Beruflich Dokumente
Kultur Dokumente
A Research Report on
PERFORMANCE APPRAISAL
2009- 2011
SUBMITTED TO SUBMITTED BY
HOD MOHINI VERMA
Professor. M.K. sharma MBA II YEAR
(Dpt. Business administration)
DECLARATION
I Mohini verma student of MBA ( III Sem ) CSE Jhansi, hereby declare that the project
title is the outcome of any own work and the same has submitted to any university
This information is purely of academic interest and any resemblance to earlier project is
purely coinci8dental.
MOHINI VERMA
MBA ( III Sem )
PREFACE
A thermal power plant uses energy liberated from the commission of coal and uses to
convert water into steam. This steam is used to convert the mechanical energy into
electrical energy. the steam is used to rotate a turbine which in turn is connected to
the a.c. generator which when rotated in a uniform magnetic field its flug linked with
it changes .
In a thermal power plant an electric controlling the power plant. In practice situation
coal is taking place properly or not. because at a particular timie only fixed amount of
coal is taking place needs to be present in the boiler suppose the ignition of coal is not
taking place properly then the amount of coal that accumulates goes on increase and a
particular blast.
Hence electronics control is required are peeded measure the pressure on the wall of
boiler due to steam the amount of pressure handling capacity .thus if the temperature
of steam increase of amount of steam increase then the pressure exerted on wall may
coordination & combined efforts of several sources of knowledge, energy & time. Hence,
I approach this matter of acknowledgement through these lines & trying my best to give
I would also like to thank my Project Guide Ms. Anshika Vasandani I would also like to
special thanks to my faculty guide Ms.Anshika Vasandani , without her help it would
difficult to tack the intricacies of the work-scheduled. She guided me at every step during
the development of the project with valuable suggestions & helps in continuity of the free
Performance appraisal systems aim to evaluate the job performance of employees, so that
appraisal is part of organizational control, the components of the control system are
control standards, measurement, and corrective actions Among these three phases,
which reflect the role a performance appraisal plays in the organization. Measurement is
concerned with the actual appraisal process, including the appraiser, appraisal criteria,
appraisal methods, and appraisal timing. Corrective actions comprise the feedback
processes after the performance appraisal is completed. If there is an evident gap between
Performance appraisal systems have always played a very important role in human
organizational control, through which the employees can view, see their past
performances and take concrete action for improvement. On the other hand, the
performance appraisal also provides substantial information for human resource
enterprises typically demand different performance appraisal system tailored to the needs
TABLE OF CONTENS
History of industry
Analysis of coal
Introduction
Performance management
Conclusion
Performance has variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism and turnover.
Employee delight has to be managed in more than one way. This helps in retaining and
nurturing the true believers “who can deliver value to the organization. Proliferating
and nurturing the number of “true believers” iis the challenge for future and present
HR managers.
This means innovation and creativity. It also means a change in the gear for HR polices
and practices. The faster the organizations nurture their employees, the more successful
they will be. The challenge before HR managers today is to delight their employees and
nurture their creativity to keep them a bloom.
This study helps the researcher to realize the importance of effective employee
motivation. This research study examines types and levels of employee motivational
programmers and also discusses management ideas that can be utilized to innovate
employee motivation. It helps to provide insights to support future research regarding
strategic guidance for organizations that are both providing and using reward/recognition
programs.
i
SCOPE OF RESEARCH
The present study on employee performance appraisal helps to get clear picture about the factors which
motivates the employees. This in turn helps the management to formulate suitable policy to motivate
the employees. Hence, the motivational level of the employees may also change.
The factors that motivate the employees may change with change in time because the needs of
employees too change with change in time. So continuous monitoring and close observation of factors
that motivate the employees is necessary to maintain a competent work force. Only with a competent
work force an organization can achieve its objective. Moreover, human resource is the most valuable
asset to any organization. A further study with in dept analysis to know to what extent these factors
motivate the employees is required.
COMPANY PROFILE
The name of this power project is paricha thermal power project its foundation war laid in 1979 and
is serted producing electricity in 1983. It is a state owned semi government project. It has four units
which are generating electricity. two no of 110 which are likely to be completed tip to year 2010
total installed capacity of the plant at present is 640 mw. The total installed capacity of the plant
will be 1140 mw in the year 2011 presently it is thermal power project of up.
This project is thermal based power project in which combustion of coal is used to convert water
into steam and then steam is used to rotate the turbine the rotation of turbine drives an a.c. generator
The entire thermal power project needs continuous supply of water and thus they are built near a
river. Adam has been constructed for this purpose of collection of water, by the name of paricha
dam. Coal is also required for this project and it is supplied from mines of parichha dam. Coal is
At present, four units of Parichha are generating 640 mw of electricity. With this, the state
government’s dreams of easing the severe power crunch being faced in the state through this
project lies shattered as does the hope that the state will turn power surplus with a few years. It may
be mentioned that the state government had decided to get the Parichha extension work done by the
Uttar Pradesh Rajya Vidyut Utpadan Nigam Ltd (UPRVUNL), which had handed over the BTG
contract to BHEL. BHEL, in turn, had sub-contracted the chimney contract to NBCC. Speaking to
the media before rushing off to the mishap site, state’s power corporation chairman Navneet Sehgal
said, “the construction of the chimney had been almost completed and one of the two 250 mw
Uttar Pradesh Rajya Vidyut Utpadan Nigam Ltd. was constituted on 25 August 1980 under the
company’s act 1956 for construction of new thermal power projects in the state sector.
On 14th Jan 2000, in accordance to up state electricity reforms acts 1999, UP state electricity board,
till then responsible for generation, transmission and distribution of power within the state of Uttar
Pradesh, was unbundled and operations of the state sector thermal power stations was handed over
to uprvunl.
Due to the intrinsic efficiency of most power plants as well as losses in transmission and
distribution electricity network, 1kWh of usage in a building requires 3kWh of production: for each
energy unit saved in the building we save 3 times as many at production level.
The u.p. state electricity board has its headquqrter in shakti bhavan lucknow . The top most body of
upseb is chairman. The chairman of the board is a chief engineer level and technical person who
CHAIRMAN
These members are solely responsible for their cader members look after the whole generation
Hydro generation
Thermal generation
And depending upon the requirement of electricity, some power imports from nap and neighbor
Khatima 41.4
Yamuna 14.57
Khadri 144
Ganga nahar 45.2
Due to the intrinsic efficiency of most power plants as well as losses in transmission and
distribution electricity network, 1kWh of usage in a building requires 3kWh of production: for each
energy unit saved in the building we save 3 times as many at production level.
