Theoretical Frame Work of Performance Appraisal

INDUSTRY PROFILE
India is standing on the threshold of a retail revolution and witnessing fast changing retail
scenario, with footwear market set to experience phenomenal growth in the coming years.
The entry of numerous international players has also resulted in providing a significant boost
to the Indian footwear market and the demand for Indian footwear will continue to grow in
future as well, says our recent report, Indian Footwear Market Forecast 2014.
At present, Indian footwear industry rank second-largest footwear producer after China. Our
study has effectively monitored the current and future trend of the Indian footwear market on
the basis of which, it is considered to possess a significant potential with overall market
anticipated to grow at a CAGR of around 14% during 2012-2014. The market is de-licensed,
which further creates expansion opportunities for the production capacities in modern state-
of-the-art units.
Our research highlights that, the success mantras for footwear market in India lies in the core
set of privileges existing in the country itself, including low labor cost, skilled working
professionals, etc. The footwear industry in India is presently witnessing various shifts in the
trends that are indicative of contributing in the future growth of the industry. For instance,
many companies in the market are dealing in a range of stylish eco-friendly footwear to
ensure that the buyers do not sacrifice on comfort or style, while opting for green shoes.
Similarly, more and more people are now opting for custom-made or designer footwear
providing opportunities for footwear designers.
Indian footwear industry is mainly driven by mens footwear segment, which has been
booming with the rise in the purchasing power and the growth of image consciousness among
the youngsters. Furthermore, with the rising younger working class population, the demand
for formal footwear has also seen significant increase. Whereas, the old-age group demand
for medical footwear that offers comfort and health benefits together with high quality. The
report also analyze that with the maximum population still living in rural areas, the demand
for footwear is increasing in these regions. Rising income level of the people and brand
awareness has further boosted the demand for premium footwear.
NARAYANA ENGINEERING COLLEGE Page 1

Our research also foresees immense opportunities for increasing trend of online footwear
retail market. Shoe manufacturers have gained a sudden upsurge in the retailing of footwear
with the rise of e-commerce and the growing trend of online shopping. Furthermore, there
also exists huge demand for the traditional footwear market in India. Fashion freak
youngsters now prefer ethnic footwear to give a touch of Indian glamor to their western
outfits.
The report intends to facilitate clients with a clear understanding of the present and future
outlook of the footwear market and developments in the country. A detailed analysis of the
business trend of national and international competitors also tends to portray a clear picture of
the business in India. A section on regulatory initiatives opted by the government has also
been provided in the report to facilitate clients with a proper understanding of the Indian
footwear market. Above all, the study also evaluates various strategies that will boost the
footwear market in India.
Key Players of the Industries:
Domestic Players:
BATA:
Bata India is the largest company for the Bata Shoe Organization in terms of sales pairs and
the second largest in terms of revenues. With 1250 stores across the country, it also has the
widest retail network within the BSO. By the time Bata had come to India in 1931, it was
already recognized as a leading shoe brand. Its manufacturing and marketing operations
heralded the rise and the development of a modern footwear industry in India. Before Bata,
footwear was produced primarily in the handicrafts and small enterprise segments. Bata, over
the decades, used the current knowledge' from its international experience to create adaptive
and innovative baseline standards for the shoe businesses in India. Incorporated as Bata Shoe
Company Private Limited in 1931, the company was set up initially a small operation in
Konnagar (near Calcutta) in 1932. In January 1934, the foundation stone for the first building
of Bata's operation - now called the Bata. In the years that followed, the overall lsite was
doubled in area. This township is popularly known as Batanagar. It was also the first
manufacturing facility in the Indian shoe industry to receive the ISO: 9001 certification.
The Company went public in 1973 when it changed its name to Bata India Limited. Today,
Bata India has established itself as one of Asia's largest footwear retailer. It has cornered

around 35 per cent market share in the organized sector (and approx. 8.5% of the total
footwear market)Almost 98 percent of the company's revenue is from the domestic market
while the rest is from exports. The company currently sells over 45 million pairs of shoes
every year and has an annual sales turnover of more than Rs 8000 million (USD
178 million).Over the years, Bata India has established a leadership position in the footwear
industry and is easily the most trusted name in branded footwear. Its retail network of 1250
stores gives it a reach/ coverage that no other footwear company can match. The stores are
present in good locations and can be found in all the metros, mini-metros and towns In terms
of products, the company has now built a good, market-oriented collection that is in line with
fashion trends and offers a good quality to price ratio. Its product range now encompasses
classic shoes such as Ambassador for Men and comfort shoes such as Comfit for ladies, as
well as a more trendy collection for ladies in the Marie Claire range and a sporty fashion
collection for young adults in the North Star range. Bata's smart looking new stores supported
by a range of better quality products are aimed at offering a superior shopping experience to
its customers. And the new face of Bata India is now visible to the industry as well as its
customers. Today, backed by a brand perception of experience, the company is working
towards positioning itself as a vibrant and contemporary young brand. It has significantly
transformed its retail formats to become more lifestyle-oriented, which has helped change
consumer perceptions to a large extent.
Liberty:-
Liberty Shoes Ltd. is the only Indian company that is among the top 5 manufacturers of
leather footwear in the world with a turnover exceeding U.S. $100 million. Company
produces more than 50,000 pairs of footwear a day covering virtually every age group and
income category. Products are marketed across the globe through 150 distributors,
350exclusive showrooms and over 6000 multi-brand outlets, and sold in thousands every day
in more than 25 countries including fashion-driven, quality-obsessed nations like France,
Italy, and Germany.
Liberty has developed a spectrum of 10 exclusive brands, each of which has been given that
extra edge to cater to a specific target group. Today, the new range from Liberty is all about
style, design, and comfort. The range imbibes the spirit of fun and is trendy to the core.
Liberty has something for every occasion, for every income bracket & every age group.
It pampers its customer by keeping pace with global footwear fashion trends and by going

