A DISSERTATION

INTRODUCTIONThe performance appraisal of the employees will determine the level and type of training that should be imparted. The basis for assessing training needs is performance appraisal. The concept of performance appraisal exists ever since the organization stared functioning. In order to improve the quality of work life performance appraisal is required. As the work culture in the organizations are changing in terms of strengthening teamwork, continuous improvement, learning and such other activities, performance appraisal becomes inevitable and the approach to performance appraisal will also be changing. There is a feeling that performance appraisal is only an activity to achieve short-term objectives. Some also feel that it focus on the team. Some others feel that it will be useful only in the extreme cases where employees are either highly effective or effective.

The opinion is also goes that it is purely subjective and at times it puts down the morals of the employees. All these opinions and feelings are not true. In reality, performance appraisal programme improves the work culture continuously. Performance appraisal is an effective tool in the hands of the executives to improve the quality of work in the organization.

Performance appraisal will also help the employers defend their action against employees. In order to satisfy statutory obligations, employers have to maintain the service records of the employees. Whenever any good or negative actions are taken against an employee, it will be recorded in the service register. In a way, this register becomes a performance appraisal tool in the hands of employer to take decisions regarding the improvement of service conditions of the employees, or to assess the efficiency level of the employees or to design the training methods for them. Performance appraisal is also messenger to convey the management whether H R practices of the organization matches with the goals of the organization. Therefore performance appraisal has become an administrative tool in the hand of an employer.Personnel executives of organization help their employees to improve their performance it is their major activity. But every executive feel that performance appraisal is tough task. Often it is even harder to convey that judgment to the employee in a constructive and painless manner and to translate feedback on past performance in top future improvement.

EVOLUTION:

Historically speaking, the concept was evolved for the first time in the period of World War 1. US Army adopted Man to Man rating system for evaluating military personnel. Industrial units in 1920s and 1930s adopted this concept to pay wages to workers drafted for work on hourly basis. These units adopted Grade wage increments on the basis of MERIT. This concept was termed as Merit Rating Programme. This continued up to mid fifties. According to this plan of wage payment, emphasis was on factors, degree and points. In this period Personnel Appraisal concept was evolved for technical, professional and managerial personnel. Since then the concept of Performance Appraisal has undergone considerable changes, and even the terminology Merit Rating is changed to Performance Appraisal. This concept is now used for developing parameters for salary adjustments, promotions, transfers etc.

DEFINITION:

According to Roland Benjamin, a Performance Appraisal determines who shall receive merit increases; counsels employees on their improvement; determines training needs; determines promotability; identifies those who should be transferred. Moreover, it improves employee job performance; encourage employees to express their views or to seek clarification on job duties; broadens their outlook, capacity and potential; promotes a more effective utilization of manpower and improves placement; facilities selection, reward and promotion of the best qualified employee; prevents grievances and increases the analytical abilities of supervisor.

According to Cummings, the overall objective of performance appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible efforts from individuals employed in it. Such appraisal achieves four objectives including the salary reviews, the development and training of individuals, planning job rotation and assistance promotions.

OBJECTIVES OF PERFORMANCE APPRAISAL:

1) To maintain inventory of number and quality of all managers and to identify and meet their training needs.

2) To provide a reliable index for promotion and transfer to position of greater responsibility.

3) To maintain individual and group development by informing the employee of his performance standards.

4) To plan career development, human resources planning based on potentialities.

5) To discover, analyze and classify the differences amongst workers vis-a vis lob standards.

6) To discover hidden genius of employees.

7) To select and trained new employees and to decide the nature and type of training programme to employees.

8) To develop better employer- employee relationship through mutual confidence which comes as a result of frank discussions between superior and his men.

9) To provide research data for improving the overall personnel information system.1.2 REVIEW OF LITERATURE

1.2.1 INTRODUCTIONPerformance appraisal is a inevitable tool of an organization. Because it provides vital information on issues like merit, promotion, incentives etc. it throws light on weak aspects of essential areas like finance, marketing, human resource of the organization. The valid information available on these areas can help the management to adopt corrective measurement.

Formal appraisal plans are designed to meet the following purposes:

1) Performance appraisal provides back for systematic judgments on salary enhancement, transfers, demotion and termination.

2) It provides information to employees on their work efficiency and suggests changes in their behavior, attitudes, skills or job knowledge.

3) It provides a base for coaching and counseling the individual by the superior.

4) Performance appraisal improves employee job performance, encourages employees to express their views or to seek clarification on job duties, broadens their outlook, capacity and potential.

5) It Promotes more effective utilization of manpower and improves placement, facilities selection, reward and backing.

6) Performance appraisal prevents grievances and increases analytical ability of superiors.1.2.2 THE PREVIOUS STUDIES ON PERFORMANCE APPRAISALA review of performance rating research prior to 1980 reveals that emphasis was placed upon the search for the "best" rating system which maximized the quality of the performance measurements by minimizing rating errors (Landy & Farr, 1980). Over time, however, it became clear that a critical component of any rating system (beyond the rating format and other structural characteristics) is the performance rater.

Accordingly, a major paradigm shift occurred during the 1980s with the "cognitive revolution" in appraisal research. Cognitive models of the rating process were proposed which attempted to explicate the cognitive presses of performance raters (e.g., DeNisi, Cafferty, & Meglino, 1984). The central premise of these models is that the rater is an information processor and as such may experience breakdowns in rarer cognitive processing (such as failure to recall ratee performance information at the time of rating). Moreover, an assumption of these models is that we can maximize the quality of our performance measurements if we design rating formats (e.g., behavioural diaries) and training programs (e.g., Frame-of-reference training) which attempt to mitigate against these potential processing breakdowns (Feldman, 1981; Sulsky & Day, 1992).