BOILER
Boiler is a device which is used for generating steam from heating water coal & air mixture send in
the finance where it is pure dematerialized water boiler into burning the fuel some gases produced
& these gases converts into steam this steam is used to drive super heating this water goes to hp
heater beep where water is preheated before going to the boiler. The hot water goes to boiler drum
in the form of steam the main components are raised the boiler.
ECONOMISER
The economiser is feed water driving heat from the flue gases the use of economiser is in high
capacity plant to reduce the fall consumption by 5% to 15% and increase the boiler efficiency by
10%.
AIR PRE-HEATER
The heat carried with the flue gases coming out of the economiser is further utilised preheating the
air before supply to the combustion. The principle advantage of preheating the air-
Improved combustion
SUPER HEATER
The function of super heater in the steam power plant is to remove the last trace of moisture from
the saturated steam coming out of the boiler and increase its sufficiently above saturation
temperature.
DEMINERALISING PLANT (D.M. PLANT)=
Natural water supplies contain solid liquid and gases impurities and as such this water cannot be
used for the genaration of steam in the boiler . this requires that the impurities present in the raw
water should be removed before it can used in the boiler these impurities may cause the following
troubles-
Scale formation
Corrosion
Embitterment
Raw water coming from river through canals is stored in clarified tank . these are filterd with alum
lime stone and bleaching power and further filters in gravity filter. Filtered water divided into three
D.M. plant
Service water
In. plant gravity filtered in mechanical filterd it goes to carbon filter where gas particles, absorbed
feed water further goes to exchange and then flows to anion exchange and degasified & finally
INTRDUCTION
With the world on a development spree there is shortage of power in most places whilst the demand
seemes to be in a never ending upward spiral. There are several answers to this challenge such as
the nuclear power plants but the conventional thermal power plants also play an equally important
role in this power equation learn about these power plant in this article.
Though each plants is unique in itself in terms of specific features and functionalities still there is
a broad outline to which all thermal power plants confirm to and in this article we will study about
There are four main circuits in any thermal power plant and these are
Coal & ash – this circuit deals mainly with feeding the boiler with coal for combustion purpose and
taking care of the ash that is generated during the combustion proses and includes equipment and
parapheralia that is used to handle the transfer and storage of coal and ash.
Air & gas circuit - we know that one of the main components of the fire tringle and hence necessary
for combustion since lots of coal is burnt inside the boiler it needs a induced draught or induced
draught fan . The exhaust gases using either forced draught fans.
Feed water & steam circuit- this section deals with supplying of steam generated from the boiler to
the turbine and to handle the outgoing steam from the turbine by cooling it ti form water in the
condensor so that it can be reused in the boiler plus making good any losses due to evaporation.
Cooling water circuit- this part the thermal power plant deals with handling of the cooling water
required in the system. Since the amount of water required to cool the outgoing steam from the
boiler is substantial it is either taken froma nearby water source such as a river or it is done through
INTRODUCTION
Selecting a proper site for a thermal power plant is vital for its long term efficiency and a lot many
factors come into play when deciding where to install the plant. Of course it may not be possible to
get everything which is clesirable at a single place but still the location should contain an optimum
mix of the requirements for the setting to be feasible for long time.
THE REQUIREMENTS FOR THE SITE
As the name implies the power plant is meant for generating power which obviously means that it
will consume huge quantities of fuel. The exact quantity would depend on the size of the plant and
its capacity but it is a general fact that would depend on the size of the plant. It should be
Ash if by product of combustion and since the amount of coal used is huge you can intuitively
imagine the amount of ash generated and it is certainly in the region of thousand tons per day . Ash
is much more difficult to handle as compared to coal since it comes out hot from the boiler and is
INTRODUCTION
Having learnt about the basic plant layout and site selection of a power it is now time to take a look
The four of the thermal power plant make a complete picture when put together helping to
generated electricity out of fuels such as coal which is the most widely used fuel .
Let us perform a simple calculation regarding the amount of coal required in a power Plant.Let us
assume an imaginery thermal power plant which has a capacity of 1000 mw and try to find the
amount of coal required for its consumption. also assume that the boiler operate at an efficiency of
75% and the heat supplied per kg of steam be around 500 kcal per kg and that the amount of steam
INTRODUCTION
Old is gold the equally old and wise saying this is applicable to the black as well in the perspective
of thermal power plants. Well if you are confused let me tell you that I am referring to coal which is
one of the oldest used fuels in the world. Though technology has gone skywards in the previous
In the earlier days coal might have used for providing heat for making food or in the blacksmiths
furnace but as technology made strides so did the level and importance sources of coal in the
parameters have still kept coal as one of the most important sources of power generation in thermal
power plants.
The very first parameter is the ample abundance of coal in most parts of the world including the
United States. Estimates suggest that the us has reserves of coal which could last more then two
Disadvantages of coal
All is not green in the literal since in the use of coal in the power plant environment and health
hazards are one of the most prominent reason why environment and health may group are against
the use of coal for power production disposal of large quantities of ash could pose problems in the
ANALYSIS OF COAL
INTRODUCTION-
As we learnt earlier coal is one of the most widely used fuels in thermal power plants . It is there
fire necessary for any one interested in thermal power plants to know about the composition of coal
and its various ingredients which have been discussed in the succeeding section.
Any substance can be analyzed in different ways such as proximate analysis chemical analysis and
so forth. We will carry out the proximate analysis of coal which gives the different categories of
namely fixed ash and free ash fixed ash is inherent in the coal due to the formation process from
vegetable matter and it is not possible to remove it except that it gets separated on burning.
Coal contains a variety of combustible gases such as hydrogen methane and non comestible gases
Moisture
The moisture content of coal could vary from just over 1% to nearly 30 to 40 % and just like ash it
has two forms – inherent moisture and free moisture the former is not easily removable as it is a
costly process whilst the latter can be removed by normal drying using sight heated air.
There is another method of analyzing in terms of its various chemical constituents such as carbon
suppler and so forth but that might be taken up in a different set of articles.
