19600591 the Performance Appraisal System of HDFC SLIC by Parshuram Sahoo IILM BS HYD

8/12/2019 19600591 the Performance Appraisal System of HDFC SLIC by Parshuram Sahoo IILM BS HYD

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HDFC STANDARD LIFEINSURANCE

INTERNSHIP REPORT

Submitted By: PARSHURAM SAHOO IILM/PGP/JYO8/OO

IILM Bu!i"e!! S#$%%&Hyde'(b(d C(m)u!

B(&("(*('+ Hyde'(b(d,

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- C E R T I F I C A T E -

This is to certify that this Project entitled PERFORMANCE APPRAISAL

SYSTEM OFHDFC STANDARD LIFE INSURANCE COMPANY is

the bonafid work of M',P('!$u'(m S($%% submitted in partial fulfillment

of the requirements for the award of Degree of MA T!" #$ %& '(!

ADM'(' T"AT'#( by '')M %usiness chool* +yderabad,

Ms, %arnali -hosh -, Murali .rishna'')M %usiness chool '')M %usiness chool+yderabad / 0 23 +yderabad 4 0 23

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+ead of the Department Date:1 st eptember 5 6'')M %usiness chool%alanagar +yderabad / 0 23

Dear ir*

This is to certify that M', P('!$u'(m S($%% /O M', Sub%d$ -um('S($%% student of M%A ''nd emester bearing enrollment (o,!'')M&7 87$ 153 of '')M %usiness chool* +yderabad has successfully

completed the practical training in our company during the period from. !t Ju"e 001 t% 2.!t Au* 001,

The objecti9e of the assignment was T$e Pe'3%'m("#e A))'(i!(& Sy!temO3 HDFC St("d('d Li3e I"!u'("#e C%m)("y4,

;e find Mr, Parshuram ahoo as enthusiastic and hard working and we wishhim all success in future,


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AC-NO6LEDGEMENT

' would like to con9ey my heartiest gratitude to se9eral people* for their support and guidance which helped me complete my ummer 'nternship,

$irst and foremost ' would like to thank HDFC St("d('d Li3e I"!u'("#eC%, Ltd,+ S%m(5i*ud( B'("#$for gi9ing me an opportunity to do myinternship in their esteemed organi=ation, My special appreciation e>tends toM', P, S'i"i7(! R(% B'("#$ S(&e! M("(*e' ? *M',9e":(t( S B%))(""(@S(&e! De7e&%)me"t M("(*e'; and M', -, S'i:("t B'("#$ T'(i"i"*

M("(*e'; of HDFC SLIC S%m(5i*ud( B'("#$ for their constantencouragement through out this period,

' would also like to thank our ampus o4ordinator* M', G, Mu'(&i-'i!$"(, And also M!, Ne$( S(


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CONTENTSSL,N% P(*e, N%. E=ECUTI9E SUMMARY

INTRODUCTION >2 HDFC PROFILE 8? STUDY DESIGN @@ SAMPLE DESIGN

LIMITATION >> INTRODUCTION TO PERFORMANCE

APPRAISAL

8

8 NEED FOR PERFORMANCE APPRAISAL 201 ACHIE9ING ORGANI ATIONAL GOAL 2..0 CHARACTERISTIC OF GOOD PERFORMANCE

APPRAISAL2

.. E9ALUATION TECHNI UE 2

. METHOD OF PERFORMANCE APPRAISAL 2?

.2 FACTOR INFLUENCING PERFORMANCE OF ANEMPLOYEE

??

.? AD9ANTAGES ?@

.@ SAMPLING ?>

. DATA ANALYSIS AND INTERPRETATION ?8

.> FINDING >

.8 SUGGESTION 8

.1 UESTIONNAIRE 10 BIBILOGRAPHY >.

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E=ECUTI9E SUMMARY

This internship report consists of the o9erall e>perience of online working as

a part of HDFC St("d('d Li3e I"!u'("#e C%+ Ltd, This e>perience helpedme understand the basic functioning of the organi=ation where ' wasinducted,

My 'nternship program 4 Project Title Pe'3%'m("#e A))'(i!(& Sy!tem %3HDFC SLIC,

The best learning e>perience was that ' started from the 9ery basics ofgetting to that position and not from the position itself, This helped me getuseful insight and understanding of online marketing* the benefits to themembers as well as the HDFC St("d('d Li3e I"!u'("#e C%m)("y,

Training sessions were held to gi9e me insights about +ow to create marketsand write comments on other memberCs markets and to encourage andappreciate them for their nice efforts and creati9e markets,

' also learnt how to work online for such a nice company HDFC St("d('dLi3e I"!u'("#e C%, Ltd which enhanced my knowledge* writing skills andcommunication,


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INTRODUCTIONThe process of +uman "esource De9elopment @+"D? helps the employeeCsto acquire and de9elop technical* managerial and beha9ioral knowledge*skills E abilities and the 9alues * beliefs Eattitudes necessary to perform

present and future roles, The process of Performance Appraisal helps theemployees and management to know the le9el of employees Performancecompared to the standard or predetermined le9el,

Performance Appraisal is important to understand and impro9e theemployeeCs performance through +"D, 'n fact* Performance Appraisal is the

basis of +"D, 't was 9iewed that Performance Appraisal was useful decideemployeeCs promotion or transfer* salary determination, %ut the recent

de9elopments in +"D indicate that Performance Appraisal is the basis foremployee de9elopment, Performance Appraisal indicates the le9el of desired performance le9el and actual performance and the gape between these two,This gap should be bridged through training* counseling and moti9ation etc,