that extra mile which is why, special care has been taken to make sure that the outlets' design
meets the specific needs and taste of the target groups. Apart from the existing brands,
Liberty is busy fashioning the look of the future in footwear. Introducing new designs that
redefine styles and comfort associated with the finest in workmanship. These are the brands
of Liberty Steeped in a philosophy that has at its core innovation, technology and
advancement, we at Liberty, pride ourselves over and above everything else on our healthy
and heart-felt respect for the human ethos, which projects itself in the expectancy and
excitement with which one greets
Global Market:
Adidas:-
Adidas Ltd. is a major German sports apparel manufacturer and part of the Adidas Group,
which consists of Reebok sportswear company, Taylor Made- Adidas golf company, and
Rockport Besides sports footwear, the company also produces other products such as bags,
shirts, and other sports and clothing related goods. The company is the largest sportswear
manufacturer in Europe and the second largest sportswear manufacturer in the world. The
following table shows the revenue of the company from the year 2005 to 2009. And it is seen
that the revenue of the company is increasing.
Adidas today, is manufacturing different style of shoes used for different purposes by
many people. Whether it is running, playing or walking Adidas provides shoes for every
different activity. Adidas currently manufactures several running shoes, including the adiStar
Control 5, the adiStar Ride, the Supernova Sequence, and the Supernova Cushi, among
others. In addition, their performance apparel is widely used by runners. Adidas also uses
kangaroo leather to make their more expensive shoes. One of the main focuses of Adidas is
football kit and associated equipment. Adidas also provides apparel and equipment for all
teams in Major League Soccer. Adidas remain a major company in the supply of team kits for
international football teams. Adidas also designs and makes clothes, sandals, watches,
eyewear, bags, baseball caps, and socks. As well, Adidas has a branded range of male and
female deodorants, perfumes, aftershave and lotions.
Nike:-
Nike, Inc. is a major publicly traded sportswear and equipment supplier based in the United
States. The company is headquartered in the Portland metropolitan area of Oregon,

near Beaverton. It is the world's leading supplier of athletic shoes and apparel and a
major manufacturer of sports equipment with revenue in excess of $16 billion USD in 2007.
As of 2008, it employed over 30,000 people worldwide. Nike and Precision Cast parts are the
only Fortune 500 companies headquartered in the state of Oregon. Nike, originally known as
Blue Ribbon Sports, was founded by University of Oregon track athlete Philip Knight and his
coach Bill Bowerman in January 1962. The company initially operated as a distributor for
Japanese shoe maker On it suka Tiger, making most sales at track meets out of Knight's car.
The company's profits grew quickly, and in 1966, BRS opened its first retail store, located on
Pico Boulevard in Santa Monica, California. By 1971, the relationship between BRS and On
itsuka Tiger was nearing an end. BRS prepared to launch its own line of footwear, which
would bear the newly designed Swoosh. Nike produces a wide range of sports equipment.
Their first products were track running shoes. They currently also make shoes, jerseys, shorts,
base layers etc. for a wide range of sports including track & field, baseball, ice hockey,
tennis, Association football, lacrosse, basket ball and cricket. Nike Air Max is a line of shoes
first released by Nike, Inc. in 1987. The most recent additions to their line are the Nike 6.0,
Nike NYX, and Nike SB shoes, designed for skateboarding. Nike has recently introduced
cricket shoes, called Air Zoom Yorker, designed to
A Nike brand athletic shoe
23 be 30% lighter than their competitors'. In 2008, Nike introduced the Air Jordan XX3, a
high performance basketball shoe designed with the environment in mind. Nike sells an
assortment of products, including shoes and apparel for sports activities like association
football, basketball, running, combat sports, tennis, American football, athletics, golf and
cross training for men, women, and children. Nike also sells shoes for outdoor activities such
as tennis, golf, skateboarding, association football, baseball, American football, cycling,
volleyball, wrestling, cheerleading, aquatic activities, auto racing and other athletic andre
creational uses. Nike is well known and popular in youth culture, chav culture and hip hop

culture as they supply urban fashion clothing. Nike recently teamed up with Apple Inc.
to produce the Nike+ product which monitors a runner's performance via a radio device in the
shoe which links to the iPod nano. While the product generates useful statistics, it has been
criticized by researchers who were able to identify users' RFID devices from 60 feet (18 m)
away using small, concealable intelligence motes in a wireless sensor network. Nike has
contracted with more than 700 shops around the world and has offices located in 45countries
outside the United States. Most of the factories are located in Asia, including Indonesia,
China, Taiwan, India, Thailand, Vietnam, Pakistan, Philippines, and Malaysia.
Reebok:-
Reebok International Limited is a producer of athletic footwear, apparel, and accessories and
is currently a subsidiary of Adidas. The name comes from the Afrikaans spelling of rhebok, a
type of African antelope or gazelle. The company, founded in Bolton, United Kingdom, in
1895, was originally called J.W. FOSTER & SONS but was renamed Reebok in 1958. The
company's founders, Joe and Jeff Foster, found the name in a dictionary won in a race by Joe
Foster as a boy; the dictionary was a South African edition, hence the spelling. Reebok surged
in popularity in 1982 after the introduction of the Freestyle athletic shoe, which was designed
for women and came out when the aerobics craze started. Not only was the Reebok Freestyle
popular as athletic wear, but also as casual wear. As a result the Freestyle became an icon of
the 1980s fashion scene with hi-top versions (including two velcro straps at the top) and
colors, including white, black, red, yellow, and blue. Reebok continues to produce the Free
styleas it is popular with cheerleading, aerobic dancing, the gym and consumers. Footwear
Reebok uses footwear factories in 14 countries. Most factories making Reebok footwear are
based in Asiaprimarily China (accounting for 51% of total footwear production),Indonesia
(21%), Vietnam (17%) and Thailand (7%). Production is consolidated, with 88% of Reebok
footwear manufactured in 11 factories, employing over 75,000 workers. Apparel Reebok has
factories in 45 countries. The process of purchasing products from suppliersis organized by
region. Most (52%) of Reebok's apparel sold in the US is produced in Asia, with the rest
coming from countries in the Caribbean, North America, Africa and the Middle East. Apparel
sold in Europe is typically sourced from Asia and Europe. Apparel sold in the Asia Pacific
region is typically produced by Asian-based manufacturers

