My PRJCT Work

CHAPTER-I
INTRODUCTION
A performance appraisal, employee appraisal, performance review, or (career)
development discussion is a method by which the job performance of an employee is evaluated
typically by the corresponding manager of supervisor. A performance appraisal is a part of
guiding and managing career development. It is the process of obtaining, analyzing, and
recording information about the relative worth of an employee’s recent successes and failure,
personal strengths and weakness, and suitability for promotion or further training. It is also the
judgment of an employee’s performance in job based on considered other that productivity alone.
The other terms used for performance appraisal are: performance rating, employee
assessment, employee performance review, personnel appraisal, performance evaluation,
employee evaluation and (perhaps, the oldest of the terms used) merit rating.
Definition:
“Performance appraisal is an objective assessment of an individual’s performance against
well defined benchmarks”.
“Performance appraisal is defined by Wayne Cascio as “the systematic description of
employee’s job relevant, strength, weakness”.
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Process of performance appraisal:
Process of performance appraisal followed by different companies is different. A general
procedure is explained below with the help of a diagram.
Process of performance appraisal
Setting performance standards
Communicating standards set to the employee
Measuring performance
Comparing performance with standard
Discussing result
Collective active
Implementation and review

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Setting performance standards
In this very first step in performance appraisal, the HR department decides the
standards of the performance i.e. they decide what exactly is expected from the employee for
each and every job. Sometimes certain marking scheme may be adopted.
Communication standard set to the employee
Standards of performance appraisal decided in First step are now conveyed to the
employees so that the employee will know what is expected from him and will be able to
improve his performance.
Measuring performance
The performance of the employee is now measure by the HR department, different
methods can be used to measure performance i.e. traditional and modern method. The method
used depends upon the company’s convenience.
Comparing performance with standard
The performance of the employee is now judged against the standard. To understand the
score achieved by him. Accordingly we come to know which category of performance the
employee falls into i.e. excellent, very good, good, satisfactory etc.
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Discussing result
The result obtained by the employee after performance appraisals are informed or
employee asking him to change certain aspects of his performance and improve them.
Collective action
The employee is given a chance or opportunity to improve himself in the areas specified
by the HR department. The HR department constantly receives or keeps a check on the
employee’s performance and notes down improvements in performance.
Implementation and review
The performance appraisal policy is to be implemented on a regular basis. A review must
be done from time to time to check whether any change in policy is required. Necessary changes
are made from time to time.
Limitations of performance appraisal
The following are some of the limitations of performance appraisal systems. They are as follows:
Halo effect
In this case the superior appraises the performance on certain positive qualities only. The
negative traits are not considered. Such an appraisal will not give a true picture about the
employee. And in some cases employees who do not deserve promotions may get it.
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Horn effect
In this case only the negative qualities of the employee are considered and based on this
appraisal is done. This again will not help the organization because such appraisal may not
present a true picture about the employee.
Advantages of performance appraisal:
Performance appraisal is defined by Wayne Casio as “the systematic description of
employee’s job relevant, strength, weakness.
1. Feedback to the employees:-
Performance appraisal is beneficial because it provides feedback to the employee about
his performance. It identifies the areas for improvement so that employee can improve itself.
2. Training and development:-
Due to performance appraisal it is easy to understand what type of training is required for
each employee to improve himself accordingly training programs can be arranged.
3. Helps to decide promotion:-
Performance appraisal provides a report about the employee, Based on this report future
promotions are decided, incentives, salary increase is decided.
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4. Validation of selection process:-
Through performance appraisal the HR department can identify whether any changes are
required in the selection process of the company normally a sound selection process results in
better performance and positive appraisal.
5. Deciding transfers and lay off of the worker:-
Employee with specific talent can be transferred to places where their talents are utilized
properly; similarly decisions regarding termination of employees depend upon performance
appraisal reports.
6. Human resource planning and career development:-
Companies can plan for future vacancies at higher levels based on performance appraisal
reports. Similarly career planning can be done for the employee on the performance appraisal
report.
Nature of performance Appraisal
In simple terms, performance appraisal may be understood as the assessment of an
individual’s performance in a systematic way, the performance being measured against such
factors as job knowledge, quality and quantity of output, initiative, leadership abilities,
supervision, dependability, co-operation, judgment, versatility, health and the like. Assessment
should not be confined to past performance alone. Potentials of the employees for future
performance must also be assessed.
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Objectives of the performance appraisal
Data relating to performance assessment of employees are recorded, stored, and used for
several purposes. The main purposes of employee assessment are:
 To effect promotions based on competence and performance.
 To confirm the services of probationary employees upon their completing the
probationary period satisfactorily.
 To assess the training and development needs of employees.
 To decide upon a pay raise where (as in the unorganized sector) regular pay scales have
not been fixed.
 To let the employees know where they stand insofar as their performance is concerned
and to assist them with constructive criticism and guidance for the purpose of their
development.
Performance appraisal and competitive advantage:
The objectives of performance appraisal, listed above, point out the purpose which such
an exercise seeks to meet. What needs emphasis is that performance evaluations contribute to
firm’s competitiveness strength. Besides encouraging high levels of performance, the evaluation
system helps identify employees with potential, reward performance equitably and determine
employee’s need for training.
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Improving
performance
Strategy and
behavior Making
correct
Decisions
Competitive
Advantage
Values and Ensuring Legal