'n e9ery organi=ation* the process of +"D helps the employeeCs to acquireand de9elopment technical* managerial and beha9ioral knowledge* skill* andabilities* belief and attitudes necessary e>ists to achie9e goalsF the degree ofsuccess obtained by the indi9idual employee in achie9ing indi9iduals goalsdirectly determines the organi=ational effecti9eness, The assessment of thedegree of success of an indi9idual employee is an important part of +"Mthat leads to the Performance Appraisal,

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'n American business* the Performance Appraisal is done to determine wageincrease* promotion* transfer* regarding the emphasis for the feedback to theemployeeCs and assessing the need for their training is 9ery less or we cansay itCs little, 'n contrast* 'ndian companies use Performance Appraisal fortraining and de9elopment* pro9iding feedback to the employeeCs and

personal research, They also use it in determining wages and transfers asthey do it in the American companies,

The purpose of Performance Appraisal to make a distinction between performer and non performer on the job,

The aim of the project is to focus on the Performance Appraisal systemundergone in +D$ tandard )ife 'nsurance o )td @+D$ )' ?,This project aim to study the need for Performance AppraisalF how it helps

the employees of the #rgani=ation to impro9e their abilities so as to meet both the personal and organi=ational present and future requirements,;hether the organi=ation is reaching its standards by Performance Appraisalresulting in increase in quality and producti9ity of the employees obser9ed,

The o9erriding purpose of Performance Appraisal is to help HDFCSt("d('d Li3e I"!u'("#e C%m)("y Limited employees to impro9e andthus to impro9e organi=ational effecti9eness, Performance Appraisaltherefore institutional needs as well as staff member needs* abilities*moti9ation and e>pectancies,

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, HDFC PROFILE

+ousing De9elopment $inance orporation )td, @+D$ ?* 'ndiaCs premierhousing finance institution has assisted more than 2,2 million families own ahome* since in inception in 1633 across 5B cities and town through itsnetwork o9er 50 offices, 't has international offices in Dubai* )ondon andingapore ser9ice associates in audi Arabia* Gatar* .uwait and #man toassist ("'Cs and P'#Cs to own a home back in 'ndia, As of December 5 8*the total asset si=e has crossed more than "s, 60* cores includingmortgage loan assets of more than "s, 82*8 cores, The corporation has adeposit base of "s, 13*001 cores* earning the trust of more than 6* *depositors, ustomer er9ice and satisfaction has been the mainstay of theorgani=ation, +D$ has set benchmarks for the 'ndian housing financeindustry, "ecognition for the ser9i6ce to the sector has come from se9eralnational and international entities including the ;orld %ank that has lauded+D$ as a model housing finance company for the de9eloping countries,+D$ has undertaken a lot of consultancies abroad assisting differentcountries including !gypt* Maldi9es* and %angladesh in the setting up ofhousing g finance companies,

+D$ %ank was incorporated in August 166B* and currently has a

nationwide network of 1B15 %ranches and 250Cs ATMCs in 058 'ndian townsand cities, The +ousing De9elopment $inance orporation )imited @+D$ ?was amongst the first to recei9e an Hin principleC appro9al from the "eser9e%ank of 'ndia @"%'?to set up a bank in the pri9ate sector* as part of the "%'Csliberali=ation of the 'ndian %anking industry in 166B, The bank wasincorporated in August 166B in the name of H+D$ Cs %ank )imitedC* withits registered office in Mumbai* 'ndia, +D$ %ank commenced operation asa cheduled ommercial %ank in Ianuary 1660,

A6ARDS AND ACCOLADES

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Awarded the !conomic Times orporate iti=en award in 5 B,

Presented HDream +omeC award for the biggest housing finance pro9ider

in 5 B,+D$ "anked as 'ndiaCs Third %est Managed ompany by $inanceAsia 5 0,

+D! won the %est award for 'n9estment Management in 'ndiaJ atthe !uro money 5 "eal !state Awards,

%est +ome )oan Pro9iderJ title at the K!! Pinnacle Awards 5 ,

%est trategyJ* at the BPs %usiness* Marketing EAd9ertising Power Awards 5 ,

Dun E %radstreet /American !>press orporate Award 5 ,

ar &tha .e Iiyo Among 'ndiaCs -lorious Ad9ertising MomentsIanuary* 5 8,

"ecei9ed 5 8 '# %old 1 and '# ecurity Awards,

"ecei9ed P Guest %est 'T 'mplementation Award May* 5 8,

&nit )inked a9ings Plan Tops Mint %est TL Ads ur9ey March*5 8,

HDFC G'%u) C%m)("ie!

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Ot$e' C%m)("ie!

+D$ Property Lentures )td +D$ De9elopers )td, -"&+ $inance )td, +D$ Lentures Trustee ompany )td, +D$ Trustee ompany )td +D$ 'n9estments )td +D$ +oldings )td redit 'nformation %ureau @'ndia? )td

+D$ ecurities

BANC ASSURANCE

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C('ee'+D$ %ank is a dynamic bankF with a youthful and enthusiastic teamdetermine to accomplish the 9ision of becoming a world4class 'ndian bank,#ur business philosophy is based on four core 9alues / ustomer $ocus*#perational !>cellence* Product )eadership and People, ;e belie9e that theultimate identity and success of our bank will reside in the e>ceptionalquality of our people and their e>traordinary efforts, $or this reason* we arecommitted to hiring* de9eloping* moti9ating* and retaining the best people inthe industry,

Mi!!i%" ("d Bu!i"e!! St'(te*y#ur mission is to be a ;orld4 lass 'ndian %ank*J benchmarking oursel9esagainst international standards and be practices in terms of product offerings*technology* ser9ice le9el* risk management and audit and compliance, The

