Periodic Assessment and Evaluation Is Vital For The Growth of Any Business

INTRODUCTION
Periodic assessment and evaluation is vital for the growth of any business. Performance appraisal one of such tool to measure the performance of employee. Performance appraisal is mainly used to determine the wage increase, promotions, transfers and layoffs, termination of services and training and development to the employee in the organization. It serves as a tool to determine the future of the organization and visualize the career growth of the employees. Performance appraisal is normally done by senior executives and the managers in the organization to apprise the employee of their performance and also to find out their performance and also to find out their difficulties while meeting their goals. During this period of carrying out the process, the appraiser faces problem in rating the subordinate/employees/peers and sometimes he may rate his subordinates wrongly, which will block the whole purpose of the appraisal. NOTES ON THE PERFORMANCE APPRAISAL: The performance of organization depends on the effective utilization of the resource of 4Ms (Man space & buildings, raw materials, Plant and machinery & money). Man is the most important resources for effective utilization of other resources using their skills, knowledge and ability to perform. People are key to our business success and their performance and moral are related to effectiveness of leadership. Every organization, therefore, strives for greater productivity, elimination of waste, lower costs and higher wages. The organization where management leadership is effective, achieves better performance. If the leader is poor, it will result in poor organization performance. In any organization there is some sort of evaluation of the employees and subordinates.
PERFORMANCE APPRAISAL
An employee performance appraisal is a systematic, orderly and objective method of evaluating the present and potential usefulness of the employee to the organization. A good appraisal program would enable the management to introduce a highly systematic measurement of an individuals contribution to the organizational effectiveness. It is equally essential to measure group performance, as a success of an organization depends upon the effectiveness of the teamwork. Performance appraisal provides a systematic basis for assessment of employee contribution and distribution of economic rewards. Modern appraisal philosophy focuses on performance, objective and goal setting.
KKC INSTITUTE OF PG STUDIES
ORGANISATION CHART
Chairman
MD
Executive Director
Marketing Director
G.M. Finance
A.G.M. (H.R.D)
G.M. Production
D.G.M (P&M) D.G.M (D&M)
D.G.M. (S.O.D) G.M R&D/QAD A.G.M (Stores) D.G.M (M.TL)
A.G.M (U&T)
A.G.M (C&S)
SCOPE
Performance appraisal systems are practiced in most organizations today. Performance appraisal is a Pre-requisite to user in quality at the human-social subsystems of an organization enabling better reward process and adoption to environmental changes. The performance appraisal process is not the sole responsibility of human resource. It is the prime responsibility of all line managers The study emphasizes the top level management, supervisory cadres covering all the departments. It takes into the preview primary datas secondary data and also certain observation during data collections.
OBJECTIVES PRIMARY OBJECTIVES

The study titled Performance Appraisal System as a tool for organizational development has been conducted with the following objectives. To study the existing system of performance appraisal at SHOBIZ EXPERIMENTAL COMMUNICATION PRIVATE LID.,
SECONDARY OBJECTIVES
To find out the effectiveness of the performance appraisal system. To obtain the perception of the employees towards the Performance Appraisal. To suggest the ways and means to improve the appraisal system.
RESEARCH METHODOLOGY
Research Methodology is a systematic and objective process of identifying and formulating the problem by setting objective and methods and the methods for collecting, editing, tabulating, evaluating, analyzing, interpreting and presenting data in order to find justified solution. RESEARCH DESIGN A Research Design is a purely and simply the framework or plan for a study that guides the collection and analysis of data. It is a blue print that is followed in completing a study. The research design undertaken by the researcher is descriptive research design. The methodology involved in this design is mostly qualitative in nature. Descriptive research design is concerned with the research studies with a focus on the portrayal of the characteristics of a group or individual or a situation. The main objective of such studies is to acquire knowledge. Similarly, such studies are used to examine the characteristics of the corporate sector or consumer behavior etc., the descriptive study is typically concerned with determining frequency with which something occurs or how two variables vary together.
SOURCES OF DATA COLLECTION

Data refers to the information or facts. Often researchers understand by data only numerical figures. It also includes descriptive facts, non-numerical information, qualitative and qualitative information. The source of data can be from primary and Secondary.
Primary Data
Primary data are those data, which are collected as fresh and for the just time and thus happen to be original primary data for this study was collected by preparing a well-structured questionnaire.
Method of Sampling There are many sample methods to collect data. The sampling method used is simple random sampling. Sample Size: The Sample constituted of 60 workers from different department of the organizations. Survey Design: The survey is based on the primary source of data. Three methods of primary data were selected to conduct the study i.e., Questionnaire, Observation and Personal Interviews methods. Since the statements in the Questionnaire and Schedule were qualitative, they are quantified on a five-point Scale using Linker type technique. Respondents are asked to tick mark the appropriate scope on a five-point continuum.
STATISTICAL TOOLS FOR THE STUDY Sample Analysis By Percentage (%)Method

% refers to a special kind of ratio. % is used in making comparison between two or more serried of data, % are used to describe relationship. It can be used to compare the relative terms, the distribution of two or more series of data.
NO OF RESPONDENT TOTAL NO OF SAMPLES SIZE