COMPANY PROFILE
Apache Footwear India Private Limited Was established In 2006 With More Than 6000
Employees And We Are The Manufacturer Of Ladies Foot wears, Men Foot wears, Kids Foot
wears, Leather Shoes, Sport Shoes.
Supplier and manufacturer of shoes, sports shoes, leather shoe exporter of slippers, shoes,
belly, sandals
Apache Footwear India Private Limited, which supplies to footwear major adidas, is keen on
setting up two satellite units in the state to enhance its production capacity in line with the
expected increase in orders from Adidas, according to Andrew Chen, representing Apache
Footwear group (Hong Kong).
Apache, which has its manufacturing operations on the 314-acre special economic zone in
Mambattu village in Nellore, is planning to raise its footwear manufacturing capacity in one
year to 500,000 from the present 350,000 pairs per month. The company currently employs
around 5,000 workers at its Nellore facility, he said.
A five-member delegation from Apache Footwear group on 2006 called on chief minister YS
Rajasekhara Reddy and briefed about the company's plans in the state. Reddy offered to
support companys operations for creating employment opportunities.
AIM:
Our aim is hundred percent success rate and client satisfaction.
WE ARE PROVIDING DIFFERENT TYPE OF FOOTWEARS:
Winter slippers

We are offering our client an excellent quality range of Winter Slippers. Colour: black,
chocloate, sand, flower, green, grey, leopard,navy, pink, purple, golden or according to your
requirements Material: double-face sheepskin material, cowhide suede upper + sheepskin
lining material, cowhide suede upper + wool lined material, cowhide suede uppe...
Cute animals soft indoor winter cotton slippers
Winter sandals
We are offering our customers a quality range of winter sandals. These sandals are
manufactured from qualitative range of raw materials. These sandals are offered in variety of
designs, shapes, sizes and colours. Our assortment of sandals is available at most reasonable
prices
Winter eva clog
Our customers can avail from us an excellent quality range of Winter EVA Clogs. These
Winter EVA Clogs are available in various sizes and specifications. Our Winter EVA Clogs
can be customized as per our customers specifications and it can be availed at most
reasonable price. 1. Size: 36-41#,40-45# 2.
Material: EVA Upper + EVA Sole 3. Color: A...
Beaded ladies slippers
We have earned a reputation of dignified manufacturer, exporter and supplier of excellent
quality Beaded Ladies Slippers . These slippers are designed using optimum quality raw
materials as per the industry quality standards. Offered slippers are subjected to the
stringent quality test under the observation of our dexterous professionals. Design...
Men floaters
We are engaged in supplying and wholesaling a vast range of Men Floaters. These sandals are
manufactured by using superior quality material in accordance with the latest market trends.
These floaters are offered in various colors, sizes and design to meet the client needs. Our
products are highly demanded by the clients for their beautiful designs,...
Mens floater sandals

We are the leading manufacturer, exporter and supplier of a better quality range of Mens
Floater Sandals . These sandals are designed and manufactured by our experts using
excellent quality raw materials and latest technology in compliance with industry quality
standards. Offered sandals provide complete protection and add look & charm to the fe...
Dispo cloth slippers
We are customized in delivering a wide collection of Disposable Cloth Slippers that
guarantee comfort and style. These slippers are manufactured from best quality fabrics
that be sure its durability and quality. High in comfort slippers available in various sizes
as per clients desire and needs.
Hawai slippers printing services

We are highly involved in providing Hawai Slippers Printing Services. We use supreme
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offered with us at most competitive rates in the market.
Pu slippers
We are the manufacturer of Pu Slippers, which are available in all design, customized in
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enormous attention for their striking features such as the comfort, unique designs.

THEORETICAL FRAME WORK OF PERFORMANCE APPRAISAL
This chapter deals with the history of performance appraisal, the definition of
performance appraisal, the need for the performance appraisal in the organizations, the
various objectives of the performance appraisal, the process of performance appraisal, the
methods that are generally followed in various organizations and finally the common
mistakes that are committed during the implementation of the system.
Human Resource Management
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the business
Human resource management is a collective implementation of managerial functions

such as planning, organizing, directing and, controlling to reach the organization goals
Human Resource Management: Scope
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection,

placement, transfer, promotion, training and development, layoff and retrenchment,
remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions, facilities and amenities such as canteens,
rest and lunch rooms, housing, transport, medical assistance, education, health and safety,
recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation,

collective bargaining, grievance and disciplinary procedures, settlement of disputes, workers
participation in management etc.
Functions of HRM:

Based on the organization of task and implementation of methods we have two types
of functions, they are:
Managerial functions and
Objective functions
Managerial functions are also called the core functionalities of human resource
management, which will be deals with the planning, organizing, Directing and, Controlling.
Among these directing is also called the leading.
Objective functions are the active functionalities of human resource management which has
substantially organizing capability in according to requirements of the organization. These are
drawn from the managerial functions for successful achievement of the organizational tasks.
These includes the...
Employee planning.
Staffing.
Training and Development.
Employee evolution.
Pay roll management.
Welfare of the employee.
Employee evolution is the major task for an organization because employee performance will
be done and motivation factor to the extent of the employee requirement. It includes the
Conducting the performance appraisal, feedback generation, giving the extra inputs that
requires for the employee, compensation planning, Reviewing and auditing manpower
management in the organization etc.
PERFORMANCE APPRAISAL
Performance appraisal is a formal system that evaluates the quality of a workers

performance; an appraisal should not be viewed as an end in itself, but rather as an important
process within a broader performance management system that links:
Organizational objectives
Day-to-day performance
Professional development
Rewards and incentives

What is the purpose of performance appraisal?
Professional development such as identifying strengths and weaknesses in

performance, implementing strategies for improvement
Determining organizational training and development needs
Making and validating administrative decisions like pay, promotion, placement, and
termination.etc.
Identifying systemic factors that are barriers to, or facilitators of, effective
What is performance appraisal?
The history of performance appraisal is quite brief. Its roots in early 20 th century can
be traced to Taylors pioneering Time and Motion studies. But this is not very helpful, for the
same may be said about almost everything in field of modern human resources management.
As a distinct and formal management procedure used in the evaluation of work

performance, appraisal really dates from the time of the Second World War not more than
60 years ago. Yet in broader sense, the practice of appraisal is a very ancient art. In the scale
of things historical, it might well lay claim to being the worlds second oldest profession
continue to perform well. Sometimes this basic system succeeded in getting the results that
were intended, but more often than not, it failed.
For example, early motivational researchers were aware that different people with
roughly equal work abilities could be paid the same amount of money and yet have quite
different levels of motivation and performance.
These observations were confirmed in empirical studies. Pay rates were important,
yes; but they were not the only element that had an impact on employee performance. It was
found that other issues, such as morale and self- esteem, could also have a major influence.
As a result, the traditional emphasis on reward outcomes was progressively rejected. In

the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and
development was gradually recognised. The general model of performance appraisal, as it is
known today, began from that time.

