INTRODUCTION
The history of performance appraisal is quite brief. Its roots in the early 20th century. But this is not very helpful, for the same may be said about almost ev erything in the field of modern human resources management. As a distinct and fo rmal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago. Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession! There is, says Dulewicz (1989), ".. a basic human tendency to make judgments abo ut 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, includin g subordinates, naturally, informally and arbitrarily. The human inclination to judge can create serious motivational, ethical and lega l problems in the workplace. Without a structured appraisal system, there is lit tle chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. Performance appraisal systems began as simple methods of income ju stification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order. Little consideration, if any, was given to the developmental possibilitie s of appraisal. It was felt that a cut in pay, or a rise, should provide the onl y required impetus for an employee to either improve or continue to perform well . Sometimes this basic system succeeded in getting the results that were intende d; but more often than not, it failed. For example, early motivational researchers were aware that different people wit h roughly equal work abilities could be paid the same amount of money and yet ha ve quite different levels of motivation and performance. These observations were confirmed in empirical studies. Pay rates were important, yes; but they were no t the only element that had an impact on employee performance. It was found that other issues, such as morale and self-esteem, could also have a major influence . Most persons share a desire to know the answer to the question, "How am I doing? " They want to know what is expected of them, how well they are meeting the expe ctations, how they can improve, and some want to know how they might qualify for higher responsibilities. The process of performance appraisal should provide th e opportunity for discussion of these concerns. The process should also provide the basis for enhanced communication among college personnel. The performance appraisals can have a huge impact on the future of the employee in the company. When the feedback is provided correctly and the manager makes a follow up of all the agreements done during the performance appraisal interview, the performance appraisals can work without any formal documents. As the HRM Fu nction is responsible for the performance management process, it brings new and better performance appraisal forms every single year. And the result usually fai ls every year. The managers and the employees do not see the benefits of partici pating in the performance review process as they take it as an activity driven b y Human Resources for Human Resources. Definition of Performance Appraisal According to Flippo, "performance appraisal is the systematic, periodic and an i mpartial rating of an employee’s excellence in the matters pertaining to his prese
nt job and his potential for a better job”. “Appraisal is a process that provides an analysis of a Person’s overall capabilities and potential, allowing informed decisions to be made for particular purposes”. A n Important part of the process is assessment, whereby data on an individual’s pas
t and current work behavior and Performance are collected and reviewed. Concepts Typically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employ ee development, and customer service, the emphasis has shifted to employee feedb ack from the full circle of sources depicted in the diagram below. This multiple -input approach to performance feedback is sometimes called “360-degree assessment” to connote that full circle. There are no prohibitions in law or regulation agai nst using a variety of rating sources, in addition to the employee’s supervisor, f or assessing performance. Research has shown assessment approaches with multiple rating sources provide mo re accurate, reliable, and credible information. For this reason, the U.S. Office of Personnel Management supports the use of mul tiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The circle, or perhap s more accurately the sphere, of feedback sources consists of supervisors, peers , subordinates, customers, and one’s self. It is not necessary, or always appropri ate, to include all of the feedback sources in a particular appraisal program.
• S UP E RI O R S/ M AN G E RS Evaluations by superiors are the most traditional source of employee feedback. T his form of evaluation includes both the ratings of individuals by supervisors o n elements in an employee’s performance plan and the evaluation of programs and te ams by senior managers. • S EL F -A S S ES S ME N T This form of performance information is actually quite common but usually used o nly as an informal part of the supervisor-employee appraisal feedback session. S upervisors frequently open the discussion with: “How do you feel you have performe d?” In a somewhat more formal approach, supervisors ask employees to identify the key accomplishments they feel best represent their performance in critical and n on-critical performance elements. In a 360-degree approach, if self-ratings are going to be included, structured forms and formal procedures are recommended. •
P EE R S
With downsizing and reduced hierarchies in organizations, as well as the increas ing use of teams and group accountability, peers are often the most relevant eva luators of their colleagues’ performance. Peers have a unique perspective on a coworker’s job performance and employees are generally very receptive to the concept of rating each other. Peer ratings can be used when the employee’s expertise is k nown or the performance and results can be observed. There are both significant contributions and serious pitfalls that must be carefully considered before incl uding this type of feedback in a multifaceted appraisal program. •
S UB O RD I N AT E S
An upward-appraisal process or feedback survey (sometimes referred to as a SAM, for “Subordinates Appraising Managers”) is among the most significant and yet contro versial features of a “full circle” performance evaluation program. Both managers be ing appraised and their own superiors agree that subordinates have a unique, oft en essential, perspective. The subordinate ratings provide particularly valuable data on performance elements concerning managerial and supervisory behaviors. H owever, there is usually great reluctance, even fear, concerning implementation of this rating dimension. On balance, the contributions can outweigh the concern s if the precautions noted below are addressed.
•
C US T OM E R S
Executive Order 12862, Setting Customer Service Standards, requires agencies to survey internal and external customers, publish customer service standards, and measure agency performance against these standards. Internal customers are defin ed as users of products or services supplied by another employee or group within the agency or organization. External customers are outside the organization and include, but are not limited to, the general public.