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objecti9e is to build sound customer franchises across distinct business so asto be a preferred pro9ide of banking ser9ice for target retail and wholesalecustomer segment* and to achie9e a healthy growth in probability* consistentwith the %ankCs risk appetite, ;e are committed to do this while ensuring thehighest le9els of ethical standards* professional integrity* corporatego9ernance and regulatory compliance,#ur business strategy emphasi=es the following:

$ocus on high earnings growth with low 9olatility,Maintain our current standards for asset quality through disciplinedcredit risk management,ontinue to de9elop products and ser9ice that reduces our cost offounds, De9elop inno9ati9e product and ser9ices that attract our targetedcustomers and address inefficiencies in the 'ndian financial sector,)e9erage our technology platform and open scaleable systems todeli9er more products to more customers and to control operatingcosts,

E C%')%'(te G%7e'"("#e +D$ %ank recogni=es the importance of good corporate go9ernance*which is generally accepted as a key factor in attaining fairness for all stakeholders and achie9ing organi=ational efficiency, This corporate -o9ernancePolicy* therefore* is established to pro9ide a direction and framework formanaging and monitoring the bank in accordance with the principle ofgoods corporate go9ernance,

St("d('d Li3e U-tandard )ife 'nsurance ompany is one of the most trusted 'nsuranceompanies worldwide based at !dinburgh* cotland @&.?, $ounded

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in 1850* urrently o9er 3 million ustomers worldwide* operation inall the important markets of the world like Austria* anada* hina*-ermany* pain* +ong .ong* 'reland and 'ndia through its network,

tandard )ife listed on 1 th Iuly 5 * the biggest float on the )ondontock !>change in the last fi9e years,

tandard )ife 'nsurance o, is the largest mutual insurance companyin !urope,

Pro9iding range of sa9ing* pension* and protection and in9estment products,

As at December 5 * tandard )ife $inancial trength has totalAssets under management &. 150 billion @more than "s, 1 * B *636 or '(" 1 * B 6* 361* * cores,?

St("d('d Li3e G'%u) C%m)("ie!

tandard )ife 'n9estment manages assets for the group as well asthird parties* and has a record of strong in9estment performance,

tandard )ife +ealthcare is one of the largest pri9ate medicalinsurance pro9iders in the &.,

tandard )ife %ank offers a range of mortgages and sa9ings products*and had mortgage book of 1 , billion as at 21 st December 5 0,

'(" 816, 6 billion or 81* 6 6 cores,

HDFC St("d('d Li3e I"!u'("#e C%, Ltd

HDFC St("d('d Li3e I"!u'("#e C%m)("y Limited is a joint 9enture between HDFC Ltd* a )eading $inance ompany in 'ndia E tandard)ife Assurance* the largest mutual 'nsurance ompany in !urope,

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The financial e>pertise of +D$ -roup* combined with the 'nsurancee>pertise of tandard )ife is committed to offer better financial solutionto the customers,

#ur study of Pe'3%'m("#e A))'(i!(& in the HDFC St("d('d Li3eI"!u'("#e C%m)("y Limited is the major stack in the HDFC LTD,

I"t'%du#ti%"

J%i"t 7e"tu'e St(:e H%&di"* P(tte'"

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,00 >?,00

+D$ tandard )ife 'nsurance ompany )imited is one of 'ndiaCs leadinginsurance companies* which offers a range of indi9idual and group insurancesolutions, 't is a joint 9enture between +ousing De9elopment $inanceorporation )imited @+D$ )imited?* 'ndiaCs leading housing financeinstitution and a -roup ompany of the tandard )ife Plc* &., As on$ebruary 58* 5 6 +D$ )td* holds 35,B2N and tandard )ife @Mauritius+olding? 5 , N of equity in the joint 9enture* while the rest in held byothers,

+D$ tandard )ife belie9es that stabling a strong and ethical foundation isan essential prerequisite for long term sustainable growth, To ensure this weha9e concentrated our focus on e>pansion of branch network* organi=ing anefficient well trained sales force* and setting up appropriate system and

process with optimum use of technology, As all these areas from the basicinfrastructure for establishing the highest possible customer ser9icestandards,

9i!i%" %3 HDFC St("d('d Li3e I"!u'("#e C%, Ltd

The most successful and admired life insurance company which mean thatwe are the trusted company* the easiest to deal wit* offer the best 9alue formoney* and set the standard in the industry,

I" !$%'t+ T$e m%!t %b7i%u! #$%i#e 3%' (&&4

Ou' :ey !t'e"*t$!Fi"i#(& E


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As a joint 9enture of leading financial ser9ices groups* HDFC St("d('dLi3e has the financial e>pertise required to manage your long termin9estments safety and efficiently,

R("*e %3 S%&uti%"!

;e ha9e s range of indi9idual and group solutions* which can be easilycustomi=ed to specific needs, #ur group solutions ha9e been desired to offeryou complete fle>ibility combined with a low charging structure,

T'(#: 'e#%'d !% 3('

#ur gross premium income for the year ending March 21* 5 6 stood at "s,0*0 B, 6 cores, The company has co9ered o9er 1 * * li9es as on March

21* 5 6,

#ur core 9alues are drilled down to all le9els of employees* as these arein9iolable, ;e continue to promote high integrity in business practices andshun short cuts and unethical practices* as we wish to be percei9ed as aninstitution with high moral standing, ince our inception in 5 * when'ndian insurance space was opened for pri9ate participation* we ha9econsistently focused on setting benchmarks in all aspect on insurance

business, %eing the first pri9ate player to be registered with the '"DA andthe first to issue a policy on December 15* 5 * our differentiators are:

9(&ue! %3 HDFC St("d('d Li3e I"!u'("#e C%, Ltd ,

Ou' 7(&ue!

