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Dissertation Report

Title of the Dissertation Report PERFORMANCE APPRAISAL AT JINDAL BROTHERS PVT.LTD

Submitted in partial fulfillment of requirements for the award of the degree of Masters in Business Administration

Under Guidance of: <Guides Name> Submitted by: <Student name> <SMU roll no.>

<Name of the student> <Address of the University>

Declaration I,Deepika Saraswat having Roll No.520922764 of MBA Semester 4 of Sikkim Manipal University hereby declare that the project entitled Performance Appraisal At Jindal Brothers Pvt .Ltd. is an original work and the same has not been submitted to any other institute for award of any other degree. The interim report was presented to the guide on 30TH April,2011. The feasible suggestions have been duly incorporated in consultation with the guide.

Signature of the candidate (Deepika Saraswat) Counter signed <Guide Name>

Acknowledgement: I would like to express my sincere gratitude to the people who have directly or indirectly helped me throughout in the successful completion of my project report on STUDY OF PERFORMANCE APPRAISAL at JINDAL BROTHERS PVT. LTD in GURGAON. I take this opportunity to express my deep sense of gratitude and whole hearted thanks to MR. TAPAS RANJAN (HEAD HR) for his valuable guidance and for giving me this opportunity to complete my training in his organization, and also I thank him for sharing his experiences which would prove as a great lesson in my future professional life I would like to thanks MR.PRASHANT CHOUBEY, MR.SUBODH SINGH & MR SARANG KANCHAN for their valuable guidance and also giving me effective direction and encouragement throughout the training. I take this opportunity to thank my project guide PROFESSOR.WADHWA who has seen me through all the stages of the project. I would like to express my gratitude to him for his timely advice and Guided as per requirement. And also I would like to thank PROFESSOR S.C.GHOSH for helping me whenever I needed. Above all I thank GOD, Almighty for the immense wishes and blessings that gave me motivation and confidence to complete this project on time (DEEPIKA SARASWAT)

TABLE OF CONTENTS Title 1. Chapter I Acknowledgement Profile of the Project Guide Executive Summary 2. Chapter II Company profile Scope & Objective 3. Chapter III Research methodology 4. Chapter IV Performance management 5. Chapter V Data analysis 6. Chapter VI Findings 7. Chapter VII Recommendations 8. Chapter VIII Limitations 9. Chapter IX Bibliography 10. Chapter X Appendix 60-71 59 58 57 56 34-55 19-33 17-18 7-15 16 3 4-5 6 Page No.

EXECUTIVE SUMMARY

This project report is a review based on theory as well as the industry outlook of performance appraisal system of the organization. The report starts with the Introduction and Literature Review of performance appraisal system that outlines its history, definitions, purposes, types, process, methods, appraiser, parameters of evaluation and the essentials of an effective appraisal system.

Further the performance appraisal system of Jindal Brothers Pvt.Ltd.company, collected through various primary and secondary sources have been included in the report which gives a fair idea of the kind of appraisal system being followed across various corporates.

Last, the conclusions and references has been mentioned.

INTRODUCTION

PERFORMANCE APPRAISAL Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. Performance appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development. Performance appraisals are regular reviews of employee performance within

organizations.Generally, the aims of a performance appraisal are to:


y y y

Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, etc.
y y

Provide the opportunity for organizational diagnosis and development. Facilitate communication between employee and administration

Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements. Performance Appraisal Summary Performance appraisal, while enabling a manager to identify the training needs of employees, and evolving a training plan for them, also, serves to meet other objectives. Performance appraisal satisfies the psychological needs individuals have to know how they are performing their job and increases employees' job satisfaction and morale by letting them know that the manager is interested in their progress and development. Systematic performance appraisal also provides both the firm and the employee a careful evaluation, rather than a snap judgement of an employee's performance. Many firms use performance appraisals to plan placements and transfers and to provide input into decisions regarding salary increases, promotions, and transfers. Finally, performance appraisals may be used as a basis for the coaching and counselling of individual employees by their superiors. To summarize the uses of performance appraisal:
y y y y y y

Performance improvement Compensation Placement Training & development needs assessment Career planning
Job design error detection

CHARACTERISTICS OF AN APPRAISAL SYSTEM Performance appraisal cannot be implemented successfully unless it is accepted by all concerned. There should be a common and clear understanding of the distinction between

evaluation and appraisal. As Patten (1982) argues, evaluation aims at 'objective' measurement, while appraisal includes both objective and subjective assessment of how well an employee has performed during the period under review. Thus performance appraisal aims at 'feedback, development and assessment.' The process of performance appraisal should concentrate on the job of an employee, the environment of the organization, and the employee him- or herself. These three factors are inter-related and inter-dependent. Therefore, in order to be effective, the appraisal system should be individualized, subjective, qualitative and oriented towards problemsolving. It should be based on clearly specified and measurable standards and indicators of performance. Since what is being appraised is performance and not personality, personality traits which are not relevant to job performance should be excluded from the appraisal framework. Some of the important considerations in designing a performance appraisal system are: Goal The job description and the performance goals should be structured, mutually decided and accepted by both management and employees. Reliable and consistent Appraisal should include both objective and subjective ratings to produce reliable and consistent measurement of performance. Practical and simple format The appraisal format should be practical, simple and aim at fulfilling its basic functions. Long and complicated formats are time consuming, difficult to understand, and do not elicit much useful information. Regular and routine While an appraisal system is expected to be formal in a structured manner, informal contacts and interactions can also be used for providing feedback to employees. Participatory and open An effective appraisal system should necessarily involve the employee's participation, usually through an appraisal interview with the supervisor, for feedback and future planning. During this interview, past performance should be discussed frankly and future goals established. A strategy for accomplishing these goals as well as for improving future performance should be evolved jointly by the supervisor and the employee

being appraised. Such participation imparts a feeling of involvement and creates a sense of belonging. Rewards Rewards - both positive and negative - should be part of the performance appraisal system. Otherwise, the process lacks impact. Feedback should be timely Unless feedback is timely, it loses its utility and may have only limited influence on performance. Impersonal feedback Feedback must be impersonal if it is to have the desired effect. Personal feedback is usually rejected with contempt, and eventually de-motivates the employee. Feedback must be noticeable The staff member being appraised must be made aware of the information used in the appraisal process. An open appraisal process creates credibility. Relevance and responsiveness Planning and appraisal of performance and consequent rewards or punishments should be oriented towards the objectives of the programme in which the employee has been assigned a role. For example, if the objectives of a programme are directed towards a particular client group, then the appraisal system has to be designed with that orientation. Commitment Responsibility for the appraisal system should be located at a senior level in the organization so as to ensure commitment and involvement throughout the management hierarchy. WHAT IS THE ROLE OF PERFORMANCE APPRAISAL? We've seen from previous discussions, that people are one of a company's most valuable assets. While most assets depreciate over time, people, viewed as assets, may actually appreciate. One of the manager's major responsibilities is to improve and update the knowledge and skills of employees -- appreciation of assets. Performance appraisal plays a significant role as a tool and technique of organizational development and growth. In essence, effective appraisal systems provide both evaluation and feedback.The main aim of the evaluation is to identify performance