OBJECTIVES OF PERFORMANCE APPRAISAL
Data relating to performance assessment of employees arc recorded, stored. And u sed for seven purposes. The main purposes of employee assessment are: 1) To effe effect ct prom promot otio ions ns base based d on comp compet eten ence ce and and perf perfor orma manc nce. e. 2) To conf confir irm m the the serv servic ices es of prob probat atio iona nary ry empl employ oyee ees s upon upon thei their r comp comple leti ting ng the probationary period satisfactorily. 3) To asse assess ss the the trai traini ning ng and and deve develo lopm pmen ent t need needs s of empl employ oyee ees. s. 4) To deci decide de upon upon a pay pay rais raise e whe where re (as (as in in the the unor unorga gani nize zed d sec secto tor) r) regu regula lar r pay scales have not been fixed. 5) To let let the the empl employ oyee ees s know know wher where e they they stan stand d inso insofa far r as thei their r perf perfor orma manc nce e is concerned and to assist them with constructive criticism and guidance for the purpose of their development. 6) To impr improv ove e com commu muni nica cati tion on. . Per Perfo form rman ance ce appr apprai aisa sal l pro provi vide des s a form format at for for di di alogue between the superior and the subordinate, and improves understanding of p ersonal goals and concerns. This can also have the effect of increasing the trus t between the rater and the ratee. Broadly, performance appraisal serves four objectivesi. Developmental uses, i i. Administrative uses/decisions, iii. iii. Orga Organi niza zati tion onal al main mainte tena nanc nce/ e/ob obje ject ctiv ives es, , and and i v. Documentation purposes. . Pre-requisites for Effective & Successful Performance Appraisal
The essentials of an effective performance syst em are as follows: • Docu Docume ment ntat atio ion n – mean means s cont contin inuo uous us noti noting ng and and docu docume ment ntin ing g the the perf perfor orma manc nce. e. It also also h elps the evaluators to give a proof and the basis of their ratings. • Stan Standa dard rds s / Goa Goals ls – the the stan standa dard rds s set set shou should ld be clea clear, r, easy easy to unde unders rsta tand nd, , ach achie ieva va ble, motivating, time bound and measurable. • Prac Practi tica cal l and and simp simple le form format at - The The appr apprai aisa sal l for forma mat t sho shoul uld d be be sim simpl ple, e, clea clear, r, fair fair and objective. Long and complicated formats are time consuming, difficult to un derstand, and do not elicit much useful information. • Eval Evalua uati tion on tech techni niqu que e – An appr approp opri riat ate e eval evalua uati tion on tech techni niqu que e shou should ld be sele select cted ed; ; the the appraisal system should be performance based and uniform. The criteria for eval uation should be based on observable and measurable characteristics of the behav ior of the employee. • Comm Commun unic icat atio ion n – Comm Commun unic icat atio ion n is an indi indisp spen ensa sabl ble e part part of the the Perf Perfor orma manc nce e appr apprai aisa sa l process. The desired behavior or the expected results should be communicated t o the employees as well as the evaluators. Communication also plays an important role in the review or feedback meeting. Open communication system motivates the employees to actively participate in the appraisal process. • Feed Feedba back ck – The The purp purpos ose e of of the the feed feedba back ck shou should ld be deve develo lopm pmen enta tal l rat rathe her r tha than n jud judgm gmen en tal. To maintain its utility, timely feedback should be provided to the employee s and the manner of giving feedback should be such that it should have a motivat ing effect on the employees’ future performance. • Pers Person onal al Bias Bias – Inte Interp rper erso sona nal l rela relati tion onsh ship ips s can can infl influe uenc nce e the the eval evalua uati tion on and and the the d ecisions in the performance appraisal process. Therefore, the evaluators should be trained to carry out the processes of appraisals without personal bias and ef fectively. Benefits of Appraisal People are one of a company s most valuable assets. While most assets depreciate over time, people, viewed as assets, may actually appreciate. One of the manage r s major responsibilities is to improve and update the knowledge and skills of employees -- appreciation of assets. Performance appraisal plays a significant r ole as a tool and technique of organizational development and growth. In essence , effective appraisal systems provide both evaluation and feedback. The main aim of the evaluation is to identify performance gaps -- when performan ce does not meet the organizational standards -- whereas feedback is necessary t o inform employee about those performance gaps. From the employee s perspective, performance appraisal informs them about what i s required of them in order to do their jobs, it tells them how well they have a chieved those objectives and helps them take corrective action to improve their performance, and, finally, it may reward them for meeting the required standards . The firm, on the other hand, needs a performance appraisal system in order to es tablish principles of managerial accountability. Clearly, where employees are gi ven responsibilities and duties, they need to be held accountable. One of the fu nctions of performance appraisals is to ensure that people are accountable for t heir organizational responsibilities. Perhaps the most significant benefit of performance appraisals is the opportunit ies they provide supervisors and subordinates to have one-on-one discussions of important work issues. During appraisals, subordinates and supervisors can focus on work activities and goals, identify and correct existing problems, and encou rage better future performance. Performance Appraisal and Motivation Motivational research has recognized the power of recognition as an incentive ( see Maslow and the Expectancy Theory of Motivation). Performance appraisals prov
ide employees with recognition for their work efforts. The appraisal system pro vides the supervisor with an opportunity to indicate to employees that the organ ization is interested in their performance and development. This recognition can have a positive motivational influence. on the individual s sense of worth, com mitment and belonging. Performance Appraisal and Training and Development Performance appraisals identify performance gaps. As such, they provide an excel lent opportunity for a supervisor and subordinate to recognize and agree upon in dividual training and development needs. Performance appraisal discussion may identify the presence or absence of work sk ills. Further, the need for training can be made more relevant if attaining the requisite job skills is clearly linked to performance outcomes. Consolidated app raisal data can also help form a picture of the overall organizational training requirements. Performance Appraisal and Recruitment Recruitment and selection procedures need to be evaluated. Appraisal data can be used to monitor the success of a firm s recruitment and selection practices. Fr om this data, the firm can determine how well employees who were hired in the pa st are performing. Performance Appraisal and Employee Evaluation Employee evaluation is a major objective of performance appraisal. Given the maj or functions of management -- planning, organizing, leading and controlling -- i t is clear that evaluations (controlling) need to be done. At its most basic level, performance appraisal is the process of examining and e valuating the performance of employees. However, the need to evaluate is also a source of tension as evaluative and developmental priorities appear to clash. S ome management experts have argued that appraisal cannot serve the needs of eval uation and development at the same time. Performance Appraisal and Total Quality Management (TQM) With the advent of TQM (Total Quality Management) and the extensive use of teams , traditional performance appraisal systems have come under some criticism. For example, rather than motivating employees, conflict may be created when appraisa ls are tied to merit pay and when that merit pay is based on a forced ranking. However, there is no doubt that, without safeguards such as appropriate design, adequate administrative support, comprehensive job analysis / description and t raining for appraisers, conventional performance appraisal processes risk becomi ng just another of the many bureaucratic rituals supervisors and subordinates mu st endure. The Employee Performance Appraisal Process
ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contrib ution to the organizational goals and objectives. The standards set should be cl
ear, easily understandable and in measurable terms. In case the performance of t he employee cannot be measured, COMMUNICATING AND EXPECTATIONS THE STANDARDS After establishing the standards it is communicated to all the employees of the organization. The employees should be informed and the standards should be clear ly explained to them. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be mod ified at this stage itself according to the relevant feedback from the employees or the evaluators. MEASURING THE ACTUAL PERFORMANCE This is the most difficult part of the Performance appraisal process in this ste p the actual performance of the employees is measured during the specified perio d of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriat e techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an em ployees. COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE In this step the actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the empl oyees from the standards set. The result can show the actual performance being m ore than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational perform ance. It includes recalling, evaluating and analysis of data related to the empl oyees’ performance. DISCUSSING RESULTS The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening . The results, the problems and the possible solutions are discussed with the ai m of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance . The purpose of the meeting should be to solve the problems faced and motivate the employees to perform. DECISION MAKING This is the last step of performance appraisal process in this step the decision is taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demoti ons, transfers etc. The employee performance appraisal enables you to identify, evaluate and develop an individual s performance. It is a tool to encourage strong performers to mai ntain their high level of performance and to motivate poor performers to do bett er. METHODS OF PERFORMANCE APPRAISAL Modern Methods Of Performance Appraisal ASSESSMENT CENTRES An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. General ly, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics . The major competencies that are judged in assessment centers are interpersonal s kills, intellectual capability, planning and organizing capabilities, motivation , career orientation etc. assessment centers are also an effective way to determ
ine the training and development needs of the targeted employees. BEHAVIORALLY ANCHORED RATING SCALES Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which c ombines the graphic rating scale and critical incidents method. It consists of p redetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for eg. the quali ties like inter-personal relationships, adaptability and reliability, job knowle dge etc). These statements are developed from critical incidents. In this method, an employee’s actual job behavior is judged against the desired be havior by recording and comparing the behavior with BARS. Developing and practic ing BARS requires expert knowledge. Performance Factor Rating Scale
Performance Appraisal Percentage Rating % of Rating I n cr e as e 1 Excellent ( Rating = 4) 80% - 100% 2 Good ( Rating = 3) 60% - 80% 1 5% 3 Average ( Rating = 2) 40% - 60% 4 Below Average ( Rating = 1) 20% - 40% 5 Unacceptable ( Rating = 0) 0% - 20%
2 0% 1 0% 5% 0%
HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for every organization. Human resource accou nting method tries to find the relative worth of these assets in the terms of mo ney. In this method the Performance appraisal of the employees is judged in term s of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compe nsation, recruitment and selection costs, induction and training costs etc where as their contribution includes the total value added (in monetary terms). The di fference between the cost and the contribution will be the performance of the em ployees. Ideally, the contribution of the employees should be greater than the c ost incurred on them. 360-DEGREE-PERFORMANCE-APPRAISAL METHOD Performance appraisal is the process of obtaining, analyzing and recording infor mation about the relative worth of an employee. The focus of the performance app raisal is measuring and improving the actual performance of the employee and als o the future potential of the employee. Its aim is to measure what an employee d oes. According to Flippo, a prominent personality in the field of Human resources, “per formance appraisal is the systematic, periodic and an impartial rating of an emp loyee’s excellence in the matters pertaining to his present job and his potential for a better job." Performance appraisal is a systematic way of reviewing and assessing the perfor mance of an employee during a given period of time and planning for his future. It is a powerful tool to calibrate, refine and reward the performance of the emp loyee. It helps to analyze his achievements and evaluate his contribution towards the a chievements of the overall organizational goals. By focusing the attention on pe rformance, performance appraisal goes to the heart of personnel management and r
eflects the management’s interest in the progress of the employees.
MANAGEMENT BY OBJECTIVES The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker in 1954. It can be defined as a process whereby the employees and the superiors com e together to identify common goals, the employees set their goals to be achieve d, the standards to be taken as the criteria for measurement of their performanc e andcontribution and deciding the course of action to be followed. The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the compar ison of the employee’s actual performance with the standards set. Ideally, when em ployees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. Traditional methods Of Performance Appraisal ESSAY APPRAISAL In its simplest form, this technique asks the rater to write a paragraph or more covering an individual s strengths, weaknesses, potential, and so on. In most s election situations, particularly those involving professional, sales, or manage rial positions, essay appraisals from former employers, teachers, or associates carry significant weight. The assumption seems to be that an honest and informed statement -either by word of mouth or in writing- from someone who knows a man well, is fully as valid as more formal and more complicated methods. The biggest drawback to essay appraisals is their variability in length and cont ent. Moreover, since different essays touch on different aspects of a man s perf ormance or personal qualifications, essay ratings are difficult to combine or co mpare. For comparability, some type of more formal method, like the graphic rati ng scale, is desirable.
FORCED-CHOICE RATING Like the field review, this technique was developed to reduce bias and establish objective standards of comparison between individuals, but it does not involve the intervention of a third party. Although there are many variations of this me thod, the most common one asks raters to choose from among groups of statements those which best fit the individual being rated and those which least fit him. The statements are then weighted or scored, very much the way a psychological te st is scored. People with high scores are, by definition, the better employees; those with low scores are the poorer ones. Since the rater does not know what th e scoring weights for each statement are, in theory at least, he cannot play fav orites. He simply describes his people, and someone in the personnel department applies the scoring weights to determine who gets the best rating. The rationale behind this technique is difficult to fault. It is the same ration ale used in developing selection test batteries. In practice, however, the force d-choice method tends to irritate raters, who feel they are not being trusted. T hey want to say openly how they rate someone and not be second-guessed or tricke d into making "honest" appraisals.
