+ comp gaps t$e training programs are +rafte+ .$ic$ can #e cat into t$ree stages •
4ob rotation54ob reassignment -
•
in relation to t$eir current (o# profile so as to ma0e t$em competent to perform ne. role an+ a+(ust .it$ ne. en%ironment "oaching: T$is type of formal7informal training is essential for entry le%el7 mi+ le%el employees .$ic$ entails a $ealt$y an+ competiti%e en%ironment for .or0 insi+e t$e organization3 Training Programs5seminars: T$ese programs $elps in moti%ating employees to perform at par an+ +e%elop t$e re5uire+ s0illset .$ic$ .ill en$ance t$eir current an+ future performances
Salary Increments As per t$e performance re%ie. an+ +iscussion .it$ t$e super%isor)s* t$e employees on t$e #asis of positioning on t$e contri#ution matri4 are gi%en some monetary #enefits .$ic$ an+ e4ten+e+ .it$ a++itional re.ar+s3
#""TAT"O!S "! RE#"A!CE FRAE%OR& orced distribution system Employee2s cali#er is not +epen+ent on results ac$ie%e+ #ut t$e presence amongst t$e
peers an+ it can +egra+e team.or0 spirit an+ creati%ity .$ic$ .ill critically impact t$e •
organizational performance3 0ias by the direct re!ortee since t$ere is no mec$anism to c$ec0 if t$ere is any
•
+iscrepancies or any 0in+ of prere5uisites in t$e min+ of t$e manager Part $!!raiser bias T$is is a clear case of
CO!C#US"O!
T$e fin+ings in t$is pro(ect $a%e confirme+ t$at it:s far %ital to $a%e a po.erful performance appraisal system3 T$e system nee+ to #e unfastene+ from #ias in or+er t$at employees are affor+e+ t$e ris0 to get a trut$ful appraisal3 It s$o.s t$at if appraisals aren:t $onest1 t$en a .or0er coul+ no. not #e pri%y to t$eir aut$entic performance stage3 T$is .ill $a%e an effect on t$eir opportunity for a+%ancement of t$eir (o#s in t$e future3 It coul+ also $a%e an effect on personnel2 moral as correct appraisal effects encourage personnel to paintings e%en toug$er3 "onse5uently misgui+e+ ratings results in frustrate+ employees1 irrele%ant re.ar+s an+ punis$ment3 An effecti%e performance appraisal system is %ital in any organization as t$is is a .ay o n .$ic$ managers2 #ase crucial +ecisions on employees2 career +e%elopment3 Accounta#ility .oul+ en$ance effecti%eness= $ence managers nee+ to #e $el+ accounta#le for t$eir actions1 so as to ensure t$at t$ey con+uct appraisals free from #ias +ue to frien+s$ip an+ fa%oritism3 In t$e e%ent t$at t$eir rating is c$allenge+1 t$e y s$oul+ #e a#le to s$o. clearly $o. t$ey arri%e+ at suc$ a gra+e3 6ias appraisals can affect t$e morale of ot$er $ar+ .or0ing employees1 resulting in me+iocre performance3 It can also gi%e t$e employees .$o recei%e t$e #ias appraisals a false sense of security3 In en+1 t$e o%erall performance system t$at t$e firm inten+s to enforce .ill permit it to meet t$e e4pectancies of its sta0e$ol+ers in t$e en+3 T$e firm .ill follo. all important stages .$ic$ are associate+ .it$ t$e ne. approac$ to ma0e certain t$e mac$ine is aligne+ to t$e long term imaginati%e an+ prescient t$at pu#lications its operations .it$in t$e in+ustry3 e4tra importantly1 o%erall performance management structures carrie+ out %ia t$e firm .ill a.areness on commencing up +ecision ma0ing proce+ures to allo. personnel to #roa+en t$eir professional talents in t$e long time3 As a result1 t$is coul+ allo. personnel to ma0e contri#utions to t$e long time ac$ie%ement of t$e #usiness enterprise .it$ t$e ai+ of pro%i+ing %alua#le i+eas .$ic$ .ill impro%e t$e fine of effects attaine+3 Appraisal structures .$ic$ t$e employer .ill use .ill ena#le it to #e $onest to all its personnel to inspire t$em to attain precise outcomes in t$eir respecti%e .or0stations3
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