gaps -- when performance does not meet the organizational standards -- whereas feedback is necessary to inform employee about those performance gaps. From the employee's perspective, performance appraisal informs them about what is required of them in order to do their jobs, it tells them how well they have achieved those objectives and helps them take corrective action to improve their performance, and, finally, it may reward them for meeting the required standards. The firm, on the other hand, needs a performance appraisal system in order to establish principles of managerial accountability. Clearly, where employees are given responsibilities and duties, they need to be held accountable. One of the functions of performance appraisals is to ensure that people are accountable for their organizational responsibilities. Perhaps the most significant benefit of performance appraisals is the opportunities they provide supervisors and subordinates to have one-on-one discussions of important work issues. During appraisals, subordinates and supervisors can focus on work activities and goals, identify and correct existing problems, and encourage better future performance. Performance Appraisal and Motivation Motivational research has recognized the power of recognition as an incentive (see Maslow and the Expectancy Theory of Motivation). Performance appraisals provide employees with recognition for their work efforts. The appraisal system provides the supervisor with an opportunity to indicate to employees that the organization is interested in their performance and development. This recognition can have a positive motivational influence. on the individual's sense of worth, commitment and belonging.

Performance Appraisal and Training and Development Performance appraisals identify performance gaps. As such, they provide an excellent opportunity for a supervisor and subordinate to recognize and agree upon individual training and development needs.Performance appraisal discussion may identify the presence or absence of work skills. Further, the need for training can be made more relevant if attaining the requisite job

skills is clearly linked to performance outcomes. Consolidated appraisal data can also help form a picture of the overall organizational training requirements. Performance Appraisal and Recruitment Recruitment and selection procedures need to be evaluated. Appraisal data can be used to monitor the success of a firm's recruitment and selection practices. From this data, the firm can determine how well employees who were hired in the past are performing. Performance Appraisal and Employee Evaluation Employee evaluation is a major objective of performance appraisal. Given the major functions of management -- planning, organizing, leading and controlling -- it is clear that evaluations (controlling) need to be done. At its most basic level, performance appraisal is the process of examining and evaluating the performance of employees. However, the need to evaluate is also a source of tension as evaluative and developmental priorities appear to clash. Some management experts have argued that appraisal cannot serve the needs of evaluation and development at the same time. Performance Appraisal and Total Quality Management (TQM) With the advent of TQM (Total Quality Management) and the extensive use of teams, traditional performance appraisal systems have come under some criticism. For example, rather than motivating employees, conflict may be created when appraisals are tied to merit pay and when that merit pay is based on a forced ranking. W. Edwards Deming, the founder of total quality management (TQM) has long been associated with the view that performance appraisals ought to be eliminated. Many TQM proponents claim that performance appraisals are harmful.

PERFORMANCE APPRAISAL - PROCESS MAP

PERFORMANCE APPRAISAL METHODS 1. Graphic rating scale 2. Paired Comparison 3. Forced choice approach 4.Easy Appraisal 5.3600 appraisal

Graphic Rating Scale: A performance appraisal that rates the degree to which the employee
has achieved various characteristics. 1)The graphic rating scale is the most common type of appraisal used. 2)Various characteristics such as job knowledge or punctuality are rated by the degree of achievement. 3)The rate usually receives a score of 1 to 5, with 5 representing excellent performance. 4)Some forms allow for additional comments.

Paired-comparison Approach: A performance appraisal that measures the relative


performance of employees in a group. 1)This is a method of performance evaluation that results in a rank ordering of employees to come up with a best employee. 2)This type of approach measures the relative performance of employees in a group.

Forced-choice Approach: A performance appraisal that presents the appraiser with sets of
statements describing employee behavior; the appraiser must choose which statement is most characteristic of the employee and which is least characteristic.

Easy Appraisal: Sometimes the supervisor must write a description of the employees
performance. The easy appraisal is often used along with other types of appraisals, notably

graphic rating scales.

They provide an opportunity for supervisors to describe aspects of

performance not thoroughly covered by an appraisal questionnaire.

360-degree Performance Appraisal: Evaluating Employees From All Angles


Traditional performance appraisals, as discussed above, can be both subjective and simplistic. At times, they can also be deemed to be "political". In an attempt to improve this methodology, some companies have turned to 360-degree appraisals. 360 appraisals pool feedback from a department's internal and external customers to ensure a broader, more accurate perspective of an employee's performance. 360-degree performance appraisal is an attempt to answer the question: "How can a supervisor evaluate an employee he or she sees only a few hours each week?"

Benefits of Performance appraisal For the organization:


The organization comes to know the true position of the employees working capacities and the problems they face while working in the organization. This performance appraisal system also acts as a motivating factor for the employees, which helps the organization to get better results.

For the appraise:


The appraise fells themselves an important part of the organization, they get a chance to express their views in front of their superiors; they get a platform to express their ideas. The employee comes to know the truth about:  To what extent they have achieved their objectives.  In what respect their work has been most successful.  Are there any aspects of their work, which they have not completed?

Are many other question, which make them assess rightly. .. Guidelines for effective performance evaluation interviews...

y y y y

emphasize positive aspects of employee performance tell employee that the purpose is to improve performance, not to discipline conduct the review in private review the performance formally at least annually (more frequently for those performing

poorly)
y y y y y

make criticisms specific focus on performance, not personality stay calm; do not argue identify specific actions the employee can take to improve performance emphasize the evaluators willingness to assist the employees efforts to improve

performance
y

end by stressing positive

Appraisal Process
In order to obtain a better understanding of how the performance appraisal has been put together by The Corporation, the researcher has provided an overview of the companys performance appraisal process. The researcher felt that the overview of the performance appraisal process would be necessary, since the process provided a framework for the performance appraisal.

PRE-APPRASIAL STEPS
The performance evaluation can be made for variety of reasons counseling, promotions, salary increases, administration or combination of these. It becomes very necessary to begin by stating the objectives of evaluation programs very clearly and precisely. The personal appraisal system should address the question who, what, how of performance appraisal. These questions are the components of these appraisal systems which are discussed below individually.

WHO OF THE APPRAISAL OR WHO IS TO RATE.