Much of the research from the previous decade examined various predictions emanating from various cognitive models (Ilgen, Barnes-Farrell, & McKellin, 1993). However, the emphasis upon cognitive processing was met with some criticism. Banks and Murphy (1985), for instance, pointed out that cognitive processing models do not take into account rater motivation to rate performance accurately -- an important factor contributing to rating variance. Not surprisingly, beginning in the mid-to-late 1980s, there was an upsurge of interest in motivational variables which may underlie rating behaviour (Longnecker, Sims, & Gioia, 1987). Currently, both cognitive and motivational variables are now being integrated into models of rating behaviour (e.g., Robbins & DeNisi, 1994). Some research has focussed exclusively upon motivational considerations. Similar to the cognitively oriented research, the goal of this research is to uncover variables which might undermine the quality of our performance measurements. For example, attention has been given to such diverse motivationally relevant variables as racial biases (Oppler, Campbell, Pulakos, & Borman, 1992), whether the rater likes the ratee (Duarte, Goodson, & Klick, 1993), and organizational politics (Tziner, Latham, Price, & Haccoun, 1996). As one illustration, Tziner et al. (1996) developed a measure listing 30 political factors (e.g., giving high ratings to avoid negative interactions) which might 'affect performance ratings. For purposes of validation, the survey was subsequently administered to 157 French Canadian managers who were asked to indicate the extent to which each item was relevant to their own rating activities. Overall, the psychometric analyses revealed that the scale is internally consistent, consistent over time, and convergent/discriminant validity was deemed to be moderate. This scale will likely prove to be useful in facilitating further research examining the influence of organizational political factors on performance evaluations.

1.2.3 The present studies on Performance Appraisal"Performance evaluation," wrote Glueck "is a personnel activity which, while not new, has not matured. Some significant studies have been done, but there are conflicting results, and a complete body of knowledge is years away."6 Further use and refinement of EABRARS will be a major step in the development of a performance appraisal system for Extension agents. EABRARS represents the beginning of a new wave of performance appraisal formats that must meet legal mandates as well as serve a variety of organizational purposes in identifying, measuring, and developing human performance.

Copies of the EABRARS performance appraisal may be obtained from the author. 1. Craig Eric Schneier and Richard W. Beatty, "Integrating Behaviorally Based Effectiveness-Based Methods, The Personnel Administrator, XXIV (July 1979), 66.

2. Robert M. Guion, "Performance Assessment in Personnel Selection and Evaluation" (Paper presented at the Fourth Johns Hopkins University National Symposium on Educational Research, Performance Assessment: The State of the Art, November 5-6, 1982), pp. 3-4.

3. Craig Eric Schneier and Richard W. Beatty, "Developing Behaviorally Anchored Rating Scales (BARS)," The Personnel Administrator, XXIV (August 1979), 59-68.

4. American Institutes for Research, "Development of Performance Evaluation and Selection Procedures for the Cooperative Extension Services" (Washington, D.C.: AIR, 1979).

5. Thomas F. Patterson, Jr., "A Study to Determine the Relationship Between Rural New England Extension Agent Educational Orientation and Job Performance" (Ph.D. dissertation, Indiana University, Bloomington, October 1984).

6. William F. Glueck, Personnel: A Diagnostic Approach (Dallas, Texas: Business Publications, 1978), p. 27. Robert M. Guion, "Performance Assessment in Personnel Selection and Evaluation" (Paper presented at the Fourth Johns Hopkins University National Symposium on Educational Research, Performance Assessment: The State of the Art, November 5-6, 1982), pp. 3-4. 8. Craig Eric Schneier and Richard W. Beatty, "Developing Behaviorally Anchored Rating Scales (BARS)," The Personnel Administrator , XXIV (August 1979), 59-68.

9. American Institutes for Research, "Development of Performance Evaluation and Selection Procedures for the Cooperative Extension Services" (Washington, D.C.: AIR, 1979).

10. Thomas F. Patterson, Jr., "A Study to Determine the Relationship Between Rural New England Extension Agent Educational Orientation and Job Performance" (Ph.D. dissertation, Indiana University, Bloomington, October 1984).

How do we define performance appraisal and why do we measure it: Despite the importance of performance appraisal few organizations clearly define what it is they are trying to measure. In order to design a system for appraising performance, it is important to first define what is meant by the term work performance. Although a persons job performance depends on some combinations of ability efforts, and opportunity, it can be measure in terms of outcomes or results produced. Performance is defined as the record of outcomes produced on specified job functions or activities during a specified time period.

For example: a trainer working for a world bank was evaluated on her organization of presentation which was defined as the presentation of training material in a logical and methodical order. The extent to which she was able to make such methodical presentation would be one measure of outcomes related to that function. The customer who receives the training evaluated those outcomes.Obviously a sales representative would have some measure of actual sales as an outcome for a primary function of that job. Customer service is a likely candidate as anotherImportant function that would have different outcome measures for defining performance. College professor are typically evaluated on three general work function: teaching, research and service. Performance in each of these areas is defined with different outcome measures. Students are obviously one source of data to evaluate the quality of the teaching. Performance on the job as a whole would be equal to the sum or average of Performance on the major job functions or activities.For example: the World Bank identified eight job functions for their trainers (example use of relevant examples, participant involvement, evaluation procedures). The functions have to do with the work that is performed and not the characteristics of the persons performing unfortunately, many performance appraisal with measures, traits, or competencies of the person. We emphasize that the definition of performance refers to a set of outcomes produced during a certain period of time and does not refer to the traits, personal characteristics, or competencies of the performer. We are not saying that there is no place for the measurement of competencies or traits. We believe however, that there should be a clear distinction between the measurement of the person and measurement of performance. Designing an appraisal system:

The process of an appraisal system should involve managers, employees, HR professionals, and internal and customers in making decision about each of the following issues:

1) Measurement content.

2) Measurement process.

3) Defining the rater (i.e. who should rate performance)

4) Defining the ratee (i.e. the level of performance to rate)

5) Administrative characteristics.WHAT SHOULD BE RATED: The seven criteria of assessing performance are:1) Quality: The degree to which the process or result of carrying out an activity approaches

perfection.2) Quantity: The amount produced, expressed in monetary terms number of units, or number of completed activity cycles.

2) Timeliness: The degree to which an activity or result produced.3) Cost effectiveness: The degree to which the use of the organizations resources (e.g. human, monetary, technological, and material) is maximized in the sense of getting the highest gain.

4) Need for supervision: The degree to which a job performer can carry out a job function without supervisory assistance.

5) Interpersonal impact: The degree to which a performer promotes feelings of self- esteem, goodwill and co-operation among co-workers and subordinates.6)

6) Training: Need for training for improving his skills knowledge.

OBJECTIVES OF PERFORMANCE APPRISAL:

1) To establish a more effective two-way communication.

2) Set performance objectives.

3) Help employee in getting clarity of his job.

4) Help improve current performance.

5) Assess past performance.

6) Provide feedback on performance to employees.

7) Identify training and development needs.

8) To allocate fair and just rewards.