Modern Appraisal
Performance appraisal may be defined as a structured formal interaction between a

subordinate weaknesses and strengths as well as opportunities for improvements and skills
development.
In many organizations but not all appraisal result are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal result is used to identify
the better performing employees who should get the majority of available merit pay
increases, bonuses, and promotions.
By the same token, appraisal results are used to identify the poorer performance that
may require some form of counselling, or in extreme causes, demotion, dismissal or
decreases in pay. (Organizations to be aware of laws in their country that might restrict their
capacity to dismiss employees or decreases pay).
Whether this is an appropriate use of performance appraisal the assignment and

justification of rewards and penalties is a very uncertain and contentious matter.
PERFORMANCE APPRAISAL
An organizations goals can be achieved only when people put in their best efforts.
How-to ascertain whether and employee has shown his or her best performance on a given
job? The answer is performance appraisal. Employee assessment is one of the fundamental
jobs of HRM. But not an easy one though. This chapter is devoted to a detailed discussion of
the nature and process of conducting performance appraisal.
Meaning and Definition
In simple terms, 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,
supervision, dependability, co-operation, judgement, versatility, health and the like.
Assessment should not be continued to past performance alone. Potentials of employee for
future performance must also be assessed.

A formal definition of performance appraisal is
It is the systematic evaluation of the individual with respect to his or her performance
on the job and his or her potential for development.
Definitions
Performance appraisal is a method of evaluating the behaviour of employees in the

work spot including both quantitative and qualitative aspects of job performance.
Performance Appraisal is a systematic review of individual or a groups performance on

the job.
A more comprehensive definition is
Performance appraisal is a formal structured system of measuring and evaluating an

employees job related behaviours and outcomes to discover how and why the employee is
presently performing on the job and how the employee can perform more effectively in the
future so that the employee organization and society all benefit.
The second definition includes employees behaviour as part of the assessment. Behaviour
can be active or passive-do something or do nothing. Either way behaviour affects job results.
The other terms used for performance appraisals are: performance rating, employee
assessment. Employees performance review, personal appraisal, performance evaluation,
employee evaluation and (perhaps the oldest of the terms used) merit rating. In a formal
sense; it is probably as old as mankind. Nor performance appraisal is done in isolation. It is
linked to job analysis as shown in
Job Analysis Performance Performance

Standards Appraisal
Describes work Translate job Describes the job

and Personnel requirements into relevant strengths and
requirement of a levels of acceptable or weaknesses of each
particular job unacceptable individual
Fig. Relationship of Performance Appraisal and job Analysis
NEEDS OF PERFORMANCE APPRAISAL

These are provides information about the performance ranks basing on which
decisions regarding salary fixation, conformation, promotion, transfer etc.
Provide feedback information about the levels of achievement and behaviour of

subordinate. This information helps to review the performance of the subordinate, rectifying
performance deficiencies and to set new standards of work if necessary. Provide information
which help to counsel the subordinate.
A process which employees identify strengths and weaknesses to improve the

performance on the present and future jobs.
Provide information about the performance ranks basing on which decisions regarding
salary fixation, conformation, promotion, transfer etc.
Provide feedback information about the levels of achievements and behaviour of
subordinate. This information helps to review the performance of the subordinate,
rectifying performance deficiencies and to set new standards of work, if necessary.
Provide information to diagnose deficiency in employee regarding skills, knowledge,
determine training and developmental needs and to prescribe the means for employee
growth provides information for correcting placement.

OBJECTIVES OF PERFORMANCE APPRAISAL
1. Enables employees to develop role clarity continuously and consequently do right

things and avoid time wastage.
2. Develops a discipline of planning and review of ones own performance

systematically.
3. Increases mutuality between each employee and his superior and strengthen
relationships.
4. Helps to prepare employees for handling future responsibilities by continuously

reinforcing development qualities.
5. To be an instrument to ensure that employees give a desired level of performance by

attaching rewards and punishment for variation in performance levels.
6. To control the behaviour of employees.
7. Finally, performance appraisal can be used to determine whether HR programs such a

selection, training and transfers have been effective or not. Broadly, performance
appraisal serves four objectives-
i. Developmental uses
ii. Administration uses/decisions,
iii. Organizational maintenance/objectives, and
iv. Documentation purposes.

PURPOSE OF PERFORMANCE APPRAISAL
Performance appraisal aims at attaining the different purposes. They are:
To create and maintain a satisfactory level of performance.
To contribute the employee growth and development through training, self and
management development programs.
To help the superiors to have a proper understanding about their subordinates.
To guide the job changes with the help to continuous ranking.
To facilitate fair and equitable compensation based on performance.
To ensure organizational effectiveness through correcting employee for standard and

improved performance, and suggesting the change in employee behaviour.
To provide information for making decisions regarding layoff, retrenchment etc.
MULTIPLE PURPOSES OF PERFORMANCE ASSESSMENT
General Applications Specific Purpose

Developmental Uses Identification of individual needs

Performance feedback
Determining transfers and job assignments
Identification of individual strengths and
Development needs.
Administrative uses/Decisions Salary
Promotion
Retention or termination
Recognition of individual performance
Lay-offs
Identification of poor performers
Organizational Maintenance/Objectives HR Planning
Determining organization training needs
Evaluation of organizational goal

achievement
Information for goal identification
Evaluation of HR systems
Reinforcement of organizational
development needs
Documentation Criteria for validation research
Documentation for HR decisions
Helping to meet legal requirements

METHODS OF PERFORMANCE APPRAISAL
To make an effective evaluation of the performance of appraise, the appraiser should

select a particular technique. Several methods and techniques of appraisal are available for
measuring the performance of an employee. There are different for various reasons. They are
broadly categorized two categories.
Traditional methods
Modern methods
TRADITIONAL METHODS
The traditional method lay emphasis on the rating on the individuals personality
traits, such as initiative, dependability, drive, responsibility, creativity, integrity, leadership
potential, intelligence, judgement, organization ability etc.
The various traditional methods are:
Straight ranking method
Man to man comparison method
Grading
Graphic rating scales
Forced choice description method
Forced distribution method
Checklist
Free from essay method
Critical Incidents
Group appraisal
Field Review Method
Paired comparison method
MODERN METHODS