The immediate superior, the head of the department or any other can rate the performance of an individual. In addition to this, sum organizations follow the system of self appraisal and /or

appraisal by peers. A group, consisting of his senior, peers and subordinates, can do appraisal, whoever is rating; he should be trained and impartial. In most of the organizations the ratings is done by his immediate superior who is considered the best person to understand his subordinates strengths and weaknesses. Now a day some organizations are following the method of selfappraisal.

THE WHATOF APPRAISAL It is considered with


 Creating and maintaining a satisfactory level of performance of employees in their present job.  Highlighting employees needs and opportunities of for personal growth and development.  Aiding in decision making for promotions, transfers, layoff and discharges.  Promoting understanding between supervisors and his subordinates.  Providing a useful criterion for determining the validity of selections and training methods for attracting individuals of higher caliber to the organization.

THE WHEN OF APPRAISAL


The when answers the query the frequency of appraisal? The informal counseling should occur continuously but the manager should discuss an employees work as soon as he gets an opportunity to provide positive reinforcement and use poor work as basis of training. The time and period of appraisal differs according to the need and nature of the organization.

THE WHERE OF APPRAISAL


The where indicates the location where employee should be evaluated? It is usually done at work place or office of the supervisor.

THE HOW OF APPRAISAL


Under this, the organization must decide what different kinds of methods are available and which of these may be used for performance appraisal. On the basis of comparative advantages and disadvantages, the nature and philosophy of management and the needs of an organization; the method of appraisal is decided.

COMPANY PROFILE Jindal Brothers Pvt. Ltd. specializes in Design, Engineering, Fabrication and Erection of PreEngineered Metal Building Systems. The Group is well known in the Middle East & India for the quality of the products and services offered. In 1998, Jindal Brothers Pvt. Ltd started its journey in India by setting up State of Art manufacturing facility at Manesar, Gurgaon. Design and Detailing work is carried out by highly skilled Engineers with computed aided design and drafting facilities at the Companys Head Office at New Delhi. Their objective is to deliver cost effective, quality Pre-Engineered Metal Buildings within agreed time schedules to their Customers. Jindal Brothers Pvt. Ltd. maintains high degree of professionalism at all levels, a commitment needed to maintain highest possible standards. Every project is executed with Micro Planning, to achieve the Milestones set out in the contract. This combined with quality of their products has earned us reputation in the Market Place. Corporate giants, both National and Multinational, have complimented their strategy of providing single point responsibility for Supply and Erection with highly motivated and trained In House Project Management Team to handle projects, whether it is small or big, simple or complex. More than 500 Pre-Engineered Buildings have been installed across the length and breadth of their Country. This experience corroborates their claim. Regional / Area offices across the Country are fully equipped to provide pre-order and post order service to their valued Customers. Organizational effectiveness depends upon the level of performance of its employees. Hence the level of performance has to be ensured. Periodic stock taking of the qualitative state of the man power is of vital importance to an organization and the organization tries to collect the relevant data through the tool of performance appraisal reports. Thus performance appraisal is essential for performance effectiveness and efficiency of the organization and also for carrying out administrative decisions regarding human resources. The correctness of the decision will depend heavily upon the validity of the data gathered through appraisal system.

The JINDAL BROTHERS is a relatively an older organization and has been restructuring its Human Resources Systems and Policies in alignment with the current business environment. I have therefore taken up this project with an aim to study the existing system of performance appraisal so that this might help other organizations to follow the same.

Services Pre-Engineered steel buildings are designed and fabricated to clients requirements in accordance with the Universal standards. A pre-engineered steel building consists of four major groups of components namely primary members, secondary members, metal roofing/wall cladding and connection fasteners. These components are designed that they are compatible with each other. The fabrication of these components is carried out in factory under strict quality control as per detailed shop drawing. These components are transported to site with proper markings and assembled at site as per erection drawings. Knowledge Hub / Brain Ware They call this the knowledge Hub, a world class Design & Engineering Office manned with team of experienced professionals and equipped with latest sophisticated design tools which distinguishes Jindal Brothers Pvt. Ltd. from others. Stadd Pro, MBS, AUTOCAD, Primavera, MS Projects are among the few Engineering & execution tools in use at Jindal Brothers Pvt. Ltd. that delivers the fastest solution at the best of engineering practices applied in a true international design environment. The Brain House offers intelligent engineering solutions and supports post order functions with general arrangement, fabrication and erection drawings. The computerized drafting, detailing and logic programs enable user friendly details to simplify manufacturing process and erection methods. The Jindal Brothers Pvt. Ltd. knowledge archives has vanity of standards and design codes such as AISC, AISI, MBMA, AWS, UBC, ASCE, IBC, IS and many others to suit customers need of a Pre-Engineered building at any place or country. The Jindal Brothers Pvt. Ltd.s consistent efforts in research & development and global sourcing of material have positioned the Organization as a lead runner in introducing innovative ideas and products in the market place.

Manufacturing Facility:  Their State-of-the-art manufacturing facility is located at Manesar. It houses special equipments to produce quality pre-engineered buildings such as:  Automatic Beam Welding Line  Plate Shearing Line  Radial Drilling Machine  Cold Roll Forming Line  Hydraulic Press Break Line  Automatic Shot Blasting Line  The welding process is as per American Welding Society Standards. (AWS). All welders are qualified to required standards.  Well defined process on the shop floor ensures smooth flow of material and productivity.  All structural components to complete Pre-engineered building are produced in-house and go through stringent quality checks prior to dispatch.  All major raw materials and bought out items are sourced from a Panel of approved supplier to ensure quality and timely supplies.

Automatic Welding Machine

Purlin Roll Forming Machine

Roofing Profile Line

JINDAL BROTHERS India Projects:::

Location Washim

Client ITC Grain Godown Cafeteria Dept. Store

Bawal

YKK (SMCC Construction)

Jagdishpur

ITC Grain Godown Cafeteria

Vatva , Ahmedabad

MIDCO Containers Pvt. Ltd

Delhi Pune Mandsour

Giex Foods S.M. Auto Eng. ITC Grain Godown

Cafeteria Dept. Store Amaravati ITC Dept. Store Gurgaon Chandouli Daman Delhi SMCC ITC Enercon Food Processing Equipment

Bhuj Delhi Delhi Sri Perumbudur Faridabad Gurgaon Gurgaon Kanpur Aurangabad

Essar Construction Jindal Stainless Honda Siel Saint-gobain Tata Iron And Steel Co. Smcc - Kienfie Smcc - Kinzoku Hargovind Bajaj Gran Electronics

