INTRODUCTION

1
 INTRODUCTION

This study focuses on analyzing and exploring the impact of performance

management system on employee performance.According to Chan and Lynn
(1991), the organizational performance criteria should include profitability,
productivity, marketing effectiveness, customer satisfaction, but also employee
morale. In this perspective, employee performance is tightly related to
organizational performance, effective and efficient employee performance will
positively influence organizational performance. On the other view, Millar
(2007) built a framework of talent management which consists of planning,
recruiting, performance, learning, career development, succession planning,
compensation, and measuring and reporting. In order to organize a company
effectively, companies must rethink how they hire, train and reward their
employees; therefore, the employees could be encouraged to be competitive.
Undoubtedly, there is an important factor is human in organizations. One of the
main management strategies of the organizations is to invest in employees.
Organizations are seeking to develop, motivate and increase the performance of
their employees in a variety of human resources applications (Gungor, 2011).
Thus, performance management should be an important step in the
organization's HRM system and influences employee performance and then to
organizational performance.An effective performance review system plays an
essential role in managing the overall performance of the employees and
organization. While analyzing the performance measures, the key performance
indicators (KPI) must be set well in advance for a smooth and efficient appraisal
system. These performance indicators are result oriented and not action
oriented. The performance indicators are supported by a team of senior
management. A typical and reliable performance indicator drives the business
value and also predictive in nature. These metrics are monitored and tracked
frequently.

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 Performance management is a process for ensuring employees focus on
their work in ways that contribute to achieving the organization's mission is
indispensable for a business organization. Actually, performance management
includes various types or system. Performance management system is a kind of
performance management forms. Supervisors and managers are responsible for
managing the performance of their employees. Each organization's policy
should specify how the performance management system will be carried out.
Organizations should adopt performance management practices that are
consistent with the requirements of this policy and that best fit the nature of the
work performed and the mission of the organization.

It is important for employees and managers to understand that

performance management and performance management systems are the key
determinants of an organization's long-term success or failure. If employees are
not happy or do not agree with the performance management system, they are
likely to be unwilling to take an active part in the process because they do not
see any value of it. As a result, the organizational performance and productivity
would decrease due to the inefficient employee performance. To conclude, this
topic would be interesting and meaningful for any organization because the
performances of employees have a significant relationship with organizational
performance. Also, understanding how HRM practices influence employee
performance could help organizations setting up a better management system,
and finally improve employee performance and organizational performance.The
key decision makers of an organization allocate resources and determine
appropriate levels while setting up the performance measures. They tend to
focus on accomplishing the priority goals designed to measure the performance
indicators for a given objective. The key performance measures provide the
opportunities to predict and forecast the performance outcomes. A high-
qualityperformance appraisal system provides information that is significant and

3
highly helpful for the decision makers. These performance measures must be
result oriented as they mainly focus on the outcomes, outputs and efficiencies.
The performance measures must be selective and useful as they provide
information of value to the decision makers.

The performance management system provides accessibility and

reliability as they supply periodic information about employee performance and
provides consistent and accurate information over time. Accuracy, reliability
and validity are the three important attributes of performance measurement.
This ensures that the obtained information is not biased. The performance
measures can be used consistently as they are an important tool in determining
and comparing the existing trends with that of the past trends over a period of
time. The targets specified for a desired level of performance often involves
certain incremental improvements on the existing level of performance. The
managers must set achievable targets and encourage the improved performance.
The performance targets should be reviewed as part of planning process in order
to ensure practicality and relevance. Monitoring performance plays an integral
part in the performance management process. This involves analyzing and
evaluating the effectiveness and cost efficiency. Constant monitoring enables to
evaluate performance and implement strategies so as to improve performance.

The performance measurement shall not be considered as milestones.

Rather they are the radical improvements in employee performance and reflect
on the organizational goals and strategies on the whole. In this master study, I
attempt to discuss some hypotheses which would be built after the literature
review. These hypotheses are relevant to the impact of performance
management system on employee performance. Therefore, I could better
understand the relationship between performance management system and
employee performance.

4
PERFORMANCE MANAGEMENT-What, Why & How?

Historical Perspective:

 Measuring and appraising performance is probably the most researched area

within HRM, the last hundred years have seen continuous evolution in
approaches to Managing employee performance.

 The earliest recorded instance of a formal evolution report was in 1813.

 The start of the industrial age in the 1800s saw trends of performance
appraisal in industry.

 In the 1890s Frederick Taylor’s scientific approach and Fayal & Weber’s
bureaucratic theories suggested that financial inducements stimulated
production performance.

 The Hawthorne studies in 1927 - 1932 emphasized the influence of

supportive and caring supervision.

 It was only after world war–I that appraisals in industry became accepted.
The appraisal of managers was not extensively practiced until after world
war – II.

 The appraisal system that evolved over the period

 Narrative/Essay report: Used mainly by Armed forces, Civil

service and Large organization in public sector.

 Traits were the focus of performance Management in 1970s.

 MBO concept came into picture in 1980s.

When we talk about the five dimensions of Human Resource

Management (HRM), we list down the following, namely,

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 Performance Management,

Career Management,

Recruitment & Selection,

Training & Development, and

Compensation & Benefits Management.

These five dimensions, though equally important, often fail to secure

equal attention from Human Resource (HR) managers. The facts that
performance management is not just an annual performance appraisal and
training is not the only solution to effective performance are forgotten by the
HR managers and the management team. As a result, successful organizations,
happy with their existing success status, is actually deprived of a potential
growth that could have been achieved should they have invested more attention
to performance management than only performance appraisal for instance, the
total HR performance of a company is worth Rs 1000, which means the
employees’ performance is resulting revenue worth Rs 1000. Among this set of
employees, some are excellent performers, some are good, some moderate and
some poor. This difference in performance level are due to the fact that some
are using 100% of their potentials, some working below their full potentials and
some working at zero or marginal potentials. The challenge of equalizing the
difference in performance level lies in an objective performance management
system.

What Performance Management Is Not:

It’s not just an annual performance appraisal

It’s not imposing targets/goals on an employee by his supervisor

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 It’s not only evaluating individual job performance

What is Performance Management:

It’s Management by Objectives (MBO)

It’s about setting SMARTER goals

It’s about planning to perform

It’s about periodically reviewing progress in performance

It’s about evaluating performance for further improvement

It’s about delivering reinforcement for performance success and

performance failure

What is the Performance Management Process/Cycle:

The steps of Performance Management Process are as follows:

Individual Goal Setting & Performance Planning

A goal setting session between the PMS administration and the employee.