Modern methods place more emphasis on the evaluation of work result job
achievements than on personality traits. Results oriented appraisals tend to be more objective
and worthwhile, especially for counselling and development purposes.
The modern methods are:
Assessment Centres
Appraisal By Result Or Management By Objective
Human Asset Accounting Method
Behaviourally Anchored Rating Scales(BARS)
360-Degree Performance Appraisal
360-Degree Performance Appraisal
This is one on the latest and widely used method of performance appraisal. In this
method not only superior but also peers and subordinates do the appraisal. Hence this is a
method where each and every person with whom the employee may interact during his work
does the appraisal of one person. This is an effective method among all since this is method
in which there is a possibility of hundred percent discussions with people disregarding with
their cadres and also possible for receiving more ideas from all. They may include the
security guard, the receptionist, the sweepers evade boys and of course his superior,
subordinates and peers.
IMPLEMENTATION & EVALUATION SYSTEM OF PERFORMANCE

APPRAISAL:
After developing a concrete performance appraisal system, its effective

implementation and evaluation is proceeded with along with the rater, rate should also aware
of the structure and content of the performance appraisal system the framework of evaluation
process. Hence the rates should fully inform about these aspects because the information
provided by them will not fully serve purpose without having knowledge about these various
aspects. Once the information is obtained from the rates, an unbiased and objective
evaluation is done and the conclusion is derived.
COMPONENTS OF PERFORMANCE APPRAISAL EVALUATION

As we have seen, performance evaluation can be made for a variety of reasons. So it is
necessary to being by stating very clearly the objectives of the evaluation programmed.
Hence to make the evaluation of performance appraisal efficient it includes the following
components.
WHO OF APPRAISAL?
This issue states who should be rated and who should do rating.
WHAT OF APPRAISAL?
What of the performance appraisal consist in appraising non-supervisory employees

for their current performance, and managers for future potential? It also includes evaluation
of human traits.
WHY OF APPRAISAL?
It is concerned with:
Creating and maintaining a satisfactory level of performance of employees in their

present jobs.
Highlighting employee needs and opportunities for personal growth and

development.
Aiding in Decision-making between the supervisor and his subordinates.
Providing useful criteria for determining the validity of selection and training
methods and techniques and forming concrete measures for attracting individuals of
higher calibre to the enterprise.
WHEN OF APPRAISAL?
The when of appraisal answers the query about the frequency of appraisal?
WHERE OF APPRAISAL?
The where of appraisal indicates the location where an employee may be

evaluated?
HOW OF APPRAISAL?
Under How the company must decide what different methods are available and
which of these may be used for performance appraisal.
BENEFITS OF APPRAISAL

It offers a rare chance for a supervisor and subordinate to have time out for a one-
on-one discussion of important work issues that might not otherwise be addressed. Almost
universally, where performance appraisal is conducted properly, both supervisors and
subordinates have reported the experience as beneficial and positive. Appraisal offers a
valuable opportunity to focus on work activities and goals, to identify and correct existing
problems, and to encourage better future performance. Thus the performance of the whole
organization is enhanced. For many employees, an official appraisal interview may be the
only time get to have exclusive, uninterrupted access to their supervisor.
Motivation and Satisfaction
Performance appraisal can have a profound effect on levels of employee

motivation and satisfaction- for better as well as for worse: Performance appraisal provides
employees with there recognition of their work efforts. The power of social recognition as an
incentive has been long noted. Infect there is evidence that human beings will even prefer
negative recognition in performance to no recognition to all.
Training and development
Performance appraisal offers an excellent opportunity perhaps the best that will
ever occur- for a supervisor and sub-ordinate to recognize and agree upon individual training
development needs. During the discussion of an employees work performance, the presence
or absence of work skills can become very obvious- even to those who habitually reject the
idea of training for them!
Performance appraisal can make the need for training more pressing and the
relevant by linking it clearly performance to performance outcome and career aspirations.
PROBLEMS OF PERFORMANCE APPRAISAL
The ideal approach to performance evaluation is that in, which the evaluator is free
from personal biases, prejudices. This is because when an evaluation is objective, it
minimizes the potential and dysfunctional behaviour of the evaluator, which may be
detrimental to the achievement of the organizational goals. There are many significant
factors, which deter or impede objective evaluation.
These factors are:
HALO EFFECT: One factors excellent score affects the score or the other factor.

HORN EFFECT: Unsatisfactory rating on one factor on one factor affects the score
on other factor.
CENTRAL TENDENCY: Most of the factors are given average rating.
LENIENT RATING: Being relatively more easy and lenient in rating.
LATER BEHAVIOUR: Being not\rant of most commonly demonstrated behaviour

during entire period.
INITIAL IMPRESSION: Rating is influenced by the initial impression of the rate on

the ratter.
SPILL OVER AFFECT: Using past rating unjustly to rate current Performance.
SAME AS ME: Rating highly as the ratter and rate share common qualities and
attitudes.
DIFFERENT FROM ME: Rating lowly as the ratter and rate have different and
conflicting qualities and attitudes.
CONTRAST EFFECT: Rating a person.
NEED OF THE STUDY:
Performance appraisal system in many organization is an important component for

effective and efficient performance of the employee.

Therefore it is necessary for organization to develop performance analysis and review
which effects performance of individuals.
The present study intends to provide an integrated picture of the level of employees
attitude towards performance appraisal system in Apache Footwear India Private
Limited.
SCOPE OF THE STUDY:
The study has been confined to Apache foot wear india Pvt Ltd only.
This study has been conducted on performance of all the levels of employees in the
organization.

The study was confined to the employees of Apache Footwear India Pvt Ltd.
OBJECTIVES OF THE STUDY:
To study the performance appraisal in the Apache Footwear India Pvt Ltd company.
To analyse the impact of performance appraisal system on satisfaction levels of the

employees.

To offer suggestions for the improvement and modification of the appraisal system.
To study the strengths and weakness of the employees.
To know the feedback about employees regarding their performance.
RESEARCH METHODOLGY
SOURCES OF DATA:
After going through different methods of data collection it was decide that both
primary and secondary data are suitable for this survey.
PRIMARY DATA:
The primary data was collected mainly with interactions and

discussions with the companys executive.