Chennai Delhi Daman

Ameco Infrastructure Manmohan Pipes Blossom Industries GreenPly Industries

Gurgaon Gurgaon Hyderabad Chenani

SMCC Honda SMCC Honda HBL Nife Meredian Apparel

OBJECTIVES OF THE STUDY

y y y y

To identify the technique of Performance Appraisal followed in Jindal Brothers Pvt. Ltd. To study how the employees are rated against these parameters To identify how the performance of the employees is improved and enhanced To provide suggestions & recommendations to improve their Performance Appraisal

REASONS FOR CHOSSING TOPIC:-

RESEARCH METHODOLOGY In order to accomplish the objectives of the study, it is essential to articulate the manner in which it is to be conducted, i.e., the research process is to be carried-out in a certain framework. The research methodology, which follows, is the backbone of the study. Data Collection Sources Research work was done from two sources: (1) Primary data (2) Secondary data Primary data was collected by questionnaire and interview in the organizations. The questionnaire comprised of closed and attitude questions. The opinion on existing Performance Appraisal practices and their affectivity were collected through questionnaire which was circulated to all the employees at all levels and the results have been analysed on the basis of agree and disagree. The methodology for collection of data also included interviews and discussion with the top management of the organization. Secondary data: It was collected by reviewing different literatures, from published books, management journals, articles published by the other researchers on 360 Degree Appraisal.

Sampling: The total sample size for this project was 4 HR people at Jindal Brothers. The information collected through above methods has been tabulated, analysed and interpreted. Finally an overall assessment of the contribution of top management has been made towards improving the effectiveness of the organization.

TYPES OF RESEARCH Research methodology is a way to systematic solve the Research Problem. It is a procedure, which is followed step by step to solve a particular research problem. There are basically four types of researches: 1 2 3 4 EXPLORATIVE RESEARCH DESCRIPTIVE RESEARCH DIAGNOSTIC RESEARCH HYPOTHESIS TESTING RESEARCH

Explorative Research:- To gain familiarity with phenomenon or to achieve an insight into it. Descriptive Research:-To poetry accurately the characteristics of the particular individual situation or a group. Diagnostic Research:-To determine the frequency with which something occurs or with which it is associated with something else. Hypothesis Testing Research:-To test a hypothesis of casual relationship between variables. The present project is Descriptive cum Explorative in nature. It is done to poetry accurately the characteristics of a particular individual situation or a group. The major purpose of the descriptive research is the description of the state of the affairs as it exits at resent. The main characteristics of this method are that the researcher has no control over the variables; he can only report what has happened or what is happening.

LITERATURE REVIEW Organizations exist to achieve goals. Goals are only met when individual employees efforts matches with policy of the organization and thus bringing out success and effectiveness. The assessment of how successful employees have been at meeting their individual goals therefore becomes a critical part of HRM and here comes Performance Appraisal System. Performance appraisal is an important component of the information and control system. In todays flexible organizations, performance evaluation provides an important way for managers to clarify performance goals and standards and to enhance future individual performance. Thus the purpose of performance appraisal is to improve the organizations performance through the enhanced performance of individuals. The performance appraisal system: y y y y y y y y Is an organizational necessity Is based on well defined objective criteria Is based on careful job analysis Uses only job related criteria Is supported by adequate studies Is applied by trained qualified raters Is applied objectively throughout the organization Can be shown non discriminatory as defined by law

PERFO RMANCE APPRAISAL AND MANAGEMENT, Journal of Performance Appraisal Techniques November 4,2001-Vol.1,No.4pp.418 By Fletcher C Performance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited confines of measurement issues and accuracy of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identifies and discusses

a number of themes and trends that together make up the developing research agenda for this field. It breaks these down in terms of the nature of appraisal and the context in which it operates. The former is considered in terms of contemporary thinking on the content of appraisal (contextual performance, goal orientation and self awareness) and the process of appraisal (appraiserappraisee interaction, and multi-source feedback). The discussion of the context of appraisal concentrates on cultural differences and the impact of new technology.

Performance Appraisal as Effective Management or Deadly Management Disease Journal of Performance Appraisal Management Jan1,2005- Vol.80, Pages18 by Gregory H. Dobbins Understanding person and system sources of work variation is fundamental to performance appraisal. Two divergent perspectives on this issue, the traditional human resource management view and the statistical process control view (Deming, 1986), are contrasted. Two studies are reported that investigate two specific questions that arise from a broader view of the appraisal process. Results indicate that managers and subordinates believe that typical poor performance has different causes and that actual productivity levels far outweigh person or system sources of performance variance in appraisal judgments.

A Contingency Approach to Appraisal Satisfaction Journal of Performance Appraisal Approaches,July2009,Vol.49,Pages65 by Gregory H. Dobbins The present study explored the moderating effects of organizational variables on the appraisal characteristic-appraisal satisfaction relationship. Analyses indicated that the appraisal characteristics of action plans, frequency, and rater training were more positively related to appraisal satisfaction when subordinates experienced role conflict, were not closely monitored, and supervisors had a large span of control. The results provide substantial support for conceptualizing appraisal satisfaction as a contingent function of both appraisal characteristics and organizational variables. Implications of the findings for the design of appraisal systems, appraisal effectiveness, and future research are discussed.

Differential Performance Appraisal Criteria Journal of Performance Appraisal Criteria,Oct2010,Vol.18, pages 72 by Taylor Cox Performance appraisal ratings of 125 first-level managers were analyzed to investigate the degree to which the criteria used to evaluate the overall job performance of black managers differs from that used to evaluate white managers. The performance appraisal form included items that measured both the social behavior dimension and task/goal accomplishment dimension of job

performance. The appraisal ratings of both groups on each dimension were correlated with measures of overall job performance and promote ability. Results indicated that social behavior factors are more highly correlated with the overall job performance of black ratees than for white ratees. Implications of these results for both black managers and organizations are discussed.

A Restatement of the Satisfaction Journal of Performance Hypothesis,Vol.59,Sept 2010,Pages 45 by Dennis W. Organ, This article reviews recent evidence in support of Organs (1977) argument that satisfaction more generally correlates with organizational prosaically or citizenship-type behaviors than with traditional productivity or in-role performance. An attempt is then made to interpret just what it is in satisfaction measures that provides this correlation, leading to the suggestion that fairness cognitions comprise the major factor. Implications of this interpretation for theory, research, and management practice are offered.

ANALYSIS & INTERPRETATION This chapter deals in tabular presentation results and their analysis for the purpose of easy reading the section has been divided into two parts. * * * Tabular form of Response Inference Remarks on each question

1. In your company, the key competencies required for each job are already identified?

Response Category Very true True Partly true Not true

No. of responses 0 4 9 37

Percentage 0 8 18 74

80 70 60 50 40 30 20 10 0 No. of responses

Very true True Partly true Not true

Inference: Most of the respondents (74%) found the above statement to be Not True. This was followed by 18% of the respondents feeling that this statement was Partly True for their organization. Only 8% of the people found it to be True.