Behavior Compliance
Minimizing
Dissatisfaction
and Turnover
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How performance Appraisal can Contributes to firm’s Competitive
Advantage
Improving performance
An effective appraisal system can contribute advantage by improving employee job
performance in two ways-by directing employee behavior towards organizational goals.
Making correct Decisions
As stated above, appraisal is a critical input in making decision on such issues as pay
raise, promotion, transfer, discharges and completion of probationary periods. Right decision on
each of these can contribute to competitive strength of a firm. If promotion, for example, is made
on performance, the promote feels motivated to enhance his or her performance.
Ensuring Legal Compliance
Promotions made on factors other than performance might land up a firm in a legal battle,
thus diverting its focus on non-productive areas, as it happened to Williamson Magar.
Companies can minimise costly performance-related litigation by using appraisal systems that
give fair and accurate ratings.
Minimizing Job Dissatisfaction and Turnover
Dissatisfaction in the job sets in and one of the outcomes of job dissatisfaction is increased
turnover. Fair and accurate appraisal results in high motivation and increased job satisfaction. An
organization having satisfied and motivated employees will have an edge over its competitors.
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Methods of Appraisal
The last to be addressed in the process in the process of designing an appraisal
programme is to determine method(s) of evaluation. Numerous methods have been devised to
measure the quantity and quality of employee’s job performance. Each of the methods discussed
could be effective for some purposes, for some organization. None should be dismissed or
accepted as appropriate except as they relate to the particular needs of the organization or of a
particular type of employees.
Broadly, all the approaches to appraisal can be classified into
(1). Past – oriented methods, and
(2) .Future-oriented methods.
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Rating Scales
This is the simplest and most popular technique for appraising employee performance.
The typical rating-scale system consists of several numerical scales, each representing a job-
related performance criterion such as dependability, initiative, output, attendance, attitude, co-
operation, and the like. Each scale ranges from excellent to poor. The rater checks the
appropriate performance level on each criterion, then computes the employee’s total
Checklist
Under this method, a checklist of statements on the traits of the employee and his or her
job is prepared two columns-viz., a ‘yes’ column and a ‘No’ column. All that the rater
(immediate superior) should do is tick the ‘yes’ column if the answer to the statement is positive
and in column ‘No’ if the answer is negative.
Forced Choice Method
In this, the tater is given a series of statement about an employee. These statements are
arranged in blocks of two or more, and the tater indicates which statement is most or least
descriptive of the employee.
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CHAPTER- II
COMPANY PROFILE
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CHAPTER - III
Review of Literature
Cederblom, D. 2002, summer, “From performance appraisal to performance management: One
agency’s experience”, Public Personnel Management vol.31, no.2, pp.131-140
“A PAS is a partnership between the employee and the rating official in personal
development. Preparing a PAS involves open feedback, clarification and discussion about
developmental needs, goals and plans. Intermittent communication with the manager and
employee is essential to the PAS.
Archer North. “Benefits of Performance Appraisals.” 2003. Retrieved March 17, 2004.
“Some experts in human resources or management say that performance reviews are a waste
of time.
Mani, B.G. 2002, summer, “Performance appraisal systems, productivity, and motivation: A
case study”, Public Personnel Management vol. 31, no.2, pp. 141-159.
This dissertation sets out to review and explain the challenge of performance management
and how this is addressed through the performance appraisal process within Liverpool Direct
Revenues Service.
Lamb, Frank University of Chester, Jun-2009
Performance appraisal systems aim to evaluate the job performance of employees, so that
appropriate corrective action and management decisions can be taken. As performance appraisal
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is part of organizational control, the components of the control system are indispensable in the
appraisal system.
Newman, warren & McGill, 1987
In general, basic control system consists of control standards, measurement, and corrective
actions. Among these three phases, control standards are based primarily on organizational
missions or departmental goals, which reflect the role a performance appraisal plays in the
organization.
Bernardin & Klatt, 1985; Hall, Posner, & Hardener, 1989
Performance appraisal continues to be a subject of interest and importance to human resource
specialists. For decades, performance appraisal has received considered attention in the
literature, from both researchers and practitioners alike.
Maroney & Buckley, 1992; Thomas & Bretz, 1994
Maintain that there is a considerable gap between theory and practice, and that human
resource specialists are not making full use of the psychometric tools available. To support their
claim, these authors cite surveys of practitioners concerning current performance appraisal
methods and use.
Taylor and Zawacki 1984
Hypothesized that managers responding to the legal constraints prevaient in the 1980s,
preferred techniques that were defensible in court. Accordingly, managers tended to be satisfied
with the objective traditional approaches, whereas their subordinates seemed to prefer the
developmental collaborative methods.
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Bernardin and Klatt 1985
That small firms tended to rely heavily on trait-based approaches, while larger firms relied on
a combination of trait, behavioral, and results,-based techniques. They noted that one in five
organizations did not give employees the opportunity to review the performance appraisal
results.
Locher and teel 1988
Identified graphic rating scales (57.1%), the open - ended essay (21.3%), and Management-
by-Objectives (18.1%) as the most popular performance appraisal techniques. Unlike Taylor and
Zawacki (1984) before them, Locher and Teel identified a trend toward the use of MBO as a
popular technique.
Thomas and Bretz 1994
Besides recording current trends in methods used, only a few researchers have clarified how
performance appraisal data is used. Report that performance information is most likely to be
used for employee development or to administer merit pay. They identified the main
developmental uses as improving work performance, communicating expectations, determining
employee potential and aiding employee counseling. Other common administrative uses
included promotions, lay-offs, transfers, terminations, and validations of hiring decisions.
Hall, Posner, and Hardner 1989
Identified common objectives of performance appraisal as reviewing past performance, goal