9) To identify staff with promotional possibilities.

10) Assist career-planning decisions.

Performance appraisal system involves three main parties:

The apprise

The appraiser

The central planning and control functions of the organization(personnel departments)The evaluation process:

Establish performance standards.

1) Communicate performance expectations to employee.

2) Measure actual performance.

3) Compare actual performance with standards.

4) If necessary, initiate corrective action.

Importance of the performance appraisal

1. It provides systematic judgments to backup salary increases, transfers, promotion, demotion, or termination.

2. It is means of telling a subordinate how he is doing, and suggesting needed changes in his behavior attitudes, skills or job knowledge. They let him know where he stands with the boss.

3. The superior uses it as a base for coaching and counseling the individual.

METHODS OF PERFORMANCE APPRAISAL:

There are two methods of performance appraisal

1. Tradition methods.

2. Modern methods.TRADITIONAL METHODS:

1) STRIGHT RANKING METHOD: It is the oldest and simplest method of performance appraisal, by which the man and his performance are considered as an entity by the rater. No attempt is made to fractionalize the ratee or his performance, the whole man is compared with the whole man, that is the ranking of a man in a work group is done against that of another.

2) MAN-TO-MAN COMPARISON METHOD: The USA army used this technique during the FIRST WIRLD WAR. By this method, certain factors are selected for the purpose of analysis, and the rater for each factor designs a scale. A scale of man is also created for each selected factor. The each man to be rated is compared with the man in the scale, in the certain scores for each factor are awarded to him.

3) GRADING METHOD: Under the system, the rater considers certain features and marks them accordingly to a scale. Certain categories of worth are first established and carefully defined. The selected features may be analytical ability, cooperativeness, etc. they may be: A- outstanding; B- very good; C-good or average; D-fair; E-poor; and B (or B-) very poor or hopeless.

4) CHECKLIST: Under this method, the rater does not evaluate employee performance; he supplies about it and the personnel department does the final rating. A series of questions are presented concerning an employee to his behavior. The rater, then, checks to indicate if the answer to a question about an employee is positive or negative.

5)GROUP APPRAISAL METHOD: Under this method, an appraisal group rates employees, consisting of their supervisor and three or four other who have some knowledge of their performance. The supervisor explains to the group the nature of his subordinates duties. The group then discusses the standards of performance for their jobholder, and the causes of their particular level of performance, and offers suggestions for future improvement, if any.

6)FIELD REVIEW METHOD: Under this method, trainer employee from the personnel department interviews line supervisors to evaluate their respective subordinates. The appraiser is fully equipped with definite test questions, usually memorized in advance, which he puts to the supervisor. The supervisor is required to give his opinion about the progress of his subordinates, the level of the performance of each subordinate, his weakness, good points, outstanding ability, promotability, and the possible plans of action in cases requiring further consideration. NEWER OR MODERN METHODS OF APPRAISAL AND CARER DEVELOPMENT

As we have seen, most traditional methods emphasize either on the task or the workers personality, while making an appraisal. In order to bring about a balance between the two, modern method has been developed. Of such method, the most important are:a. Appraisal by result or management by objectives.

b. Assessment centre method.

c. Human asset accounting method.

d. Behaviorally anchored rating scales.1. APPRISAL BY RESULTS OR MANAGEMENT BY OBJECTIVES (MBO) Peter Drucker has evolved this method. MBO is potentially a powerful philosophy of managing and an effective way for operationalising the evaluation process. It seeks to minimize external control maximize internal motivation through joint goal setting between the manager and the subordinate and increasing the subordinates own control of his work. It strongly reinforces the importance of allowing the subordinates to participate actively in the decisions that affect him directly.Management by objectives can described as a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individuals major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members.

2. ASSESSMENT CENTER METHOD:

Under this method, many evaluators join together to judge employee performance in several situations with the use of a variety of criteria. It is used mostly to help select employees for the first level (the lowest) supervisory positions assessments are made to determine employee potential for purposes of promotion. The assessment is generally done with the help of a couple of employees and involves a paper- and- pencil test, interviews and situational exercises etc.

.3. DEGREE PERFORMANCE APPRAISAL

The appraisal may be any person who has through knowledge about the job done by the contents to be appraised, standards of contents and who observes the employee whole performing a job. The appraiser should be capable of determining what is more important and what is relatively less important. He should asses the performance without bias. The appraiser are supervisors, peers, subordinates, employees themselves uses of service and consultants. Performance appraisal by all these parties is called 360 degree appraisal.

4. HUMAN ASSET ACCOUNTING METHOD:

The human asset accounting method refers to activity devoted to attaching money estimates to the value of a firms internal organization and its external customer goodwill. If able, well-trained personnel leave a firm, the human organization is worthless; if they join it, its human assets are increased. If distrust and conflict prevail, the human enterprise is devalued. If teamwork and high morale prevail, the human organization is a very valuable asset..

5. BEHAVIOURALLY ANCHOURED RATING SCALE (BARS):

This is a new appraisal technique, which has recently been developed. Its supporter claims that it provides better, more equitable appraisal as compared to other techniques. The procedure for BARS is usually five stepped.

1. GENERATE CRITICAL INCIDENTS: persons with knowledge of the job to be appraised (job holder/ supervisors) are asked to describe specific illustration (critical incidents) of effective performance behavior.

2. DEVELOP PERFORMANCE DIMENSIONS: These people then cluster the incidents into a smaller set (or say 5 or 10) performance dimensions. Each cluster (dimension) is then defined.

3. REALLOCATE INCIDENTS: Any group of people who also know the job then reallocate the original incidents. They are given the clusters definitions, and critical incident, and asked to redesign each incident to the dimensions it best describes. Typically a critical incident is retained if some percentage (usually 50 to 80%) of this group assigns it to the same cluster as the previous group did.

4. SCALE OF ONCIDENT: This second group of people is generally asked to rate (7 or 9 point scale is typical) the behavior described in the incidents as to how effectively or ineffectively it represents performance on the appropriate dimension.