Remarks: Although the appraise does not have a clear understanding of what is expected of him at the beginning of the year (Inference I), both he and the appraiser know what his job is all about. This also shows that although an employee knows what his current to do to be rated higher by the reporting officer. The responsiveness in category of Partly True and Not True may be due to the face that job content in Jindal Brothers is flexible and not well defined and some people find it difficult to define their jobs. However, most of the people have a general idea of the scope of their jobs.

2. There are mechanisms that help employees develop their potential for the next round of job?

Response Category Very true True Partly true Not true

No. of responses 0 5 25 20

Percentage 0 10 50 40

50 45 40 35 30 25 20 15 10 5 0 No. of responses

Very true True Partly true Not true

Inference: Quite a large number of respondents (40%) shared the view that the appraisal system did not give a clear understanding of all appraisals, job to both appraiser and appraise by saying that it was Not True. Only 50% and 10% of the respondents felt that the statement was True and Partly True respectively. Remarks: Although the appraise does not have a clear understanding of what is expected of him at the beginning of the year (Inference I), both appraisee and the appraiser know what his job is all about. This also shows that although an employee knows what his current to do to be rated higher by the reporting officer. The responsiveness in category of Partly True and Not True may be due to the face that job content in Jindal Brothers is flexible and not well defined and most people find it difficult to define their jobs. However, most of the people have a vague idea of the scope of their jobs.

3. Employees regularly receive feedback about their potential for higher level jobs? Response Category Very true True Partly true Not true No. of responses 0 8 7 35 Percentage 0 16 14 70

70 60 50 40 30 20 10 0 No. of responses
Very true True Partly true Not true

Inference: 70% of the respondents agreed that the appraisal system did not helped them to know their potential to perform at higher levels. Plan their performance well by saying that it was Not True. Only 16% and 14% people felt that this statement was True and Partly True.

Remarks: The above inference shows that the PA system in Jindal Brothers does not give feedback about planning for performance to its employees. It helps anticipating work needs in order to arrange work in logical order. It also helps in devising efficient methods to attain predetermined plans. Again due to flexibility in job content, some people may have found problems in planning their performance systematically.

4. Job rotation is practiced widely to help people develop their potential in new areas?

Response Category Very true True Partly true Not true

No. of responses 7 18 25 0

Percentage 14 36 50 0

50 45 40 35 30 25 20 15 10 5 0 No. of responses

Very true True Partly true Not true

Inference: About 50% of the respondents felt that the above statement was Partly True. It was followed by 36% people feeling that it was True with 14% believing that it was Very True.

Remarks: Job rotation is the most economical way of providing training to the employees. It facilitates both organization and individual development. Job rotation gives an individual hand on experience for carrying out various different functional activities. The performance appraisal system should include this process in the training need identification performance.

5. The appraisal system provides an opportunity for self-review and reflection? Response Category Very true True Partly true No. of Responses 0 0 13 37 Percentage 0 0 26 74

Not true

80 70 60 50 40 30 20 10 0 No. of Responses

Very true True Partly true Not true

Inference

There is a general agreement on then fact that the PA system in Jindal Brothers does provide ample opportunity for self-review and reflection. 74% of the people felt that it was Partly True with 26% agreeing.

Remarks

The presence of self-appraisal procedure in the PA appraisal system is an important reason for the above inference. The self appraisal includes questions on major achievements, constraints in performance, type of training required, tasks/activities undertaken successfully during the year, problems faced etc. It also includes suggestions on making the job interesting and challenging and plans to improve effectiveness. Due to this fact, employees may have felt that they were participating actively in their own appraisal by self -review and reflection on various issues.

6. Promotions are based strictly on need rather than to reward individuals?

Response Category Very true True Partly true Not true

No. of Responses 0 4 25 21

Percentage 0 8 50 42

50 45 40 35 30 25 20 15 10 5 0 No. of Responses

Very true True Partly true Not true

Inference

50% of the respondents believe that the above statement is Partly True This was closely followed by 42% of the respondents rating it as Not True and 8% of the respondents feeling that it was True.

Remarks

The performance appraisal is completely need based the organization recognizes and promotes high achievers only if there are vacancies available in the organization. This has a negative impact on people who are not rewarded and promoted duly for their good performance. There should be a system of rewarding employees either in monetary terms or in terms of recognition.

7. The appraisal system gives each appraisee an idea of what is expected of him next year? Response Category Very true True Partly true Not true No. of Responses 0 10 26 14 Percentage 0 20 52 28

60 50 40 30 20 10 0 No. of Responses
Very true True Partly true Not true

Inference

52% of the respondents felt that the above statement was Partly True. This was followed by 28% and 20% of the respondents feeling that it was Not True and True respectively.

Remarks

Each employee needs to have an idea as to what accountabilities will he have if his appraisal is given a good remark for working at higher levels. The appraisee should know his potential, which will go a long way in his higher level jobs.

8. It is designed to aid the appraisee and appraiser jointly understand the formers job? Response Category Very true True Partly true Not true No. of Responses 0 14 22 14 Percentage 0 28 44 28

45 40 35 30 25 20 15 10 5 0 No. of Responses

Very true True Partly true Not true

Inference

There was a mixed response to the given statement. 44% of the responses consisted of Partly True ratings. 28% respondents believed that this was Not True whereas 28% believed that this was True.

Remarks

The above inference implies that Jindal Brothers PA system does not score well in the aspect of transparency in communicating an employees performance through performance review and discussion. The discussions between appraisal processes. The interaction on self appraisals is not a common feature and is only done on certain occasions (exceptionally good or bad performance etc.) The presence of 44% responses as True may be due to good relationship and open communication shared by some of the appraiser appraise pairs.

9. The performance appraisal provides an opportunity for self review and reflection?

Response Category very true true partly true not true

No. of Responses 0 2 25 23

Percentage 0 4 50 46

50 45 40 35 30 25 20 15 10 5 0 No. of Responses

very true

true

partly true

not true

Inference

Most of the respondents agreed that the appraisal system catered to their development needs (50% believed that it was Partly True) and it was very closely followed by 46% saying it was Not True. There were 4% cases, which believed that it was True.

Remarks

Although the inference indicates that the PA system allowed mutuality, trust and open communication between superior and subordinates, there may be chances of biases in employees while rating this statement. The answers may have varied depending on proximity etc.

