RESEARCH PROPOSAL

INTRODUCTION Appraisal is a process by which organizations evaluate employee performance based on preset standards. The main purpose of appraisals is to help managers effectively staff companies and use human resources, and, ultimately, to improve productivity. When conducted properly, appraisals serve that purpose by: (1) showing employees how to improve their performance, (2) setting goals for employees, and (3) helping managers to assess subordinates' effectiveness and take actions related to hiring, promotions, demotions, training, compensation, job design, transfers, and terminations. In the early part of this century performance appraisals were used in larger organizations mostly for administrative purposes, such as making promotions and determining salaries and bonuses. Since the 1960s, however, companies and researchers have increasingly stressed the use of employee evaluations for motivational and organizational planning purposes. Indeed, for many companies performance appraisal has become an important tool for maximizing the effectiveness of all aspects of the organization, from staffing and development to production and customer service.That shift of focus was accompanied during the 1970s, 1980s, and 1990s by a number of changes in the design and use of appraisals. Those changes reflected new research and attitudes about organizational behavior and theory. In general, employee evaluation systems have recognized the importance of individual needs and cultural influences in achieving organizational objectives. For example, traditional appraisal systems were often closed, meaning that individuals were not allowed to see their own reports. Since the mid1900s, most companies have rejected closed evaluations in favor of open appraisals that allow workers to benefit from criticism and praise. Another change in appraisal techniques since the mid-1900s has been a move toward greater employee participation. This includes selfanalysis, employee input into evaluations, feedback, and goal setting by workers. Appraisal systems have also become more resultsoriented, which means that appraisals are more focused on a process of establishing benchmarks, setting individual objectives, measuring performance, and then judging success based on the goals, standards, and accomplishments. Likewise, appraisals have become more multifaceted, incorporating a wide range of different criteria and approaches to ensure an effective assessment process and to help determine the reasons behind employees' performance. Performance appraisals and standards have also reflected a move toward decentralization. In other words, the responsibility for managing the entire appraisal process has moved closer to the employees who are being evaluated; whereas past performance reviews were often developed and administered by centralized human resources departments or upper-level managers, appraisals in the 1990s were much more likely to be conducted by line

managers directly above the Appraisee. Because of the movement toward more decentralized approaches, performance appraisals also began to involve not only lowerlevel managers, but also coworkers and even customers. Known as multirater feedback or 360-degree feedback, this form of performance appraisal uses confidential assessments from customers, managers, coworkers, and the individual employees themselves. Further more, the appraisal process has become increasingly integrated into complementary organizational initiatives, such as training and mentoring. In addition to reflecting new ideas about personal needs and cultural influences, performan ce appraisal systems evolved during the late 1900s to meet strict new federal regulations and to conform to labor union demands. A flurry of legislation during the1970s and 1980s, for example, prohibited the use of performance appraisals to discriminate against members of selected minority groups. Other laws established restrictions related to privacy and freedom of information. The end result of new laws and labor demands was that companies were forced to painstakingly design and document their appraisal programs to avoid costly disputes and litigation. Finally, managers should continue to conduct appraisals to assess and retain competent employees , because appraisals inform employees of how they can improve their skills, how they can advance within a company, and how their skills have improved (or failed to improve) over time RESEARCH OBJECTIVE Object is to find how performance appraisal helps organization and employees towards achieving organizational and personal goals. Analysis of employees performance through out the year will help organization to find its internal strength and weakness and how to increase over all productivity. Evaluation program should serve as a foundation for aligning employee performance with institutional plans and goals. Performance ratings should be used to provide the basis for merit increases, promotion, career developm ent, training, and recording job performance strengths and weaknesses for future action. RESEARCH SCOPE Performance Evaluation is the major function of HR. it helps the individuals to know where they need to improve their skills and competencies which will be beneficial for their personal growth and they will become more productive for the organization. The scope of this research is thus to analyze and observe that to what extend evaluation results of employees help them to utilize their improved performance in better effective way. Where organization need to motivate them so that the productivity increases as a whole and organization achieve its overall objectives.