Listing down the major goals to be achieved in a year in line with

functional objectives.

Reviewing goals to assess the feasibility of their accomplishments;

making sure the goals are SMARTER- Specific, Measurable, Actionable,
Realistic, Time-framed, Extended & Rewarding.

Finalizing goals for a year.

Planning about how to achieve the goals.

Identifying the possible barriers in achieving them.

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 Planning on ways to overcome those barriers.

Mid-Year Performance Review

A performance review session between the PMS administration and the

employee

Discussing performance progress status.

Revising performance plan (if needed) with new deadlines for goals

Performance Appraisal

A performance appraisal session between the PMS administration and the

employee.

Measuring performance as against preset goals.

Measuring competencies required for current role.

Measuring potentials as against required competencies set for future role.

Chalking out Individual Development Plan outlining to fill skill gap,

motivation & aspiration gap and communication & cooperation gap.

Chalking out Reinforcement plan to reward/recognize for success and

punish for deliberate failure.

The beauty of this Performance Management process is that it has three

dimensions only, which give three major outputs that can be fed into other four
dimensions of HRM and not to mention Performance Management also. The
beauty is illustrated as follows:

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Performance Performance
Rating Scale Outputs
Assessment Measures

Performance
Preset Goals 5-points New goal setting
Evaluation

Required
Competency Development
competencies of 5-points
Evaluation Plan
current role

Required Career
Potential
competencies of 5-points Development
Evaluation
future role Plan

9
COMPANY PROFILE

10
 COMPANY PROFILE

Tata Consultancy Services Limited (TCS) is an Indian

multinationalinformation technology (IT) service, consultingand business
solutions company Headquartered in Mumbai, Maharashtra. It is a subsidiary of
the Tata Group and operates in 46 countries. TCS is one of the largest Indian
companies by market capitalization ($80 billion). TCS is now placed among the
‘Big 4’ most valuable IT services brands worldwide. TCS alone generates 70%
revenues of its parent company, Tata Sons. In 2015, TCS is ranked 64th overall
in the Forbes World's Most Innovative Companies ranking, making it both the
highest-ranked IT services company and the top Indian company. It is the
world's 10th largest IT services provider by revenue. As of December 2015, it is
ranked 10th on the Fortune India 500 list. On 12 January
2017, N.Chandrashekaran was elevated as the chairman for Tata Sons .Rajesh
Gopinathan was appointed as the new MD and CEO for TCS.

HISTORY:

Established in 1968, Tata Consultancy Services a member of the Tata

Group has grown to its current position as the largest IT services firm in Asia
based on its record of outstanding service, collaborative partnerships,
innovation, and corporate responsibility.
It was founded by Jamsetji Tata in 1848 and it is one of India’s most
respected institutions today. Their mission reflects the Tata Group's
longstanding commitment to providing excellence. To help customers achieve
their business objectives by providing innovative, best–in–class consulting, IT
solutions and services, and to actively engage all stakeholders in a productive,
collaborative, and mutually beneficial relationship.
TCS' ability to deliver high–quality services and solutions is unmatched.
They are the world’s first organization to achieve an enterprise–wide Maturity

11
Level 5 on both CMMI and P–CMM, using the most rigorous assessment
methodology – SCAMPISM. Additionally, TCS’ Integrated Quality
Management System (iQMS) integrates process, people and technology
maturity through various established frameworks and practices including IEEE,
ISO 9001:2000, CMMI, SW–CMM, P–CMM and 6–Sigma.
It is largest IT employer in India. It provides services to wide range
of segment like banking & financial services, energy, resources & utilities,
government, telecom, media & information services, etc.
TCS acquired Citigroup Global Services (CGSL), India based BPO
for $505 million. The acquisition broadened TCS’s portfolio of end–to–end IT
and BPO services in the global Banking and Financial Services (BFS) sector.
TCS’s enhanced scale and expertise will be providing service improvements to
Citi and Citi’s customers. CGSL has more than 12,000 employees located in
India and expected to generate revenues of approximately $278 million in 2008.
Tata Consultancy Services delivers real results to global businesses, ensuring a
level of certainty no other firm can match.TCS offers a consulting–led,
integrated portfolio of IT and IT–enabled services delivered through its unique
Global Network Delivery Model, recognized as the benchmark of excellence in
software development. TCS has over 143,000 of the world's best trained IT
consultants in 42 countries.
Tata Consultancy Services announced the launch of TCS BaNCS Core
Banking Release 12.0 at the annual flagship event for banking and capital
markets, SIBOS 2011, in Toronto.
In 2014 TCS announced to set up largest Corporate Learning Center in
Thiruvananthapuram with a capacity to train 50,000 IT professionals every year

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Products and Services:

TCS and its 67 subsidiariesprovide a wide range of information

technology-related products and services including application development,
business process outsourcing, capacity planning, consulting, enterprise
software, hardware sizing, payment processing, software management and
technology education services. Rgwfirm's established software products
are TCS BaNCS and TCS MasterCraft.

Service lines

TCS' services are currently organized into the following service lines
(percentage of total TCS revenues in the 2012-13 fiscal year generated by each
respective service line is shown in parentheses):

 Application development and maintenance (43.80%) value;

 Asset leverage solutions (2.70%);
 Assurance services (7.70%);
 Business process outsourcing (12.50%);
 Consulting (2.00%);
 Engineering and Industrial services (4.60%);
 Enterprise solutions (15.20%); and
 IT infrastructure services (11.50%).

Employees:

TCS is one of the largest private sector employers in India, and the fourth-
largest employer among listed Indian companies (after Indian Railways, Indian
Army and India Post). TCS had a total of 3,78,497 employees as of December
2016, of which 31% were women. The number of non-Indian nationals was
21,282 as at March 31, 2013 (7.7%). The employee costs for the FY 2012-13
were US$4.38 billion, which was approx. 38% of the total revenue of the
company for that period. In the fiscal year 2012-13, TCS recruited a total of

13
69,728 new staff, of whom 59,276 were based in India and 10,452 were based
in the rest of the world. In the same period, the rate of attrition was 10.6%.The
average age of a TCS employee is 28 years. The employee utilization rate,
excluding trainees, for the FY 2012-13 was 82%.TCS was the fifth-largest
United States visa recipient in 2008 (after Infosys, CTS, Wipro and Mahindra
Satyam). In 2012, the Tata group companies, including TCS, were the second
largest recipient of H-1B visas. As of June 2014, TCS has over 300,000
employees. It is world's third largest IT employer behind IBM and HP.