5. DEVELOP FINAL INSTRUMENT: A subset of incidents (usually 6 or 7 per cluster) is used as behavior anchors for the performance dimensions.COMPONENTS OF APPRISAL EVALUATION: As we have seen performance evaluation can be made for a variety of reasons counseling, promotion, research, salary, administration or a combination of these. So it is necessary to begin by stating very clearly the objectives of the evaluation programmed. Having done this the, the personnel evaluation should address the question WHO, WHAT, WHEN, WHERE, HOW, of performance appraisal. So, the first involved is WHO? And this issues states, who should do the rating. The answer to the first issue is that all employees of an organization should be apprised, from the operator to the top level management need be appraised for one reasons or the other. Regarding the issue, it may be said that personnel experts assist and advise the top and line management, who should participate in the appraisal programme; and the line management should actually do the evaluation work. The personnel officer obtains the ratings of the different raters and analyses and determines the reliability and validity of such ratings. Such validity can be checked against certain objective evidence such as production quantities, quality, absenteeism, and by comparing the results of one system with those of another. The personnel expert should not change the rating. However, he has the obligation to point out inconsistencies to the raters.WHO of the appraisal?As ruder man observes, the appraisal can be accomplished by one or more individuals involving the combination of the immediate supervisor, other managers acquainted with the assess work, a higher level manager, a personnel manager, assess peers, assesses himself and assesses subordinates.

Usually the immediate supervisor must be entrusted with the task of rating the assess because he is most familiar with the work; and because he is also responsible for recommending or approving personnel actions based on the performance appraisal; and for providing a feed back of performance appraisal to the subordinate.Because of these reasons supervisors rating are regarded as the best possible assessment; and they are often considered as the heart of the most appraisal system . This is so because getting supervisors appraisal is relatively easy and also make sense. Therefore, most appraisal system rely heavily on the supervisors evaluation. In such rating hierarchical control is maintained over the appraisal process. The staff specialist, i.e., the personnel officers, also does appraisal.They may advice the supervisors while evaluating their subordinates stressing the need for evidence for making specific appraisal judgments and comparing a particular subordinates evaluation with those of others. The appraisal of an individual may also be done by his peers. Such appraisal proves effective in predicting future management success. Researchers have verified that rating made by peers have been quite accurate in predicting which persons would be promoted and which would not. Sometimes self-evaluation is also employed for evaluating performance. Self- rating emphasizes human relation, which supervisors focus on technical knowledge and initiative. Edwin Flippo observes: The major value lies in the development and motivation areas, it being claimed that this approach

(1) Results in a supervisor upward flow of information,

(2) Forces the subordinate to become more personally involved and, to some extent constraints him to think about himself and his work,

(3) Improves communication between supervisor and subordinate, in that each is given more information by the other when disagreement are discovered, and

(4) Improves motivation as a result of great participation. But this approach has its disadvantage that the individual may rate himself excessively high than it would be if he were rated by his superior. Because of this fairly consistent upward bias in self-appraisal, the best thing would be to use this appraisal for counseling and developing subordinates. They are not as useful for making salary and promotion decision.Many companies use rating committees to evaluate employees. These committees consist of supervisors, peers, and subordinates. Everyone on the committee is a person who is able to intelligently evaluate some aspect of the employees performance. Many discrepancies in the ratings may occur-such as very strict or very lenient ratings when evaluations are done by individuals. It cancel therefore been felt that the combined use several rates can help cancel out problems bias as halo effect on the part of the individual rates. Second, the raters at different levels in the organization usually observe different facts of an employees job performance and the appraisal by a group reflects these differences.Last, in many companies, subordinates and superiors jointly establish goals and periodically evaluate the subordinates performance with respect to these goals.

What of appraisal: The what of the performance appraisal consists in appraising non-supervisory employees for their current performance, and managers for future potential. It also includes evaluation of human traits.

The why of performance:

The why of an appraisal 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 for promotions, transfers, lay-offs and discharges; and

Promoting understanding between the supervisor and his subordinates Providing a useful criterion for determining the validity of selection and training methods and techniques and forming concrete measures for attracting individual of higher caliber to the enterprise.

The when of appraisal:

The when answers the query about the frequency of appraisal.It has been suggested informal counseling should occur continuously. The manager should discuss an employees work as soon as possible after he has judged. He should use good work as an opportunity to provide positive reinforcement and use poor work as a basis for training.

I most organizations employees are formally evaluated once a year, in others twice a year. New employees are rated more frequently than the older ones. The ideal thing is that each employee should be rated three months after being assigned to a job, after six months on the job, and every six months thereafter. The time of rating should not coincide with the time of salary reviews. For if the two occur together constructive evaluation and considerations of self-development will probably take second place to the pressures of pay.

The where of appreciation:The where indicates the location where an employee may be evaluated. It is usually done at the place of work or the supervisor.

Informal appraisal may take anywhere and everywhere, both on the job in work situations and off the job.

The HOW of appraisal:

Under how the company must decide what different methods are available and which of these may be used for performance appraisal. On the basis of the comparative advantages and disadvantages it is decided which method would suit the purpose best.

Problem in performance appraisal:

There are two types of problems associated with performance appraisals.

1.White collars Vs blue collar: no appraisal system can appraise both type of employees viz white collar and blue collar because varying competencies required for performing respective jobs.

2.Tasks Vs abilities: the task given to the employee may be disproportionate to the actual abilities of the employee. Then the performance of the employee may be at the expected level.

1.Job related attributes Vs overall criteria: the employee may be well equipped in terms of skills required to perform a job may be lacking in other required competencies which will hinder overall performance.

2.Confidentiality Vs openness: any appraisal system does not clearly specify the degree of confidentiality or openness.

3.Reliability Vs validity: the reliability and validity of any appraisal system is not established.

4 Extreme marks or opinions. It causes seem to lie party in appraisers lacking confidence and

falling to exercise sufficient discrimination and partly in communication process: appraiser

do not like to give extreme signals.

Leniency: Appraiser tends to assess subordinates either leniently or harshly due to different

standards used. Different appraiser interprets the same parameter in these are the problems

essentially associated with the people involved in process:

1.Rejection: Rejection of the system due to inability to understand the system and its process and the commitment by the people involved in system . The rejection can also be due to the lack of efforts from the implementing agency.

1.Subjectivity: Subjectivity is a significant problem in performance appraisal. Both superior and the subordinate come to different conclusion based on the same date due to different backgrounds, value, likes, dislikes, etc.

3.Central tendency: The superior tend to water down the assessment by not giving different way based on their own standards.

4.Halo effect: This is a tendency where the appraisers tend to identify subordinates with the

Particular quality either good or bad and generalizing the whole assessment on it.