SECONDARY DATA:
Referring standard textbooks and reference books collected some of

the information regarding the theoretical aspects.
DATA SOURCE:
PRIMARY DATA : questionnaire method
SECONDARY DATA : website
RESEARCH DESIGN : Analytical research design
SAMPLE : 90
LIMITATIONS OF THE STUDY:
Different views and suggestions provide by the responds are subjected to personal
bias.
The sample size limited to 90 and overall opinion of the study is attributed to the total
organization.
Employees dont reveal the actual facts related to the organization.

DATA ANALYSIS AND INTERPRETATION
1. Is company supporting the best performance of the employees?
Table: 4.1.Is Company supporting the best performance of the employee?
Opinion No. Of respondents Percentages
Strongly agree 45 50%
Agree 35 39%
Disagree 10 11%
Strongly disagree 0 0%
Total 90 100%

Graph: 4.1. Role of company in supporting the best performance of the employee?
60%
50%
50%
39%
40%
30%
20%
11%
10%
0%
strongly agree agree disagree 0%
strongly disagree
Source: primary data
Interpretation: From the above graph observed that out of 90 respondents 50% of
employees are strongly agreed, 39% of them are agreed and 11% of them are disagreed that
the company is supporting the best performance of the employees.
2. Rationality in performance appraisal system.
Table 4.2. Rationality in performance appraisal system.
Opinion No of respondents Percentage
Strongly agree 40 44.5%
Agree 30 33.3%
Disagree 30 22.2%
Total 90 100%

Graph 4.2.Rationality in performance appraisal system.
50
44.5
45
40
35 33.3
30
25 22.2
20
15
10
0
strongly agree agree disagree strongly0disagree
Sources : primary data
Interpretation: From the above graph observed that out of 90 respondents 44.5% of the
employees are strongly agreed, 33.3% are agreed and 22.2% of them disagreed that the
performance appraisal is rational in the organization.
3. Role of performance appraisal system to win cooperation and team work?
Table 4.3. Role of performance appraisal system to win cooperation and team work?
Agree 35 39%
Disagree 10 11%
Total 90 100%

Graph 4.3. Role of performance appraisal system to win cooperation and team work?
60
50
50
39
40
30
20
11
10
0
Sources: primary data
Interpretation: From the above graph observed that out of 90 respondents 50% of them are
strongly agreed, 39% are agreed and 11% are disagreed that the performance appraisal
system is helpful to win cooperation and team work.
4. Role of performance appraisal is improving personal skills.
Table 4.4. Role of performance appraisal is improving personal skills.
Agree 35 38.9%
Disagree 15 16.7%
Strongly disagree 2 2.2%
Total 90 100%

Graph 4.4. Role of performance appraisal is improving personal skills.
45 42.2
40 38.9
35
30
25
20 16.7
15
10
5 2.2
0
strongly agree agree disagree strongly disagree
Sources: primary data
Interpretation: From the above graph observed that out of 90 respondents 42.2% are
strongly agreed, 38.9% are agreed, 16.7% are disagreed and 2.2% are strongly disagreed that
the performance appraisal system is helpful for improving personal skills.
5. Role of performance appraisal system in reducing grievance among the

employees?
Table 4.5. Role of performance appraisal system in reducing grievance among the
employees?
Opinion No of respondents Percentages
Agree 15 16.6%
Disagree 28 31.2%

Total 90 100%
Graph 4.5. Role of performance appraisal system in reducing grievance among the
employees?
60
52.2
50
40
31.2
30
20 16.6
10
0
strongly agreed, 16.6% are agreed and 31.2% are disagreed that the performance appraisal
system is helpful in reducing grievance among the employees.
6. Role of performance appraisal system to identify the strengths and weakness of

the employees.
Table 4.6: Role of performance appraisal system to identify the strengths and weakness
of the employees.
Opinion N of respondents Percentages
Strongly agreed 25 27.8%
Agreed 45 50%
Disagreed 18 20%

Strongly disagreed 2 2.2%
Total 90 100%
Graph 4.6: Role of performance appraisal system to identify the strengths and weakness
of the employees.
60
50
50
40
30 27.8
20
20
10
2.2
0
strongly agreed, 50% are agreed, 20% are disagreed and 2.2% are strongly disagreed that the
performance appraisal system to identify the strengths and weakness of the employees.
7. Role of performance rating help for the management to provide employee

counselling.
Table 4.7. Role of performance rating help for the management to provide employee
counselling.
Agree 47 52.2%

Disagree 8 8.9%
Total 90 100%
Graph 4.7. Role of performance rating help for the management to provide employee
counselling.
60
52.2
50
38.9
40
30
20
8.9
10
0
Strongly agree agree disagree strongly0disagree
Interpretation: from the above graph observed that out of 90 respondents 38.9% are strongly
agreed, 52.2% are agreed and 8.9% are disagreed that the performance rating help for the
management to provide employee counselling.
8. Role of performance appraisal in promotion.
Table 4.8: Role of performance appraisal in promotion.
Yes 70 77.8%
No 20 22.2%
Total 90 100%
Graph 4.8: Role of performance appraisal in promotion
90
80 77.8
70
60
50
40
30
22.2
20
10
0
yes no
Interpretation: From the above graph observed that out of 90 respondents 77.8% are said
yes and 22.2% are said no that the promotion is purely based on performance appraisal.
9. Role of superiors constructive feedback throughout the year.
Table 4.9: Role of superiors constructive feedback throughout the year.

Agree 45 50%
Disagree 10 11.1%
Total 90 100%
Graph 4.9: Role of superiors constructive feedback throughout the year.
60
50
50
38.9
40
30
20
11.1
10
0
strongly agreed, 50% are agreed and 11.1% are disagreed with the superiors constructive
feedback throughout the year.
10. Role of immediate superiors appraise all the work done by the employee
throughout the year.
Table 4.10: Role of immediate superiors appraise all the work done by the employee

Agree 25 27.8%
Disagree 0 0%
Total 90 100%
Graph 4.10: Role of immediate superiors appraise all the work done by the employee
60
52.2
50
40
30 27.8
20
20
10
0
strongly agree agree 0
disagree strongly disagree
Interpretation: From the above graph out of 90 respondents 52.2% are strongly agreed,
27.8% are agreed and 20% are strongly disagreed with the immediate superiors appraise all
the work done by the employee throughout the year.
11. communication of performance appraisal goals clearly with the employees at the
starting year.
Table 4.11: communication of performance appraisal goals clearly with the employees at
the starting year.