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I"te*'ity

I""%7(ti%"

Cu!t%me' Ce"t'i#

Pe%)&e #('e

Te(m %':

J%y ("d !im)&i#ity

St'%"* )'%m%te'

+D$ standard life is a strong financially secure business supported by twostrong and secure promoters / HDFC Ltd and tandard )ife, HDFC Ltd !e>cellent brand strength emerges from its unrelenting focus on corporatego9ernance* high standards of ethics and clarity of 9ision, tandard )ife is astrong* financially secure business and a market leader in the U- Li3e KPe"!i%"! !e#t%',

P'e3e''ed ("d t'u!ted b'("d

#ur brand has managed to set a new standard in the 'ndian life insurancecommunication space, ;e were the first pri9ate life insurer to break the iceusing the idea of S(' Ut$( -e Jiy%4, Today* we are one the few brands thatcustomer recogni=e* like and prefer to do business, Moreo9er* our brandthought* S(' Ut$( -e Jiy%4+is the most recalled campaign in its category,

I"7e!tme"t )$i&%!%)$y

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Training is an integral part of our business strategy, Almost all employeesha9e undergone training to enhance their technical skill or the softer

beha9ioral skill to be able to del9er the ser9ice standards that our companyhas for itself, %esides the mandatory training that financial consultants ha9eto undergo period to being licensed* we ha9e de9eloped and implemented9arious training modules co9ering 9arious including product knowledge*selling skills* and objecti9e handling skills* professional and so on,

F%#u! &%"* te'm 7(&ue

HDFC St("d('d Li3e does not focus in the business of ramping up the topline only* but to create ma>imi=ation of stake holderCs 9alue, Today* we aree>tremely satisfied with the base that we that we ha9e created for long termsuccess of this company,

T'("!)('e"t de(&i"*

;e are one the few companies whose product details* pricingF clauses areclearly communicated to help customer take the right decision,

St'i#t #%m)&i("#e it$ 'e*u&(ti%"!

;e ha9e initiated and implemented many new processes* some of which

were found useful by the '"DA and later made mandatory for the entireindustry, The agent who successfully completed this training only* wasauthori=ed by the company to sell &)'Ps, This has been made compulsory

by '"DA for all insurance companies under the new &nit )inked -uidelines,

Di7e'!i3ied )'%du#t )%'t3%&i%

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+D$ tandard )ifeCs wide and di9ersified product portfolio helpindi9iduals meet their 9arious need* be it:

P'%te#ti%" (eed for a sound income protection in case of yourunfortunate demise

I"7e!tme"t (eed to ensure long term real growth of your money

S(7i"*! a9e for the milestones and protect your sa9ings too

Pe"!i%" (eed to sa9e for a elf "espectable and comfortable life at"etirement tage

He(&t$ o9er for health related e>igencies

A ('d! ("d A##%&(de!

%est (ew 'nsurerJ Award from #utlook money / 5 2,

Most "espected Pri9ate 'nsurance ompanyJ Award from %usiness;orld / 5 B,

%est (ew 'nsurerJ Award from #utlook Money / 5 ,

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+D$ tandard )ife elected as HBPs Power %rand 5 C* for beingof the 'ndiaCs Top 50 Most 'nno9ati9e ompaniesC,

+

B'ie3 P'%3i&e %3 t$e B%('d %3 Di'e#t%'!

M', Dee)(: S,P('e:$ is the hairman of the ompany, +e is the !>ecuti9ehairman of +ousing De9elopment $inance orporation )imited @+D$)imited?, +e joined +D$ )imited in a senior management position in1638, +e was inducted as a whole /time director of +D$ )imited in 1680and was appointed as its !>tenuati9e hairman in 1662,+e is the hief!>ecuti9e #fficer of +D$ )imited, Mr, Parekh is a $ellow of the 'nstituteof harted Accountants @!ngland E ;ales?,

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+e joined +D$ )imited in 1681 and became an !>ecuti9e Director in1662, +e was appointed as its Management Director in (o9ember* 5 ,

M!, M('#i( D, C(m)be&&is currently the -roup #perations Director in thetandard )ife -roup and is responsible for group operations, Asia Pacific

De9elopment* trategy E Planning* orporate "esponsibility and hareder9ices entre, Ms, ampbell joined the %oard of Director in (o9ember5 0,

M!, Re"u S, -('"(d is !>ecuti9e director of +D$ )imited* is a graduatein law and holds a MasterCs degree in economics from Delhi &ni9ersity, hehas been employed with +D$ )imited since 1638 and was appointed as the!>ecuti9e Director in 5 , he is responsible for o9erseeing all aspects oflending operations of +D$ )imited, M', G(ut(m R, Di7(" is a practicing charted Accountant and is a $ellowthe 'nstitute of harted Accountants of 'ndia, Mr, Di9an was the $ormerhairman and managing committee member of medsnell group internationalassociation of independent accounting firms and has authored se9eral papersof professional interest, Mr, Di9an has wide e>perience in auditing andta>ation planning of indi9iduals and limited companies and also hassubstantial e>perience in structuring o9erseas in9estment to and from 'ndia,

M', R("5(" P("t is a global Management onsultant ad9ising !#7%oardson trategy and hange Management, Mr, Pant* until 5 5 was a Partner ELice / President at %ain E ompany* 'nc,* %oston* where he led theworldwide &tility Practice, +e was also Director* orporate %usinessDe9elopment at -eneral !lectric head quarters in $airfield* & A, Mr, Panthas an M%A from the ;harton chool and %! @+onors? from %irla 'nstituteof Technology and ciences,