6. Recency effect: This is a tendency where the appraiser tends put too much emphasis on

the most recent behavior of he subordinates, which is either good or bad. They tend to

generalize the whole assessment based on this behavior. 7.Contrast effect: Appraiser tends to generalize the assessment of the subordinates based on expectations. E.g.: slight fall in performance from a high performer is treated severely or slight improvement from a low performer is considered as tremendous improvement.

Purpose of performance appraisal:

There are two basic purposes

1. Developmental purpose.

2. Administrative purpose. 1. Developmental purpose:

Provide performance feedback.

Identify individual strengths/ weakness.

Recognize individual performance.

Assist in goal identification.

Evaluate good achievement.

Identify individual training need.

Reinforce authority structure.

Allow employees to discuss concerns.

Improve command.

Provide a forum for leaders to help.

2. Administrative purpose:

Document personnel decisions.

Determine promotion candidates.

Determine transfers and assignment.

Identify poor performance.

Decide retention or termination.

Decide on layoffs.

Validate selection criteria.

Meet legal requirement.

Evaluate training programs/ progress.

Personnel planning.

Make reward/ compensation decision.

Why appraisal techniques prove failure?

Performance appraisal techniques have often failed to give a correct assessment of the employee. According to Zavala, the causes of such failure are:

a. The superior plays dual and conflicting role of both the judge and the helper.

b. Too many objectives often cause confusions.

c. The supervisor feels that subordinate appraisal is not rewarding.

d. A considerable time gap exists between two appraisal programmers.

e. The skills required for daily administration and employee development are in conflict.

f.Poor communication keeps employees in the dark about what is expected of them.

g. There is a difference of opinion between a supervisor and a subordinate, in regard to the latters performance.

h.Feedback on appraisal is generally unpleasant for both supervisor and subordinate.

i.Unwillingness on the part of supervisors to tell employees plainly how to improve their performance.How appraisal may be made successful?The rater must be thoroughly well versed in the philosophy and nature of the rating system. Factors and factor scales must be thoroughly defined, analyzed, and discussed.

OVERVIEW OF MANDOVI MOTORS PVT LTD:The Bhasin Family established in Kuwith in 1950, founded by late Shri Om Prakash Bhasin. Mr. Shivy Bhasin has actively been involved in various hotel chains in India. Mr. Shivy Bhasin is the Director of Adyar Gate Hotels Limited, as well as Vice President of Goyal international Hotels. Some of the hotels that these companies own ate Park Sheraton in Chennai and the prestigious in selling premium cars in Bangalooru and the family has now been appointed the newest dealers of Maruti cars in Bangalooru. mandovi Motors Private Limited is promoted by NRIs Mr. Shivy Bhasin and family as a new Maruti dealer at Bangalooru. mandovi Motors Private Limited is located Head Office in Sarjapur Road, also they have two branches in Queens Road and Rajajinagar. The state of the infrastructure of 80,000 square feet built up in situated at Outer Ring Road, Sarjapur. They have started their sales operation at No-6, St. Johns Road during April 2002 and they have achieved 2000 plus cars sales in first year of operation. Then they have extended their business into sales, services and spares operation at Outer Ring Road, Sarjapur during Jan 2004. The vision of the company is to build the relationship with the customer with the theme of customers for life. The team mandovi always believes Customer Care beyond Compare. They have already conducted several Emission check up camps for the batter environment as well as awareness on wearing seat belts as the part of their social commitments. They have also donated Maruthi ambulance to SANJEEVINI comprehensive Trauma consortium which helps to transport accident victims to the nearest hospitals. They have also sponsored several programmes of Rotary to serve the underprivileged in the community.

Under the Customer Retention Programme they have celebrated affinity 1000+ to thank those 1000+ customers who bought cars from mandovi. These customers have been invited with their entire family at Green Valley Resort.Recently they have launched a good Referral programme. The customers who brought Maruti from mandovi can refer their friends and relatives those who are interested in buying New Maruti. Under this programme every referral, which leads to a purchase of Maruti Cars through mandovi before 31st of March 2004 will get exclusive wristwatch set for one referral and cash price for further referrals.They opened True Value pre-owned Maruti cars outlet at Rajajinagar. They assured peace of mind buying or selling Maruti used cars. There are advantages to buyer and seller while dealing with Maruti True Value Outlet.

Chief Executive Officer Mr. Samar Vikram Bhasin with his Automobile experience is steering this new dealership towards the better customer satisfaction.The Automotive World is growing day by day and in the span of four years he never of model you can buy has doubled. Avery knowledgeable consumer, who has got plenty of options available getting tougher with each passing day. The studies conducted by the various agencies on total customer satisfaction reveals the customer satisfaction and loyalty assured in the market place. The automobile customers in India are also conveying their experience on their sales and delivery process. The sales and delivery process, which has got six factors contributed to overall satisfaction, are Sales experience, Explanation at the time of delivery, price evaluation, delivery timing, Sales person knowledge and post delivery contact.

This family also got a trust by name O.P. Bhasin Memorial Trust which honors leading scientists every year for their achievements. One of the honors is our Honorable Ex President of India Dr. Abdul Kalam when he was with ISRO.

To support the activities of orphanage for each new car sold they are donating Rupees 50 to Portico Foundation, Number 17/1, Ambalipura village, Bellandur Gate, Sarjapur Road, Agara Post, Bangalooru-560034 every month. This orphanage is providing training on Carpentry and Plumbing to the orphanage children where they can support themselves for their livelihood.

Mandovi Motors buys greeting cards from Indhiranagar where they proceed from the sale of these cards goes towards running of a hospice Karunashraya (promoted by rotary indhiranagar and Indian cancer society, Karnataka chapter) which he has got 55 beds with the trained nursing staff where all services are provided absolutely free of cost of the terminally ill cancer patients.

They have also involved in the community support services, in this perspective them supporting the Bellandur Village. So, the villages of Bellandur getting benefits and welfare facilities from the mandovi Motors.

VISION:To attain organizational excellence by inspiring and developing the true potential of our people and providing opportunities for empowerment and growth.

OBJECTIVES OF MANDOVI MOTORS PRIVATE LIMITED: Expose workers to the tile environments in which customers use our product.

Provide workers with first hand experience of globes best practices.

Constantly retain workers in the theory and practices of total quality management.

Educate employees on safe working and safe environment.

Company with statutory and legal instruction.

Computerization of routine jobs.

Management information system for proper communication

Career planning.