Yes 62 68.9%
No 28 31.1%
Total 90 100%
Graph 4.11: communication of performance appraisal goals clearly with the employees
at the starting year.
80
68.9
70
60
50
40
31.1
30
20
10
0
yes no
Interpretation: From the above graph out of 90 respondents 68.9% are said yes and 31.1%
are said no that the performance appraisal goals are clearly communicate to the employees at
the starting year.
Table 4.12: Training requirement fulfil after the appraisal.

Agree 38 42.2%
Disagree 11 12.2%
Total 90 100%
Graph 4.12: Training requirement fulfil after the appraisal.
45 42.2
40
35
30
30
25
20
15.6
15 12.2
10
0
Interpretation: From the above graph out of 90 respondents 30% are strongly agreed, 42.2%
are agreed, 12.2% are disagreed and 15.6% are strongly disagreed that the training
requirement fulfil after the appraisal.
Table 4.13: Are you satisfied with existing performance appraisal system?

Agree 20 22.2%
Disagree 15 16.7%
Total 90 100%
Graph 4.13: Satisfaction with existing performance appraisal system.
60
50
50
40
30
22.2
20 16.7
11.1
10
0
Interpretation: From the above graph out of 90 respondents 50% are strongly agreed, 22.2%
are agreed, 16.7% are disagreed and 11.1% are strongly disagreed with the existing
performance appraisal system.
Table 4.14: Is performance appraisal rating done periodically?

Yes 67 74.4%
No 23 25.6%
Total 90 100%
Graph 4.14: Periodical rating of performance appraisal system.
80
74.4
70
60
50
40
30 25.6
20
10
0
yes no
Interpretation: From the above graph out of 90 respondents 74.4% are said yes and 25.6%
are said no that the performance appraisal rating done periodically.
Table 4.15: Do you get proper feedback on your performance from your supervisors?

Agree 45 50%
Disagree 10 11.1%
Total 90 100%
Graph 4.15: Role of feedback from their supervisors based on their performance.
60
50
50
38.9
40
30
20
11.1
10
0
Interpretation: From the above graph out of 90 respondents 38.9% are strongly agreed, 50%
are agreed and 11.1% are disagreed that the feedback from their supervisors based on their
performance.
Table 4.16: Does the management totally involve in this performance appraisal?

Agree 30 33.3%
Disagree 20 22.2%
Total 90 100%
Graph 4.16: Role of management in performance appraisal system.
50
44.5
45
40
35 33.3
30
25 22.2
20
15
10
0
33.3% are agreed and 22.2% are disagreed that the management totally involve in the
performance appraisal.

Table 4.17: Does the performance appraisal increases the relation between management
and employees?
Agree 20 35.6%
Disagree 15 22.2%
Total 90 100%
Graph 4.17: Role of relationship between superiors and employees in performance

appraisal system.
45 42.2
40
35.6
35
30
25 22.2
20
15
10
0
35.6% are agreed and 22.2% are disagreed that the performance appraisal increases the
relation between management and employees.

Table 4.18: Does the management recognize your performance absolutely?
Agree 40 44.4%
Disagree 18 20%
Total 90 100%
Graph 4.18: Role of management in recognition of employee performance absolutely.
45
40
40
35
32
30
25
20 18
15
10
0
Interpretation: From the above graph out of 90 respondents 32% are strongly agreed, 40%
are agreed and 18% are disagreed that the management in recognition of employee
performance absolutely.

FINDINGS:
1. 50% of employees are strongly agreed, 39% of them are agreed and 11% of them are
disagreed that the company is supporting the best performance of the employees.
2. 44.5% of the employees are strongly agreed, 33.3% are agreed and 22.2% of them are
disagreed that the performance appraisal is rational in the organization.
3. 50% of them are strongly agreed, 39% are agreed and 11% are disagreed that the
performance appraisal system is helpful to win cooperation and team work.
4. 42.2% are strongly agreed, 38.9% are agreed, 16.7% are disagreed and 2.2% are
strongly disagreed that the performance appraisal system is helpful for improving
personal skills.
5. 52.2% are strongly agreed, 16.6% are agreed and 31.2% are disagreed that the
performance appraisal system is helpful in reducing grievance among the employees.
6. 27.8% are strongly agreed, 50% are agreed, 20% are disagreed and 2.2% are strongly
disagreed that the performance appraisal system to identify the strengths and
weakness of the employees.
performance rating help for the management to provide employees counselling.
8. 77.8% are said yes and 22.2% are said no that the promotion is purely based on
9. 38.9% are strongly agreed, 50% are agreed and 11.1% are disagreed with the
superiors constructive feedback throughout the year.
10. 52.2% are strongly agreed, 27.8% are agreed and 20% are strongly disagreed with the
immediate superiors appraise all the work done by the employee throughout the year.
11. 68.9% are said yes and 31.1% are said no that the performance appraisal goals are
clearly communicate to the employees at the starting year.
12. 30% are strongly agreed, 42.2% are agreed, 12.2% are disagreed and 15.6% ar
strongly disagreed that the training requirement fulfil after the appraisal.
13. 50% are strongly agreed, 22.2% are agreed, 16.7% are disagreed and 11.1% are
strongly disagreed with the existing performance appraisal system.
14. 74.4% are said yes and 25.6% are said no that the performance appraisal rating done
periodically.
15. 38.9% are strongly agreed, 50% are agreed and 11.1% are disagreed that the feedback
from their supervisors based on their supervisors based on their performance.
management totally involve in the performance appraisal.
performance appraisal increases the relation between management and employees.

18. 32% are strongly agreed, 40% are agreed and 18% are disagreed that the management
in recognition of employee performance absolutely.
SUGGESTIONS:
1. Performance appraisal system should be conducted half yearly to get better

performance of the employees.
2. The management should focus on human relations in production department.
3. The management should provide freedom to the employees to reveal their problems.
4. The management need to communicate performance appraisal methods and criteria to
employees so that they can perform well.