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M', R(7i N('(i" is the Managing Director E !# of (ational tock!>change of 'ndia )imited, Mr, "a9i (arain was a member of the core teamto set4 up the ecurities E !>change %oard of 'ndia @ !%'? and is alsoassociated with 9arious committees of !%' and the "eser9e %ank of 'ndia@"%'?,

M', Ge'(&d E, G'im!t%"ewas appointed hairman in May 5 3* ha9ing been Deputy hairman since March 5 , +e became a director of thestandard life assurance company in Iuly 5 2, +e is also hairman of

ando9er 'n9estment plc and was appointed as one of the &.Cs %usinessAmbassadors by the Prime Minister in Ianuary 5 6, -erry held senior

positions within the Department of the +ealth and ocial ecurity and +MTreasury until 168 , +e then spent 12 years with chroders in )ondon* +ong.ong and (ew


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Methodology is said to be the procedure or way in which the projectwork has been done, 'n the project work* the methodology adopted isdata collection and sample plan,

S%u'#e %3 d(t(

The data for the study has been collected from 9arious primary andsecondary sources,

P'im('y d(t(

Primary data is collected of facts on the subject of the study by theresearcher, 't can be collected through questionnaires,

ue!ti%""(i'e

't is formali=ed set of question* with are logically and systematically

arranged to collect the information useful for the proposed study, Thequestionnaire in this study is structured containing a limited number ofquestions which are easy and to understand, The layout of theirquestionnaire is farmed in such a way that confusing and rerecording errorare minimi=ed, The Guestionnaire is mainly desired to measure theeffecti9eness of performance appraisal system for e>ecuti9e in ",

Se#%"d('y d(t(

econdary data reface to the use of information already collected and published or unpublished, The sources are books* journals* reports etc,

SAMPLE DESIGN

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1, Population: The population for the present study consists of all theemployees of +D$ tandard )ife o )td working at omajiguda%ranch4L,

2.

ample si=e: The si=e of the sample for the present study is confinedto 0 employees belonging to personnel, Administration* marketingdepartment of +D$ tandard )ife 'nsurance o )td, omajiguda%ranch4L, The si=e is confined due to time and a9ailability,

2, ample Technique: The sample for the present study is selected usingsimple random technique,

LIMITATIONS

The study is limited to +D$ tandard )ife 'nsurance o )td,omajiguda %ranch4L

tudy is limited to selected group from the main stream of theorgani=ation,

ample si=e is limited to 0 respondents* Problems with confidentialinformation,

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The responses would ha9e also been affected by the amount of workand working conditions,

tudy includes both collections of data from primary as well assecondary sources,

There is a high chance of sampling error,

INTRODUCTION TO PERFORMANCE APPRAISAL SYSTEM

Performance Appraisal has been around of hundreds of years* as it is onlyhuman nature to e9aluate fellow colleagues, !ffecti9e appraisal systemshould address clarity* openness* fairnessF recogni=e producti9ity throughrewardF E be cogni=ant to appraisal leadership qualities, Performance Appraisal is the process of e9aluating the performance Equalification of the employees in terms of the requirements of the job for

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which he is employed* for the purpose of administration including placement* selections for promotions* pro9iding financial rewards E otheraction which required differential treatment among the group asdistinguished from actions affecting all member equally,J BY HEYEL

Performance Appraisal determines who shall recei9e merit increase*counselCs employees their impro9ementF determines training needsFdetermines promo abilityF identifies those who should be transferred moreo9er* it impro9es employee job performanceF encourage employees toe>press their 9iews or to seek clarification on dutiesF broadens thei6rcapacity E potentialF promotes a more effecti9e utili=ation of manpower andimpro9es placement F facilitates selection* reward E increase the analytical

abilities of super9isors,JBY RONALD BENJAMIN

.ey to assessing an employeeCs performance is the setting of objecti9es, Akey element of the performance appraisal process should be re9iewing howwell the employee has performed in relation to objecti9e that has been

pre9iously set for them, $or objecti9es to be useful* itCs often said theyshould be MA"T,

pecific,

Measurable,

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Achie9able @#ccasionally agreed between the line manager Eemployee?,

"esult oriented,

Time framed @with asset date for competition?,

NEED FOR PERFORMANCE APPRAISAL

To effect promotion based on competence and performance,To assess the training Ede9elopment needs of the employees,To bridge the gap between the e>isting performance E desired

performance,To help each employee to understand his own strengths Eweakness,

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They can be mechanism of increasing communication between theemployee Ehis,uper9ising officer so that each employee gets to know the difficultiesof his subordinates and attempt to sol9e them,'t pro9ides legally defensible reasons for making promotion* transfer*and reward and discharge decisions,They can be instruments to pro9ide an opportunity for employees forself reflection And goal setting so that indi9idually planned andmonitored de9elopment takes place,They can assist in a 9ariety of personnel decisions by generating dataabout each employee periodically,De9elop inter personal relationship,To help in salary increment,To pre9ent grie9ance E in4disciplinary acti9ities,Pro9ide information about the performance ranks,

ACHIE9ING ORGANI ATION GOALSThe achie9ement of an organi=ationCs goals rests with its people, The moretalented the people and the better they are managed and coordinated towardthose goals the greater the chance of success, Performance appraisal is allabout pro9iding a way to do this,

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De9elop 9aluable communication among appraisal participants,!ncourage increase self /understanding among staff as well as insightinto the kind of de9elopment acti9ities that are of 9alue,Distribute rewards on a fair E credible basis,larify organi=ational goals so they can be more readily accepted,'mpro9e institutional7departmental manpower planning* test9alidation*E de9elopment of training programs,

E9ALUATION TECHNI UE T$e !i< !te)! i" )e'3%'mi"* e7(&u(ti%"!