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OBJECTIVES OF THE STUDY

15
 OBJECTIVES OF THE STUDY

 To identify factors in business dynamics to grade employees on the

objectives & transparent productivity parameters.
 To study about the system of self-appraisal, appraisal by reporting officer,
by reviewing officer and final assessment by moderation committee.
 To study about create a direct link between rewards & performance to
increase the motivation level of employees.
 To study about assessment of training & developmental needs of
individual employees.

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SCOPE OF STUDY

17
 SCOPE OF STUDY

The scope of the study covers in depth; the various performance

management techniques being followed & is limited to the company TCS & its
employees. The different performance improving techniques being used by
TCS, through its professional group and manager. It also judges the
enhancement of the knowledge, skill and performance of employees and
feedback on its effectiveness.

The study gives some suggestion for making the present performance
management system more effective.

 It identifies the performance boosting techniques that must be adopted in

order to increase the knowledge, ability and skills of the employees.
 The study is limited to TCS, Nagpur.
 The Sample Size is 50 Employees.

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REVIEW OF LITERATURE

19
 REVIEW OF LITERATURE

In order to answer these questions, I need to do a literature review which

a body of text that aims to review the critical points of current knowledge
including substantive findings as well as theoretical and methodological
contributions to a particular topic. Organizations can benefit from performance
appraisaloffering diversity training to employees. That is, training employees to
respect others and not toact in a discriminatory manner towards fellow
employees.
The AMO-model (Appelbaum et al., 2003) claims performance which is
a function of employees’ Ability, Motivation and Opportunity to participate.
This means that an organization will benefit most if it organizes the work
process in such a way that non-managerial employees have the opportunity to
contribute discretionary effort and it could be achieved by giving them
autonomy in decision making, by providing in good communication and by
employee membership in self-directed and/or off-line teams. For their effort to
be effective, employees need to have the appropriate skills and knowledge.
Hence, organizations can achieve this by attracting employees who already
poses this knowledge, or by providing employees with formal and/or informal
training. Finally, the organization needs to motivate these employees to put their
abilities into the best effort for the organization.
According to Otley (1999), a general performance management considers
such problems: “What are the key objectives that are central to the
organization’s overall future success, and how does it go about evaluating its
achievement for each of these objectives? What strategies and plans has the
organization adopted and what are the processes and activities that it has
decided will be required for it to successfully implement these? How does it
assess and measure the performance of these activities? What level of
performance does the organization need to achieve in each of the areas defined

20
in the above two questions) and how does it go about setting appropriate
performance targets for them? What rewards will managers (and other
employees) gain by achieving these performance targets (or, conversely, what
penalties will they suffer by failing to achieve them)? What are the information
flows (feedback and feed-forward loops) that are necessary to enable the
organization to learn from its experience) and to adapt its current behavior in the
light of that experience?”
According to Fletcher (2001), who gave a completed and comprehensive
HR related performance management definition which is “an approach to
creating a shared vision of the purpose and aims of the organization, helping
each individual employee understand and recognize their part in contributing to
them, and in so doing manage and enhance the performance of both the
individual and the organization”. Similarly, performance management is a
management process for ensuring employees is focusing on their work efforts in
ways that contribute to achieving the organization's mission. It consists of three
phases: (a) setting expectations for employee performance,
(b) maintaining a dialogue between supervisor and employee to keep
performance on track, and (c) measuring actual performance relative to
performance expectations. Armstrong (2004) defined performance management
as a means of getting better results from the whole organization by
understanding and managing within an agreed framework, performance of
planned goals, standards and competence requirements. “Performance
management is a process of designing and executing motivational strategies,
interventions and drivers with on objective to transform the raw potential of
human resource into performance. All human beings possess potential within
themselves in a few or more functional areas. However, utilization and
conversion ofthis potential into deliverable performances is often sub optimal
due to a variety of reasons. Performance management acts as an agent in
converting the potential into performance by removing the intermediate barriers

21
as well as motivating the human resource". (Kandula, 2006:5).
Comprehensively, Bacal (1999) defines performance management as an
ongoing communication process, undertaken in partnership, between an
employee and his or her immediate supervisor that involves establishing clear
expectations and understanding about: the essential job functions of employee
are expected to do; how the employee's job contributes to the goals of the
organization; what doing the work well means in concrete terms; how employee
and supervisor will work together to sustain, improve, or build on existing
employee performance; how performance management will be measured, and
identifying barriers to performance and removing them.
The similarities of general performance management and HR related
performance management are the goal setting, planning, evaluation, feedback
and rewarding activities. However, the HR related performance management
focus on the management of employee or managers, then motivating employees
and managers. Moreover, general performance management was defined more
widely than HR related performance management. It considers the definition of
goals and the measurement of goal attainment) not just financially but also in
terms of meeting all stakeholder aspirations.
HR-performance management aims at developing potential capabilities of
human resource. The performance management must be in line with the
company's long-term policies (Kandula, 2006). Performance management
involves managing employee efforts, based on measured performance
outcomes. Therefore, determining what constitutes good performance and how
the different aspects of high performance can be measured is critical to the
design of an effective performance management process. And performance
management effectiveness increases when there is ongoing feedback, behavior-
based measures are used and preset goals and trained raters are employed
(Lawler, 2003).

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 In different literature, there are various models of performance management.
Each model has its importance as a system for managing organizational
performance, managing employee performance, and for integrating the
management of organizational and employee performance. Performance
management involves multiple levels of analysis, and is clearly linked to the
topics studied in strategic HRM as well as performance appraisal. Different
terms refer to performance management initiatives in organizations, for
example, performance-based budgeting, pay-for-performance, planning,
programming and budgeting, and management by objectives (Heinrich, 2002).
A performance management system, according to Rudman (2003), is
increasingly seen as a means of integrating HRM activities with the business
objectives of the organization, where management and HR activities are
working together to influence individual and collective behavior to support the
organization's strategy. Besides, he also stressed that the performance
management system must fit with the organization's culture. Performance
management system is a kind of completed and integrated cycle for
performance management. The emphasis of performance management systems
is on continuously improving organizational performance, and this is achieved
through improved individual employee performance (Macky & Johnson, 2000).
Similarly, from the suggestion of Lawler (2003), the objectives often include
motivating performance, helping individuals develop their skills, building a
performance culture, determining who should be promoted, eliminating
individuals who are poor performers, and helping implement business
strategies. The main purpose of the performance management system is to
ensure that:
 The work performed by employees accomplishes the work of the
company;
 Employees have a clear understanding of the quality and quantity of work
expected from them;