CRITICAL INCIDENT APPRAISAL The discussion of ratings with employees has, in many companies, proved to be a traumatic experience for supervisors. Some have learned from bitter experience w hat General Electric later documented; people who receive honest but negative fe edback are typically not motivated to do better - and often do worse - after the
appraisal interview. Consequently, supervisors tend to avoid such interviews, o r if forced to hold them, avoid giving negative ratings when the ratings have to be shown to the employee. WORK-STANDARDS APPROACH Instead of asking employees to set their own performance goals, many organizatio ns set measured daily work standards. In short, the work standards technique est ablishes work and staffing targets aimed at improving productivity. When realist ically used, it can make possible an objective and accurate appraisal of the wor k of employees and supervisors. To be effective, the standards must be visible and fair. Hence a good deal of ti me is spent observing employees on the job, simplifying and improving the job wh ere possible, and attempting to arrive at realistic output standards. It is not clear, in every case, that work standards have been integrated with an organization s performance appraisal program. However, since the work-standards program provides each employee with a more or less complete set of his job duti es, it would seem only natural that supervisors will eventually relate performan ce appraisal and interview comments to these duties. I would expect this to happ en increasingly where work standards exist. The use of work standards should mak e performance interviews less threatening than the use of personal, more subject ive standards alone. RANKING METHODS For comparative purposes, particularly when it is necessary to compare people wh o work for different supervisors, individual statements, ratings, or appraisal f orms are not particularly useful. Instead, it is necessary to recognize that com parisons involve an overall subjective judgment to which a host of additional fa cts and impressions must somehow be added. There is no single form or way to do this. Comparing people in different units for the purpose of, say, choosing a service supervisor or determining the relative size of salary increases for different su pervisors, requires subjective judgment, not statistics. The best approach appea rs to be a ranking technique involving pooled judgment. The two most effective m ethods are alternation ranking and paired comparison ranking. Alternation ranking: In this method, the names of employees are listed on the left-hand side of a she et of paper - preferably in random order. If the rankings are for salary purpose s, a supervisor is asked to choose the "most valuable" employee on the list, cro ss his name off, and put it at the top of the column on the right-hand side of t he sheet. Next, he selects the "least valuable" employee on the list, crosses hi s name off, and puts it at the bottom of the right-hand column. The ranker then selects the "most valuable" person from the remaining list, crosses his name off and enters it below the top name on the right-hand list, and so on. Paired-comparison ranking: This technique is probably just as accurate as alternation ranking and might be more so. But with large numbers of employees it becomes extremely time consuming and cumbersome. To illustrate the method, let us say we have five employees: Mr. Abbott, Mr. Bar nes, Mr. Cox, Mr. Drew, and Mr. Eliot. We list their names on the left-hand side of the sheet. We compare Abbott with Barnes on whatever criterion we have chose n, say, present value to the organization. Ten Tips for Creating a Employee Appraisal System Face the facts: Creating a new employee performance appraisal system is a diffic ult undertaking. It’s even more difficult if the organization doesn’t have a logical , well-tested, step-by-step process to follow in developing their new procedure. • O ne Get top management actively involved. Without top management’s commitment and visi ble support, no program can succeed. Top management must establish strategic pla ns, identify values and core competencies, appoint an appropriate Implementation Team, demonstrate the importance of performance management by being active part icipants in the process, and use appraisal results in management decisions. .
• T wo Establish the criteria for an ideal system. Consider the needs of the four stake holder groups of any appraisal system: Appraisers who must evaluate performance; Appraisees whose performance is being assessed; Human Resources professionals w ho must administer the system; and the Senior Management group that must lead th e organization into the future. Identifying their expectations at the start help s assure their support once the system is finally designed. Ask each group: "Wha t will it take for you to consider this system a smashing success?" Don’t settle f or less. • T hr e e Appoint an Implementation Team. This task force should be a diagonal slice of b oth appraisers and appraises from different levels and functions in the organiza tion. The implementation team is responsible for accomplishing the two major req uirements for a successful system. First, developing appropriate appraisal forms , policies and procedures. Second (and the task too often overlooked) assuring a successful deployment. • F ou r Design the form first. The appraisal form is a lightning rod that will attract e veryone’s attention. Design the form early and get lots of feedback on it. Don’t bel ieve anybody who tells you that the form isn’t important. They’re wrong. If you’re des igning a new form internally, make sure it assesses both behaviors and results. • Fi v e Build your mission, vision, values, and core competencies into the form. Perform ance appraisal is a means, not an end. The real objective of any performance man agement system is to make sure that the company’s strategic plan and vision and va lues are communicated and achieved. Core competencies expected of all organizati on members should be included, described and assessed. If your mission statement isn’t clearly visible in the performance appraisal system, cynicism will likely r esult. Values become real only when people are held accountable for living up to them. • S ix Assure on-going communication. Circulate drafts and invite users to make recomme ndations. Keep the development process visible through announcements and regular updates. Use surveys, float trial balloons, request suggestions and remember th e cardinal principle — "People support what they help create." • S ev e n Train all appraisers. Performance appraisal requires a multitude of skills — behav ioral observation and discrimination, goal-setting, developing people, confronti ng unacceptable performance, persuading, problem-solving, planning, etc. Unless appraiser training is universal and comprehensive, the program won’t produce much. And don’t ignore the most important requirement of all: the need for courage. • E ig h t Orient all appraisees. The program’s purposes and procedures must be explained in advance — and explained enthusiastically — to everyone who will be affected by it. S pecific skills training should be provided if the new performance management pro cedure requires self-appraisal, multi-rater feed-back, upward appraisal, or indi vidual development planning. • N in e Use the results. If the results of the performance appraisal are not visibly use d in making promotion, salary, development, transfer, training and termination d ecisions, people will realize that it’s merely an exercise.
• T en Monitor and revise the program. Audit the quality of appraisals, the extent to w hich the system is being used, and the extent to which the original objectives h ave been met. (One of the great advantages of an online performance appraisal sy stem is that all of these data are available instantaneously.) Provide feedback to management, appraisers and appraisees. Train new appraisers as they are appointed to supervisory positions. Actively seek and incorporate su ggestions for improvement. A company’s performance appraisal process is critically important. It answers the two questions that every member of an organization wants to know: 1) What do you expect of me? and 2) How am I doing at meeting your expectations? Using these t en tips will help you develop or select a system to will give accurate and compl ete answers to everyone. Performance Appraisal for Employees at Different Levels Performance appraisal is important for employees at all levels throughout the or ganization. The parameters, the characteristics and the standards for evaluation may be different, but the fundamentals of performance appraisal are the same. B ut as the level of the employees’ increases, performance appraisal is more effecti vely used as the tools of managing performance.
PERFORMANCE APPRAISAL OF MANAGERS: Appraising the performance of managers is very important, but at the same time, it is one of the most difficult tasks in the organization. It is difficult becau se most of the managerial work cannot be quantified i.e. it is qualitative in na ture like leading his/her team, guiding, motivating, planning etc. Therefore, the two things to be noted and evaluated for the purpose of appraisal s are: • Performance in accomplishing goals, and • Performance as managers
PERFORMANCE IN ACCOMPLISHING GOALS Managers are responsible for the performance of their teams as a whole. Performa nce in accomplishing goals would mean to look at the completion or achievement o f the goals set for a team of employees which is being assigned to or working un der a particular manager. The best measuring criteria for a manager are hi goals , his plans of course of action to achieve them and the extent of achievement of the goals.