CHD – III ( COAL HANDLING DIVISION – III)
Coal for parichha thermal power station is received from dhanwar coal fields and Bihar coal fields
maximum coal requirement of these power plants at the end of year 2010 will be about tones /
month this much coal will be transported trough railway wagons form coal mine pit heads to
Belt conveyers
Trippers
Stacker
Battle charger
Operations of coal handling system we should start from the placement loaded wagons on tippler
line. In this system there are four numbers wagons tipplers can be operated at a time. Discharge
hoppers are common for wagon tipplers. On the month of each hopper. Their one mechanical
vibrating feeder. These vibrating feeders can discharge coal on convert belts through transfer ducts .
Grading of coal
Above 6201keal
5601 to 6200keal
4941 to 5600keal
4201 to 4200keal
3601 to 4200keal
2401 to 3600keal
In a coal fired boiler oil firing is adopted for the purpose of warming up of the boiler importing
availability to the coal flame and load operations. Efficient or complete combustion oil fuel is best
achieved by finer atomizing of oil and proper turbulent mixing with combustor air.
In case of steam atomizing design the highly expanding steam further improves the firing of oil
droplets.
Heavy fuel oil from storage tank is left to fuel oil pumps located in a passes through the house at
pump able temperature of 40*c to 60*c . The heavy fuel oil passes through the strainer on the
suction side of pump and gets pressurized. The pressure maintaning – cum – regulating valve to the
common return oil line to day tanks when only small quantity of oil is fired.
Power Generation;
Rural Electrification;
Research;
Training;
Consultancy Services;
and the other serves as standby. Any strainer can be combined with any pump. The strainers can be
basket type of 250 microns mess filtration with suitable drains and vents.
In this paper, attempt has been made to develop framework for estimating realistic baseline for
carbon emissions from power generation in India till the end of the Eleventh Five Year Plan Period
(2010–2011). This is done through development of a realistic generation plan till 2010–2011,
taking into account new Greenfield projects, capacity augmentation/addition plans and
commissioning schedule of new projects and incorporating the impacts of government imposed
norms for energy conservation in baseline estimate. Such a supply side framework for estimation of
baselines is useful for developing countries like India where the electricity markets are supply
constrained. Also, the paper demonstrates the evaluation of additional emission reductions over and
above the business as usual baseline by identification and quantification of future possibilities of
changes in specific coal consumption and auxiliary consumption of around 70 existing thermal
Unloading of L.d.o. by suction header tapping point’s tankers can be simultaneously. Before
unloading all valve of unloading line could be opened. then we start the unloading pump
2x 110 mw units
pressure : 22kg/cm
l.d.o. storage tanks
no. of pump
pressure : 4kg/cm
no. of heater
No. of pump : 2
Pressure : 4 kg/ cm
No of pump
Capacity of each
expected to achieve with a set of given resources and within a Time frame. Appraising performance
- Appraisal of whether the given result has been received or not , and then giving feedback to the
employee concerned about where he lacks , its reasons, and counseling him how he can improve his
performance.
Performance measure is based on the critical success factors derived directly from the corporate and
business strategy.
It is closely linked to other system of HRM particularly career planning, succession planning and
SALARY INCREASE
Performance appraisal plays a role in making decision about salary increase. Normally salary
increase of an employee depends upon on how he is performing his job. There is continuous
evaluation of his performance either formally or informally. This may disclose how well an
employee is performing and how much he should be compensated by way of salary increase.
PROMOTION
Performance appraisal plays significant role where promotion is based on merit and seniority.
Performance appraisal discloses how an employee is working in his present job and what his strong
and weak points are. In the light of these, it can be decided whether he can be promoted to the next
higher position.
Performance appraisal tries to identify the strengths and weakness of an employee on his present
job. This information can be used for devising training and development programmer appropriate
FEEDBACK
Performance appraisal provides feedback to employees about their performance. A person works
when he knows is working. This works in two ways, firstly, the person gets feedback about his
performance. Secondly, when the person gets feedback about his performance, he can relate his
PRESSURE ON EMPLOYEES
Performance appraisal puts a sort of pressure on employees for better performance. If the
employees are conscious that they are being appraised in respect of certain factors and their future
OTHERS
Identifying systemic factors that are barriers to, or facilitators of, effective
performance.
Understanding of personal goals and concerns. This can also have the effect of
to judge the gap between the actual and the desired performance.
Helps to strengthen the relationship and communication between superior – subordinates and
management – employees.
To diagnose the strengths and weaknesses of the individuals so as to identify the training and
Provide clarity of the expectations and responsibilities of the functions to be performed by the
employees.
To judge the effectiveness of the other human resource functions of the organization such as
COMPETITVE ADVANTAGES
Performance appraisal helps an organization gain competitive edge in the following ways:
IMPROVING PERFORMANCE - It improve employees job performance in Two ways – by
directing employees behaviors towards organization goals , and by monitoring that behaviors to
MAKING CORRECT DECISIONS: Making Decisions on such issues as pay raise , promotion ,
transfer , training , discharges and completion of probationary periods. Right decision on each of
performance appraisal becomes not only a means of knowing if the employees’ behavior is
consistent with the overall strategic focus , but also a way of bringing to the fore any negative
consequence of the strategy – behavior fit. For example, a single point productivity focus may
recommended:
Perhaps one of the most challenging aspects of setting up a performance appraisal is deciding what
appraisal.
Organizational citizenship behaviorsActions that are over and above usual job responsibilities
To ensure that the performance criteria are relevant to work practice and acceptable to appraisers and
employees:
Clear and explicit links between performance appraisal and a job description will ensure the relevance
of the appraisal. If a detailed job description is not available or is out-of-date, it is strongly
appraisal.
Linking performance appraisals with job descriptions can help to focus the appraisal process on the key
competencies, behaviors and outcomes associated with a particular role or position. It can also be
Ensure that key aspects of a role / position are represented in the job description, for example:
Conduct assessments
Plan interventions
Manage cases
Write reports
Identify how these key competencies, behaviors and outcomes can be fairly and accurately
assessed.
Employees are more likely to accept and be satisfied with the appraisal system if they participate in
the development of appraisal criteria and measures, and in the process of conducting appraisals.