* 100
LIMITATIONS
Study is limited to SHOBIZ EXPERIMENTAL COMMUNICATION PRIVATE LID., Employees did not disclose much of information for the fear of their superiors. Time constraint is one of the factor .
REVIEW OF LITERATURE
MEANING OF PERFORMANCE APPRAISAL:
Performance appraisal may be understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge, quality of output, initiative, leadership abilities, potential operative, judgment versatility and health. Assessment should not be conformed to past performance alone. Potentials of employees for future performance must also be assessed. Performance appraisal or merit rating or performance evaluation is one of the most important functions of personnel management that area of management deals with human beings and their behaviour.The need of performance appraisal also arises due to the fact that every person has a different personality-situational, social and psychological. Once the employees are hired, they are inducted trained and developed with the help of various development programs. dependability, co-
DEFINITION OF PERFORMANCE APPRAISAL:

Performance appraisal is a systematic judgment of the subordinate by the superior authority to access the standard of work and overall performance. Performance appraisal is a formal structured system of measuring and evaluating an employees job related behaviors and outcomes to discover how and why
employee is presently performing on the job and how the employee can perform more effectively in the future so that employee, organization and society all benefit. Performance appraisal may be understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervisors, dependability, co-operation, judgment, versatility, health etc.
BENEFITS OF A SYSTEMATIC APPROACH TO PERFORMANCE APPRAISAL:

1. Help to establish the current level of performance in the job and seek ways of improving it. 2. Helps to identify potential for the development and to aid manpower planning Right man for the right job at right time can be aimed. 3. Helps to ink salary realistically to performance. 4. Helps to maintain good employee-employer relationship for promoting motivation, communication and equality. 5. Helps in promoting group cohesiveness and establish fair relationship with in the work groups. 6. Helps the management to allocate their resources in a dynamic environment and thereby meeting the challenges of the modern technological development. 7. Help the management to administer effectively tactical and strategic planning in the organization by ensuring continuity and growth of economic activities. 8. This is a unified system, thus avoiding the errors of nepotism, self-interest and discrimination. 9. It provides information which is useful in making and enforcing important personnel decisions.
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10. The appraisal of employees are stored and maintained in the personnel and their skill inventory cards. Arbitrators adjudicators or conciliation officers accept these in the course of grievance handling procedures as authentic records. 11. Timely, systematically, up to date, honestly and sincerely done performance appraisal creates mutual understanding of them.
OBJECTIVES OF PERFORMANCE APPRAISAL:

Data relevant to performance assessment of employee are recorded, stored and used for several purposes. The main objectives of employees performance appraisal are: 1. To effect promotions based on performance and competence. 2. To confirm the services of probationary employees, upon their completing the probationary period satisfactorily. 3. To access the training and development need of the employees. 4. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have not been fixed. 5. To let the employees become aware about their performance level and to assist them with constructive criticism and guidance for the purpose of their development. 6. To improve communication, performance appraisal provides a format of dialog between superiors and the subordinates, there by bringing an understanding or personal goals and concerns. 7. Performance appraisal can be used to determine whether HR programs such as selections, training and transfers have been effective or not. 8. Performance appraisal would increase the moral of employees.
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9. Performance appraisal would stimulate employees participation in decision making, there by increasing the effectiveness of his own work. 10. It will help the management in rationalizing a job oriented level of individual performance.
JOSEPH TIFFIN LISTS THE FOLLOWING OBJECTIVES OF PERFORMANCE APPRAISAL (PA)

It prevents grievances. It improves job performance. It increases analytical ability of supervisor.
Broadly PA serves four objectives:

Developmental uses. Administrative uses/decisions. Organizational maintenance/objectives. Documentation purpose.
MULTIPLE PURPOSES OF PERFORMANCE ASSESSMENT:

General Applications Developmental Uses Specific Purposes I. Identification of individual needs. II. Performance feed back III. Determining transfers and job assessment IV. Identification of individual Administrative uses/decisions strengths and development needs. Salary, promotion, retention or termination, reorganization of individual performance, lay-offs, identification of performance
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Organizational maintenance objectives
HR planning, determining organizational training need evaluation of organizational goal achievements. Criteria for validation research, documentation of decisions, helping to meet legal requirements.
Documentation
PURPOSE OF PERFORMANCE APPRAISAL:

OBJECTIVES OF PERFORMANCE APPRAISAL
Allocate Resource
Give Employees Feedback Reward Employees
Coach& Develop Employees Maintain Fairness
Comply with equal opportunity Regulation
Every individuals offer in their personality, situational, social, physiological traits. Once the employees are hired. They are inducted, trained and developed with the help of various training and development programs. But such development is slow. Performance appraisal plays a key role in reward system. It is the process of evaluating the performance of employees.
APPRAISAL PROCESS: OBJECTIVES OF APPRAISAL:

Objectives includes effective promotions and transfers, assessing training needs, awarding pay increases etc. the emphasis is to correct the problem.
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These objectives are appropriate as long as approach in the appraisal is focused on the individual.
ESTABLISH JOB EXPECTATIONS:

Includes informing the employees what is expected of him/her on the job. Normally a discursion is held with his/her superior to review the major duties contained in the job description. Individuals should not be expected to begin unstill they understand what is expected of them.
DESIGN JOB EXPECTATIONS:

Designing an appraisal program poses several questions that need answers. They are a) Formal vs. informal appraisal. b) Whose performance is to be assessed? c) Who are the raters? d) What problems are encountered? e) How to solve the problem? f) What should be evaluated? g) When to evaluate? h) What methods of appraisal are to be used?
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WHAT SHOULD BE RATED?