PERFORMANCE AS MANAGERS The responsibilities of managers include a series of activities which are concer ned with planning, organizing, directing, leading, motivating and controlling. M anagers can be rated on the above parameters or characteristics Criteria for measuring performance at different levels: The criteria for measuring performance changes as the levels of the employees an d their roles and responsibilities change. A few examples for each level are described below: • • • • •
For top level management Degree of organizational growth and expansion Extent of achievement of organizational goals Contribution towards the society Profitability and return on capital employed For middle level managers Performance of the departments or teams
• • • •
Co-ordination wi with ot other de departments Optimal use of resources Costs Vs. revenues for a given period of time The communication with superiors and subordinates For front line supervisors • Quantity of actual output against the targets • Quality of output against the targets • Number of accidents in a given period • Rate of employee absenteeism Current Global trends in Performance Appraisal Program The performance appraisal process has become the heart of the human resource man agement system in the organizations. Performance appraisal defines and measures the performance of the employees and the organization as a whole. It is a tool f or accessing the performance of the organization. The important issues and point s concerning performance appraisal in the present world are: The focus of the performance appraisals is turning towards career development re lying on the dialogues and discussions with the superiors. Performance measuring, rating and review systems have become more detailed, stru ctured and person specific than before. Performance related pay is being incorporated in the strategies used by the orga nizations. Trend towards a 360-degree feedback system The problems in the implementation of the performance appraisal processes are be ing anticipated and efforts are being made to overcome them. In India, the performance appraisal processes are faced with a lot of obstacles, the most prominent being the lack of quantifiable indicators of the performance . Global trends The emergence of following concepts and the following trends related to Performa nce appraisal can be seen in the global scenario: 360 DEGREE APPRAISAL 360 degree feedback, also known as multi-rater feedback , is the most comprehen sive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job. Organizations are increasingly using feedback from various sources such as peer input, customer f eedback, and input from superiors. Different forms with different formats are be ing used to obtain the information regarding the employee performance. TEAM PERFORMANCE APPRAISAL According to a wall street journal headline, “Teams have become commonplace in U.S . Companies”. Most of the performance appraisal techniques are formulated with ind ividuals in mind i.e. to measure and rate the performance of the individual empl oyee. Therefore, with the number of teams increasing in the organizations, it be comes difficult to measure and appraise the performance of the team. The questio n is how to separate the performance of the team from the performance of the emp loyees. A solution to this problem that is being adopted by the companies is to measure both the individual and the team performance. Sometimes, team based obje ctives are also included in the individual performance plans. RANK AND YANK STRATEGY Also known as the “Up or out policy”, the rank and yank strategy refers to the perfo rmance appraisal model in which best-to-worst ranking methods are used to identi fy and separate the poor performers from the good performers. Then the action pl ans and the improvement opportunities of the poor performers are discussed and t hey are given to improve their performance in a given time period, after which t he appropriate HR decisions are taken. Some of the organizations following this strategy are Ford, Microsoft and Sun Microsystems. Why Do We Need Performance Appraisals? Performance Appraisal is an objective system to judge the ability of an individu al employee to perform his tasks. A good performance appraisal system should foc us on the individual and his development, besides helping him to achieve the des
ired performance. This means that while the results are important the organizati on should also examine and prepare its human capital to achieve this result. Thi s holds true even for new inductees. RESEARCH METHODOLOGY
Aim of the Research To ascertain the effectiveness of Performance Appraisal methodology used by the Organization. Objectives of the study The following are the objectives of the study – To develop my understanding of the subject Performance Appraisal System implemented in various Organizations varies accordi ng to the need and suitability. Through my research, I have tried to study the k ind of Appraisal used in the Organization and the various pros and cons of this type of system. To conduct a study on social behavior Social behavior is a very unpredictable aspect of human life but social research is an attempt to acquire knowledge and to use the same for social development. To enhance the welfare of employees The Appraisal system is conceived by the Management but mostly does not take int o consideration the opinion of the employees. This can lead to adverse problems in the Organization. Therefore by this study I have attempted to put forth the o pinion of the employee with respect to the acceptability of the Performance Appr aisal System. To exercise social control and predict changes in behavior The ultimate object of my research is to make it possible to predict the behavio r of individuals by studying the factors that govern and guide them. Research Design A research design is a type of blueprint prepared on various types of blueprints available or the collection, measurement and analysis of data. A research desig n calls for developing the most efficient plan of gathering the needed informati on. The design of a research study is based on the purpose of the study. A research design is the specification of methods and procedures for acquiring t he information needed. It is the overall pattern or framework of the project tha t stipulates what information is to be collected from which source and by what p rocedures. Sampling An integral component of a research design is the sampling plan. Specifically, i t addresses three questions: • Whom to survey (The Sample Unit) • How many to Survey (The Sample Size) & • How to select them (The Sampling Pr Procedure) Making a census study of the whole universe will be impossible on the account of limitations of time. Hence sampling becomes inevitable. A sample is only a port ion of the total employee strength. According to Yule, a famous statistician, th
e object of sampling is to get maximum information about the parent population w ith minimum effort. Methods of Sampling Probability Sampling is also known as random sampling or chance sampling. Under this sampling design every individual in the organization has an equal chance, o r probability, of being chosen as a sample. This implies that the section of sam ple items is independent of he persons making the study that is; the sampling op eration is controlled objectively so that the items will be chosen strictly at r andom. Non Probability Sampling is also known as deliberate sampling, purposeful and ju dgmental sampling. Non-Probability Sampling is that which does not provide every individual in the Organization with a known chance of being included in the sam ple. Data collection method Collection of data is the first step in statistics. The data collection process follows the formulation for research design including the sample plan. The data can be secondary or primary. Collection of Primary Data during the course of the study or research can be thr ough observations or through direct communication with respondents on one form o r another or through personal interviews. I have collected primary data by the m eans of a Questionnaire. The Questionnaire was formulated keeping in mind the ob jectives of the research study. Secondary data means data that is already available i.e., they refer to data, wh ich has already been collected and analyzed by someone else. When a secondary da ta is used, the researcher has to look into various sources from where he can ob tain data. This includes information from various books, periodicals, magazines etc.