Implementation of suggestion scheme. PRODUCTS AND SERVICES:PRODUCTS(CARS):

Maruti 800

Maruti Omni

Esteem

Swift

Alto

Versa

Sx4

WagonR

Zen

D-zire.

SERVICES: Car Service

Sales

Accessories

True Value

Administrative

Insurance

Spare parts

EDP (Electronic Data Process)

Finance

Washing

PDI (Pre Delivery Inspection)

Delivery.

ORGANISATION CHART OF MANDOVI MOTORS:In mandovi Motors the department is very well organized and structured. The department

comes directly under the control of Personnel Manager.

Maruti Suzuki India Ltd Personnel Manager

Chief Executive Officer SalesServiceBack office

MarketingSparesHuman Resource

True ValueAccessoriesAdmin

MOSWashingAccounts

PDIInsurance

BRCTelle Callers

Auto cardR.T.O

Finance

SWOT ANALYSIS:STRENGTHSWEAKNESSES

Brand Image, Reliable and cheap.Diseconomies to scale

Established brand in Indian market.No online presence

Great service and nationwide penetration.Not diversified

Experience in Indian market.

First major player.

Established distribution & after sales

networks product for many segment of

market.

OPPORTUNITIESTHREATS:

AcquisitionsCompetition

InnovationCheaper technology

OnlineExternal changes (government, politics,

Product and services expansiontaxes, etc)

Takeovers Lower cost competitors or imports

Targeting Higher Middle ClassPrice wars

requirements.Product substitution

OBJECTIVES OF THE STUDY To know the merits and demerits of performance appraisal system.

To study the different methods of performance appraisal system in the organization.

To know the impact of performance appraisal on the employee development.

To know how it is useful for management by objective.

To know the process of performance appraisal in the industry.

To know what are the criteria to be used while appraising an employee.

To know how performance appraisal system helps employee to develop his career.

STATEMENT OF THE PROBLEM

Performance appraisal involves subjective or objective analysis of certain qualities of the employees and there are several qualities which cannot be easily quantified.

Supervisor must know all the methods of performance appraisal so that he can apply the right method at the right place.

MEANING OF PERFORMANCE APPRISAL

Performance appraisal is a systematic, periodic and so far as humanly possible, an impartial rating of an employees excellence in matters pertaining to his present job and to his potentialities for a better job.

Generally, appraisal of employee is made by the supervisor or senior bosses once or twice in a yearSCOPE OF THE STUDY The study covers both staff and executives of the BPL ltd Automation Division Bangalore. Feedback will be collected from the employees of different departments through the questionnaire who are undergoing performance appraisal system, which is very useful for the management to analyze the strength and weakness of an employee.

RESEARCH DESIGNThe research design provides the plan, structure and strategy of investigation. Purposing to answer questions and control variance.

Purpose: there are basic two purposes1. To provide answer to the research questions.

2. To control variance.

Research methodology:

Meaning of research: a systematic search for an answer to a question or a solution to a problem is called research.

Definition:

Research simply means a search for facts- answer to questions and solutions to problem, it is purposive investigation. It is an organized enquiry. It seeks to find explanation to unexplained phenomenon, to clarify the doubtful facts and to correct the misconceived facts.

Universe:

According to the dictionary meaning all existing things, all creation, and all mankind.

In research, universe is a particular place or area study could be conducted, because in research entire universe cannot be taken because it takes of time to study entire thing.

So the universe of this study is BPL LTD AUTOMATION DIVISION and the employees from the different departments. SAMPLING: Sampling involves the selection of a few items from a particular group to be studied with a view to obtaining relevant data, which help in drawing conclusions regarding the entire group. Thus statistical forms the initiative portrayal or cross selection of the total group from which it was selected. The total group from which the sample was selected and it is called a population universe or a supply. It has two kinds

Sampling &sampling design Stratified random sampling

Cluster sampling

Data collection:Meaning of data:

The search for answer to research questions calls of collection of data. Data are facts, figures and other relevant materials, past and present, serving as bases for study and analysis.

Tools for data collection:

1) Observation

2) Informal interview with executives

3) Questionnaire

4) Check list

5) Questionnaire

The tools used by the researcher are observation and questionnaire method.

Limitation of the study: According to the researcher the study was time consuming, so that there is only single limitation for the student.

1. Table 4.1 showing the gender wise distribution of respondents.SI NOGENDERNO.OF RESPONDENTSPERCENTAGE

AMale 4590%

BFemale510%

Total50100%

Above table shows the gender classification in the BPL ltd that how many male espondents are there and how many female respondents.The table reflects that 90% of the respondents are male and 10% of the respondents are females. From the above table we can say that male employees are in a majority at BPL Industry while fewer women are employed at BPL.

2. Table 4.2 showing the age of the respondents

SI NOAGENO.OF RESPONDENTSPERCENTAGE

1Below 302142%

231-401938%

341-50510%

451 &above510%

Total 50100%

According to the dictionary age means the length of time a person has lived or a thing existed. And above table shows the age classification of the employees in the industry.Table no. 4.2 , shows that 42% of the respondents fall in the age group of below 30, 38% of the respondents falls in the age group of 31-40 , 10% of the respondents falls in the age group of 41-50, and 10% of the respondents falls in the age group of 51 &above The table shows that majority of the employees in BPL are of young age i.e. below30 age group .From this table we can say that most of the employees are fresh blood with new ideas and they can perform well after getting some experience.

3. Table 4.3shows the education qualification of the employees.SI NOEDUCATIONAL QUALIFICATIONNO.OF RESPONDENTSPERCENTAGE

1Diploma 1326%

2Graduation 1530%

3Post graduation 1122%

4Other1122%

Total50100%

According to the chambers concise dictionary. Education is defined as the system if schooling college of university or to give knowledge or understanding of particular subject to someone.

The table shows that 26% of the respondents are belongs to diploma, 30% of the respondents belongs to graduation, 22% of the respondents are belongs to post graduation, 22% of the respondents are belongs to other educational qualification

4. Table 4.4 shows the work experience of the employees.SI NOWork experienceNO.OF RESPONDENTSPERCENTAGE

1Below 5years1530%

26-10714%

311-151428%

415 & above1428%

Total50100%

Above table shows the experience gained by the employees who are working in BPL ltd, because experience shows the capability and capacity to work.

According to the employees 30% of employees are having below 5 years of experience, 14% of the employees are having 6-10 years of experience, 28% of the employees are having

11-15 years of experience, and 28% of the employees are having more than 15 years of experience.