10. The appraisal procedure allows the appraisee to express his developmental needs? Response Category very true True partly true not true No. of Responses 0 8 16 26 Percentage 0 16 32 52

60 50 40 30 20 10 0 No. of Responses
not true partly true True very true

Inference

The most common response on above statement was an astounding Not True with 52% people agreeing that the PA system was free of any biases. It was followed by 32% saying that it was True and 16% saying that it was Partly True.

Remarks

The above inference implies that people are satisfied with the PA system in Jindal Brothers and believe that it provides scope for developing their potential. This may be due to the fact that the self appraised of the appraise invites suggestions on job enrichment, training needs and steps to be taken to improve individuals effectiveness.

11. The system has scope to correct the biases of the assessor through a super review?

Response Category very true true partly true not true

No. of Responses 0 2 14 34

Percentage 0 4 28 68

70 60 50 40 30 20 10 0 No. of Responses
not true partly true true very true

Inference

68% of the people rated the above statement as Not True 28% believed it was Partly True with 4% disagreeing by saying that it was True.

Remarks

A performance appraisal system, which is perceived as bias -free by its executives, is an achievement for the organization. In the PA system the reporting officer appraises a section of people whereas the reviewing officer appraises the performance of an entire department. also the reviewing officer is the immediate superior of reporting officer. Any disagreement between the assessments of an employee has to be duly discussed and recorded. Also, any noticeable difference of opinion between self appraisal and appraisal by reporting officer has to be accounted for. All the above factors help in correcting the biases,. if any, of reporting officer.

12. The appraisal system provides for a frank discussion between appraiser and appraisee? Response Category very true True partly true not true No. of Responses 0 6 0 44 Percentage 0 12 0 88

90 80 70 60 50 40 30 20 10 0 No. of Responses

very true

True

partly true

not true

Inference:

An astounding 88% rated the above statement as not true with 12% that it was true.

Remarks

Although, most of the people felt that there was mutuality and trust between appraiser and appraise, it may again depend on the proximity and relationship shared by an employee and his/her boss. The ratings may be based, as the employees may have felt that a negative answer may adversely affect them. The reason behind this conclusion is that a low score on extent of communication and discussion between appraisers and appraise and high score on mutuality and trust give a contradictory view.

13. The procedure allows for the communication of CEOs goal to the workforce? Response Category very true true partly true not true No. of Responses 0 2 10 38 Percentage 0 4 20 76

80 70 60 50 40 30 20 10 0 No. of Responses

very true

true

partly true

not true

Inference

The typical response in this case was Not True, by 76% of the respondents. 20% rated the above statement as Partly True and 4% as True.

Remarks

Even if half of the respondents gave a mid-way answer, presence of 44% Slightly True answers give a negative picture of the above statement. This implies that the business goals are not well integrated with individual goals. There is no direct linkage between the management plans and evaluation criteria. This may be due to the fact that either the business goals are not quantified enough or the management is not quick enough to communicate its plans to the staff below.

14. The appraisal system brings out the training needs of the employees. Response Category very true True partly true not true No. of Responses 0 3 22 25 Percentage 0 6 44 50

50 45 40 35 30 25 20 15 10 5 0 No. of Responses

very true

True

partly true

not true

Inference

50% of the respondents believed the above statement to be Not True closely followed by 44% people believing it to be Partly True. Only 6% believed it to be True.

Remarks

A few people get the training related to their competencies skills that needs to be enhanced for successful completion of their work. most of the people do not get adequate training according to changes in their job description i.e. responsibilities and KRAS.

15. The performance appraisal system clarifies the career prospects, aspirations and intentions?

Response Category very true true partly true not true

No. of Responses 0 5 40 40

Percentage 0 10 80 80

80 70 60 50 40 30 20 10 0 No. of Responses

very true

true

partly true

not true

Inference

The typical response (80%) for the above statement was Not True 10% employees believed it to be Partly True with an equal 10% employees believing if to be Not True.

Remarks

The general picture drawn from the above inference is that all the employees are not clear as to what the PA system is all about and what is the reason behind its existence. This shows that PA system has acquired an important status in Jindal Brothers with all employees acknowledging its presence and essence.

16. The appraisal system provides a rational basis for salary recommendations?

Response Category very true True partly true not true

No. of Responses 0 8 14 28

Percentage 0 16 28 56

60

Inference

Remarks

very true

40 30 20 10 0 No. of Responses
not true partly true True

56% of the respondents felt that the above statement was Not True. 28% responses included Partly True ratings whereas 16% responses included True ratings.

The employees do not want a fixed increment for their great performance. The company should make recommendations related to salary on the basis of regular performance feedback about every employee since the frequency of performance measurement varies from department to department, it is difficult to carry out this work smoothly.

17. The company relates reward to your performance? Response Category very true True partly true Not true No. of Responses 0 10 4 36 Percentage 0 20 5 72

80 70 60 50 40 30 20 10 0 No. of Responses

very true

true

partly true

not true

Inference

:`

Most of the respondents (72%) felt that the above statement was Not True. 20% believed it to be True whereas a mere 8% felt that it was partly True.

Remarks

The company uses the reward system as a motivating force for enhancing the performance of its employees. Rewards should be promptly given to high achievers in terms of increment, promotions, increased job responsibilities etc. for their accomplishment.

18. What kind of an appraisal system will bring out the best of an employee?

Response Category appraisal by all superiors appraisal by immediate superior

No. of Responses 10 5

Percentage 20 10

appraisal by reference team appraisal by reference team and self.

15 20

30 40

40 35 30 25 20 15 10 5 0 No. of Responses

appraisal by all superiors appraisal by immediate superior appraisal by reference team appraisal by reference team and self.

Remarks

This shows that the relationship between appraiser and appraise, in Jindal Brothers, with respect to planning the performance is quite good. The subordinate in planning his performance. The appraiser helps the appraise in testing the soundness of his goals as well as of his plans for achieving them. This implies that there is active participation of both appraiser and appraise in performance planning. The reason behind Not True answer may be due to the fact that many jobs in Jindal Brothers are not well defined and therefore an elaborate planning on them is not done.