23
  Employees receive ongoing information about how effectively they are
performing relative to expectations;
 Awards and salary increase based on employee performance are
distributed accordingly;
 Opportunities for employee development are identified; and
 Employee performance that does not meet expectations is addressed

Developing a performance management system is essential for an

organization. Developing a performance management system, according to
Schneier, Beatty and Baird (1987), is classified into a development, planning,
managing, reviewing and rewarding phase. In 2000, Macky and Johnson
suggested that a typical performance management system would include: the
organization communicates its mission/strategies to its employees; the setting
of individual performance targets to meet the employees' individual team and
ultimately the organization's mission/strategies; the regular appraisal of these
individuals against the agreed set targets; use of the results for identification
of development and/or for administrative decisions; and the continual review
of the performance management system to ensure it continues to contribute to
the organizational performance, ideally through consultation with employees.
Fletcher (1996) suggested that the main building blocks of a performance
management system approach include: development of the organization's
mission and objectives; enhancing communication within the organization so
that employees are not only aware of the objectives and the business plan, but
can contribute to their formulation; clarifying individual responsibilities and
accountabilities; defining and measuring individual performance;
implementing appropriate reward strategies, and developing staff to improve
performance, and their career progression further in the future.

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The stages of Performance Management System
According to Schneier, Beatty and Baird (1987), a performance
management system is classified into a development, planning, managing,
reviewing and rewarding phase. Figure 5.1 below shows the contents of three
phases according Schneier, Beatty and Baird(1987).
Figure5.1: Performance Management System

Source: Drawn according to Interpretation-Original source: Schneier, Beatty and Baird, (1987:98)

From above figure and according to Schneier, Beatty and Baird (1987), the
performance management system consists of three phases: developing and
planning performance is the Phase1 which includes outlining development
plans, setting objectives and getting commitment activities; managing and
reviewing performance is the Phase 2which includes assessing against
objectives, seeking feedback, coaching and document reviews activities;
rewarding performance is the last phase which has personal development,
results of performance and link to pay activities.Fletcher mentioned that a
performance management system approach should include developing
organization’s mission and objectives, enhancing communication within
organization, clarifying individual responsibilities and accountabilities, then
defining and measuring individual performance and rewarding performance,
and finally improving staff performance and developing career progression in
the future. Fletcher pointed that enhancing communication within the

25
organization so that employees are aware of the objectives and the business
plan, and employees can continue communication in the production process
for exchanging information, discussing problems and seeking feedbacks.
Clear and detailed employee performance objectives play a crucial role in
helping companies to perform in accordance with their business plan and
achieve their strategic goals. Communication activity in the performance
system is that communication between managers and employees and
communication within employees could make employees understand the
objectives and make managers supervise the progress of daily work.
Phase1: Developing and Planning Performance
Planning is the first stage in the performance management system process
cycle and offers the foundation for an effective process. Planning is a
continuous process in performance management and should be executed with
great care (Schneier et al., 1987). Planning helps to encourage commitment and
understanding by linking the employees' work with the organization's goals and
objectives (Schneier et al., 1987).According to Armstrong and Baron (2004),
objectives or goals describe something to be accomplished by individuals,
departments and organizations over a period of time. They can be expressed as
targets to be met, for instance, sales, and tasks to be completed before the
deadline. Armstrong and Baron (2004) further state that objectives need to be
defined and agreed on. The objectives relate to the overall purpose of the job
and define performance areas--all the aspects of the jobthat contribute to
achieving its overall purpose. Rogers and Hunter (1991) stated that goal setting
is the fundamental aspect for an organization.
In this planning phase, the supervisors and subordinates are involved in a joint
participative process and set organizational goals, as well as specific goals for
an individual. Objectives, on the other hand, also create the environment in
which an individual will be measured according to his or her own performance
and output, with set standards for evaluation (Nyembezi, 2009).

26
Phase 2: Managing and Reviewing performance
Managing performance is the second element of the performance
management system cycle. This step distinguishes performance management
as a process from performance appraisal as an activity (Schneier et al., 1987).
According to Schneier et al. (1987), every employee is responsible for
managing his or her own work performance.
This involves:
1. Maintaining a positive approach to work,
2. Updating and revising initial objectives, performance standards and job
competency areas as conditions change,
3. Requesting feedback from a supervisor,
4. Providing feedback to supervisor,
5. Suggesting career development experiences, and
6. Employees and supervisors working together, managing the
performance management process.
According to the view of Fletcher, in the second stage, enhancing
communication within an organization is important for employees to be
aware of objectives and contribute to the future development.
Armstrong and Baron (2004) pointed that at its best, performance management
is a tool to ensure that managers manage effectively. Therefore, performance
management system should ensure the manager of employees or teams know
and understand what is expected of them, and have the skills and ability to
deliver on these expectations and be supported by the organization to develop
the capacity to meet these expectations are given feedback on their
performance; and have the opportunity to discuss and contribute to individual
and team aims and objectives.Performance management system is also about
ensuring that managers themselves are aware of the impact of their own
behavior on the people they manage, and are encouraged to identify and exhibit
positive behaviors. The actual performance is compared to the desired

27
performance, so the outcome is evaluated and a development plan is set
according to the weakness with reference the strategy. This outcome also
provides a feedback mechanism to employees. In order to improve the feedback
and update and discuss initial objectives, the organization should also focus on
communication within employees and between employees and managers. It is
important for managers to develop a fully integrated strategy which enables the
different forms of communication to contribute to the success of the firm's
mission or common goal (Marion, 1998).
In the second phase, it includes the performance reviews which can be
regarded as learning events. Individuals could be encouraged to think about
how and in which ways they want to develop. Research by Ashford and
Cummings (1983) demonstrates that feedback has strong positive effects on
the performance of both individuals and groups, specifically through role
clarification, improved self-efficacy, the establishment of behavior reward
contingencies and increased self-regulatory control processes (Ashford &
Cummings, 1983). Similarly, according to Armstrong and Baron (2004), the
actual performance could also be compared to the desired performance,
therefore the outcome is evaluated and a development plan is set based on the
weakness. This comparative approach also provides a feedback mechanism to
employees. Figure 5.2 shows the structure of performance comparing
according to the view of Ashford and Cummings (1983).
Figure5.2: Performance Comparing

28
Source: Ashford, S.J. and Cummings, L.L. (1983), “Feedback as an individual resource: personnel strategies of
creating information”, Organizational Behavior and Human Performance, Vol. 32, pp. 370-98.