setting fir future performance, and employee development.
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Clevenland, Murphy, and Williams 1989
Warned that organizations should exercise caution when using the same performance
appraisal methods for multiple applications, since different performance appraisal methods may
yield different types of data.
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CHAPTER- IV
RESEARCH METHODOLOGY
Research, according to Redman and Mory is a “Systematized effort to gain new
Knowledge”.
In the world of Slesinger and Stephenson, “Research is the manipulation of things, concept
or symbols for purpose of generalizing to extend, correct or verify Knowledge he whether that
knowledge aids in construction of a theory or is the practice of an art.
The search for Knowledge thought objective and systematic method of finding a proper and
feasible solution to a problem, is popularly known as research.
In this chapter, the methodology followed in conducting the research has been described.
Details regarding the research design, data collection questionnaire, sampling plan, area of the
study and statistical tools used have also been given. Finally the Limitations of the study have
also been briefed.
Research Design
Research design is purely and simply the framework or plan for a study that guides the
collection and analysis of the data. The research design indicates the methods of research i.e. the
method of gathering information and the method of sampling.
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Essentials of a research design:
 It is a plan that specifies the objectives of the study.
 It specifies the method to be adopted in the collection of the data.
 It specifies the tools in the analysis of the data.
 It is helpful to frame the hypothesis to be tested.
Objectives:
1. To study the nature of performance appraisal in TUBECRAFT, B14,15 PIPDIC
INDUSRTIAL ESTATE for their employees.
2. To identify the factors which are influencing more the performance appraisal of
employees.
3. To analyze and evaluate the level of performance appraisal of the employees
4. To offer suggestions based on the study.
Data Collection
Data refer to the facts, figures, or information collected for a specific purpose.
There are two types of data, namely
 Primary Data
 Secondary Data
Primary Data
Primary data are those which are new and original is nature. These data are the first hand
information generated to achieve the purpose of the research.
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Secondary data
Secondary data are those data which are not new and original in nature. These data are
obtained from published or unpublished sources.
In this study, primary data were collected by conducting direct structured interview using
questionnaire. All the employees were asked the same questions in the same form and they were
informed the purpose of study.
Research instrument
The data were collected by using questionnaire as an instrument.
About the questionnaire
In order to collect the primary data the questionnaire is used. A questionnaire is a
schedule consisting of number of coherent questions related to the various aspects of the topic
under this study. Therefore, the data required the study was collected through a questionnaire.
The Data collected through such filled-in questionnaire sample size, sampling method.
Sampling unit
The survey was conducted from the TUBE CRAFT, B14,15 PIPDIC INDUSTRIAL
ESTATE, METTUPALAYAM, PONDICHERRY. In this, there are nearly 500 employees are
working. But for this research 50 employees were been selected.
Sampling method
For this study the samples were drawn using random sample method.
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Random sampling or probability sampling is based on the theory of probability. This
implies that the sampling items are independent.
Sampling size
Sample size of the study that are selected from the sampling unit. Total estimated sample
size is 50. For this study, the data collected through questionnaires have been tabulated. By using
the statistical tools, the data have been analysed. Interpretations have been drawn based on the
analysis. The findings are observations are the result and outcome of the interpretations made
during the course of analysis.
Presentation of the report
Tables and figures have been used wherever necessary to facilitate the analysis and
interpretation Explanations for the tables were given for the tables wherever necessary. The
research report contains finding of facts, analysis of the facts, interpretations, conclusion and
recommendations.
Tools used for Analysis
Percentage Method: Percentages are ratios which are highly useful when comparing
two or more series of data. They are used for describing relationships & comparing distributions.
They are easy to understand and comprehensive.
No of Respondents
Percentage = ----------------------------------- x 100
Total No of Respondents
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CHAPTER – V
DATA ANALYSIS AND INTERPRETATION
TABLE - 1
Age of the respondent
Cumulative
Age Frequency Percent
Percent
Above 50 1 2.0 2.0
40 – 50 9 18.0 20.0
25 – 40 31 62.0 82.0
Below 25 9 18.0
100
Total 50 100
Inference:
The result exhibits that out of 50 employees, 2.0% of them are above 50 years,
18.0% of them are 40-50 years, 62.0% of them are 25-40 years and 18.0% of them are below 25
years. So majority of the respondents are 25-40 years of age.
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Figure 1
Age of the respondent.
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TABLE - 2
Gender of the respondents
Cumulative
Gender Frequency Percent
Percent
Male 36 72.0 72.0
Female 14 28.0
100
Total 50 100
Inference:
The result exhibits that out of 50 employees, 72.0% of them are male and 28.0% of them
are female. So majority of the respondents are male.
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Figure 2
Gender of the respondents.
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TABLE - 3
Educational qualification of the respondents
Educational Cumulative
qualification Frequency Percent Percent
Post Graduation 14 28.0 28.0
Graduation 29 58.0 86.0
H.S.C 3 6.0 92.0
Others 4 8.0
Total 50 100 100
Inference:
The result exhibits that out of 50 employees, 28.0% of them are post graduates, 58.0% of
them are graduates, 6.0% of them are higher secondary and 8.0% of them are other qualification.
So majority of the respondents are graduation qualified.
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Figure 3
Educational qualification of the respondents.
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TABLE - 4
Experience of the respondents
Experience Frequency Percent Cumulative Percent
Above 15 years 5 10.0 10.0
10 – 15 Years 8 16.0 26.0
5 – 10 Years 25 50.0 76.0
Below 5 Years 12 24.0
Total 50 100 100
Inference:
The result exhibits that out of 50 employees, 10.0% of them are above 15 years, 16.0% of
them are 10-15 years, 50.0% of them are 5-10 years and 24.0% of them are below 5 years of
experience. So majority of the respondents are 5-10 years experience.
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Figure 4
Experience of the respondents.
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TABLE - 5
Income of the respondents
Income Frequency Percent Cumulative Percent
10000-15000 25 50.0 50.0
5000-10000 20 40.0 90.0
Below 5000 5 10.0