FINDINGS Organization Structure and Design

1- Jindal Brothers is a young, dynamic organization and is going strong on the stock market. 2- The company is well aware of the dynamic environment of software, it is operating and in order to keep it with the pace of the environment it believes in constant up gradation of courses. Organization structure and design of the company is such that it supports this change. 3- Jindal Brothers has a matrix kind of a structure wherein it takes the form of combination of structures. Matrix structures are adopted became there is more than one factor around which the structure can be built. 4- This matrix structure at Jindal Brothers improves the quality of decision-making where interest conflicts arise and direct contacts replaces bureaucracy 5- . This increases the motivation of the managers and development of wider involvement in strategies. Although at times the company faces high risk of dilution of priorities became e people do not know who is responsible for what. 6- An organization is a network of authority, responsibility and relationships. Different organization structure consists of different type of relationships. Line Organization It is the traditional type of organization. It refers to a direct chain of command from top to bottom. In the line organization the lines of direction are straight and vertical. Authority and responsibility flow vertically in an unbroken straight line from one level to another. Every

superior has complete command over his subordinate and every subordinate has to report his work to only the senior or to the level above his own level. Staff Organization Staff may be of three types: 1.)Personal Staff: It consists of personal assistants attached to individual line executives. Personal staff is employed to carry out those responsibilities of an executive, which he cannot or does not want to delegate to others. 2.)Specialized Staff: It consists of specialists in different functional areas e.g. personnel, accounting, legal and public relations etc. A specialized staff department serves as a fountainhead of expertise for the entire concern. 3.)General Staff: IT INCLUDES A G ROUP O F EXPERTS ATTACHED TO THE CENTRAL OFFICE AND IT PROVIDES G ENERAL ADVICE MOSTLY TO THE TO P MANAGEMENT. Complaint Handling As part of the process for capturing customer complaints and acting on them, Jindal Brothers has procedures that ensure that each customer complaint is captured, recorded and reported as part of a formal review system. The process includes related activities such as escalation of a problem, tracking each complaint to closure, and creating new procedures (or modifying existing ones) to prevent similar problems from repeating in the future.

Employee Excellence At Jindal Brothers they believe that they can build a world class structures. Their vision document, which drives each employee as well as the organization itself,

reflects Jindal Brother's commitment towards customers and employees. Starting from the recruitment process and culminating in annual reviews, Jindal Brothers has quality processes for tracking and maintaining quality standards.

Recruitment For recruitment, Jindal Brothers administers various tests to the applicant. These include aptitude tests, IQ tests, management tests, and personality tests. Each of the tests captures different information about the individual so that Jindal Brothers can ensure that the person is appropriate for the job and will fit into the company culture.

Goal Setting Before starting on the job, employees discuss their role and responsibilities with their supervisors. This results in the setting of goals and objectives for each individual for the coming year. This process clarifies the expectations from each individual during the year. Each employee is expected to monitor his/her goals by filling in a focus report every month, which is then discussed with the supervisor.

Training Jindal Brothers recognizes the fact that the skills of employees need to be upgraded constantly. Jindal Brothers trains each and every employee continually through the year. In fact, Jindal Brothers has one of the highest training days per employee in the world: each Jindal Brothers employee receives over 11 days of training each year. Jindal Brothers has an employee training division which conducts in-home e, residential training programs exclusively for Jindal Brothers employees.

PERFORMANCE APPRAISAL AT JINDAL BROTHERS While on the job, performance reviews of every employee are done every quarter. The reviews are done with a view to helping the individual excel at his/her workplace. In case there are any training requirements, these are noted and acted upon in the coming quarter. Also, the goals and objectives for the employee are re-visited for The performance appraisal mechanism is carried out at Jindal Brothers for promotional purposes These are done so as to motivate the employee and improve his performance level. The method is as follows: a) Establishment of performance standards with the employees b) The goals are set mutually as per measurable standards. c) The actual performance is hence measured. d) After measuring of the actual performance, the same is compared with the standards set e) The appraisal is then discussed with the employees. f) And finally, if need arises corrective action is initiated. For this purpose the corrective action is actually identified through brainstorming exercises initiated by the departmental heads at all the Jindal Brothers. It is then measured as a tool to evaluate the past performances of the employees. Some of the methods used at Jindal Brothers are: 1. Key Performance Index 2. 360 Degree Feedback 3. Paired Comparisons 4. Behaviorally Anchored Rating Scale

1. KPI-Key Performance Index It is based on the performance level of the employee generally classified on the basis of: y y y y Targets achieved Ratings through students feedback forms Punctuality and regularity Day to day performance

This is given after every module at the centers. Thus we can observe that the appraisal system is not a biased one but based on performance and productivity basis. All the respective heads of the employee together with the senior persons at the center brainstorm and then give the promotion. 2. 360 Degree Feedback This feedback system involves the participation of Top Management. Thus the feedback given by these members at Jindal Brothers is considered under a holistic view and then the employee is given a performance appraisal. This evaluation method involves 40% feedback from the coworkers which says that the employee should not only maintain good rapport with the senior or junior but majorly with the coworkers also.

3. Paired Comparisons The evaluator compares all possible pairs of subordinates on their overall ability to do the job. Due to the subjectivity of evaluating overall performance some managers me e a number of different job related dimensions when comparing.

4. Behaviorally Anchored Rating Scale (BARS) It is a sophisticated method of evaluating the employee based on the employee behavior. It is a numerical scale that is anchored by the seniors of the organization at various centers. This is highly confidential and the information is sent in sealed envelopes and opened only at the time of the final evaluation. There is no further discussion regarding this scaling, thus it is not given enough weightage.

SURVEY FINDINGS In this section, basic data for a group of 100 employees from lower, middle, senior and top managers is presented on various attributes of performance appraisal. Frequency and frequency percent scores were computed for each of the groups of the entire selected variable. 1. Finding through the Questionnaire Through the questionnaire it was found that promotions were and known to most of the top and senior management while middle and lower management were a bit not clear about it. This could be attributed to the fact that senior and top management were more involved in decision making and policy formulation than are the middle and lower management. Same reason could be attributed to the fact that code 1 managers were absolutely clear of what was expected out of them every year, whereas 50% senior management ware clear or partly clear about the same and the about 20% of middle management were not clear about it and still further, the 71% of lower management was not aware of what was expected out of them every year. 85% of code 4 employees said that they could express their reason of failure. The responses of 50% of Middle Managers were bit favorable whereas 100% senior management also thought that they did not get the opportunity to express their cause of failure. The 60% of top management were portly able to express their cause of failure. This may be because the appraisal system is more of less performance based and human factor is by and large overlook. Whereas, at the lower levels of the organization, performance can be quantified, and the managers are made