5. Table 4.5 shows the Marital status of the employees.SI NOMarital statusNO.OF RESPONDENTSPERCENTAGE

AMarried 3162%

BUnmarried 1938%

Total50100%

According to A.N.Sharma marriage is a sacrament in which women and men are bound in a permanent physical social bound in a permanent physical social purpose for sexual pleasure. Above table shows the marital status of the employees who are working at BPL. The table shows that 62% of the respondents are married and 38% of the respondents are unmarried.

.

6.Table 4.6 shows the awareness among the employees about the performance appraisal system in the organization.SI NOOPTIONSNO.OF RESPONDENTSPERCENTAGE

AYes 50100%

BNo 00%

Total50100%

Table no. 4.6 shows the awareness of performance appraisal system in the organization i.e. all employees of the organization know this system very well.

It shows all employees of the organization aware about this system.

7. Table 4.7 shows the Incentives received by the employees according to their performance.SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

AYes 3672%

BNo 1428%

Total50100%

Above table depicts that 72% employees says that they got incentives on their performance and 28% employees says that they did not have any incentives on their performance. From the above table we can analyze the performance of the employees in the organization.

8. Table 4.8 shows the feedback of performance appraisal given to the employees.SI NOOPTIONSNO.OF RESPONDENTSPERCENTAGE

AYes 4692%

BNo 48%

Total50100%

Above table shows the percentage of the employees who get the feedback of performance appraisal in BPL ltd. According to the above table 92% employees says that they get feedback and 8% employees say, they dont get the feedback of performance appraisal.

Feedback after performance appraisal process is very important for the employees because its shows areas in which improvement is needed.

9. Table 4.9 shows the performance appraisal impact on the career development of the employees.

SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

AYes 4590%

BNo 510%

Total50100%

Above table shows the impact of performance appraisal on the career development of the employees.

From the above table we can say that 90% of the employees agreed that periodic performance appraisal helps to improve the current performance of the employees and 10% employees have not agreed with it.

From the above analysis we can conclude that the periodic performance appraisal plays a very important role in improving performance of the employee.

10. Table 4.10 shows the employees happiness or satisfaction level towards present rating system.

SI NOOPTIONSNO.OF RESPONDENTSPERCENTAGE

AYes 2856%

BNo 2244%

Total50100%

Above table shows the employees satisfaction towards present rating system.

Above table shows that 56% of the employees are satisfied towards present rating system and 44%are not satisfied with present rating system.

11. Table 4.11 shows the role of motivation in improving the performance of the employees. SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

AYes 4998%

BNo 12%

Total50100%

Above table shows the role of motivation in improving the performance of the employees.

From the above table we can analyze that 98% of they are agreed that motivation is important to improve the performance, only 2% of the employees are not agreed.

12. Table 4.12 shows the strong linkage between performance and rewards.SI NOOPTIONSNO.OF RESPONDENTSPERCENTAGE

AYes 3162%

BNo 612%

CNot sure 1326%

Total 50100%

Above table shows the linkage between performance and rewards. From the above table it is clear that 62% of the employees are agreed that there is a strong linkage between performance and rewards, 12% employees are not agreed with these statement and 26% employees are not sure about this statement.

13. Table 4.13 shows the performance appraisal system usefulness for employees overall development.SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

AYes 4896%

BNo 00%

CNot sure 24%

Total 50100%

Above table shows the performance appraisal system usefulness for employees development. According to the table 96% of the employees are agreed that appraisal system is useful for their overall development, and 4% of the employees are not sure about usefulness of the system.

14. Table 4.14 shows the appraisal system helpfulness to reach the objectives of the organization.

SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

AYes 4590%

BNo 510%

Total50100%

Above table depicts the appraisal helpfulness to reach the objectives of the organization.

According to the above table 90% employees have agreed that performance objective help them in accomplishing the projected goals and 10% employees have not agreed that.

15. Table 4.15 shows the essential period of performance appraisal system in the organization.

SI NOOPTIONSNO.OF RESPONDENTSPERCENTAGE

1Monthly 612%

2Quarterly1734%

3Half yearly1734%

4Yearly1020%

Total50100%

Above table shows the period of performance appraisal system essential in the organization. According to above table 12% employees agreed monthly performance appraisal, 34% employees says quarterly, 34% employees agreed for once in half yearly and 2o employees agreed for yearly once appraisal system.

16. Table 4.16 shows the opinion about the present performance appraisal system in the organization.

SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

1Very good 36%

2Good3060%

3Satisfactory 1224%

4Dissatisfactory 510%

Total50100%

Above table shows the opinion regarding present appraisal system in the organization.

According to the table 6% employees are feeling very good about the present appraisal system, 60% are feeling good, 24% are satisfied and 10% are dissatisfied with present rating system in the organization.

Table 4.17 shows the performance appraisal system usefulness for employees personal development.

SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

1Agree 3978%

2Strongly agree816%

3Disagree 36%

4Strongly disagree 00%

Total50100%

Above table shows the performance appraisal system usefulness for employees personal development. According to the table 78% employees are agreed that appraisal system is helpful for personal development, 16% are strongly agree to that, 6% are disagree with the above statement.

Table 4.18 shows the performance appraisal system helps to identify the training and development needs of the employee.SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

1Agree 3672%

2Strongly agree1020%

3Disagree 48%

4Strongly disagree 00%

Total50100%

Above table shows that the appraisal system helps to identify the training and development needs of the employees. According to the above table 72% of the employees are agreed that appraisal system helps to identify the periodic training and development needs, 20% are strongly agree, 8% are disagree With the above statement.

19. Table 4.19 shows the best method of performance appraisal system.

SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

1360degree appraisal 714%

2Self appraisal2346%

3Ranking method 1530%

4MBO 510%

Total50100%

Above table shows the best method of performance appraisal system.

According to table 14% are feel that 360 degree appraisal is the best method, 46% agree with self appraisal, 30 % agree with ranking method and 10% feel that MBO(Management By Objective) is the best method of performance appraisal system.

Table 4.20 shows the influencing factors of performance appraisal.

SI NOOPTIONS NO.OF RESPONDENTSPERCENTAGE

1Salary 1632%

2Career development2448%

3Work environment 918%

4Non- monetary benefit 12%

Total50100%

Above table shows the influencing factors of performance appraisal.

According to table 32% employees feel salary is the influencing factor, 48% agreed that career development, 18% agreed work environment, and 2% agreed that non- monetary benefit is the influencing factor.