Research Methodology Adopted The data source: Primary as well as Secondary. The research approach: Survey Method. The research instrument: Questionnaire. The respondents: The Managers & Employees of various CHOKHI DHANI. The primary data was collected with the help of survey information. A concise qu estionnaire was prepared keeping in mind the information specifications. Sample Size: 50 Sample Unit: Employees who do not hold a supervisory position. Source of Data a) Primary Data: Structured Questionnaire b) Secondary Data: Journals, Booklets, Company Data, etc. Review of literature • Flet Fletch cher er C, Perf Perfor orma manc nce e app appra rais isal al and and mana manage geme ment nt, , Nov Novem embe ber r 4, 4, 200 2001: 1: Perf Perfor orma manc nce e appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrati ng HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited confines of measurement issues and accurac y of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identifies and discusses a number of themes a nd trends that together make up the developing research agenda for this field. I t breaks these down in terms of the nature of appraisal and the context in which
it operates. The former is considered in terms of contemporary thinking on the content of appraisal (contextual performance, goal orientation and self awarenes s) and the process of appraisal (appraiser–appraisee interaction, and multi-source feedback). The discussion of the context of appraisal concentrates on cultural differences and the impact of new technology. • Greg Gregor ory y H. H. Dob Dobbi bins ns, , Per Perfo form rman ance ce Appr Apprai aisa sal l as as Eff Effec ecti tive ve Mana Manage geme ment nt or Dead Deadly ly Mana Mana gement Disease, 1990: Understanding person and system sources of work variation is fundamental to performance appraisal. Two divergent perspectives on this issu e, the traditional human resource management view and the statistical process co ntrol view (Deming, 1986), are contrasted. Two studies are reported that investi gate two specific questions that arise from a broader view of the appraisal proc ess. Results indicate that managers and subordinates believe that typical poor p erformance has different causes and that actual productivity levels far outweigh person or system sources of performance variance in appraisal judgments. • Greg Gregor ory y H. H. Dob Dobbi bins ns, , A Con Conti ting ngen ency cy Appr Approa oach ch to Appr Apprai aisa sal l Sat Satis isfa fact ctio ion, n, 1990 1990: : The The present study explored the moderating effects of organizational variables on the appraisal characteristic- appraisal satisfaction relationship. Analyses indicat ed that the appraisal characteristics of action plans, frequency, and rater trai ning were more positively related to appraisal satisfaction when subordinates ex perienced role conflict, were not closely monitored, and supervisors had a large span of control. The results provide substantial support for conceptualizing ap praisal satisfaction as a contingent function of both appraisal characteristics and organizational variables. Implications of the findings for the design of app raisal systems, appraisal effectiveness, and future research are discussed. pref erences, especially those pertaining to group-level PM. Practical implications a re suggested with regard to collecting and using user preferences. In addition, suggestions for future research are offered concerning the need to examine a bro ad range of users in different organizational settings and to measure actual sys tem design features and their effectiveness. • Denn Dennis is W. Orga Organ, n, A Res Resta tate teme ment nt of the the Sati Satisf sfac acti tion on- Per Perfo form rman ance ce Hypo Hypoth thes esis is, , 198 1988 8 : This article reviews recent evidence in support of Organ’s (1977) argument that satisfaction more generally correlates with organizational prosocial or citizens hip-type behaviors than with traditional productivity or in- role performance. A n attempt is then made to interpret just what it is in satisfaction measures tha t provide this correlation, leading to the suggestion that fairness cognitions c omprise the major factor. Implications of this interpretation for theory, resear ch, and management practice are offered.
Chokhi Dhani - The Ethnic Village Resort Introduction: The ethnic village resort of Chokhi Dhani is India s first 5 star ethnic resort. The resort showcases the grandeur of Rajasthan art and culture with its intrigu ing mud and thatch huts, which have every conceivable luxury that a guest might crave for. Chokhi Dhani is a beautifully recreated traditional village, complete with shops , puppeteers, and other local specialties. Initially developed as a theme restau
rant, the Village has grown to become an attraction it self. Its mud huts, camel rides, traditional barbers, fair games, and food stalls are reminiscent of an o lder and simpler Rajasthan. A family adventure, Chokhi Dhani is still most popul ar for its multi course, sit down, traditional Rajasthani meal. Spread across 10 acres, Chokhi Dhani features many mud huts that serve as shops and little theaters for puppeteers and dances as well as larger concrete structu res that usually house restaurants. The Village offers a glimpse into almost every aspect of traditional Rajasthani life, such as the festivities of a village fair. The décor and ambiance reflect th e simple beauty of a prosperous village. Machaans and platforms dot the area, ch arpais or rustic cots are laid out, and walls of the mud houses are decorated wi th colorful paintings. The entertainment at the village includes magic and puppet shows, acrobatics, an d many Rajasthani folk dances. Other attractions include a giant board to play s nakes-and-ladders, maze, and an artificial forest which includes the local preda tors. The highlight of the village is the restaurant. It offers an unmatched selection of the best Rajasthani cuisine. You can opt for the more traditional sit down d inner, where turbaned waiters joyfully overfill your plate, or the more staid bu ffet where you can may be control how much to eat. Special Attributes A well re-created version of the traditional Rajasthani village. Exposure If we visit during the day, exposure to the sun will be high. That said, Chokhi Dhani is best enjoyed in. Facilities Restaurants, shops, as well as restrooms. Number of Rooms: 65 cottages Hotel Amenities: Access to the Tapri, which is a bambooed hall, housing indoor g ames and a multi cuisine restaurant called as Bindola serving a vast array of In dian, Continental and Chinese cuisine Luxury Rajasthan Vacations, offers on line reservations to Chokhi Dhani, a resor t located in Jaipur, Rajasthan, North India, and so does a travel tour to Rajast han, North India. Accommodation: The resort has 65 cottages and 8 Haveli suites. Each of the cottages are equippe d with all kinds of modern comfort and amenities. Dining: The marvelous Bindola restaurant is a much sought after multi cuisine restauran t. It offers delectable array of noveau international cuisines along with orient al and the very best of Indian cuisines which includes Tandoori, Mughlai and of course the lip smacking Rajasthani culinary delights. The ambience of Bindola re staurant is conspicuous for its delightful live Ghazal band that plays sentiment al numbers to the sheer delight of the crowds. There is also the stunning Chandni Mahal Bar, which is more renowned for its int erior décor than its assortment of drinks. What is amazing about Chandni Mahal Bar is its 1000,000 mirrors on the ceilings that reflect a million rays. The silver work and gilt furniture looks very elegant. The bar is a living testimony of th e artistic excellence of the Udaipur region of Rajasthan. Meetings & Conferences: Not only is Chokhi Dhani popular for holidays but it s conference and banquetin g facilities are top rate too. There is Mandani which is a stylish conference ha ll which can accommodate 125 persons at a time and is well equipped with the lat est audio-visual gadgets that guarantees a sophisticated conference ambience so