Additionally, in this phase, coaching and training is an important tool in

learning and development. Coaching is developing a person's skills and
knowledge so that employees' job performance improves, and helps them to
achieve of organizational objectives. Managers should identify and implement
training and other actions necessary to improve individual performance (Bevan
and Thompson, 1991). According to Armstrong (2004), performance
management is a strategic and integrated approach to delivering sustained
success to organizations by improving the performance of the people who work
in them and by developing the capabilities of teams and individual contributors.
A good training or coaching course should improve the quantity and quality of
organizations output; increase the chance of organizational success; decrease the
organizational costs and expenses.
Phase 3: Rewarding Performance
According to Schneier, Beatty and Baird (1987), the rewarding
performance phase includes three activities: personnel development, linking
to pay and identifying the results or performance. In Rahdert's (1960)
view,the function of personnel development is that the growth of people can
be accelerated over and above that which would take place naturally and
normally, and then maximum the employees' contribution to personal and
group goals. Personnel development has some development principles. First
one is personal involvement. All personnel development is basically self-
development. Opportunity for development is valuable only if the individual
capitalizes on it himself. In fact, the organization can and should offer
encouragement and help, but development activities seem to be successful
only to the degree that individuals become personally involved in them.
Second one mutual objective. The premise of any development activity in
organization, there should be a clear understanding and acceptance of mutual

29
objectives by both the individual and organization. If the objectives are
understood and accepted, the efforts expended will be far more likely to
succeed. The company should offer universal opportunity to every employee
instead of single out a few of its people and make opportunities available
only to them. development should be designed to improve performance on
the current job firstly, and then prepare the employee for promotion.
Employees who get promoted are those who are currently doing outstanding
work and thus have been able to demonstrate their capacity to assume greater
responsibilities. the training, development strategy and the performance
management system process should be aligned tightly with the overall
retention strategy of the organization. Development programs are reflecting
the needs of succession plans and seeking to encourage leadership skills. In
addition, there is a growing interest in pay-for-performance plans focused on
small groups or teams. Small group pay plans provide monetary rewards
based on the measured performance of the group orteam.
Evaluation and checking feedback are both important activities in this period. In
most organizations, they will not have only one corporate scorecard for the
company as a whole, but will also have separate scorecards for each
division/employee that feeds into the overall scorecard (Huang & Hu, 2007).
See Figure5.3, the first process is translating the vision which helps managers
build a consensus around the organization’s vision and strategy. For employee
to act on the words in vision and strategy statements, those statements must be
expressed as an integrated set of objectives and measures, agreed upon by all
senior executives, that describe the long-term drivers of success. From financial
perspective, organization should form some kind of profit measure for
organization and employee performance. Financial performance measures might
include shareholder value such as economic value added, profitability and
growth such as sales volume growth and cost reduction, and liquidity and
solvency such as inventory turnover and ratio of debt to assets. Then,

30
organizations and employees also need to fulfill customers' commands and
needs. The customer perspective measures include client satisfaction, client
profitability or time, price and quality (Kaplan&Norton, 1996). The measures
needed in the internal business processes perspective can be summarized in the
company's value chain. For instance, the organization could create new products
and services to penetrate new markets and customer segments, also to achieve
operational excellence through improving internal process and asset utilization
(Kaplan&Norton, 2000). The last perspective is learning and growth, managers
will define the employee capabilities and skills, technology, and corporate
climate needed to support a strategy. According to Kaplan and Norton (1996),
organization should pay attention to assess the effectiveness of their research
and development process. Then, employee retention, workforce productivity,
the number of suggestions made by employees and the number of suggestions
implemented could be treated as the performancemeasures.
Figure5.3: Performance Comparing

Source: Huang, C.D. & Hu, Q. 2007. Achieving IT-business strategic alignment via enterprise wide
implementation of balanced scorecards. Information Systems Management, 24:173-184.

31
The relationship between Performance management system between employee
performance
Developing and Planning--Mission and IndividualObjectives
The first stage of performance management system is developing and
planning. In this stage, business needs to set up mission and objectives, and
then clarify the individual responsibility and duty. A mission is an
organization's character, identity, and reason for existence. It can be divided
into four inter-relating parts: purpose, strategy, behavior standards and values.
o Purpose addresses why an organization is in being.
o Strategy considers the nature of the business.
o Behavior standards are the norms and rules of 'the way we do things
around here'.
o Values are the beliefs and moral principles that lie behind the behavior
standards.
Beliefs that have normally been formulated within the organization by a
founding members or a company management team (Campbell and Yeung,
1991).There are two simple views on the purpose of the mission statement:
one is that it is primarily for external public relations and the other is that it is
to motivate staff within the company (Klemm, Sanderson&Luffman, 1991).
The organization still sets individual performance management targets which
related both to operating-unit and wider organizational objectives (Bevan and
Thompson, 1991). According to Costello (1994), performance management
supports a company's or organization's overall business goals by linking the
work of each individual employee or manager to the overall mission of the
work unit. Individual targets or responsibilities could be the mechanism to
enable the performance of individuals within the organization to be aligned
with the mission statement and the way of adjusting performance
requirements to meet new challenges which may arise.

32
In the first stage, the most important thing of developing and planning
performance is setting mission and objectives. Mission and objectives could
motivate employees to act by the directions; therefore, motivated employees are
more engaged and involved with their jobs.
Managing and Reviewingperformance
In this second stage, there are lots of activities that include observing and
document efforts and accomplishments; provide feedback, coach and counsel
employee regarding performance. In this stage, enhancing communication
within the organization, so that employees are not only aware of the
objectives and the business plan but can contribute to their formulation.
According to Robertson (2005), an effective communication climate is based
on such topics: job, personal, operational and strategic issue.
On the other way, providing the quantitative and qualitative standards for
judging individual and organizational performance are important elements in
managing performance.Taylor, Fisher and Ilgen (1984) suggest that feedback is
essential for organizational effectiveness and that a lack of feedback can lead to
anxiety, inaccurate self-evaluations, and a diversion of effort toward feedback
gathering activities. Effective performance feedback is timely, specific,
behavioral in nature, and presented by a credible source. The goals of
performance feedback are to improve individual and team performance, as well
as employee engagement, motivation, and job satisfaction (Aguinis, 2009).
Performance feedback is effective in changing employee work behavior and
enhances employee job satisfaction and performance (Islam&Rasad, 2006). On
the other hand, it is necessary to analysis and understands the feedback which is
always ignored its complexities. The employees feel more efficient and
confident in performing their duties when they learn what material would be
needed, how the material must be collected andinterpreted.
In the second stage, managing performance includes communication, collecting
performance and coaching. Communication makes employees who are not only