Six criteria for assessing performance are:
1. 2. 3. 4. 5. 6.
QUALITY QUANTITY TIMELINESS COST-EFFECTIVENESS NEED FOR A SUPERVISION INTERPERSONAL IMPACT
TIMING OF EVALUATION:
How often should an employee be assessed? The general trend is to evaluate once in 3 months or 6 months or once in a year. According to survey conducted in 1997 by Author Anderson, 70% of the organization conduct performance appraisal once a year.
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METHODS OF APPRAISAL:
Broadly all the approaches to appraisal can be classified in to following: a) Past-oriented methods b) Future oriented method.
METHODS OF APPRAISAL 1. PAST ORIENTED

A. RATING SCALE B. CHECK LISTS C. FORCED CHOICE METHOD D. FORCED DISTRIBUTION METHOD E. CRITICAL INCIDENT METHOD F. BEHAVIORALLY ANCHORED SCALE G. FIELD REVIEW METHOD H. PERFORMANCE TESTS AND OBSERVATIONS I. ANNUAL CONFIDENTIAL REPORT J. ESSAY METHOD K. COST ACCOUNTING APPROACH L. COMPARATIVE EVALUATION METHOD
M. FUTURE ORIENTED
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A. MANAGEMENT BY OBJECTIVES B. 360 DEGREE APPRAISAL C. PSYCHOLOGICAL APPRAISAL D. ASSESSMENT CENTERS
PAST-ORIENTED METHODS: RATING SCALE: This is the simplest and most popular technique of appraising employees performance. The typical rating scale system consists of several numerical scales, each representing a job related performance criterion such as dependability, initiation, 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, and then computes the employees to total numerical score. The number of points scored may be linked salary increases, where by so many points equal a rise of some percentage. Rating scaled offers the advantages of adaptability, relatively easy use and low cost. The disadvantages of this method are several. The raters biases are likely to influence evaluation, and the biases are particularly pronounced on subjective criteria such as co-operation, attitude and initiative. CHECK LIST METHOD Under this method, a check list of statements on the traits of the employee and his /her job is prepared in 2 columns-viz, a Yes column and a No column. All that the rater should do is to tick the Yes column if the answer to the statement is positive and in the column No if the answer is negative. FORCED CHOICE METHOD:
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In this the rate is given a series of statements about an employee. These statements are arranged in a block of two or more, and rather indicate, which statement is more or least descriptive of the employee. FORCED DISTRIBUTION METHOD: The forced distribution method seeks to over come the problems by compelling the rates on all points on the rating scale. The method operates under an assumption that employee performance level conforms to a normal statistical distribution. Generally it is assumed that the employee performance levels conform to a bell shaped curve. CRITICAL INCIDENTS METHOD: The critical incident method of employee assessment has generated a lot of interest these days. The approach focuses on behavior of employees that makes all the difference between effective and non-effective performance of job. Such incidences are recorded by superiors as and when they occur. BEHAVIOURALLY ANCHORED RATING SCALE (BAR): Behaviorally anchored scales, sometimes called behavioral expectation scales, are rating scales whose scale points are determined by statements of effective and in-effective behaviors. They are said to be behaviorally anchored in that the scale represent a range of descriptive statements of behavior varying from least to most effective. BAR has following features: 1. Areas of performance to be evaluated are identified and defined by the people who will use the scale. 2. The scales are anchored by descriptions of actual job behavior that, supervisors agree, represent specific level of performance. The result is a set of rating scale in which both dimensions and anchors are precisely defined.
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3. All dimensions of performance to be evaluated are based on observable behaviors and are relevant to the job being evaluated since BARS are job. 4. Since the raters who will actually scale are actively involved in the development process, they are more likely to be committed to final product. tailor-made for the
FIELD REVIEW METHOD: This is an appraisal by someone outside the accesss own department, usually someone from the corporate office or the HR department. The outsider reviews employee records and holds interviews with the rate and his or her superior. The method is primarily used for making promotional decision at the managerial level; field reviews are also useful when comparable information is needed from employees in different units or locations. PERFORMANCE TEST AND OBSERVATIONS: With a limited number of jobs, employee assessment may be based upon a test of knowledge or skills. The test may be of the paper and pencil variety or an actual demonstration of skills. The test must be reliable and validated to be useful.
COFIDENTIAL RECORDS:
Confidential records are maintained only in government departments, though its application in the industry is not ruled out. The system is highly secretive and confidential. Feedback to the assesses was given only incase of an adverse entry.
ESSAY METHOD:
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In the essay method, the rater must describe the employee within a number of board categories such as The raters overall impression of the employees performance, The promo ability of the employee, The jobs that the employee is now able or qualified to perform, The strengths and weakness of employee and The training and the development assistance required by the employee. Although this method is being used independently, it is most frequently found is combination with others. It is extremely useful for filling information gaps about the employees that often occur in the best structured checklist method. This is the traditional method in which appraises the rate in an open-ended manner and uses a free-form in his own words and puts down his impressions about the employee. They take note about these factors: a) b) c) Job knowledge and potentials. Employees characteristics and attitude. General organization and planning attitude. d) e) f) g) Understanding of companys policies and procedures and its application. Production or quantity, quality and cost control. Physical conditions. Development needs of future.
COST ACCOUNTING METHOD:

This method evaluates performance from the monitory returns the employee yields to his or her organization. A relationship established between the cost included in keeping the employees and the benefits the organization derives from him or her. Performance of the employee is then evaluated based on the established relationship between the cost and the benefits.
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COMPARITIVE EVALUATION APPROACHS:

This method evaluates performance from the monetary returns the employee yields to his or her organization. A relationship is established between the cost included in keeping the employee and the benefit the organization derives from his or her. Performance of the employee is then evaluated based on the established relationship between the cost and the benefit.
FUTURE ORIENTED APPRAISAL:

The commonly used future oriented technique is MBO, psychological appraisal &assessment centers.
Management by objectives:
Management by objectives is a technique used by managers in some organizations to motivate employees to perform well by using the goal-setting technique.
Objectives of MBO:
To identify the problems and opportunities in the business. To convert identified opportunities in to clear goals. To set up a system to convert these goals into achievements. To set a standard of performance. To raise a standard of performance. To set a new target where the existing ones have proved unrealistic. To achieve something in particular. 8) To innovate. 9) To develop the individual. To cash in on unforeseen circumstances. To clarify the policies and systems to accomplish the objectives. To implement the new policy.
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To review the organization in the light of units objectives. To ensure that the managers idea of the nature of the job is in line with the organizations overall profit plan.
Psychological appraisal:
Large organizations employ full time industrial psychologist, when psychologists are used for evaluations; they assess an individuals future potential and not performance. The appraisal normally consists of in depth interviews, psychological tests, discussions with supervisors and a review of other evaluations. The psychologist may be for a specific job opening for which the person is being considered, or it may be a global assessment of his or her future potential.
Assessment center:
Mainly used for executive hiring, assessment centers are now beginning used for evaluating executive or supervisory potential. An Assessment centers are a central location where managers may come together to have their participation in jobrelated exercises evaluated by trained observers. The principal idea is to evaluate managers over a period of time, say one to three days, by observing(and later evaluating) their behavior across a series of select exercises or work samples.
360-degree feedback:
The performance evaluation technique by multiple raters is called 360degree appraisal. The 360-degree technique is understood as systematic collection of performance data on an individual or group, derived from a number of stakeholders- the stakeholders being the immediate supervisors, team members, customers, peers, and self. In fact, anyone who has useful information on how an employee does the job may be one of the appraisers.
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The 360-degree appraisal provides a broader perspective about an employees performance. In addition, the technique facilitates greater self-development of the employees.
ORGANIZATIONAL STRATEGY AND PERFORMANCE APPRAISAL: Performance appraisal system has strategic importance to a firm in three ways: Feed back mechanism. Consistency between organizational strategy and job behavior and Consistency between organizational values and job behavior.
Feed back Mechanism: An organization seeks to do three fundamental tasks. 1. Design jobs and work system to accomplish organizational goals; 2. Hire individuals with capabilities to discharge the jobs effectively; and 3. Train, motivate and remunerate employees for their performance and productivity. Performance evaluation is the central mechanism that not only provides feedback to individuals, but also aids in the assessment of the program of the organization as whole. Without a performance appraisal system, managers of any firm can only guess as or not employees are working towards realization of the organization goals.
Consistency between organizational strategy and behavior:

An organization needs a strategy consistent with the behavior of its employees if it were to realize its goals. A truism of organizational life is that people engage themselves in behaviors that they perceive will be rewarded. As employees want to be reward, they tend to occupy themselves more with those activities which the
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organization emphasized. For example, if the focus is on service, employees will behave in ways that will help them in gaining the reward associated with service delivery. If the focus is on cost control, employees will seek to control cost and thus be recognized and rewarded. If the focus is on rewarding Productivity, employees will strive for productivity.
COUNSELLING:
Counseling is a discussion of a problem that usually has emotional content with an employee in order to help the employee cope with it better. Its goal is better mental health and it is performed both by managers and professional counselors. The major counseling functions are advice reassurance communication, release of emotional tension, clarified thinking and reorientation.
Characteristics of counseling:
o o o o o o o o o Requires two people, a counselor and counselee. Is an act of communication? Helps employee cope. Reduces employee problems and emotional upsets. Improves organizational performance. Helps organization to be more humanly and considerate. Performed by both professionally and nonprofessionally. Involves both job and personal problems. Is confidential and private.
Advice: counselors often give advice to counselees in order to guide them towards desired courses of action.
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Reassurance: The counseling experience often provides employees with reassurance, which is confidence that they are following a suitable course of action and have the courage to carry it out. Communication: Counseling is communication experience. It initiates upward communication to management and also gives the counselor an opportunity to interpret management problems and give work insights to employees.
IMPROVING APPRAISAL SYSTEM:

The following suggestions might lead to a performance appraisal process: 1. 2. Ensure that all employees are subjected to evaluate (from the president/manager down) People in the organization will feel more committed to the performance evaluation process. If the supervisors who do the appraisal will also be judged.
3. 4. 5. 6. 7. 8. 9. 10.
The appraisals ought to be spread through out the year. Supervisors faced with a pile of appraisals at any one period of time will feel overwhelmed and will not do a good job if they are hurried. Legal considerations and confidentiality must be considered. Politics with respect to where the appraisal will be kept and who has access to the must be implement. Self evaluation should be encouraged as part of the process. This procedure may invite disagreement. Most people rate them selves the same or lower than their manager will. Another benefit is that managers frequently dont know all lthat required getting the job done the manager thus learns more about the organization by reading the employees self appraisal form.
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Have peers conduct reciprocal reviews. Have subordinate evaluate their supervisors. Establish a clear relationship between salary increments and performance appraisals.
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Establish a policy to determine how much of the review will be based of personal observation and interaction and how much will they rely on input review from others. Make sure all the employees are aware of this policy. Publicize which performance appraisal methodology you intend to use. Consider using external sources of information-customers/clients etc Use performance appraisal as a chance to clarify or communicate the intention of the employees.
BENEFITS OF PERFORMANCE APPRAISAL FOR TYPICAL EXECUTIVES: The system should provide employee with an opportunity to receive feedback regarding their performance usually once in a year. This leads to reduced error and waste, increased production improved quality, and service for growth, and employee motivation, commitment and since of ownership. The system provides an opportunity for performance related discussion that includes the following aims: Setting objective of employees Aliening individual and organizational goals, Identifying training and development needs, Discussing career progression opportunities. The system standardizes performance appraisal and provide uniform procedure and criteria for measurement of performance. J This result in fire, valid and legally defensible for rewarding basis for rewarding and recognizing individual performance. The system affords the corporation legal protection against employee Lawsuits for discrimination and wrongful termination.
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Many organizations have introduced management development program to train managers on general aspects of executive development, including: For motion of committees Problem solving In-basket Business games Counseling Coaching Lectures Promotion & transfer Job rotation Sensitivity training
TRAINING AND DEVELOPMENT:

Training is the art of increasing the skill of a worker in doing a worker in doing a work more efficiently. The manager should develop a scheme of training to the employee so that they can acquire knowledge, skill, Attitude and understanding need to perform their job efficiency. Training and development activities are designed, considerable costs not with standing, to imports specific skills abilities and knowledge to employees. Dissection is often made between training, education and development. Training refers to imparting specific skills. Education is learning opportunities designed to help employee grow and employees differ. Training is confined to shop floor workers development is meant for executives. Education of course is need for all employees irrespective of their hierarchy
Types of training:
Orientation training Refreshing training Apprenticeship training
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Internship training
MOTIVATION:
The basic principle is that the performance of individuals depends on his or her ability backed by motivation. Stated algebraically, the principle is: performance =f (ability X MOTIVATION).ability refers to the skills and competence of the person to complete a given along with the ability, a persons desire the task is necessary. Organization becomes successful when employees have abilities and desire to accomplish the given tasks
Definitions on Motivation:
Motivation is the act of stimulating someone or oneself to get a desired course of action by Michael j.julius. Some terms of motivation are: motives needs, incentives, disincentives, drives.
Benefits of motivation:
Creates voluntary cooperation from the workers/employees. Organization goals can be achieved. The efficiency of the workers will raise the productivity and quality of workers improves. Reduce labor turnover and absenteeism. Maintains cordial industrial relation. Reduce grievance and accidents. Organizational change can be introduced easily. Recognition and development of talents and skills.
Theories of motivation:
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Workers should be persuaded the objective of the organization. To motivate people effectively. Managers should prepare certain plans. There are various plans, strategies or theories of motivation.
Traditional theories of motivation:

Be strong theory or and pungent theory. Effort and reward theory. Monistic theory. Carrot and stick theory. Be good or paternalistic theory.
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DATA ANALYSIS AND INTERPRETATION