vital for the success of any conference. There is also the Sajan Goth which is m uch smaller in size in comparison to Mandani and is much preferred for intimate get-togethers and meetings. Recreation: The Tapri recreational room has provisions for billiards, table tennis, carom a nd chess. It is very popular because of its sheer ethnicity as it is made of bam boo and the ambience inside is very soothing, ideal for indoor games. For the hi gh energy types, there is the marvelous sunken turquoise blue swimming pool and is modeled in the traditional royal pools of yesteryears. India Rajasthan Tours offer online booking and reservation of Chokhi Dhani - The Ethnic Village Resort, Jaipur. For booking and other information, please fill i n the form below. Business: The Mandani is the conference hall in Resort Chokhi Dhani that has a capacity to arrange meetings for as many as 125 heads. For smaller gatherings of about 35 p eople, the Sajan Goth is a nice place to book. These halls facilitate business a ctivities by providing the following equipments: • Secretarial Services • Audio-Visual Aids • LCD Projectors • White Boards Moreover, Chokhi Dhani Resort in Jaipur also arranges for banquets and cocktail parties for as many as 400 heads in the lawns surrounding the poolside. Other Facilities : Chokhi Dhani Resort in Jaipur provides the following indispensable services to i ts visitors: • Round the Clock Room Service • Travel Assistance • Currency Exchange Locations: Located on the suburbs of Jaipur, The Pink City of India, is Chokhi Dhani, repli cation of ethnic Rajasthani Village. Spread on more than 18 acres of land, Chokh i Dhani is synonymous with Rajasthani Culture since 1989. In 1989 with Chokhi Dh ani Village, as a part of ambiance for a restaurant, over the years it has evolv ed as a tasteful and authentic symbol of ethnic village life of this most colorf ul state in the country. Built on typical Rajasthani theme, embedded with its ri ch heritage and lifestyle, it is a place where festivity never ends. Tradition i nfused with illustrious Rajasthani Hospitality makes Chokhi Dhani an unavoidable choice. Every day thousands of Inbound and Domestic Tourists and corporate clie nts congregate for a memorable experience. CHOKHI DHANI IS DIVIDED INTO 2 PARTS: 1. THE VILLAGE 2. THE RESORT In Chokhi Dhani Village you will find a different theme for each day, a festive celebration every time in a different manner with a purview of real rajasthani v illage culture in fun, entertainment, games, thrill, shopping, rajasthani diet, Rajasthani Kalbeliya Dance or Ghoomer or other folk dance , music and much more to look... to feel... to breathe... to taste... to experience.... whereas Chokhi Dhani Resort is not merely a modern resort with many facilities, but an experie nce to the Royal culture of Indian history. It provide all facilities and servic es of any modern resort like Business meeting hall, Banquet Hall, Recreational f acilities, Health Club, Swimming Pool, Spa, Steam and Sauna baths, Jacuzzi, a Gy m and Massage facility, Beauty Parlor, Discotheque, Bar, Multicuisine Restaurant and more and some special facilities which you will find nowhere like Rajasthan
i special thali (Rajasthani Diet) in pure Ghee, Indian Hukkha, Traditional welco me with Tikka and Arti, Folk music which makes your feet dance, Ethnic decoratio n all around and in all cottages and Haveli Suites and moreover the respect, lov e and care which an Indian gives to his guest...treated as God.
Chokhi Dh Dhani Re Resort
Chokhi Dh Dhani Vi Village
Now, when The Chokhi Dhani become a strong International Brand, we are replicati ng this goodwill in many other locations in India So that, you. Anyone who has v isited Chokhi Dhani knows what we are, those who haven t..., have heard about us . Chokhi Dhani Pune, Indore and Mumbai are already working and Chokhi Dhani is r eady to come in Panchkula, Surat, Goa, Kolkata and many other locations. ACHIEVEMENT As you enter the vast property, “Ram Ram sa…” “Padharo Sa...” ring out as greetings. You a re welcomed with drums, tilak and Kutchi Ghodi. Camel ride, head massage, giant wheel and numerous other fun and games have won the vice president’s award for thi s unique project Chokhi Dhani — an attempt towards reviving authentic Rajasthani v illage — of Kalyan has got recently the national award – As you enter the vast prope rty, “Ram Ram sa…” “Padharo Sa...” ring out as greetings. You are welcomed with drums, til ak and Kutchi Ghodi. Camel ride, head massage, giant wheel and numerous other fu n and games have won the vice president’s award for this unique project Chokhi Dha ni — an attempt towards reviving authentic Rajasthani village — of Kalyan has got re cently the national award – As you enter the vast property, “Ram Ram sa…” “Padharo Sa...” ng out as greetings. You are welcomed with drums, tilak and Kutchi Ghodi. Camel ride, head massage, giant wheel and numerous other fun and games have won the vi ce president’s award for this unique project Chokhi Dhani — an attempt towards reviv ing authentic Rajasthani village — of Kalyan has got recently the national award –
The award was given by ministry of tourism,government of India recognition to th e unending endeavor to recreate the innovation of art and culture in the hospita lity ventures of Chokhi Dhani Group. FOUNDERS & PROMOTERS Mr. Gul Vaswani, Chairman An NRI based in Dubai, whose iconic vision of recreating the culture of Rajastha n based on his belief of making it big, a grassroot concept from his own roots. Mr. Subhash Vaswani, M.D. Shaping the vision, and encapsulating with the rural and rustic resources, he ha s been the instrument behind giving the group a tangible entity.
Chokhi Dhani Group is a Private Sector Company that offers services in Hotels / Resorts with Annual Total Turnover of 10-100 Crs and with Employee Strength of 2 51-500.
Hotels & Resorts
Jaipur Indore
Ethnic Village Fair & Restaurant Jaipur Indore
Pune Mumbai
Surat Ahmedabad
Desert Camp & Village Fair Jaisalmer
Water & Amusement Park Water & Amusement Park
Panchkula Ludhiana Sonepat Chennai Raipur
DATA ANALYSIS AND INTEERPRETATION 1.
What is the level of motivation of your personnel?
R E S P ON C ES VERY HIGH H IG H 24
NO OF RESPONDENTS 5 10 48
%
M O D E RA T E L OW 5 VERY LOW T OT A L 50
10 10 6 100
20 12
2. INTERPRETATION: The graph shows that the level of motivation is 10% very high, 48% is high, 20% is moderate, 10% low and 12% is very low. 2. Does the credibility of Appraiser affect the Performance Appraisal System? R E S P ON C ES Y ES 28 NO 22 T OT A L 50
NO. OF RESPONDENTS 56 54 100
%
INTERPRETATION: The above table shows that 56% respondents say ‘yes’ the employees are credible of a ppraiser and 44% respondents say ‘no’ about it.