1, E!t(b&i!$ )e'3%'m("#e !t("d('d! 3%' e(#$ )%!iti%" ("d #'ite'i(3%' e7(&u(ti%"

'n setting objecti9es to be followed by the employee to be e9aluated* thefollowing Principles are to be met @ SMART objecti9es?,

pecific,Measurable,Achie9able @occasionally agreed between the line managerEemployee,"esult orientate in a company,Times framed @with a set date for competition?,

EASTABLISH PERFORMANCE E9ALUATION POLICIES ON6HEN TO RATE+ OFTEN TO RATE K 6HO SHOULD RATE,

6$e" t% '(te &sually* all employee are rated on7 near the sane date in aompany,

H% %3te" '(te

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'n many companies there is one e9aluation in a year, +owe9er* more Emoreorgani=ation shifts to e9aluation: this is con9enient especially in fast mo9ingorgani=ation* because a more frequent of the objecti9es is possible,

6$% !$%u&d '(te These are se9eral possibilities* such as

"ating by a committee of se9eral superiors,"ating by the employees peers @co4workers?,"ating by the employees subordinates,elf4 e9aluation* but the most e9aluation is the appraisal by the

superior, ometimes a combination of the abo9e mentioned possibilities is also used,

5, H(7e '(te'! *(t$e' d(t( % em)&%yee )e'3%'m("#e

The raters collect information by obser9ation* analysis of data Erecords E discussion with the employee, The data that they gather areinfluenced by the criteria for e9aluation E by the technique used fore9aluation,

METHODS OF PERFORMANCE APPRAISAL

There are two typesC traditional methods and modern methods,

TRADITIONAL METHODS

'ndi9idual e9aluation methods:

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'ndi9idual e9aluation methods are those techniques when the standards of performance are defined indi9idually* without references to other person@s?,

GRAPHIC RATING SCALE

's the oldest E still most used method of e9aluationO 'n case the casethe rater is presented with A set of traits E is asked to rate theemployee on each them, There are certain ad9antages in usingmethods

Ad7("t(*e!

1, 't is easy to understand* use E permits a statistical tabulation of scores5, The scores indicate the worth of e9ery indi9idual,2 itCs the most common e9aluation tools in use today, Di!(d7("t(*e

1. 'tCs arbitrary E rating is generally subjecti9e,

5, 't assumes that each characteristic is equally important for all jobs

2, The person who is making the judgments is freed from directquantitati9e terms in marketing his decision of merit on any quality

B, The person whom is making the judgment can makes as finediscrimination of merit as he chooses,

F%'#ed #$%i#e 's technique when rater must choose from a set ofdescripti9e statement about an employee, The method was de9eloped to

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substitute graphic rating scales* as graphic rating scales permits to e9aluateall the employees high,

E!!(y e7(&u(ti%"'n which the rater is asked to describe the strong E week aspects of theemployeeCs beha9ior by a super9isor, &sually* this method is used incombination with other methods,

Ad7("t(*e!

!>planation will gi9e specific information about the employee and can

re9el more about the super9isor,

Di!(d7("t(*e!

1, ontains subjecti9e e9aluation,

5, "aterCs bias is easily introduced,

C'iti#(& i"#ide"t met$%d

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Technique is a method according to which the rater maintains a log of beha9ioral incidents that represent either effecti9e for each employee beingrated the basis of this method is the principle that there are certainsignificant set in each employees beha9ior Eperformance which makes allthe difference between success Efailure on all jobs, $eedback is pro9idedabout the incidence during performance re9iew session, The ad9antage ofthis method is that the results are less subjecti9e* but this method needs moretime to use than the other techniques, This method has significant limitationstoo, (egati9e incidents are generally more noticeable than positi9e ones* therecording of the incident is the chore of the super9isors Emay be put offEeasily forgotten the feedback may be too much at one time Eappear as a

punishment etc,

C$e#:&i!t! K ei*$ted #$e#:&i!t!:A check list is a set of objecti9es of descripti9e statements, 'f the rather

belie9ers that the employee possesses a trait listed* the rater checks the itemFif not* the rater lea9es it blank, A rating score from the checklist equals thenumber of checks, The method was further de9eloped by gi9ing weights@from e>cellent to poor? to se9eral objecti9es,

R(":i"* met$%d!

The case when the superior is asked to rank the subordinates based on someo9erall criterion,

Ad7("t(*e!

E(!y t% u!e, T$e 'e&(ti7e )%!iti%" %3 e(#$ m(" i! te!ted i" te'm! %3 $i! "ume'i#(&

'(":!,

P(i'ed C%m)('i!%" Met$%d

'tCs used in case where there are se9eral subordinates to be ranked, !achemployee is paired with e9ery person to be compared with, The raterchooses as the better performing subordinate, The number of times that a

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person is chooses as the better employee is tallied* E results are inde>ed based on this number,

Ad7("t(*e!

't results are tabulated and a rank is assigned to each indi9idual to he7sheshow stands in relation to others,

Di!(d7("t(*e!

;hen number of group is large* number of judgments becomese>cessi9ely large,

F%'#ed di!t'ibuti%" met$%d

'tCs the method similar to grading on a cur9e, This rater is asked to rate theemployees in some fi>ed distribution of categories* such as 1 N in low* 5 Nin low a9erage* B N in a9erage* 5 Nin abo9e a9erage*1 Nin high,

Ad7("t(*e!