TABLE -4.1 Q1: Whether the company should have a performance appraisal system?
ATTRIBUTES YES NO TOTAL
NO OF RESPONDENTS 48 20 60
% OF RESPONDENTS 80 20 100
GRAPH
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20% Yes No 80%
INFERENCE: From the above table, 80% of respondent felt that company should have a performance appraisal system and 20% felt that no need of performance appraisal system.
TABLE-4.2 Q2: Are you satisfied with current performance appraisal system?
ATTRIBUTES
SATISFIED DISSATISFIED CANNOT TOTAL
NO OF RESPONDENTS 32 28 0 60 GRAPH
% OF RESPONDENTS 53 47 0 100
30
60 50 40 30 20 10 0
53 47
0 S A TIS F A C TIO N D IS S A TIS F A C TIO N % O F R E S P O N D E N TS CA NNO T
INFERENCE: The above table shows that, most of the people satisfied with current performance appraisal system53% and 47% people dissatisfied.
TABLE-4.3 Q3. According to you who should appraise employee performance? NO OF %OF RESPONDENTS RESPNDENTS SUPERVISOR 32 53 SUBORDINATES 28 47 OTHERS 0 0 TOTAL 60 100 ATTRIBUTES
GRAPH
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60 50 40 30 20 10 0
53 47
0 S U P E R IO R SS U B O R D IN A TE S O TH E R S % O F R E S P O N D E N TS
INFERENCE: From the above table shows that 53% of the people agree that superiors and 47% with subordinates and 0% with others.
TABLE-4.4 Q4.What is the main benefit of performance appraisal system? ATTRIBUTES GROWTH REWARDS MOTIVATION MISTAKES ARE CORRECTED TOTAL NO OF RESPONDENTS 24 0 28 8 60 %OF RESPONDENTS 40 0 47 13 100
GRAPH
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13% 40%
Growth Rewards Motivation Mistake
47%
0%
INFERENCE: The above table shows that, 47% of the employees feel that motivation is the only benefit of performance appraisal and 40% of employees feel growth and 13% with mistakes.
TABLE-4.5 Q5. Whether you need training in performance appraisal system?
NO OF %OF RESPONDENTS RESPONDENTS 40 67 20 33 60 100
GRAPH
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33% Yes No 67%
INFERENCE: From the above table shows that, 67% of the respondents agree with training in performance appraisal system and rest of the 33% respondents does not agree.
TABLE-4.6 Q6.Do you feel that promotions are given based on performance? ATTRIBUTES YES NO TOTAL NO OF RESPONDENTS 32 28 60 % OOF RESPONDENTS 53 47 100
GRAPH
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47% 53%
Yes No
INFERENCE: From the above table inferred that 53% of respondents are agreed with promotions made on performance and remaining 47% is not needed.
TABLE-4.7 Q7. How do you feel about present job? ATTREBUTES HOBBY INTERESTING SATISFIED TOTAL NO OF RESPONDENTS 4 12 44 60 % OF RESPONDENTS 7 20 73 100
GRAPH
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7% 20% Hobby Interesting 73% Satisfied
INFERENCE: From the above table shows that, 73% of employees are satisfied with their present job and 20% feel that there job is interesting and rest of the employees feel their job as hobby.
TABLE-4.8 Q8: How often appraisal should be conducted in practice? ATTREBUTES 3MONTHS 6MONTHS 12MONTHS TOTAL NO OF %OF RESPONDENTS RESPONDENTS 0 0 4 7 56 93 60 100
GRAPH
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100 90 80 70 60 50 40 30 20 10 0
93
3M O NTHS
6M O N TH S
12M O NTHS
% O F RE S P O N DE NTS
INFERENCE: From the above table shows that, 73% of the respondents are satisfied with their present job and 20% feel that there job is interesting and rest of the employees feel their job as hobby.
TABLE-4.9 Q9.Do you feel that performance appraisal system be kept confidential? ATTRIBUTES YES NO TOTAL NO OF RESPONDENTS 36 24 60 %OF RESPONDENTS 60 40 100
GRAPH
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40% 60%
Yes No
INFERENCE: From the above table shows that, 93% of the respondents feel that the appraisal should be conducted for every 12 months and 7% of the respondents feel that it should be conducted for every 6months.
TABLE-4.10 Q10: What do you think the word SUCCESSFUL means? Who is a successful person? ATTRIBUTES MONEY OWN GOAL CONTENT TOTAL NO OF %OF RESPONDENTS RESPONDENTS 4 7 36 60 20 33 60 100 GRAPH
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7% 33% Money Own goal 60% Content
INFERENCE: From the above table shows that, 60% of respondents feel that performance appraisal system be kept confidential but 40% of the respondents does not agree.
TABLE-4.11 Q11: How do you feel your appraisal interview to be? ATTREBUTES IN WRITTEN FACE TO FACE TOTAL NO OF RESPONDENTS 16 44 60 GRAPH %OF RESPONDENTS 27 73 100
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27% In written Face to face 73%
INFERENCE: From the above table shows that, 73% of the employees feel that appraisal interview should be as face to face and rest of them feel that should be in written.
TABLE-4.12 Q12: What do you think you need while working? ATTREBUTES CLOSE ALONE TOTAL NO OF %OF RESPONDENTS RESPONDENTS 24 40 36 60 60 100 GRAPH
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40% 60%
Close Alone
INFERENCE: From the above table shows that, 60% of respondents prefer to work alone to do work while 40% respondents requires close supervision while doing work.
TABLE-4.13 Q13: How do you prefer to handle job? ATTREBUTES ONE JOB AT A TIME ALL JOBS AT A TIME TOTAL NO OF %OF RESPONDENTS RESPONDENTS 56 93 4 60 7 100
GRAPH
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7% One All 93%
INFERENCE: From the above table shows that, majority of the respondents prefer to handle one job at a time than all jobs.
TABLE-4.14 Q14: According to you, what is the purpose of performance appraisal? ATTRIBUTES ORGANIZATIONAL PERSONAL T&D REWARDS TOTAL NO OF RESPONDENTS 24 16 16 4 60 GRAPH %OF RESPONDENTS 40 27 27 6 100
42
6% 27% 40%
Organizational Personal T&D Rewards
27%
INFERENCE: From the above table shows that, 40% respondents says that performance appraisal means to improve organizational effectiveness where as 27% of the respondents says that performance appraisal is to improve personal effectiveness and recommended for training and development needs and 6% says help in pay adjustments/rewards.
TABLE-4.15 Q15: What is the objective of performance appraisal system? NO OF %OF RESPONDENTS RESPONDENTS NEEDS 24 40 ROTATION 16 27 PROMOTIONA; 20 33 PUNISHMENT 60 100 TOTAL GRAPH ATTRIBUTES
43
45 40 35 30 25 20 15 10 5 0
NE E DS
40 33 27
0
IO N O NA L EN T PU NI S HM
TA T
RO
%OF RESPONDENTS
INFERENCE: The above table shows that, majority of respondents i.e.; 40% feels objective of performance appraisal system is to identify the training needs and 33% of respondents says to determine promotional opportunity and 27% says that the objectives is to be effect job rotation.
Q16: Has your performance been enriched by any training you have undergone in your field of working?
NO OF %OF RESPONDENTS RESPONDENTS 28 47 32 53 60 100 GRAPH