5. The company need to concentrate on training of employees after employee
6. The existing annual performance appraisal should provide an appropriate for the
employees to discover their potential.
7. If the organization conducts the individual counselling sessions can reduce the
communication gap, personal problems as well as work related problems.
CONCLUSION
Performance appraisal system at APACHE FOOTWEAR INDIA PVT LTD is

perceived as good in this organization. Employees are very much satisfied with the rewards
and recognition conferred by the management.
The Apache footwear pvt ltd adopted the rating scale performance appraisal
mechanism which most suitable for the manufacturing unit, since it is an agro based
manufacturing company. The employee satisfaction average compare to the executive level
employees. The certainty in the technique is being maintained from the last past few years in
the company. Organization is widely using the appraisal method for the beneficiary of the
employee in the sense of promotions and increment in salary.

QUESTIONNAIRE
Name of the employee: Sex: M/F
Designation: Experience:
Age: Department:
Qualification:
1. Is Company supporting the best performance of the employee?
(a)Strongly agree (b) agree (c) cannot say (d) disagree (e) strongly disagree
2. Is performance appraisal in the organisation is rational?

3. Is performance appraisal helpful to win co-operation and teamwork?
4. Is performance appraisal is help for improving personal skills?
5. Is performance appraisal help in reducing grievance among the employee?
(a)Yes (b) No
6. Does performance appraisal system helps to identify the strength and weakness of the
employee?
7. Is performance appraisal rating help for the management to provide employee counselling?
8. Does promotion is purely based on performance appraisal?
(a)Yes (b) No
9. Do you receive constructive feedback from your superior throughout the year?
10. Does your immediate superior appraise all work done by you throughout the year?
11. Are performance appraisal goals clearly communicate to you at the starting of the year?
(a)Yes (b) No
12. Training requirement fulfil after appraisal is needed?

13. Are you satisfied with existing performance appraisal system?
14. Is performance appraisal rating done periodically?
(a)Yes (b) No
15. Do you get proper feedback on your performance from your supervisors?
16. Does the management totally involve in this performance appraisal?
17. Does the performance appraisal increases the relation between management and
employees?
18. Does the management recognize your performance absolutely?
ANY SUGGESTIONS:
BIBILOGRAPHY:
BiswajeetPatna yak Human Resources Management, 3rd Edition, Eastern Economy

Edition, Prentice Hall of India (PHI).
Deepak Kumar Bhattacharya, Human Resource Planning , 2nd Edition 2006
P.SubbaRao, Essentials of Human Resource Management and Industrial Relations, 3rd
revised and enlarged edition 2008, Himalaya Publishing House.
K.Aswathappa, Organisational Behaviour, 8th Edition , Himalaya Publications.
T V Rao, 1999, Appraisal & Development ,Managerial Performance , T V Rao

Learning systems Pvt. Ltd, Excel Books
Carey and Janice Keefe, 2003, Performance appraisal Phrase Book , Adams Media
Carl G.Thor ,2004, Designing Feedback , Viava Management Library.

Angelo S.DeNisi, 1996, A Cognitive approach to performance appraisal, published in
the Taylor & Francis e-Library.
Jan Jonker & Bartjan Pennink, 2010, The Essence of Research Methodology,
Springer-Verlag Berlin Heidelberg .
WEB SITES
www.citeHr.com
HR@classmates.com
hrconnect@nass.com
www.gigapedia.com
www.performance-appraisal.com
www.appraisals.naukrihub.com


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INDUSTRY PROFILE

NARAYANA ENGINEERING COLLEGE Page 1

Key Players of the Industries:

NARAYANA ENGINEERING COLLEGE Page 2

NARAYANA ENGINEERING COLLEGE Page 3

NARAYANA ENGINEERING COLLEGE Page 4

A Nike brand athletic shoe

NARAYANA ENGINEERING COLLEGE Page 5

NARAYANA ENGINEERING COLLEGE Page 6

Our aim is hundred percent success rate and client satisfaction.

WE ARE PROVIDING DIFFERENT TYPE OF FOOTWEARS:

NARAYANA ENGINEERING COLLEGE Page 7

Cute animals soft indoor winter cotton slippers

Winter eva clog

Mens floater sandals

NARAYANA ENGINEERING COLLEGE Page 8

Hawai slippers printing services

NARAYANA ENGINEERING COLLEGE Page 9

Human Resource Management

Human resource management is a collective implementation of managerial functions

Human Resource Management: Scope

1. Personnel aspect-This is concerned with manpower planning, recruitment, selection,

3. Industrial relations aspect-This covers union-management relations, joint consultation,

NARAYANA ENGINEERING COLLEGE Page 10

Managerial functions and

Performance appraisal is a formal system that evaluates the quality of a workers

Rewards and incentives

NARAYANA ENGINEERING COLLEGE Page 11

Professional development such as identifying strengths and weaknesses in

Determining organizational training and development needs

What is performance appraisal?

As a distinct and formal management procedure used in the evaluation of work

As a result, the traditional emphasis on reward outcomes was progressively rejected. In

NARAYANA ENGINEERING COLLEGE Page 12

Performance appraisal may be defined as a structured formal interaction between a

Whether this is an appropriate use of performance appraisal the assignment and

Meaning and Definition

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

NARAYANA ENGINEERING COLLEGE Page 13

Performance appraisal is a method of evaluating the behaviour of employees in the

Performance Appraisal is a systematic review of individual or a groups performance on

A more comprehensive definition is

Performance appraisal is a formal structured system of measuring and evaluating an

Job Analysis Performance Performance

Describes work Translate job Describes the job

NEEDS OF PERFORMANCE APPRAISAL

Provide feedback information about the levels of achievement and behaviour of

A process which employees identify strengths and weaknesses to improve the

NARAYANA ENGINEERING COLLEGE Page 15

1. Enables employees to develop role clarity continuously and consequently do right

2. Develops a discipline of planning and review of ones own performance

4. Helps to prepare employees for handling future responsibilities by continuously

5. To be an instrument to ensure that employees give a desired level of performance by

6. To control the behaviour of employees.

7. Finally, performance appraisal can be used to determine whether HR programs such a

ii. Administration uses/decisions,

iii. Organizational maintenance/objectives, and

iv. Documentation purposes.

NARAYANA ENGINEERING COLLEGE Page 16

Performance appraisal aims at attaining the different purposes. They are:

To create and maintain a satisfactory level of performance.

To help the superiors to have a proper understanding about their subordinates.

To guide the job changes with the help to continuous ranking.

To facilitate fair and equitable compensation based on performance.