100.0
Total 50 100
Inference:
The result exhibits that out of 50 employees, 50.0% of them are getting as monthly salary
of 10000-15000, 40.0% of them are 5000-10000, 10.0% of them are having their income below
5000. So majority of the respondents are having 10000-15000 income.
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Figure 5
Income of the respondents.
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TABLE - 6
When the performance appraisal conducted.
Cumulative
Respondent Frequency Percent
Percent
Weekly 25 50.0 50.0
Fortnightly 7 14.0 64.0
Monthly 11 22.0 86.0
Yearly 7 14.0
100
Total 50 100
Inference:
The result exhibits that out of 50 employees, 50.0% of them are said the performance
appraisal system is being conducted in the factory are weekly, 14.0% of them are fortnightly,
22.0% of them are monthly and 14.0% of them are yearly. So majority of the respondents are
agreed that performance appraisal conducted in weekly manner.
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Figure 6
When the performance appraisal conducted.
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TABLE - 7
Methods used for conducting performance appraisal.
Cumulative
Percent
Grading 20 40.0 40.0
Ranking 22 44.0 84.0
Check list 8 16.0

100.0
Total 50 100
Inference:
The result exhibits that out of 50 employees, 40.0% of them are preferred that grading is
being practiced in the company, 44.0% of them are ranking and 16.0% of them are checklist. So
majority of the respondents are ranking method used for conducting performance appraisal.
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Figure 7
Methods used for conducting performance