Literature review

How to make your performance appraisal work for you? November 28, 2001|By John C. Robak. If you are receiving regular feedback, a performance appraisal is nothing more than a confirmation of what you already know. But because many companies link them to employee compensation, training, promotion and other rewards, performance appraisals play a critical role in your career development and you must be well prepared. Following these steps should make it easier: - Know when it is time for your appraisal. No matter how frequently your employer conducts your appraisals, you must be prepared well before the actual date of the meeting. - Conduct a self-review. It is an opportunity for you to think honestly about your personal strengths and weaknesses. You are likely to discover achievements to be proud of as well as new opportunities to improve your performance. A comprehensive self-appraisal can give you clarity and help you to approach your appraisal meeting with purpose and confidence. - Review and refine your current job description, as duties and responsibilities often change over time. Be aware of your key assignments, make sure that your work is on target, and identify the measurable results. Recall your accomplishments by citing several concrete examples. This component is critical, since it is likely that you will be judged by what you have achieved. Updating your job description from time to time will help ensure a fair evaluation. - Recognize your developmental needs. Perhaps you need more computer training, product knowledge or supervisory skills. If so, be willing to inquire about what support or training is available to help you grow in this area. - Get on your manager's calendar, rather than casually catching him or her in the hallway. Make sure the meeting is held in a private area away from phones and interruptions. Keep in mind that a performance appraisal is not something done to you. Take charge and be an active participant in the process. It is just as important to give feedback as it is to get it. Be prepared to provide your manager with information on the ways in which he or she might be able to further enhance your career. If you prepare thoroughly, you can transform your appraisal from a dreaded occasion into a l demonstration of your dedication to your career, your company, your boss, and your continued self-improvement

Re-appraising Appraisals Do Performance Reviews Need A 360-degree Change? December 10, 2000|By Diane Stafford, Knight Ridder/tribune. Many managers aren't properly trained in how to give constructive feedback. - "One size fits all" appraisal forms make a mockery of individual assessments. - It takes time to do appraisals well, and most managers are too busy to devote that time. - Once a year is not enough to provide usable job improvement guidance to a worker. - Appraisals are supposed to be self-improvement tools. Instead, they're often interpreted as punishment and justification for tiny raises. Evaluations shouldn't be one-way communication. The best ones foster dialogue. There are plenty of human resource specialists who sell consulting services and products designed to stop the annual plague of poorly done appraisals. Chief among their suggestions is the 360-degree, or multisource, assessment. If you think single-source appraisals are time-consuming and badly done by overstressed, ill-trained supervisors, just think of the ripple effect when a whole bunch of people-supervisors, peers and subordinates -- are asked to weigh in, as well. According to current "best practice" thinking, 360-degree evaluations are a better way to get a variety of informed opinions about an individual's work and share good suggestions for improvement. In some organizations, that happens. When done right, 360-degree appraisals reduce the chance of one-on-one bias between a supervisor and his or her employee, and give a fuller picture of a worker's contributions. When done right, they give the worker a clearer understanding of his or her strengths, weaknesses and the impression he or she makes on others. Those are admirable benefits. But in the real world, the possible benefits aren't always achieved. Many appraisal forms aren't individualized enough to be meaningful. Many don't even measure the sought-after things. Many evaluators get no training in how to write good evaluations. And most supervisors are too busy with their "real" jobs to devote sufficient time and attention. In the ideal work world envisioned by Deming and a succession of other appraisal experts, performance evaluations would be individualized, forward-looking rather than historical, career building and supportive. In the real world, performance appraisals more often are hastily scribbled tick marks on a page, done on deadline so raises can be dished out on workers' employment anniversaries.

Statement of the Problem: Performance appraisal is a process of assessing, summarizing and developing the work Performance of an employee. In order to be effective and constructive, the performance manager should make every effort to obtain as much objective information about the employee's performance as possible. Low performance can push the organization back in todays tough competition scenario. The project is aimed at analyzing the performance appraisal in Vadilal group Objective: The various objectives of our research are as follows: To examine why an appraisal system is important. To study existing appraisal system in Vadilal To find the expectation of appraiser and Appraisee To determine the satisfaction level of the Appraisee To reveal the various loopholes in the appraisal system if any To find the consequences of an inappropriately conducted appraisal system Research Methodology: This section presents an overview of the methods to used in the study. Areas covered include the research design, population, sample and sampling techniques, data collection and analysis. The data source: Primary as well as Secondary. The research approach: Survey Method. The research instrument: Questionnaire. The respondents: The Managers & Employees of various organizations. The primary data was collected with the help of survey information. A concise questionnaire was prepared keeping in mind the information specifications. Sampling and Sampling Technique It obvious from the definition of the population above that a census is not feasible in this study. Accordingly, the researcher will adopt the survey type of research in which a sample from the population which is employee of vadilal.