3. Are u satisfied with the performance appraisal system? R E S P ON C ES NO. OF RESPONDENTS FULLY DISSATISFIED 10 20 PARTIALLY DISSATISFIED 6 12 S A T I SF I ED 14 28 PARTIALLY SATISFIED 7 14 FULLY SATISFIED 13 26 T OT A L 50 100
%
INTERPRETATION: The analysis shows that the satisfaction level of chokhi dhani is average. 28% r espondents are satisfied with the performance appraisal system which is accepted by most of the employees. 4. Is there a complaint channel for the employees who are dissatisfied with the performance appraisal system? R E S P ON C ES Y ES 15 NO 35 T OT A L 50
NO. OF RESPONDENTS 30 70 100
%
INTERPRETATION: The analysis shows that 70% respondents accept that they are provided good commu nication channel for employees and 30% say no about it.
5. Awareness about performance appraisal system R E S P ON C ES Y ES 11 NO 39 T OT A L 50
NO. OF RESPONDENTS 22 78 100
%
INTERPRETATION: This shows that most of the respondents are unaware about responsibilities.
5.
Are you given a chance to rate your our own performance?
R E S P ON C ES Y ES 8 NO 42 T OT A L 50
NO. OF RESPONDENTS 16 84 100
%
INTERPRETATION: From the graph we can see that majority of the employees are not given a chance to rate their own performance in the CHOKHI DHANI.
6.
Effect of poor Appraisal System
R E S P ON C ES NO. OF RESPONDENTS D E - M OT I VA T IO N 33 66 R E T E NT I ON O O INEFFECTIVE TEAMWORK 17 34 T OT A L 50 100
%
INTERPRETATION: It can be seen from results that most of the employees get De-motivated because
of a poorly conducted appraisal. To some extent employees dont coordinate with t heir team members. Thus resulting in reduction of output.
8. What is the level of corruption in the department? R E S P ON C ES VERY HIGH H IG H 15 M O D E RA T E L OW 3 NOT AT ALL T OT A L 50
NO OF RESPONDENTS 4 8 30 23 46 6 5 10 100
%
INTERPRETATION: The analysis shows that level of corruption is moderate in CHOKHI DHANI. And 10% respondents say that there is no corruption in the DHANI. 9. What are the criteria of your performance evaluation? R E S P ON C ES NO. OF RESPONDENTS P E R F OR M AN C E 26 52 CUSTOMER FOCUS 9 18 A T T E ND E NC E 5 10 TARGET VS ACHIEVEMENT 10 20 T OT A L 50 100
%
INTERPRETATION: The analysis shows that mostly the performance is evaluated on the basis of perf ormance and attendance matters least.
10. How the performance feedback is communicated to you? R E S P ON C ES W R I T TE N 1 0 O RA L 37 DETAILED S U M M AR I ZE D T OT A L 50
NO OF RESPONDENTS 20 74 1 2 2 4 100
%
INTERPRETATION: The analysis shows that mostly the performance feedback is communicated orally a nd detailed feedbacck is given in rare cases. FINDINGS AND RECOMMENDATIONS The existence of a proper complain channel was also of utmost importance to the appraisees. They should be given a chance to convey their greviences to the top management.
The results also indicate that the there is no communication of top management p lans and business goal to the appraisee. The appraisers on the other hand feel t hat the goals and plans have been clearly communicated to the appraisees. Commun ication is very essential for any system to function efficiently. Therefore the appraisers should look into this matter and see to it that the goals and plans a re communicated effectively. The findings suggest that for success of Appraisal system the credibility of app raiser is of utmost importance. Another point to be noticed is that even in the other forms of Performance Appra isal also the employees expect that they should be given a chance to rate their own performance. This can allow the employee to analyze ones own performance whi ch gives new insights on how one is performing and what are the critical points where he has to put his best and improve upon. As per the Appraiser, a poorly conducted appraisal system would lead to demotiva tion and ineffective teamwok which will result in inefficient functioning and lo w productivity in the organization. Therefore, if at all they feel there is diss atisfaction among the appraisee’s they should motivate them. Achievement, recognti on, invelvement, job satisfaction and development can motivate the employees to a large extent. Along with this satisfactory working conditions and appropraite awards also play an important role. Also a majority of employees were satisfied with the current appraisal system al though they requested for some changes. Most of the employees were also not clear about the criteria on which ratings we re given to each employee while conducting the performance appraisal. Instead of secrecy there should be openess. Because of lack of communication, employees ma y not know how they are rated. The standards by which employees think they are b eing judged are sometimes different from those their superiors actually use. Pro per communication of these ratings can help the employers achieve the level of a cceptability and commitment which is required from the employ.
CONCLUSION Performance appraisal is a formal review of employee performance. At a performan ce appraisal, objectives or targets are agreed between manager and employee. At each subsequent appraisal, current and past performance is compared and targets are reviewed. It is a prescribed system with a meeting arranged after a set peri od to review the targets set by the previous appraisal. This may be six-monthly or annually, depending on your organization. Nonetheless, the performance appraisal is not only a means to review performance standards and specific targets. It is a means to: 1. Identify current job performance levels 2. Identify individual employee strengths and weaknesses 3. Motivate and encourage the individual employee 4. Reward employees for their contribution to organizational objectives
5. Identify training and development needs 6. Identify potential performance standards 7. Plan future development of the individual 8. Discuss salary, promotion and training The performance appraisal assesses individual employees in terms of their job pe rformance. Training evaluates individual employees in terms of knowledge, skills and behaviour, and how they affect overall performance and the achievement of i ndividual and organizational goals. A performance appraisal is looking for results, where the role of training is to direct the process of achieving results. The final stage in the performance app raisal is the action plan to achieve targets. The appropriate action may require training to increase knowledge, improve skills or change behaviour. BIBLIOGRAPHY WEBBILIOGRAPHY www.projectparadise.com www.allprojectreport.com www.google.com www.fotolia.com BOOKS REFFERED DESSLER, GARY, HUMAN RESUORCE MANAGEMENT, 11TH EDITION, PRENTICE HALL OF INDIA, 2008 ASWATHAPPA, K, HUMAN RESOURCE AND PERSONNEL MANAGEMENT, 4TH EDITION, THE Mc Graw HILL COMPANIES, 2009 PATNAYAK, BISWAJEET, HUMAN RESOURCE MANAGEMENT, 3RD EDITION, PRENTICE HALL OF IN DIA, 2007 MAGAZINES BUSINESS WORLD BUSINESS TODAY INDIA TODAY