Appraisal.
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TABLE - 8
Who conducting performance appraisal.
Cumulative
Percent
Immediate
6 12.0 12.0
Supervisor
Supervisor 11 22.0 34.0
HR manager 33 66.0
100.0
Total 50 100
Inference:
The result exhibits that out of 50 employees, 12.0% of them are said that the immediate
supervisor conducting the performance appraisal systems in the company, 22.0% of them are
supervisor and 66.0% of them are HR manager. So majority of the respondents are opinion that
the HR manager that conducting performance appraisal is more.
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Figure 8
Who conducting performance appraisal.
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TABLE - 9
Satisfied about the methods of performance appraisal.
Cumulative
Percent
Mostly satisfied 16 32.0 32.0
Satisfied 30 60.0 92.0
Fairly satisfied 2 4.0 96.0
Dissatisfied 2 4.0
100
Total 50 100
Inference:
The result exhibits that out of 50 employees, 32.0% of them are mostly satisfied, 60.0%
of them are satisfied, 4.0% of them are fairly satisfied and 4.0% dissatisfied. So majority of the
respondents are satisfied about method of performance appraisal in the company.
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Figure 9
Satisfied about the methods of performance appraisal.
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TABLE - 10
Performance appraisal very much helpful for Promotion and transfer.
Cumulative
Percent
Strongly Agree 18 36.0 36.0
Agree 24 48.0 84.0
Disagree 7 14.0 98.0
Strongly Disagree 1 2.0

100
Total 50 100
Inference:
The result exhibits that out of 50 employees, 36.0% of them are strongly agree, 48.0% of
them are agree, 4.0% of them are disagree and 2.0%of them are strongly disagree about
promotion and transfer based on performance appraisal. So majority of the respondents are
agreed that performance appraisal is very much helpful for promotion and transfer.
50
Figure 10
Performance appraisal very much helpful for Promotion and

transfer.
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TABLE- 11
Performance appraisal improves self confident and staff motivation.
Cumulative
Percent
Agree 28 56.0 88.0
Disagree 6 12.0 100.0

100
Total 50 100
Inference:
them are agree, and 12.0% of them are disagree about performance appraisal improves self
confident and motivation. So majority of the respondents are agreed that performance appraisal
improves self confident are staff motivation.
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Figure 11
Performance appraisal improves self confident and
staff motivation.
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TABLE - 12
Relationship between appraise and appraiser.
Cumulative
Percent
Agree 32 64.0 94.0

100
Total 50 100
Inference:
The result exhibits that out of 50 employees, 30.0% of them are strongly agreed, 64.0%
of them are agreed and 6.0% of them are disagreed. So majority of the respondents are agree that
performance appraisal gives mutual awareness, understanding and relationship between
appraises and appraiser.
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Figure 12
Relationship between appraise and appraiser.
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TABLE - 13
Performance appraisal is considered for revision of pay
Cumulative
Percent
Agree 23 46.0 76.0

100
Total 50 100
Inference:
them are agree,14.0% of them are disagree and 10.0% of them are strongly disagree about that
performance appraisal is considered for revision of pay. So majority of the respondents are
agreeing that performance appraisal is considered for revision of pay.
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Figure 13
Performance appraisal is considered for revision of pay.
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TABLE - 14
Performance appraisal improves team role clarification and team building.
Cumulative
Percent
Agree 21 42.0 70.0