33
aware of the objectives and the business plan but can contribute to their
formulation.
Rewardingperformance
Rewarding performance happens on the end of performance period. The main
activities include evaluating employee’s accomplishments and skills;
discussing evaluation with employees (McAfee and Champagne, 1993). It
evaluates the effectiveness of the whole process and its contribution to
overall organizational performance to allow changes and improvements to be
made, and also provides the feedback to the organization and to individual
staff about their actual performance. The effectiveness of any organization is
dependent on the quality of its personnel. The right people must be originally
selected into the organization, motivated to works; and sound personnel
promotion and training decisions must be made in filling non-entry level. An
effective personnel performance evaluation system is a crucial cornerstone in
this process, as it provides the data needed for most of the required
administrative decisions. This system plays a key role in motivating people to
utilize their abilities in pursuing the organization's goals (Musorave &
Creighton,1973).
After the evaluating and checking the feedback, managers or organizations
should provide the pay-for-performance. Financial appraisal is a useful tool
to incent employee’s passion for their work. pay-for-performance is a reward
practice that links one's pay increase to one's performance, and could be used
to direct, sustain, and motivate desirable behaviors, such as knowledge
sharing (Bartol and Srivastava, 2002), creativity (Eisenhardt et al., 1998),
quality (Cowherd and Levine, 1992) and customer satisfaction (Delaney and
Huselid, 1996). Pay-for-performance establishes the behavioral criteria by
which rewards are allocated and in doing so underpins the alignment of
employee behavior with organizational values and objectives. Therefore, if an
employee achieves his or her performance objectives then the employee

34
receives a pay increase. This simple and visible link between pay and
performance recognizes an employee for a specific level of accomplishment,
therefore nurturing favorable work attitudes, such as satisfaction and
commitment (Heneman et al., 1988). Thus, the effectiveness of pay-for-
performance has a direct influence on high levels of service quality and
desirable workattitudes.
In the last stage, rewarding performance consist of personnel development,
final evaluation and rewarding activities. Financial appraisal is a useful tool
toincent employee’s passion for their work. Rewarding motivates the positive
emotion of employees, such as satisfaction and commitment.

35
RESEARCH METHODOLOGY

36
 RESEARCH METHODOLOGY

Research is a common term refers to a search for knowledge. It is a

scientific and systematic search for specific information on a specific topic. In
fact, research is an art of scientific investigation research is also an academic
activity and as such, the term should use in a technical sense. A research
includes defining and re-defining problems, formulating hypothesis or
suggested solution, collecting, organizing and evaluating data and making
deduction and reaching conclusion and at last carefully testing the conclusion to
determine whether they fit formulating hypothesis.

Research covers the search for and retrieval of information for a specific
purpose. Research has many categories from medical research to literacy
research. Research is essentially a fact-finding process which influences
decision making. It is a careful search or inquiry into any subject or subject
matter, which is an endeavor to discover or find cut valuable facts, which would
be useful for further application or research is studies conducted towards long
range questions or advancing scientific knowledge.

The research strategy is based on quantitative research. Quantitative

research can be described as involving a collection of numerical data and as
presenting a view of the relationship between theory and research as a
deductive and objectivist conception of social reality, with a preference for a
mutual science approach.Secondary analysis is a form of research in which
the data collected and processed by one researcher are reanalyzed often for a
different purpose by another.

In this study, many variables were identified from literature review. These
variables will be categorized into planning performance, managing
performance, and rewarding performance. The Tableis the conclusion of

37
independent variables from literature review and also the established
relationship of these independent variables with employee performance.

Phases: Variables

Planning: Setting Objectives

Managing: Continuous Communication
Performance Review/Feedback
Coaching
Rewarding: Personal Development
Evaluation
Pay-For-Performance
Table: Independent variables from literature

COLLECTION OF DATA

METHODS OF DATA COLLECTION:

Data collection is the most important activity or process in research. Data

collection plays a crucial role in finding the actual problem and solution to that
problem. Generally, there are two methods for finding the data.

1) Primary Data

2) Secondary Data

1) Primary Data:

Primary data have been collected through questionnaires and

Information you gather can come from a range of sources. Likewise, there are a
variety of techniques to use when gathering primary data.

38
 Data have also been collected by visiting the actual line.Since some
employees were not ready to give their fair opinion while filling the
questionnaires. Methods applied for collection of data:
 Personal interview method: In the personal interview method, we
generally meet the person from whom we want information. In this
method we generally ask some questions to the person so that we get
information to our question. We can also call it as face to face data
collecting method.
 Face to face survey at responded: In this method we go person to
person for collecting information. Every person tells his different view
about that particular topic. It is very good method of collecting primary
data.
 Written survey: In this kind of method, we collect the information by
writing the gated information on papers, making notes etc.
 Questionnaire: It is again a very important method of collecting the
primary data. Through asking the number of questions we can collect
good form of information.
 Sample Size:The Sample Size chosen for this study is 50
Respondent.
 Sampling Techniques: The Sampling techniques to be used in
Convenience Sampling Techniques.
 Sampling Framework: Research design is a pre-planned sketch for the
explanation of a problem. It is the first step to take and the whole
research. Descriptive research design is a scientific method which
involves observing and describing the behavior of a subject without
influencing it in any way. The sampling area was TCS, Nagpur.

39
2) Secondary Data:

The secondary data on the other hand are those, which have already been
collected by someone else and which have already been passed through the
statistical process.

For secondary data collection the research instruments are.

 Published material on internet
 Reports and records of the company
 Books
 Magazines

40
DATA ANALYSIS AND INTERPRETATION

41
 DATA ANALYSIS AND INTERPRETATION

1) YOU FEEL CONVENIENT WITH COMPUTERIZED ONLINE

PERFORMANCE MANAGEMENT SYSTEM AT TCS

Online Performance Percentage

Agree 58
Neutral 2
Strongly Agree 40

Percentages
0

40 Agree
Neutral
58 Strongly Agree

INTERPRETATION:

No one disagreed and only 2 % Executives were neutral so we can say

that most of them are tech savvy and feel convenient with online Performance
Management System.

42
2) YOUR JOB DESCRIPTION CLEARLY DEFINE KPA’S ON
WHICH YOUR PERFORMANCE IS RATED.

Job Description Percentage

Agree 60
Neutral 24
Strongly Agree 16

Percentages
0

16

Agree
Neutral
24 Strongly Agree
60

INTERPRETATION:

They were well aware about their KPAs and felt that it is according to
their job profile as 84% Executives agreed to it.