PR O M
TABLE-4.16
O TI
44
47% 53%
Yes No
INFERENCE: From the above table shows that, 53% respondents feels that their performance has not enriched by any training that they have under gone in field of working were as 47% agree that the performance has enriched by training.
TABLE-4.17 Q17. Will the high performers performance be motivated further if he/she is intimated regarding their performance?
45
20% Yes No 80%
INFERENCE: From the above table shows that, 80% of respondents will be motivated if their superiors intimated their performance.
TABLE-4.18 Q18. How do you appreciate the current appraisal system?
NO OF % OF RESPONDENTS RESPONDENTS BETTER 20 33 BETTERWAY 0 0 CLEAR 12 20 SATISFACTION 28 47 TOTAL 60 100 .
ATTREBUTES
46
GRAPH
33% 47% 0% 20%
Better Better way Clear Satisfaction
INFERENCE: From the above table shows that, 47% of respondents appreciate the current appraisal system by increasing job satisfaction. Where as 20% of respondents appreciate it provides a clear communication of employees expectation.
TABLE-4.19 Q19. Do you think the performance appraisal should undergo change as a matter of policy from time to time?
ATTERIBUTES YES NO TOTAL
47
60 60 50 40 30 20 10 0 YES NO %OF RESPONDENTS 0
INFERENCE: The above table shows that, majority of respondents think that performance appraisal should under go change as a matter of policy from time to time.
TABLE-4.20 Q20. Do you think the performance appraisal system is a waste of time for the organization, appraiser and appraise?
NO OF % OF RESPONDENTS RESPONDENTS 0 0 60 100 60 100 GRAPH
48
60 60 50 40 30 20 10 0 YES 0 NO %OF RESPONDENTS
INFERENCE: From the above table shows that, there were nil percent (%) thinks that performance appraisal is a waste of time for the organization.
TABLE-4.21 Q21. Does your boss provide you advice and assistance regarding your work?
49
7% Yes No 93%
INFERENCE: The above table shows that, majority of respondents agree that their boss provides advice and assistance regarding their work.
FINDINGS
The present appraisal system of KS&DL is 360 degree performance appraisal The appraisal system is such that employees are appraised by the superiors. Most of the members are satisfied the performance appraisal method. 47% of the respondents felt that motivation was the main benefit of performance appraisal system.
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73% of the respondents feel the performance appraisal interview should be as face to face conversation. The current appraisal system is increasing the job satisfaction of employees. The respondents are strongly agreed that training needs can be decided. The respondents agreed that they are getting appropriations from the superiors only to some extent. The management is paying much attention to the performance appraisal for rewards and carrier enrichment of the employees. The process of conducting performance appraisal programs to low-level employees is periodic orientation and for middle level management it is through counseling.
SUGGESTIONS
The management should design training & development programs and carrer development programs on identified skills or knowledge needs. Promotions of employees should be based on performance and not just on experience. Appreciate good performers and motivate others for better performance. The evaluators should receive proper training in performance appraisal.
51
The review meetings should conduct which is help to clarify their doubts regarding their goals. The efforts, skills and abilities of the employee should also consider while appraising the employees. Appreciation from superiors will make employees to render their best services to the organization. A self appraisal system helps the employees to know their standards. The employees are informed that how they are ranked to peers, superiors and subordinates.
BIBLIOGRAPHY
REFERENCE TEXT BOOKS: TEXT BOOKS 1. Personnel Management 2. HR Management 3. HR and Personnel Management 4. Personnel/HRM AUTHORS Edwin B. Flippo Ian Bread well & Len Holden K. Ashwathappa Subba Rao and V. S. P Rao
52
WEBSITES: WWW.MYSORESANDAL.COM
ANNEXURE QUESTIONNAIRE
1. Whether the company should have a performance appraisal system? Yes No 2. Are you satisfied with current performance appraisal system? Satisfied Dissatisfied Can not
53
3. According to you who should appraise employee performance? Supervisor Subordinates Others 4. What is the main benefit of performance appraisal system? Growth Rewards Motivation Mistakes are corrected 5. Whether you need training in performance appraisal system? Yes No 6. Do you feel that promotions are given based on performance? Yes No
7. How do you feel about present job? My job is like a hobby to me. My job is interesting to me I am satisfied with my present job. 8. How often appraisal should be conducted in practice? 3 months 6 months 12 months
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9. Do you feel that performance appraisal system be kept confidential? Yes No 10. What do you think the word SUCCESSFUL means? Who is a successful person? Who made lot of money? Who has achieved his own goal. Who is happy and content 11. How do you feel your appraisal interview to be? In written Face to face conversation. 12. What do you think you need while working? Require close supervisor Prefer to work alone 13. How do you prefer to handle job? One job at a time All jobs at a time.
14. According to you, what is the purpose of performance appraisal? To improve organizational effectiveness. To improve personal effectiveness. Recommended for training and development needs. Helps in pay adjustments/rewards. 15. What is the objective of performance appraisal system? To identify training needs.
55
To effect job rotation. To determine promotional opportunity. To evolve reward and punishment system. 16. Has your performance been enriched by any training you have undergone in your field of working? Yes No Can you state to which category your performance falls? Excellent Above average Average Fair 18. Will the high performers performance be motivated further if he/she is intimated regarding their performance? Yes No
19. How do you appreciate the current appraisal system? Opportunities to perform better Task setting will induce people in better way It provides a clear communication of employees expectation. It increases job satisfaction. 20. Do you think the performance appraisal should undergo change as a matter of policy from time to time? Yes
56
No 21. Do you think the performance appraisal system is a waste of time for the organization, appraiser and appraise? Yes No 22. Does your boss provide you advice and assistance regarding your work? Yes No
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Periodic Assessment and Evaluation Is Vital For The Growth of Any Business