100
Total 50 100
Inference:
them are agree, 16.0% of them are disagree and 14.0% of them are strongly disagree about
performance appraisal improves team role clarification and team building. So majority of the
respondents are agreed that performance appraisal improves team role clarification and team
building.
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Figure 14
Performance appraisal improves team role clarification and team building.
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TABLE - 15
Performance appraisal develops career and succession planning of employees.
Cumulative
Percent
Agree 24 48.0 94.0
Strongly Disagree 0 0
100
Total 50 100
Inference:
them are agree and 6.0% of them are disagree. So majority of the respondents are agreeing that
performance appraisal develops personal and organization career and used for succession
planning.
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Figure 15
Performance appraisal develops career and succession planning of employees.
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TABLE - 16
Performance appraisal systems plays major role in delegation,
responsibilities, employee growth and development.
Cumulative
Percent
Agree 27 54.0 80.0

100
Total 50 100
Inference:
The result exhibits that out of 50 employees.26.0% of them are strongly agree, 54.0% of
them are agree, 10.0% of them are disagree and 10.0% of them are strongly disagree. So majority
of the respondents are agreeing that performance appraisal place a major role in delegation,
additional responsibilities, employee growth and development.
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Figure 16
Performance appraisal systems plays major role in delegation,
responsibilities, employee growth and development.
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TABLE - 17
Basis of training needs analysis and planning
Cumulative
Percent
Agree 33 66.0 78.0
Disagree 11 22.0 100.0
Strongly Disagree 0 0
100
Total 50 100
Inference:
them are agree and 22.0% of them are disagree. So majority of the respondents are agreed that
performance appraisal establishes individual training needs, analysis and planning.
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Figure 17
Basis of training needs analysis and planning.
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TABLE - 18
Performance appraisal defines the objectives and priorities of the company.
Cumulative
Percent
Agree 26 52.0 80.0

100
Total 50 100
Inference:
The result exhibits that out of 50 employees. 28.0% of them are strongly agree,52.0% of
them are agree,14.0% of them are disagree and 6.0% of them are strongly disagree. So majority
of the respondents are agreed that performance appraisal classifies and defines the objectives and
priorities of the company.
66
Figure 18
Performance appraisal defines the objectives and priorities of
the company.
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TABLE - 19
Respondent personal strengths and direction.
Cumulative
Percent
Agree 23 46.0 82.0

100
Total 50 100
Inference:
them are agree,10.0% of them are agree and 8.0% of them are strongly disagree. So majority of
the respondents are agreed that performance appraisal identifies the personal strengths and
direction including unused hidden strengths.
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Figure 19
Respondent personal strengths and direction.
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TABLE - 20
Respondent plan for future development.
Cumulative
Respondent Frequency Percent Percent
Agree 27 54.0 90.0
Disagree 4 8.0 98.0
Total 50 100 100
Inference:
The result exhibits that out of 50 employees.36.0% of them are strongly agree,54.0% of
of the respondents are agreed that performance appraisal provides a formal, recorded, regular
review of performance and a plan for future development.
70
Figure 20
Respondent
Respondent plan for for
plan future development.
future development.
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TABLE - 21
Periodic orientation programme are conducted to explain the objectives.
Cumulative
Percent
Agree 35 70.0 82.0

100
Total 50 100
Inference:
of the respondents are agreed that periodic orientation programs are conclude to explain the
objectives.
72
Figure 21
Periodic orientation programme are conducted to explain
the objectives.
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TABLE - 22
Managers take performance appraisal seriously.
Cumulative
Percent
Agree 24 48.0 82.0

100
Total 50 100
Inference:
of the respondents are agreed that managers take performance appraisal seriously.
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Figure 22
Managers take performance appraisal seriously.
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TABLE - 23
Efforts are made by appraiser to be objective in the appraisal.
Cumulative
Percent
Agree 23 46.0 70.0
Disagree 13 26.0 96.0

100
Total 50 100
Inference:
of the respondents are agreed that efforts are made by appraiser to be objective in their appraisal.
76
Figure 23
Efforts are made by appraiser to be objective in the appraisal.
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TABLE - 24
The reviewing officer takes appraisal seriously and tries to educate

subordinate to overcome the biases and favourism.
Cumulative
Percent
Agree 23 46.0 70.0
Disagree 13 26.0 96.0