Attem)t! to correct raters tendency to gi9e consistency high or lowratings,

"ater cannot introduce bias or halo effect,#9erall objecti9ely of the increases ,

MODERN METHODS

Be$(7i%'(&&y ("#$%'ed '(ti"* !#(&e! BARS;

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This method was de9eloped by smith E .endall, The %A" approach relieson the use of critical incidents to ser9e as anchor statements on a scale, A%A" rating form usually contains to 1 specifically defined performancedimensions* each with 0 to critical incident anchors @both positi9e Enegati9e?, !mployee prefer the using of this method instead of others* as itseems that they become more committed* less tense E more satisfied than incase using other methods, %eha9ioral #bser9ation cales* de9eloped by)atham EAssociates, )ike %A" * the %# use the critical incidenttechnique to identify a series of beha9iors that co9er he domain of the job,The major difference is that the rater should gi9e under %# how often therate has been obser9ed engaged in the specific beha9iors identified in %# ,

A!!e!!me"t #e"te'

'n this indi9idual from departments are brought to spend two or three daysworking on an indi9idual or group obser9ers rank the performance of eachand e9ery participant in order of merit, ince assessment center are basicallymeant for e9aluating the potential of candidates to be considered for

promotion* training or de9elopment* they offer an e>cellent means forconducting e9aluation processes in an objecti9e way all assesses get equalopportunity to show their talents and capabilities and secure promotion

based on merit,

Hum(" Re!%u'#e A##%u"ti"*

+uman resource accounting deals with the cost of and contribution ofhuman resources to the organi=ation cost of the employees includes costs ofmanpower planning* recruitment* selection induction* placement* training

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de9elopment* ages and benefits etc, employee contribution is the money9alue of employee ser9ice* which can be measured by labor producti9ity or9alue added by human resources,

6$i#$ e7(&u(ti%" te#$"i ue t% be u!edAn e>act answer cannot be gi9en, The major problem is not with thetechniques but how they are used E by whomO The responsibility of therater E the seriousness of the rater are much more critical than whichmethod to choose,

H(7e R(te'! E7(&u(ted Em)&%yee! Pe'3%'m("#e M("(*eme"t byOb5e#ti7e! MBO;

M%# is more than just an e9aluation program E process it is 9iewed as a philosophy of managerial practices a method by which managers andsubordinates plan* organi=e* control* communicate and debate, %y settingobjecti9e through participation or by assignment from a superior* thesubordinate is pro9ided with a course to follow E a target to shoot for* while

performing the job,

Be"e3it! %3 MBO An M%# system pro9ides the following benefits to theorgani=ations

1? 't establishes linkage between the performance of the indi9idual E theorgani=ations hence both more in the achie9ements of the same objecti9e,5? 't becomes easy to implement because those who carry out the plans also participate in setting up these plans2? The communication chain between E among employees E or units are

clearly established facilitating information sharing,B? 't identifies performance deficiencies,

Di!#u!! t$e e7(&u(ti%" it$ t$e em)&%yee

The super9isor should hold an ele9ation inter9iew with each subordinate inorder to discuss his or her appraisal E to set objecti9es for the upcominge9aluation period, !>perts ad9ise that the employee de9elopment E salaryaction discussions shouldnCt occur in the same inter9iew, There are three

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generally used approaches to these inter9iew situationsF tell E sell* tell* Elisten E problem sol9ing the using of which depends mainly of thee>perience le9el of the employee,

The performance e9aluation discussions should include

a? "e9iew of o9erall progress, b? Discussions of problems encounteredc? Agreement about potential performance impro9ement possibilities,d? Discussion on how current performance is in line with long term

career goalse? pecific action plans for the coming year,

M(:e de#i!i%"! K 3i&e t$e e7(&u(ti%" urrently being a decision maker* the e9aluator needs to be a really qualified

person,

-ey C%m)%"e"t! %3 Pe'3%'m("#e A))'(i!(&!

The components of performance appraisal areF

'dentification of key performance areas @.PA? E target settingthrough periodic discussions between each employee E their bosses,'dentification of qualities required for the present E future jobs,elf appraisals by appraise,

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Performance analysis to identify factors that ha9e facilitated E factorsthat ha9e hindered performance,'dentification of training needs,Action planning E goal setting for future,

$inal assessment by the super9ising officer for administrati9e purposes,

.ey performance areas* self appraisal* performance analysis* performanceanalysis* performance rating E counseling are the most importantcomponents of a de9elopment oriented performance appraisal system,

-ey )e'3%'m("#e ('e(!

.PA may be defined as the important or critical categories of function to be performed by a role incumbent* o9er a gi9en period of time, Thesecategories of functions should be so defined that the performance of anyemployee can be assessed meaningfully* for any gi9en period of time,'dentifying .PACs and setting quantifiable targets where e9er possible is onlyone way of planning once performance,

.PACs are broad categories of function to be performed by any employee inrelation to his job, (ormally* .PACs can be obtain from job descriptionsmaintained by most organi=ations are 9ery broad E sketchy, !9en if they aresupply to new incumbents of any job* they may not be able to get a complete

picture, +ence itCs desirable to ha9e Periodic e>ercise in identifying performance areas for each person in relation to his role,

Se&3 A))'(i!(&

elf /appraisal has an important role to play in employee de9elopment, Theindi9idual is not likely to learn E de9elop himself he is interested in his ownlearning E de9elopment and makes conscious efforts to de9elop, uch effortwould include identifying possible direction of growth* e>periencing growththrough action* re9iew E reflection to consciously monitor the growth,