Once clear and specific performance criteria have been developed, the next step is to decide how to
taken to assessing performance. Problems that arise when an unstructured “blank sheet” approach is
used include:
Knowledge, skills and abilities most critical to job performance may be overlooked
Reduced consistency between appraisers (i.e., evaluations may reflect differences between
Many workplaces use a generic rating form for all employees irrespective of their role or position
within the organization. Although this approach can save time and minimize cost, the accuracy and
relevance of appraisals may be significantly diminished. The “one size fits all” approach of generic
measures may overlook important performance criteria that are relevant to particular jobs, and may
A basic distinction between different types of appraisal measures concerns the use of objective or
subjective criteria.
Meeting deadlines.
Objective measures can be relatively quick and easy to obtain (given good organisational record-
keeping). However, it can be unwise to place too much emphasis on these types of objective
measures. An exclusive focus on results / outcomes may mask factors that impact on employee’s
Subjective assessments are commonly used in performance appraisals and often involve the use of
rating scales. Subjective assessments are more likely to provide accurate performance appraisals
when:
The behaviors and outcomes being assessed are stated in clear behavioral terms
The employee understands the measures (e.g., rating scales) being used to evaluate their
Performance, and agree that the measures are fair and accurate (i.e., measures what it is
Supposed to)
Measurement is as brief as possible whilst addressing essential behaviors and outcomes (frustration
with long and unwieldy questionnaires may introduce error in responses).
The goal of a performance appraisal is to support and improve employee’s performance and
effectiveness. Therefore, it makes sense for an appraisal to include an assessment of factors in the
work environment that help or hinder a employee’s capacity to perform effectively. Explicit
assessment of environmental factors is also likely to increase the perceived fairness and
Once the appraisal measures are developed, the next step involves collection of accurate
performance information. A common trap is to begin noting observations of employees just before
Ideally, employee’s performance should be observed in a systematic way over time (e.g., in a
diary). This method ensures the accuracy of information about their performances.
Many employees in the organization operate with a relatively high degree of autonomy. This
combined with the heavy workload of most managers / supervisors may limit opportunities to
conduct regular observation of employee’s performance. In addition, perceptions of ongoing
monitoring may foster a sense of surveillance which can damage staff morale.
A more suitable approach may be to keep critical incident reports that note specific examples of
both excellent and unsatisfactory performances. Supervisors can also encourage employees to keep
track of their own performance records such as emails or letters that commend them on their
achievements.
Traditionally, it has been the sole responsibility of managers / supervisors to assess performance.
However, other organizational members can be a valuable source of information as they are likely
360-degree feedback.
Managers / supervisors play a central role in the appraisal process, and should always be included
as one of the main appraisers. In essence, managers and supervisors have two roles in performance
appraisal:
Performing both roles simultaneously can be difficult. Employees may be reluctant to admit areas
for improvement if performance assessment is linked with desired outcomes such as pay, promotion
or opportunities to work in desired areas. One solution is to separate the judge and coach roles by
SELF APPRAISAL-
The process of evaluating one’s own performance can help to increase employee’s commitment to
the appraisal process, perceptions of appraisal fairness, and satisfaction with the appraisal process.
Self-appraisal can also be useful for identifying areas for development. Not surprisingly, self-
appraisals are usually biased towards leniency. Strategies to increase the accuracy of self appraisals
include:
Informing employees that their ratings will be checked and compared to other
COWORKER APPRAISAL:
Coworkers can provide valuable feedback on performance, particularly where teamwork occurs.
Coworkers are often aware of different aspects of a employee’s performance that managers
/supervisors may not have the opportunity to observe. In addition, as there is usually more than one
coworker who rates a worker’s performance, their evaluations tend to be more reliable. Coworker
evaluations, however, may be biased towards those individuals most well liked in an organization
(i.e., friendship bias). Furthermore, coworker appraisals may have a negative impact on teamwork
and cooperation if employees are competing with one another for organizational incentives and
rewards. It is recommended that coworker appraisals are used for professional development rather
SUBORDINATE APPRAISAL
provide feedback to help managers / supervisors develop their skills in these areas. The focus
should be on aspects of managerial performance that subordinates are able to comment upon. This
source of appraisal may only be appropriate in larger organizations where there are sufficient
subordinates to allow anonymity.
CLIENT APPRAISAL
Clients may also offer a different perspective on a employee’s performance, particularly for jobs
that require a high degree of interaction with people. For example, client appraisals can be a
valuable source of feedback regarding the quality of service provision (e.g., the quality of
Relying on client outcomes as an indicator of performance can have undesirable effects due to the
complex and sensitive nature of work. A range of factors may influence client
ACCURACY
Rating another person’s performance is not an easy task, particularly with complex jobs or
performance criteria. Strategies to support appraisers and increase the likelihood of accurate
assessments include:
As discussed below, supervisors and managers can use a range of strategies to ensure that the
appraisal interview is positive, constructive and of greatest benefit for employee’s effectiveness.
Help employees to become familiar and comfortable with talking about their
Progress,
Do your own preparation – plan ahead. Draft a list of the issues that you want
To
Keep written records of the appraisal interview on which both parties have
“Signed
Accuracy and reduced bias (incorrect information from one source can be corrected
From another)
Increased likelihood that employees will perceive the performance appraisal system
providing structured assessment tools with clear explanations regarding the criteria to
Reflect on past performance to identify major achievements, areas that require further
Their performance
Performance.
As with any organizational system, the performance appraisal process should undergo regular
review and improvement. For example, the process of performance appraisal could be evaluated by
conducting focus groups or surveys with employees to gauge their satisfaction with the appraisal
process (and suggestions for improvements). It may also be useful to monitor the types of issues
raised by supervisors and employees over time. A successful performance appraisal process should
demonstrate a change in both the ratings of employee’s performance (i.e., ideally performance
ratings should improve, or at least remain at a satisfactorily stable level over time) and the work
environment (i.e., evidence that significant barriers to work practice are being addressed by the
organization).
RATING SCALES
The rating scale method offers a high degree of structure for appraisals. Each employee trait or
characteristic is rated on a bipolar scale that usually has several points ranging from “poor” to
The traits assessed on these scales include employee attributes such as cooperation,
communications ability, initiative, punctuality and technical (work skills) competence. The nature
and scope of the traits selected for inclusion is limited only by the imagination of the scale’s
ADVANTAGE
The greatest advantage of rating scales is that they are structured and standardized. This allows ratings
Rating scale methods are easy to use and understand. The concept of the rating scale makes obvious
sense; both appraisers and appraises have an intuitive appreciation for the simple and efficient logic of
the bipolar scale. The result is widespread acceptance and popularity for this approach.