accountable at the higher echelons the tasks are too complex and therefore cannot be assessed on the basis of quantified performance and therefore the top and senior management believed that the promotions are also for motivation whereas the attitude wanes as the level of hierarchy goes up. This is probably because of the appraisal of performance based on the quantity or results. If the employees output is good of better they get promotions and also get motivation to achieve better performance. At the higher levels the results are more of subjective nature therefore promotions does not accrue on the basis of quantified results only. Most of the managers feel that the mechanism for potential appraisal is not adequate. This may be, because the training programmers are also not developed. As far as feedback is from superiors is concerned, most of the top and senior management were of the view that they constantly receive feedback. This is because, they take decisions crucial to the existence of the organization and therefore are closely watched and monitored as compared to the employees in the lower & middle levels. Again the top management felt that they with their superior decide about their job but 100% of senior management did not feel the same at all. This is because again due to power centeredness and power difference in the organization, being a tall organization the superior are not accessible to their subordinate. 60% of lower management thought that their creativity was definitely not adequately recognized whereas the top management believed that the organization encouraged creativity. This highlights the gap of communication in the organization and differences in the perception of culture in the organization by different grades of employee. 70% of lower management thought that the system was not free from biases and same is felt by most of the middle, senior and top

management. This shows that human instincts and behaviors influence the performance appraisal system. 60% of lower management was not clear about the goals and objectives of the organization. Most of top management thought that they were clear or very clear, about the organization goals. This is because, the power distance is extent and communication system of the organization is not very effective. This also shows that transparency is lacking in the system. 70% of lower managers thought that the performance appraisal system did not identify their training needs. 80% of senior managers also thought the same. But the view of top management differed in the sense that they felt that the system helped them surface their training needs. The reason being that the training programmes are not fully developed and are not constantly evaluated in the organization. The top management felt that there was a scope of super review. The senior management also felt a bit the same but lower and middle management keep attending meetings and had already developed rapport with their superiors and so could easily talk out their appraisal results whereas this is not so for lower and middle management. They are not able to approach their senior easily and are therefore could not appeal for super-reviews. 60% of lower managers said that they do not get opportunity for self review and reflection. This is because performance appraisal is lacking human touch to it. The appraisals are entirely based on performances, overlooking the cause of successes and failures. The appraisal system thus does not meet individuals developmental needs and also does not contribute to employees job satisfaction and moral development.

2. Findings from Observation and Discussions The organization believed that self appraisal is the best for managers and above. To improve interpersonal communication and behavior assessment by peers and subordinates is essential. The performance of the employees is not regularly monitor and the required feedback is provided to the subordinates from time to time. The appraisals are conducted at fixed intervals. The organization believes in using appraisal for rewarding and increments. There was a neither formal nor informal discussion on job specification and tasks to be accomplished for various departments. There was no formal performance appraisal taking place till now in the organization. There fore, there were no written records of such activity in the personal files of the employees. However people were being appraised informally by the superiors and got promoted or incremented accordingly. It would not be wrong to say that interpersonal relations and personal biases (i.e. liking and disliking influence the appraisals in the organization).The management is in the process of restructuring and developing such policy in the organization.

Learning
1. Function of HR department in a manufacturing firm. 2. Solving hurdles in the process of appraisal 3.Steel manufacturing process. 4. Manpower required for the company. 5. Solving employees problems. 6. Organizational structure

RECOMMENDATIONS

1. To improve attendance there should be rewards for those employees who attains above 95% attendance. 2. There should be training sessions to improve team building. 3. There should be proper training for appraisal to the employees. 4. In the beginning of the year employee must know the performance standards on which his/her performance will be judged in end of year. 5. More stress relieving packages should be offered to the mentally stressed staff. 6. Overtime should be taken care of at time of performance appraisal, which would motivate the employees to perform better for longer hours. 7. Performance appraisal should after at proper span of time . 8. Performance appraisal should be done by expert person.

CONCLUSION

Performance appraisal is the process of reviewing employee performance vis--vis the set expectations in a realistic manner, documenting the review, and delivering the review verbally in a face-to-face meeting, to raise performance standards year over year through honest and constructive feedback. In the process management expects to reinforce the employees strengths, identify improvement areas so that one can work on them and also set stretched goals for the coming year. Effective performance management requires a good deal of face-to-face supervisor-employee interaction. By knowing the subordinates, a supervisor can steer them onto a path of greater productivity and optimized output. It is one of the most significant and indispensable tool for an organization as it helps in getting to know the people who work for them. provides information, which helps in taking important decisions for the development of an individual and the organization.

SAMPLE QUESTIONNANIRE
I have undertaken a project on PERFORMANCE APPRAISAL SYSTEM. The information furnished by you will help knowing the effectiveness of the present appraisal and reward system and if need be designing of a new appraisal system. The data will be kept confidential and will be used for academic purpose only.

1. In your company, the key competencies required for each job are already identified. a) Very true c) Partly true b) true d) not true

2. There are mechanisms that help employees develop their potential for the next rung of job. a) very true c) partly true b)true d) not true

3. Employees regularly receive feedback about their potential for higher level jobs a) very true c) partly true b)true d) not true

4. Job rotation is practiced widely to help people develop their potential in new areas. a) very true c) partly true b)true d) not true

5. Your company s promotion policies are clearly defined and shared with all employees. a) very true c) partly true b)true d) not true

6. Promotions are based strictly on need rather than to reward individuals? a) very true c) partly true b)true d) not true

7. The appraisal system gives each appraisee an idea of what is expected of him next year? a) very true c) partly true b)true d) not true

8. It is designed to aid the appraisee and appraisers jointly understand the former s job? a) very true c) partly true b)true d) not true

9. The performance appraisal provides an opportunity for self review and reflection? a) very true c) partly true b)true d) not true

10. The appraisal procedure allows the appraisee to express his developmental needs? a) very true c) partly true b)true d) not true

11. The system has scope to correct the biases of the assessor through a super review? a) very true c) partly true b)true d) not true

12. The appraisal system provides for a frank discussion between appraiser and appraisee? a) very true c) partly true b)true d) not true

13. The procedure allows for the communication of CEO s goal to the workforce? a) very true c) partly true b)true d) not true

14. The appraisal system brings out the training needs of the employees. a) very true c) partly true b)true d) not true

15. The performance appraisal system clarifies the career prospects, aspirations and intentions. a) very true c) partly true b)true d) not true

16. The appraisal system provides a rational basis for salary recommendations. a) very true c) partly true b)true d) not true

17. The company relates reward to your performance. a) very true c) partly true b)true d) not true

18. What kind of an appraisal system will bring out the best of an employee? a) appraisal by all superiors c) appraisal by reference team b) appraisal by immediate superior c) appraisal by reference team and self.

19. How do you support your subordinates? _____________________________________________________________________________________ _____________________________________________________________________________________ ____________________________________.

Bibliography
Aswathappa K, Human Resource & Personnel Management, Tata McGraw- Hill Publishing Co. Ltd., New Delhi, Sixth edition 2001 Kothari C.R., Research methodology methods & techniques, Wishwa Prakasan ublishing Co. Ltd., New Delhi, Sixth edition 2001. Human Resources Management by P.Subarao

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