From this table we can conclude that salary and career development play a vital role in influencing performance of an employee.

FINDINGS:

Emphasis has been placed on the impact of performance appraisal on employee development in BPL ltd as evident during the period of the data collection.

General findings:

1) According to the study it has been found that 90% of the employees in BPL ltd are male (being a manufacturing unit it involves physical force).

2) Majority of the employees in BPL ltd are young and fresh blood.

3) Majority of the employees are Diploma and Graduation.

4) 30% of the employees are below 5years experience.

5) Majority of the employees are married.

Specific finding:

6) Every employee in the organization are aware about the performance appraisal system (employees are having minimum 2years experience).

7) 72% of the employees are received incentives based on performance in the form non monetary benefit.

8) 92% of employees agreed that feedback helps to improve current performance.

9) 56% of the employees are happy with the present rating system.

10) 98% of the employees are agreed that motivation plays a vital role in improving performance at work.

11)62% of the employees are agreed that there is a strong linkage between performance & rewards.

12) 90% of the employees are agreed that performance appraisal impact on career development.

13) 96% of the employees are agreed that performance appraisal is useful for development.

14)90% of the employees are agreed that appraisal helps to reach the objective of the organization.

15) Majority of the employees feel that periodicity of performance appraisal to be made quarterly & half yearly.

16)78% of the employees agreed that performance appraisal helped in their personal development.

17) 60% of the employees feel good about the present performance appraisal system.

Self appraisal is the best method of performance.

18) Majority of the employees feel self appraisal is the best method of performance appraisal.

19) 72% of the employees agreed that performance appraisal system helps to identify the training & development need of the employee.

20) Majority of the employees feel salary & career development is the influencing factor on performance of an employee.Suggestions:1. Feedback of performance appraisal should be given to the employees so that they can improve their performance based on the appraisal.

2. After performance appraisal there should be training & development programme to employees by that they can achieve 100% target.

3. Performance appraisal should be conducted regularly & should not be conducted for documentation purpose.

4. Performance appraisal should be applied to every department in the organization periodically.

5. Proper training should be given according to the needs of the employees based on performance appraisal.

6. Self appraisal system could be adopted so that the employee can improve his/her performance.

7. Training is needed to employees because 30% of the employees are below 5years experience.

8. Communication & feedback system should be there after performance appraisal.

9. Feedback counseling is required before & during the performance appraisal system.

10. The employees should give information about the performance appraisal system to everybody so that it could be possible to follow the proper instructions.

Summary:

Personal appraisal has been considered as a most significant and indispensible tool for an organization for the information it provides is highly useful in making decisions regarding various personal aspects such as promotions & merit increases. Performance measures also think information gathering & decision-making process, which provide a basis for judging the effectiveness of personal sub-divisions, such as recruitment, selection training & compensation.

From performance appraisal employee can know where he is standing what are his weak points so that we can improve his performance & he can also know that where he can reach & it helps the employee in career as well as personal development of the employee.

BIBLIOGRAPHY

Reference Book

SLNO

BOOKSAUTHORPUBLICATION

1Human resources

management K.AswathappaTATA McGraw HILL

2Personnel & human resourceSubbha RaoHimalaya

3Research methodologyC.R.KothariNew Age International

OTHERS

Company Broachers

Business Magazines

Previous records

WEBSITE

www.BPL AUTO.comwww.BPL WORLD.comWWW.BPL.CO.INANNEXUREQUESTIONNAIRESPART -1

A. PERSONAL INFORMATION:

1. Name of the respondents:

2. Gender: Male/Female

3. Age (in years):

a) Below 30 b) 31-40

c) 41-50 d) 51& above

4. Education qualification:

a) Diploma b) Graduation

c) Post graduation d) Any other (specify)

5. Work experience (including past experience):

a) Below 5years b) 6-10

c) 11-15 d) 15& above

6. Mother tongue:

a) Kannada b) Hindi

c) Tamil d) English

e) Urdu

7. Designation & department:

8. Marital status: Married/Unmarried

B.JOB DETAILS:

9. Do you have a performance appraisal system in your company?

a) Yes b) No c) Not known

10. Have you got any incentives based on your performance?

a) Yes b) No

11. Can periodic performance feedback helps to improve your current performance?

a) Yes b) No

12. Could performance appraisal impact on your career development?

a) Yes b) No

13. Are you happy with the present rating system?

a) Yes b) No

14. Do you think motivation plays a vital role in improving your performance at work?

a) Yes b) No

15. Do you think that performance appraisal techniques which assess persons attributes, weakness &strength

a) Yes b) No c) Not sure

16. Has present performance appraisal a strong linkage between performance & rewards:

a) Yes b) No c) Not sure

17. Do you think performance appraisal is useful for development?

a) Yes

b) No

c) Not sure

18. Do you think that your appraisal helps to reach the objectives of the organization?

a) Yes

b) No

19. How often performance appraisal is essential?

a) Monthly

b) Quarterly

c) Half yearly

d) Yearly

20. Has performance appraisal helped in your personal development?

a) Agree

b) Strongly agree

c) Disagree

d) strongly disagree

21. Performance appraisal system helps to identify the training & development needs of the employee

a) Agree

b) Strongly agree

c) Disagree

d) strongly disagree

22. Did you agree that the performance appraisal helps to develop new skills & knowledge?

a) Agree

b) Strongly agree

c) Disagree

d) strongly disagree

23. What is your opinion about present performance appraisal system?

a) Very good

b) Good

c) Satisfactory d) Dissatisfactory

24. How is your relationship with your subordinates?

a) Good

b) Satisfactory

c) Unsatisfied

25. Influencing factors on performance of an employee are:

a) Salary

b) Career opportunity

c) Organization culture/Work environment

d) Non-monetary benefit

26. Which is best method of performance appraisal?

a) 360 degree appraisal

b) Self appraisal

c) Ranking method

d) MBO

(Management By Objective)

27. How for is performance appraisal system helpful to you?

a) Personality development

b) Career development

c) Job skills

d) Salary & promotion

28. Please find listed below certain statements of the appraisal system.

a) Is the basis for promotion

b) Is the basis for salary revision

c) Identify the potential in the individual

d) Helps in improving ones performance

e) Helps in achieving the personal objectives.

Thank you for your co-operation to my studies

PAGE 38GOVERNMENT BOYS COLLEGE