DISADVANTAGE
Trait Relevance
Are the selected rating-scale traits clearly relevant to the jobs of all the appraises? It is inevitable that
with a standardized and fixed system of appraisal that certain traits will have a greater relevance in
For example, the trait “initiative” might not be very important in a job that is tightly defined and rigidly
structured. In such cases, a low appraisal rating for initiative may not mean that an employee lacks
initiative. Rather, it may reflect that fact that an employee has few opportunities to use and display that
particular trait. The relevance of rating scales is therefore said to be context-sensitive. Job and
Rating scales, and the traits they purport to measure, generally attempt to encapsulate all the relevant
indicators of employee performance. There is an assumption that all the true and best indicators of
performance are included, and all false and irrelevant indicators are excluded.
PERCEPTUALERRORS
This includes various well-known problems of selective perception (such as the horns and halos effect)
Selective perception is the human tendency to make private and highly subjective assessments of what
a person is “really like”, and then seek evidence to support that view (while ignoring or downplaying
This is a common and normal psychological phenomenon. All human beings are affected by it. In other
An example is the supervisor who believes that an employee is inherently good (halo effect) and so
ignores evidence that might suggest otherwise. Instead of correcting the slackening employee, the
supervisor covers for them and may even offer excuses for their declining performance.
On the other hand, a supervisor may have formed the impression that an employee is bad (horns effect).
The supervisor becomes unreasonably harsh in their assessment of the employee, and always ready to
PERCEIVED MEANING
Problems of perceived meaning occur when appraisers do not share the same opinion about the
meaning of the selected traits and the language used on the rating scales.
For example, to one appraiser, an employee may demonstrate the trait of initiative by reporting work
As well, the language and terms used to construct a scale - such as “Performance exceeds expectations”
RATING ERRORS
The problem here is not so much errors in perception as errors in appraiser judgments and motive.
The most common rating error is central tendency. Busy appraisers, or those wary of confrontations
and repercussions, may be tempted to dole out too many passive, middle-of-the-road ratings (e.g.,
“satisfactory” or “adequate”), regardless of the actual performance of a subordinate. Thus the spread of
This problem is worsened in organizations where the appraisal process does not enjoy strong
management support, or where the appraisers do not feel confident with the task of appraisal.
Under this method, checklist of “Statements of Traits” of employee in the form of Yes or No based
questions is prepared. Here, the rater only does the reporting or checking and HR department does the
actual evaluation. The rater concerned has to tick appropriate answers relevant to the appraisers. When
the check-list is completed, it is sent to HR department for further processing. Various questions in the
check list may have either equal weight age or more weight age may be given to those questions which
are more important. The HR department then calculates the total scores which show the appraisal result
of an employee.
• Disadvantages – Rater’s biases, use of improper weights by HR Dept, does not allow rater to give
relative ratings.
FORCE CHOICE METHODF A series of statements arranged in the blocks of two or more are given
and the ratter indicates which statement is true or false. The rather is forced to make a choice. HR
One of the problems faced in large organizations is relative assessment tendencies of ratters. Some are
too lenient and others too severe. This method overcomes that problem. It forces every one to do a
comparative rating of all the employees on a predetermined distribution pattern of good to bad. Say
10% employees in Excellent Grade, 20% in Good Grade, 40% in Average Grade, 20% in Below
Average Grade and 10% in unsatisfied grade. The real problem of this method occurs in organizations
where there is a tendency to pack certain key departments with all good employees and some other
departments with discards and laggards. Relatively good employees of key departments get poor rating
evaluation. This method involves three steps. A test of noteworthy on the job behavior is prepared. A
group of experts then assigns scale values to them depending on the degree of desirability for the job.
Finally, a checklist of incidents which define good and bad employees is prepared.
ESSAY METHOD
In the essay method approach, the appraiser prepares a written statement about the employee being
appraised. The statement usually concentrates on describing specific strengths and weaknesses in job
performance. It also suggests courses of action to remedy the identified problem areas. The statement
may be written and edited by the appraiser alone, or it be composed in collaboration with
theappraisal.
ADVANTAGE
the essay method is far less structured and confining than the rating scale method. It permits the
appraiser to examine almost any relevant issue or attribute of performance. This contrasts sharply with
Appraisers may place whatever degree of emphasis on issues or attributes that they feel appropriate.
Thus the process is open-ended and very flexible. The appraiser is not locked into an appraisal system
the limits expression or assumes that employee traits can be neatly dissected and scaled.
DISADVANTAGE
Essay methods are time-consuming and difficult to administer. Appraisers often find the essay
The techniques greatest advantage - freedom of expression - is also its greatest handicap. The varying
writing skills of appraisers can upset and distort the whole process. The process is subjective and, in
consequence, it is difficult to compare and contrast the results of individuals or to draw any broad
GRADING
In this method, certain categories of abilities of performance are defined well in advance and person
are put in particular category depending on their traits and characteristics. Such categories may be
definitional like outstanding, good, average, poor, very poor or may be in terms of letter like A, B, C, D
etc with indicating the best and D indicating the worst. This method, however, suffers from one basic
limitation that the rater may rate most of the employees at higher grades.
This is based on the test of knowledge or skills. The tests may be written or an actual presentation
• ADVANTAGE– Tests only measure potential and not attitude. Actual performance is more a
High
CONFIDENTAL REPORT
Though popular with government departments, its application in industry is not ruled out. Here the
report is given in the form of Annual Confidentiality Report (ACR). The system is highly secretive and
confidential. Feedback to the assesses is given only in case of an adverse entry. Disadvantage is that it
is highly prone to biases and regency effect and ratings can be manipulated because the evaluations are
linked to future rewards like promotions, good postings, etc.
In this method each employee is paired with every other employee in the same cadre and then
comparative rating done in pairs so formed. The number of comparisons may be calculated with the
help of a formula – N x (N-1) / 2. The method is too tedious for large departments and often such exact
details
DEFINING OBJECTIVES
The first basic step in effective and systematic appraisal is to define the objectives of the appraisal
itself. For example, reward – providing, salary revision, promotion, training and development etc.
DEFINING APPRAISAL -
Appraisal is done in the context of certain norms or standards. These may be in the form of various
traits of the appraises or their expected work performance results. Performance norms are to be
In designing performance appraisal programmer, there are several issues which require attention:
The appraisal is conducted by the appraiser and the results of the appraisal are communicated to
HR department for follow-up actions which should be oriented towards the objectives of the
appraisal.