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INTRODUCTION

KKC INSTITUTE OF PG STUDIES

D.G.M (P&M) D.G.M (D&M)

D.G.M. (S.O.D) G.M R&D/QAD A.G.M (Stores) D.G.M (M.TL)

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OBJECTIVES PRIMARY OBJECTIVES

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SOURCES OF DATA COLLECTION

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STATISTICAL TOOLS FOR THE STUDY Sample Analysis By Percentage (%)Method

NO OF RESPONDENT TOTAL NO OF SAMPLES SIZE

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DEFINITION OF PERFORMANCE APPRAISAL:

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BENEFITS OF A SYSTEMATIC APPROACH TO PERFORMANCE APPRAISAL:

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OBJECTIVES OF PERFORMANCE APPRAISAL:

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JOSEPH TIFFIN LISTS THE FOLLOWING OBJECTIVES OF PERFORMANCE APPRAISAL (PA)

Broadly PA serves four objectives:

MULTIPLE PURPOSES OF PERFORMANCE ASSESSMENT:

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Organizational maintenance objectives

PURPOSE OF PERFORMANCE APPRAISAL:

Give Employees Feedback Reward Employees

Coach& Develop Employees Maintain Fairness

Comply with equal opportunity Regulation

APPRAISAL PROCESS: OBJECTIVES OF APPRAISAL:

ESTABLISH JOB EXPECTATIONS:

DESIGN JOB EXPECTATIONS:

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WHAT SHOULD BE RATED?

QUALITY QUANTITY TIMELINESS COST-EFFECTIVENESS NEED FOR A SUPERVISION INTERPERSONAL IMPACT

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METHODS OF APPRAISAL 1. PAST ORIENTED

A. MANAGEMENT BY OBJECTIVES B. 360 DEGREE APPRAISAL C. PSYCHOLOGICAL APPRAISAL D. ASSESSMENT CENTERS

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COST ACCOUNTING METHOD:

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COMPARITIVE EVALUATION APPROACHS:

FUTURE ORIENTED APPRAISAL:

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Consistency between organizational strategy and behavior:

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IMPROVING APPRAISAL SYSTEM:

11. 12. 13.

14. 15. 16. 17. 18.

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TRAINING AND DEVELOPMENT:

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Traditional theories of motivation:

DATA ANALYSIS AND INTERPRETATION

ATTRIBUTES YES NO TOTAL

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20% Yes No 80%

SATISFIED DISSATISFIED CANNOT TOTAL