43
3) THE GOALS (KPA’S) SET ARE ALWAYS MUTUALLY AGREED
UPON I.E. YOUR CONSENT IS TAKEN INTO CONSIDERATION
WHILE SETTINGKPA’S.

Mutually Agreed Percentage

Agree 38
Disagree 10
Neutral 38
Strongly agree 14

40

35

30

25

20

15

10

0
Agree Disagree Neutral Strongly Agree

INTERPRETATION:

The response was divided although 52 % Executives agreed about their

consent being taken into the KPA setting process, 10% disagreed and 38%
preferred not to answer. It says that in general executives participate in the KPA
setting process but there is some dissatisfaction.

44
4) THE PERFORMANCE GOAL SET BY THE APPRAISER FOR
YOU ARE IN ALIGNMENT WITH YOUR CAREER ASPIRATIONS.

Performance Percentage
Agree 38
Disagree 10
Neutral 44
Strongly agree 6
Strongly disagree 2

50

45

40

35

30

25

20

15

10

0
Agree Disagree Neutral Strongly Agree Strongly
disagree

INTERPRETATION:

This shows the level of job satisfaction of employees. As 44% of them

agreed and 0nly 12% disagreed to the fact that their KPAs matches their career
aspirations, we can say mostly they are satisfied.

45
5) The deadlines set to complete and submit the performance
documents are sufficient.

Performance Documents Percentage

Agree 68
Disagree 6
Neutral 14
Strongly agree 12

Performance

12

14 Agree
Disagree
6 Neutral
68

INTERPRETATION:

68% of them are mostly satisfied with the operations of Performance

Management system and time given to them perform task.

46
6) The KPA’s are in accordance with the MOU targets of the company
and the targets of the plant.

Target Percentage
Agree 58
Disagree 8
Neutral 26
Strongly agree 8

Performance

26 Agree
Disagree
58 Neutral

INTERPRETATION:

It simply shows the awareness level of Executives. 66% of them were

agree and felt that individual goals match well with unit goals and company
goals.

47
7) All the factors facilitating and hindering performance are taken into
consideration while appraising the performance.

Facilitating Performance Percentage

Agree 40
Disagree 10
Neutral 44
Strongly agree 4
Strongly disagree 2

Performance

4 2

40 Agree
Disagree
Neutral
44
Strongly disagree

10

INTERPRETATION:

Although 12 % of executives disagreed a healthy proportion of them

agreed to this. Generally, most of the factors affecting the performance of an
employee are taken into consideration.

48
8) Your seniors assist you at the time of your need.

Seniors Assist Percentage

Agree 64
Neutral 18
Strongly agree 18

Performance

18

Agree
Neutral
18
Strongly Agree
64

INTERPRETATION:

The response says that that there is a healthy environment of working,

64% agree that their seniors assist their subordinates whenever there is any
need.

49
9) PMS is very useful for career planning.

Planning Percentage
Agree 64
Disagree 4
Neutral 24
Strongly agree 8

Performance

24 Agree
Disagree
Neutral
64
4

INTERPRETATION:

Most of the executive advocate the need of performance management in

career planning. According to 64% of them, career objectives gets clear by
management.

50
10) The process is used mainly for improving the future performance
along with reviewing the present performance.

Future Performance Percentage

Agree 52
Disagree 6
Neutral 26
Strongly agree 14
Strongly Disagree 2

2
14

Agree
Disagree
Neutral
52
Strongly Agree
26
Strongly disagree

INTERPRETATION:

Performance management is meant for improving future performance of

employees and 52% of them agreed to it. The rewards and recognitions are part
of performance upgradation.

51
11) You feel free to express to your appraiser your disagreement
regarding the appraisal decision.

Decision Percentage
Agree 38
Disagree 20
Neutral 38
Strongly Disagree 4

38
Agree
38 Disagree
Neutral
Strongly disagree

20

INTERPRETATION:

It seems that up to some extent the employees are hesitant to express their
disagreement regarding the appraisal decision to their appraiser, but overall the
system is open and flexible as 38% of them agreed to it and almost the same no
was neutral.

52
12) Your seniors provide you with continuous feedback to help you
achieve your KPA’s.

Feedback Percentage
Agree 46
Disagree 16
Neutral 36
Strongly Disagree 2

36 Agree
46
Disagree
Neutral
Strongly disagree

16

INTERPRETATION:

46% Executives are well aware about their KPAs and seniors keep
providing them feedback to achieve that, although 2% of them disagreed to it
which may be due to miscommunication between senior and subordinates.

53
13) Appropriate training is given to employees who fail to meet the
expected performance level.

Training Percentage
Agree 18
Disagree 24
Neutral 48
Strongly Agree 2
Strongly Disagree 8

8
2 18

Agree
Disagree
Neutral
Strongly Agree
24
Strongly disagree
48

INTERPRETATION:

Although 48% of the executives surveyed preferred to be neutral, there is

a need to improve the training system so that appropriate training could be
given to those who need it.

54
14) The online PMS is dynamic and keeps you aware about your
instantaneous weak and strong area of performance effectively.

Performance Effectively Percentage

Agree 32
Disagree 26
Neutral 32
Strongly Agree 2
Strongly Disagree 10

2 10

32
Agree
Disagree
Neutral
32 Strongly Agree
Strongly disagree

26

INTERPRETATION:

According to statistics record 12% of them disagree with the online PMS
may be dynamic as compared to the manual system but it does not provide
instantaneous feedback about one’s KPAs.

55
15) Your Training Need Should Be Identified Through the Midyear
Review.

Training Percentage
Agree 60
Disagree 12
Neutral 6
Strongly Agree 22

22

Agree
Disagree
6
Neutral

60 Strongly Agree

12

INTERPRETATION:

60% of them agreed that their training needs should be identified in

midterm. It shows the employees are eager to go through appropriate training if
any and improve their performance.

56
LIMITATIONS OF THE STUDY

57
 LIMITATIONS OF THE STUDY

 The subject was too big but time available was too less. The survey was
not conducted among all the employees of TCS but on a sample of
randomly selected executives.

 At times it was often felt that there is a difference between the real feeling
and the feedback given by executives. Exact feedback must be given so
that the analysis done would be correct.

 Some of the executives were not interested in the subject matter.

 We were unable to discuss issues related to our project with some people
and only responses to questionnaire were collected.

58
CONCLUSION

59
 CONCLUSION

The aim of performance management system is ensuring the

maximization of efforts by the employees of the organization to realize the
desired goals. More effective the performance management of an organization
more productive the organization would be. TCS as a whole is a big
organization with vast number of employees working there, to manage the
performance of such a great number of people efficiently is a herculean task.