APPRAISAL FEEDBACK
Appraisal feedback is the most crucial stage in appraisal process, specially when the superior’s
rating is not as per the expectations of the appraises, they become stoic , quiet , angry, hostile and
verbally abusive by knowing the fact that their performance is not as good as they had perceived it
to be .
Performance appraisal is not an end in itself, but it is a means for improving long- term
performance of personnel by taking appropriate actions based on the information as revealed by the
appraisal . The action may be in the form of suitable rewards to out performers, counseling and
guiding underperformers and providing training to them for better performance and identifying and
6. Checklist method
Nominations
15. Work Sample Tests
There are many methods you can use when doing performance appraisals. Now performance
appraisals are used to determine a lot of things with your employer. Here are some of those things
listed below.
Deciding promotions
Determining transfers
deciding who gets rewards
Here are some different methods and definitions on these methods, and also a quick description of
PEER RANKING
It is a method that usually involves the employer to rank the employees performance against other
employees that are doing the same tasks that they are. Peer rankings are used in a lot of applications,
between sports ranking players, and teams. Everything uses this system to determine the best of the
best. Unfortunately there are some consequences of using this method when talking about your
Some of the negatives about using this system are the potential effects of telling someone that other
employees are doing better and that in essence that they are a loser. Another negative would be that are
actually making the employees compete with each other in a negative way, and the last negative would
be that if the company is very large it will be hard for the manager to group all the employees together
TRAIT RATING
Is basically the manager will set up a numerical ranking and base all your traits on a scale. Some of
Some of the bad things associated with the trait rating way is that this way assumes that the person
doing the ranking can rank each trait objectively. That sounds easy but since there are so many
definitions of each trait they might see a definition of one trait a different way then someone else.
Since there are so many questions on who the employer sees the traits it may be unclear to the
employee and may have unmotivated them, and cause stress between him and his managers.
(THE MBO PROCESS)
The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drunker in 1954. It
can be defined as a process whereby the employees and the superiors come together to identify
common goals, the employees set their goals to be achieved, the standards to be taken as the criteria
for measurement of their performance and contribution 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 comparison of the employee’s actual
performance with the standards set. Ideally, when employees themselves have been involved with
the goal setting and the choosing the course of action to be followed by them, they are more likely
The principle behind Management by Objectives (MBO) is to create empowered employees who
have clarity of the roles and responsibilities expected from them, understand their objectives to be
achieved and thus help in the achievement of organizational
Clarity of goals – With MBO, came the concept of SMART goals i.e. goals that are:
Specific
Measurable
Achievable
The goals thus set are clear, motivating and there is a linkage between organizational goals and
The focus is on future rather than on past. Goals and standards are set for the performance for the future
ESSAR Group is one of the leading corporate of India. The values which are the compass to guide
Professionalism
Customer Oriented
Quality Focused
Dignity of Individuals
Based on these values PMS system communicates all the corporate level goals and objectives to all
employees at all level of the organization .PMS of EOL enables organization and its employees to
direct and canalized the energy and resources towards achieving common business goals. PMS of
EOL is very structured and formal method which more focuses on technical and managerial part of
organization.
Eel’s performance management system and career Development system , which supports the
Human Resource Management , provide the framework for a range of HR strategies by clarifying
work level standards , appraising performance and identifying and managing longer term skills
development targeted to improve work performance, career planning and staff retention.
Prior to each appraisal round, in the Board Meeting Directors set the KRA (Key
Result Area) and objectives, and tasks of next year. It is also known as Performance Contract. The
outcomes of meeting are briefed to all employees. The Process of objective setting is participative
to ensure commitment to achieve objectives and to assist staff to understand the practical aspects of
appraisals at the operational level, which have been set. At the divisional and unit level, after he
finalization of budget, assessors and assesses jointly fix the KRA and objective for next year. The
personal performance plan or KRA are based on following:-
Company Objectives
Department Objectives
Key Responsibilities
Project Work
Special Assignments
PLANNING PHASES
These KRA are written done on the objectives setting / performance management from which is
forwarded by HRD. The employee reviews company and department objectives prior to preparing a
draft of his KRA for the upcoming year and then forwards completed draft of his KRA from to his
assessor to get agreement on KRA, weight age and performance measure with his manager. On
agreement of KRA set by subordinate manager makes two copies of PMS form and sends the
original copy to HRD, a copy to the employee, and retain a copy for his files.
The number of KRA would be 5 to 7 which includes company objectives – 1 to 2 and Departmental
or Functional objectives – 4 to 5.
REVIEWING OF KRA:
The employee records his mid year review in his copy of the form and gives this to his assessor for
review. The assessor conducts mid- year review discussion to KRA and required, both employee
and assessor make appropriate changes and modified performance plan is prepared.
ASSESSING PHASE:
Each assessor would assess himself on the self assessment format and submit it to prior to
assessment process. The assessor makes his own assessment on the employee’s KRA and has
discussion with the employee regarding the differences in perception of performance. The assessor
consultations with reviewer, he assigns overall rating based on the weighted average score and
proper understanding of rating definition. The top management committee reviews the assessment
in line with the ESSAR GROUP guidelines and normalizes the rating whenever required and
EVALUATION OF EMPLYEES :
On completion of year the expected level of performance is compared with existing level and assessor
also makes objectives evaluation of performance of employee. Depending upon the comparison,
performance of employee is rated. The assessor and the Employee meet to discuss each principal
function and the employee meet to discuss each principal function and the employee’s actual
The assessor discusses the Strength and Weaknesses with the employee and with his reviewer and fills
his comments in PMS form. This discussion may further leads to finding needs of assesses and assessor
suggests specific type of training to overcome The supervisor , Reviewer and the Employee must sign
Appraisal systems are related to institutional productivity requirements. Appraisal systems are
expected to reveal underproductive units and to serve as a response system to focus attention on
problem areas. Appraisal system should also function reward productive units.
Hypothetically, performance appraisal is used to reward productive staff through upward salary
adjustments like in EOL if employee gets 5 rating he’ll provide 25% extra from his variable cost to
the company if he get 4 rating he’ll receive 10% extra . And if he gets 3 rating he gets 100%
variable.
If the employee gets 2 rating he’ll get only 50% variable and he’ll receive NO variable for getting 1
rating as in the form of punishment for giving the performance below the expectation of the
company.