100
Total 50 100
Inference:
of the respondents are agreed that reviewing officer take appraisal seriously and try it to educate
subordinate to overcome their personal biases and favouritism.
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Figure 24
The reviewing officer takes appraisal seriously and tries to
educate subordinate to overcome the biases and favourism.
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CHAPTER VI
FINDINGS
FINDINGS:
When the interview was conducted, there was a very good response from all
respondents. They responded patiently.
o After the study it is found that 84% of the employees agreed that performance appraisal is
very much helpful for promotion and transfer.
o From the analysis, it is also found that performance appraisal improves self confidence,
staff motivation, behavior development and attitude.
o When the question is raised about the annual pay, grading reviews, 76% of the employees
agreed that performance helps in revision of annual pay.
o Almost all the workers agreed that the managers take performance appraisal seriously.
o From the study, it was found that there was agreement among employees that
performance appraisal established individual training needs, analysis and planning.
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SUGGESTIONS
 Performance appraisal is basically to measure the performance of employees.
 The organization may communicate appraisal system in a effective ways.
 Training is the one of the importance HRD practices in order to improve the skills and
Morale development of employees.
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CONCLUSION
 Performance appraisal helps in the employee’s promotion and transfer.
 Performance appraisal improves self confidence, staff motivation, behavior development
and attitude.
 It helps in revising the annual pay.
 It creates mutual relationship between appraiser and appraise.
 Performance appraisal encourages team roles clarification and team building
activities.hus performance appraisal plays a major role in the development of an
organization and at the same time is very much useful for individuals as well in their
career development and self personality development.
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BIBLIOGRAPHY
Aswathappa .K., Human Resource and personnel management, Tata McGraw hill publications,
new Delhi,
Biswanath Ghosh, personnel management and industrial relations, world press private limited,
1987.
Josphin.k on the topic performance appraisal at Apasamy Occular devices pvt., ltd.,
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CHAPTER-I

A performance appraisal, employee appraisal, performance review, or (career)

development discussion is a method by which the job performance of an employee is evaluated

typically by the corresponding manager of supervisor. A performance appraisal is a part of

assessment, employee performance review, personnel appraisal, performance evaluation,

“Performance appraisal is an objective assessment of an individual’s performance against

well defined benchmarks”.

“Performance appraisal is defined by Wayne Cascio as “the systematic description of

employee’s job relevant, strength, weakness”.

Process of performance appraisal followed by different companies is different. A general

procedure is explained below with the help of a diagram.

Process of performance appraisal

Setting performance standards

Communicating standards set to the employee

Comparing performance with standard

Implementation and review

Communication standard set to the employee

improve his performance.

The performance of the employee is now measure by the HR department, different

used depends upon the company’s convenience.

Comparing performance with standard

by the HR department. The HR department constantly receives or keeps a check on the

employee’s performance and notes down improvements in performance.

Implementation and review

The performance appraisal policy is to be implemented on a regular basis. A review must

are made from time to time.

Limitations of performance appraisal

present a true picture about the employee.

Advantages of performance appraisal:

Performance appraisal is defined by Wayne Casio as “the systematic description of

employee’s job relevant, strength, weakness.

1. Feedback to the employees:-

Performance appraisal is beneficial because it provides feedback to the employee about

2. Training and development:-

each employee to improve himself accordingly training programs can be arranged.

3. Helps to decide promotion:-

promotions are decided, incentives, salary increase is decided.

better performance and positive appraisal.

5. Deciding transfers and lay off of the worker:-

properly; similarly decisions regarding termination of employees depend upon performance

6. Human resource planning and career development:-

Nature of performance Appraisal

In simple terms, performance appraisal may be understood as the assessment of an

performance must also be assessed.

several purposes. The main purposes of employee assessment are:

 To effect promotions based on competence and performance.

 To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

 To assess the training and development needs of employees.

not been fixed.

Performance appraisal and competitive advantage:

employee’s need for training.

Values and Ensuring Legal

An effective appraisal system can contribute advantage by improving employee job

performance in two ways-by directing employee behavior towards organizational goals.

Making correct Decisions

on performance, the promote feels motivated to enhance his or her performance.

Ensuring Legal Compliance

thus diverting its focus on non-productive areas, as it happened to Williamson Magar.

give fair and accurate ratings.

Minimizing Job Dissatisfaction and Turnover

The last to be addressed in the process in the process of designing an appraisal

programme is to determine method(s) of evaluation. Numerous methods have been devised to