The survey and personal interviews conducted during the project work
says that an effective performance management system is on place but as we
know everything in this world keep evolving itself for betterment, the
performance management system is not an exception.

TCS can touch new heights in the field of energy management by

managing its manpower more efficiently, addressing there training needs,
recognizing the high performances and making them feel the freedom of
expressing their points.

60
SUGGESTIONS

61
 SUGGESTIONS

 PMS should be linked to Business strategy.

 Performance assessment should be objective and efficient.
 PMS should be an “open and participative system” with feedback loops
where everyone feels free to express their views with the appraiser.
 PMS should distinguish high performers from low performers. The
recognition to high performers should be done with more efficiency.
 PMS should have a “developmental focus” with appropriate training
system to cater the training need of employees.
 The process should be monitored efficiently addressing the doubts and
queries of the employees.
 The KPA setting process should ensure the active participation of
executives.
 There should not be any communication gap between seniors and
subordinates as it is of utmost importance in performance management.
 Persuasive sessions should be organized to emphasize the need of
performance management and how the active participation of employees
without any biases help in improving performance management system.

62
BIBLIOGRAPHY

63
 BIBLIOGRAPHY

BOOKS:
Human Resource Management - S. D. Geet (By Nirali Prakashan)

Human Resource Management - K Ashwattapa (5th Edition)

Research Methodology - By C.V. Kothari

Industrial relation & Human Resource Management - P. Shobha Rao

Organizational Behavior - Stephen P. Robins

Aguinis, H. (2009). Performance management (2nd ed.). Upper Saddle River, NJ: Pearson
Prentice Hall.

Armstrong, M. and Baron, A. (2004) Managing performance: performance management in

action.

Bacal, R., (1999). Performance Management. A Briefcase Book. McGraw-Hill. New York.

Bartol, K.M., Srivastava, A., 2002. Encouraging knowledge sharing: the role of
organizational otley reward systems. Journal of Leadership and Organization Studies 9, 64–
76.

Bevan, S &Thompson, M (1991). Performance management at the crossroads. Personnel

Management, 23, 36-39.

Heneman, Huang, C.D. & Hu, Q. 2007. Achieving IT-business strategic alignment via
enterprise wide implementation of balanced scorecards. Information Systems Management,
24:173-184

Kaplan, R.S. & Norton, D.P. 1996. The balanced scorecard: translating strategy into action.
Boston, Mass: Harvard Business School Press.

Klemm, M., Sanderson, S., & Luffman, G. (1991). Mission Statements: Selling Corporate
Values to Employees. Long Range Planning, 24(3), 73 to 78.

Lawler, E. E. (2003). REWARD PRACTICES AND PERFORMANCE MANAGEMENT

SYSTEM EFFECTIVENESS. Center for Effective Organizations,

Macky,K.,& Johnson, G. (2000).The strategic Management of Human Resources in New

Zealand. Auckland, New Zealand: Irwin/McGraw-Hill

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Musorave G, Elsrer R, Creighton J & Githens W. (1973). Design of an Operational
Management by Objectives Manual. Naval Postgraduate School Technical Report No. NPS-
55Mf73061, 1974.

Otley, D. (1999). Performance management: a framework for management control systems

research. Management Accounting Research, 10, 363-382.

Rudman,R. (2003).Human Resource Management in New Zealand. Auckland. Pearson

Education New Zealand Limited.

Schneier, C. E., Beatty, R. W. and Baird, L.S, (1987). Performance Appraisal Sourcebook.
Human Resources Development Press, Amberst.

JOURNALS:
Fletcher, C. (2001), “Performance appraisal and management: the developing research
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Heinrich, C.J. (2002). Outcomes based performance management in the public sector:
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Kaplan, R.S. & Norton, D.P. 2000. Having trouble with your strategy? Then map it. Harvard
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WEB SITES:
http://www.google.com

http://www.wikipedia.org

http://www.citehr.com

http://www.tcs.com

https://essay.utwente.nl

http://www.srjis.com/

https://onlinelibrary.wiley.com

65
ANNEXURE

66
 ANNEXURE

1) You Feel Convenient with Computerized Online Performance

Management System atTCS.

 Agree
 Neutral
 Strongly Agree

2) Your Job Description Clearly Define KPA’s On Which Your

Performance Is Rated.

 Agree
 Neutral
 Strongly Agree

3) The Goals (KPA’s) Set Are Always Mutually Agreed Upon I.E. Your
Consent Is Taken into Consideration While Setting KPA’s.

 Agree
 Disagree
 Neutral
 Strongly Agree

4) The Performance Goal Set by The Appraiser for You Are in

Alignment with Your Career Aspirations.

 Agree
 Disagree

67
  Neutral
 Strongly Agree
 Strongly Disagree
5) The Deadlines Set to Complete and Submit the Performance
Documents Are Sufficient.

 Agree
 Disagree
 Neutral
 Strongly Agree

6) The KPA’s Are in Accordance with The MOU Targets ofthe

Company andThe Targets ofthe Plant.

 Agree
 Disagree
 Neutral
 Strongly Agree

7) All The Factors Facilitating and Hindering Performance Are Taken

into Consideration While Appraising the Performance.

 Agree
 Disagree
 Neutral
 Strongly Agree
 Strongly Disagree

68
8) Your Seniors Assist You at The Time of Your Need.

 Agree
 Neutral
 Strongly Agree

9) PMS Is Very Useful for Career Planning.

 Agree
 Disagree
 Neutral
 Strongly Agree

10) The Process Is Used Mainly for Improving the Future Performance
Along withReviewing the Present Performance.

 Agree
 Disagree
 Neutral
 Strongly Agree
 Strongly Disagree

11) You Feel Free to Express to Your Appraiser Your Disagreement

Regarding The Appraisal Decision.

 Agree
 Disagree
 Neutral
 Strongly Disagree

69
12) Your Seniors Provides You with Continuous Feedback to Help You
Achieve Your KPA’s.

 Agree
 Disagree
 Neutral
 Strongly Disagree

13) Appropriate Training Is Given toEmployees Who Fail to Meet

theExpected Performance Level.

 Agree
 Disagree
 Neutral
 Strongly Agree
 Strongly Disagree

14) The Online PMS Is Dynamic and Keeps You Aware About Your
Instantaneous Weak and Strong Area of Performance Effectively.

 Agree
 Disagree
 Neutral
 Strongly Agree
 Strongly Disagree

70
15) Your Training Need Should Be Identified Through the Midyear
Review.

 Agree
 Disagree
 Neutral
 Strongly Agree

71