ES SAR POLICY is not only to just to give punishment to its employee but also to give trainings
and to conducts development programs for increasing the skills, knowledge and productivity of the
managers or employee. They have provide three months training to increase its productivity , to
understand the nature of work and management helps employee for achieving its target and
appraise your performance each time you are assigned to an accreditation evaluation team. Think of
this as a 360-review designed to ensure decisions are not made on a single data point.
The PEV performance appraisal forms are based on the competencies. There are four forms:
The forms
1 = needs improvement
3 = met expectations
5 = exceeded expectations
setting, regular reviews, annual appraisal, development process and linkages to other systems.
GOAL SETTING
This process is the foundation for a good performance management system. It brings in the clarity
required to deliver the required results. The organization’s expectations are set in the form of “key
result areas” (Kris), along with strong indicators of the required standards (also termed “measures of
performance”). The benefits of giving clear directions are many. It helps increase productivity by
enabling people to focus on the requirement; it minimizes frustration and enables employee
satisfaction.
REGULAR REVIEWS
Reviews are a critical component of the system. Reviews give timely feedback to the individual. It is
important to schedule formal reviews during the course of the year. These can be half-yearly or
quarterly depending on the need. Structured mid-term reviews enable the organization to take stock of
the performance during the given period. It gives the individual an opportunity to discuss his/her
achievements during the given period and to look at areas of improvement. In a dynamic environment,
it is important to keep abreast of market situations. Reviews can be utilized to make midcourse
ANNUAL APPRAISAL
CONFIDENTIAL REPORT: The report is written by the supervisor and is, typically, not
Discussion: In this system, the individual writes a self-appraisal vis-à-vis KRAs set at the start of
the year. The manager adds his or her comments. Organizations follow one of the following methods of
ratings—(a) rating given by the manager or (b) the individual and the manager give ratings and the
organization has a mechanism to deal with differences between the two. There is an opportunity for the
People working in the software industry or in a project environment may raise a question about the
relevance of the annual appraisal. Then there are also professionals who work with different project
teams during the course of the year. In this case we could have reviews signed-off at the end of each
project. These could be collated at the end of the year to look at overall performance and linkages to
other systems.
DEVELOPMENT PLAN
This pertains to the training and development sub-system. A part of the development plan stems out of
the annual appraisal. This is the result of the areas of improvement that emerge from the appraisal and
competencies required for new roles, if relevant. A good training and development process will also
take the necessary inputs from the organization’s business plan. This is required if the organization is
performance appraisal system, in many organizations, has a link to the rewards system. Individuals
judge the performance management system and the culture of the organization based on the message
sent by the rewards system. If the rewards system recognizes individual contribution and ignores
contributions made to team objectives, the people in the organization start focusing on individual tasks.
Therefore, linkage too many of these systems need to be contemplated upon, articulated to the people
Dr Douglas McGregor in the HBR Classic, An uneasy look at Performance Appraisal, wrote:
“Managers are uncomfortable when they are put in the position of playing God”. They do not want to
pass judgment on personal worth of their team members. This article was written years ago and it is
still relevant in the current context. An effective system focuses on results on the behaviors that
APPROPRIATE
It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance
appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals
from your own organizational practices. It is likely that the critics of the appraisal process are the
people who can't conduct them very well. It's a common human response to want to jettison something
that one finds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of
Think about everything that performance appraisals can achieve and contribute to when they are
Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals,
there are many different methods of performance evaluation. The use of any of these methods
depends on the purpose of the evaluation, the individual, the assessor, and the environment.
The formal annual performance appraisal is generally the over-riding instrument which gathers
together and reviews all other performance data for the previous year.
Performance appraisals should be positive experiences. The appraisals process provides the
platform for development and motivation, so organizations should foster a feeling that performance
appraisals are positive opportunities, in order to get the best out of the people and the process. In
certain organizations, performance appraisals are widely regarded as something rather less
welcoming ('bollocking sessions' is not an unusual description), which provides a basis only on
which to develop fear and resentment, so never, never, never use a staff performance appraisal to
handle matters of discipline or admonishment, which should instead be handled via separately
arranged meetings.
FORMAL PERFORMANCE
Probationary reviews
Counseling meetings
None of these methods is mutually exclusive. All of these performance assessment methods can be
used in conjunction with others in the list, depending on situation and organizational policy. Where
any of these processes is used, the manager must keep a written record, and must ensure agreed
actions are followed up. The notes of all review situations can then be referred to at the formal
appraisal.
Holding regular informal one-to-one review meetings greatly reduces the pressure and time
required for the annual formal appraisal meeting. Holding informal reviews every month is ideal all
Ensuring that appraisers have adequate knowledge and direct experience of the employee’s
performance
Providing ratings via aggregated anonymous feedback when multiple sources of information are used
Offering adequate support and assistance to employees such as professional development opportunities
Conducting appraisals on a regular basis (at least two times a year) rather than annually.
If resource constraints do not permit frequent formal appraisals, consider conducting one formal
appraisal annually, with a review of progress in the mid-year and ongoing review in regular supervision
meetings
USING PERFORMANCE APPRAISAL TO ADDRESS WORKFORCE
DEVELOPMENT CHALLENGES
Various workforce development issues that may impact on employee’s effectiveness and well being.
Ensuring employees receive adequate rewards and recognition is a key workforce development issue
for the performance. Performance appraisals provide a good opportunity to formally recognized
employee’s achievements and contributions to the organization, and to ensure a clear link is maintained
between performance and rewards. The appraisal interview can also be used as a vehicle to demonstrate
supervisory and organizational support for employees by discussing barriers and supports to effective
The appraisal interview is also a useful vehicle for recognizing and rewarding employee’s contributions
to various teams in the organization, especially if appraisal information is gained from team members.
An appraisal of the team as a whole can also be a useful strategy to recognizes and reward team
performance, and to identify strategies to improve team functioning.
Open and constructive performance appraisals can be useful to identify issues that are likely to impact
on employee’s willingness to stay with the organization in the longer-term. Key factors associated with
retention include salary and remuneration, professional development opportunities, and work-related
demands and stress. The appraisal interview provides a good opportunity for a “check-up” regarding
employee’s satisfaction with their working conditions and environment, and a discussion of strategies
Performance appraisal interviews are a good opportunity to discuss employee’s health and well being
in the workplace, particularly in regard to factors that contribute to feelings of stress and experiences
Name of Hr manager:
No of employees:
Range of products:
1- Do you have a separate Appraisal system for each class of employees? If yes, what is the
classification?
2- How frequently is PA done in the organization? (Please type ‘y’ for selecting a box)
Frequency of
Appraisal
Class of
jobsManagerial staff
4- Who appraises?
( ) Confidential Method
( ) Psychological Appraisals
( ) Traits ( ) Results
( ) Yes ( ) No
( ) every day
( ) HOD
If other specify
9- Does an Appraisal keep notes on the major achievements and failures of his/her appraise?
( ) Yes ( ) No
10- When was the current Performance Appraisal system introduced in the organization?
Has there been a change in the Performance Appraisal system in your organization over a
Do employees consider PA just a regular activity to rate them. if yes , how many?
Do employees talk freely about their developmental need during the counseling session?
( ) Top Management
If other specify,
13- Is discussion or interaction between the Appraiser and the Appraise a part of the system?
( ) Yes ( ) No
If yes for which cadre of employees? (Please specify)
14- Do you face any of the following problems with the Performance Appraisal
( ) Other
15- Do you give training to the appraises for the use of the Performance Appraisal system?
( ) Yes ( ) No
16-Are any sessions held to make the employees aware of the PA system, its objectives & its
( ) Yes ( ) No
17- Is the Performance Appraisal System in your organization linked to he incentives or the
reward system?
( ) Yes ( ) No
18- How do you use the Performance Appraisal data that is maintained for every employee?
19-Is there a constant monitoring to find out any loopholes in the PA system or do you take the
feedback from the employee regarding the Appraisal system? If yes, how is it done?
20- Do you have a separate committee to review the Performance Appraisal results?
( ) Yes ( ) No
21- Do you think the system of Performance Appraisal has been successful in your organization
( ) Yes ( ) No
Frequency of
Appraisal
Class of
employeesDailyWeeklyMonthlyQuarterly Half yearlyYearlyExecutivesSupervisoryClerical
jobsManagerial staff
( ) Confidential Method
( ) Psychological Appraisals
( ) Traits ( ) Results
( ) Job behavior ( ) A combination of these. (Please specify)
( ) Yes ( ) No
( ) every day
( ) HOD
If other specify
28- Does an Appraisal keep notes on the major achievements and failures of his/her appraise?
( ) Yes ( ) No
required.
RESEARCH METHODOLOGY.
SAMPLING DESIGN
A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study.
UNIVERSE
The universe chooses for the research study is the employees of Hyderabad Industries Ltd.
SAMPLE SIZE
Number of the sampling units selected from the population is called the size of the sample. Sample of
50 respondents were obtained from the population.
SAMPLING PROCEDURE
The procedure adopted in the present study is probability sampling, which is also known as chance
sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in the
sample.
SCEONDARY SOURCES5
Secondary data’s are in the form of finished products as they have already been treated statistically in
some form or other.
The secondary data mainly consists of data and information collected from records, company websites
and also discussion with the management of the organization. Secondary data was also collected from
journals, magazines and books.
NATURE OF RESEARCH
Descriptive research, also known as statistical research, describes data and characteristics about the
population or phenomenon being studied. Descriptive research answers the questions who, what,
where, when and how.
Although the data description is factual, accurate and systematic, the research cannot describe what
caused a situation. Thus, descriptive research cannot be used to create a causal relationship, where one
variable affects another. In other words, descriptive research can be said to have a low requirement for
internal validity.
QUESTIONNAIRE
A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. A defeated
questionnaire was carefully prepared and specially numbered. The questions were arranged in proper
order, in accordance with the relevance.
PRE TESTING
A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and all of
them were collected back as completed questionnaire. On the basis of doubts raised by the respondents
the questionnaire was redialed to its present form.
SAMPLE
A finite subset of population, selected from it with the objective of investigating its properties called a
sample. A sample is a representative part of the population. A sample of 50 respondents in total has
been randomly selected. The response to various elements under each questions were totaled for the
purpose of various statistical testing.
PRESENTATION PF DATA12
The data are presented through charts and tables.
FINDINGS
SUGGESTIONS
The suggestions for the findings from the study are follows
• Most of the employees agree that the performance appraisal activities are helpful to get
motivated, so the company should try to improve performance appraisal system, so that they
can improve their performance.
• Non financial incentive plans should also be implemented; it can improve the productivity level
of the employees.
• Organization should give importance to communication between employees and gain co-
ordination through it.
• Better carrier development opportunities should be given to the employees for their
improvement.
• If the centralized system of management is changed to a decentralized one, then there would be
active and committed participation of staff for the success of the organization
• The data was collected through questionnaire. The responds from the respondents may not be
accurate.
• The sample taken for the study was only 50 and the results drawn may not be accurate.
• Since the organization has strict control, it acts as another barrier for getting data.
The study concludes that, the Performance appraisal program procedure in HYDERABAD
INDUSTRIES LTD is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was conducted
among 50 employees and collected information through structured questionnaire. The study helped to
findings which were related with employee motivational programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from this
study in order to make the motivational programs more effective. Only if the employees are properly
motivated- they work well and only if they work well the organization is going to benefit out it. Steps
should be taken to improve the motivational programs procedure in the future. The suggestions of this
report may help in this direction.
REFERENCE
Kennedy, Marilyn Moats. "The Case for Performance Appraisals." Across the Board, February 1999,
51.
Krieger, Kurt, and J. Kevin Ford. "A Meta-analysis of Rates Race Effects in Performance Ratings."
Latham, Gary P., and Kenneth N. Wesley. Increasing Productivity through Performance Appraisal. 2nd
Werther, William B., Jr., and Keith Davis. Human Resources and Personnel Management. 3rd ed. New
and data envelopment analysis using panel data, Journal of Econometrics, 51, 259-285.
Jensen, M.C. (1969). Risk, the pricing of capital assets and the evaluation of investment performance,
Koopmans (ed.), Activity Analysis of Production and Allocation, Wiley: New York, 33-97.
Levin, A.Y., Morey, R.C. and Cook, T.J. (1982). Evaluating the administrative efficiency of courts,
McMullen, P.R. and Strong, R.A. (1998). Selection of mutual funds using data envelopment analysis,
- Marketing research and other helps was taken by internet with google.com