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elf /appraisal is not meant to be ritualistic form filling e>ercise, 't is asignificant initial step for performance de9elopment, elf appraisal shouldstart at end of the performance period just before performance re9iewdecision take place, elf4 appraisal should start with the appraise taking uphis .PACs E objecti9e for the period that was o9er E reflecting about hisachie9ements,

Pe'3%'m("#e #%u"!e&i"*:

Performance counseling can be defined as the help pro9ided by a manager tohis subordinates in analy=ing their performance and other job beha9iors inorder to increase their job effecti9eness, 't focuses on the analysis of the

performance on the job and identification of training needs for furtherimpro9ement, 't focuses on the entire performance during a particular periodrather than on specific problem, ounseling is a dyadic process, 'tCs basedon the relation between two persons* a manager who is pro9iding help orwho is counseling E an employee to whom such help is gi9en or who is acounselee,

Ob5e#ti7e %3 #%u"!e&i"*:

ounseling aims at de9elopment of the counselee, 't in9ol9es the following:

!ncouraging him to set goals for the future impro9ement, +elping him understand himself* his strengths E weakness, +elping him to de9elop 9arious action plans for furtherimpro9ement,

+elping him to reali=e his potential as a manager,

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+elping him understand himself* his strengths E weaknesses,+elping him to re9iew in a non threatening way* in order tohelp him in his problem* in achie9ing 9arious objecti9es,The system of " has two principal objecti9es E the reporting

officer has a 9ery clear perspecti9e of these objecti9es,To assess truly the performance of the subordinates in his present job pro9iding guidance E counseling to him to impro9ehis performance,To assess his potential E to prepare him through appropriatefeedback guidance for higher responsibilities

Su##e!! %3 t$e 'e)%'ti"* !y!tem de)e"d! %" t$e 3%&&% i"*)'i"#i)&e!

Absolute objecti9ity of the assessor @s?,Two way communication between the reporter E the reportingofficer,A true and objecti9e assessment of the related performance Efitness to take up higher responsibilities,ubsequent follow /up action,hould be aimed at impro9ing the performance of the employees,

The superior officer has to gi9e subordinate a clear understanding of the taskto be performed E the subordinates required to the best of his capacity to thequantitati9e E qualitati9e achie9ements of the gi9en tasks making optimumuse of the resources a9ailable, Also* both the superior E his subordinate areaware of the ultimate goal of their organi=ation* which can be achie9ed onlythrough joint effort by both of them,

F(#t%'! i"3&ue"#i"* )e'3%'m("#e %3 (" em)&%yee 'ntelligence,

'ntegrity and dependability,

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larity of objecti9es,

ontribution to team work,

Public relation, Data management,

Attitude,

'nitiati9e and original thinking,

reati9ity and accuracy,

Guality of work and quality of output,

.nowledge of job,

Acceptance of responsibility,

De9elopment of subordinates,

"isk4Taking,

Delegating,

A9ANTAGES OF PERFORMANCE APPRAISALPerformance appraisal system can be put to se9eral uses con9erting theentire spectrum of human resource function in the organi=ation, The useswhich performance appraisal ser9es are:

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To take decision on termination,

Diagnosing indi9idual and organi=ational problem,

To identify indi9iduals with high potential,

ystematic efforts to tone up performance results* correcti9eactions and appropriate feedback,

'nput for an array of professional decision such as placement* promotion* transfer* and reward,

P%te"ti(& )'%b&em! $i&e #%"du#ti"* )e'3%'m("#e ())'(i!(&

1, O))%!iti%" t% e7(&u(ti%" most employees are wary of performance e9aluation, The most common fear is that of ratersubjecti9ity,

5, Sy!tem de!i*" K %)e'(ti"* )'%b&em'f the criteria of e9aluationare poor* the technique used cumbersome* or the system is morefrom than substance* the design is blamed E the e9aluation isworth nothing,

R(te' )'%b&em The rater problem such as:

P'%b&em it$ !t("d('d %3 e7(&u(ti%" ;hich arises due tothe perceptual difference in the meaning of the words use toe9aluate employeesO

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T$e H(&% E33e#t't occurs when the rater assigns on se9eraldimensions of performed based on an o9erall* generalimpression of the rate,

Time %' e7e"t e''%' "aters forget more about past beha9iorthan beha9ior,

Pe'!%"(& Bi(! E''%' The tendency to rate the preferredemployees higher E those not preferred lower,

Em)&%yee ! )'%b&em it$ )e'3%'m("#e e7(&u(ti%" Themost common problem is that employees may feel that the

e9aluations are unfair, 'n order to a9oid this perception* itshould be presented how difficult is the e9aluation ofemployees, The self e9aluation can be good method inachie9ing this aim,

Ce"t'(& te"de"#y e''%' The tendency of the raters to assigna9erage ratings for all the dimensions,

SAMPLINGampling: ampling may be defined as the selection of some part of anaggregate or totality on the basis of which a judgment or inference about the

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aggregate or totality is made, 'n other words* it is the process of obtaininginformation about an entire population only a part of it,

S(m)&i"* u!ed i" #u''e"t !u'7ey

This method is called as chunk sampling, A chunk is a fraction of one population taken for in9estigation because of its con9enient a9ailability, Asample from obtained from readily a9ailable list* such as telephonedirectories or automobile registrations or credit card members is acon9enience sample, These are some times called accidental samples

because those entering in to the sample enter by accident* they just happen to be a right place and at the right time of data collection,

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0

10

20

30

40

50

60

7080

90

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

DATA ANALYSIS ANDINTERPRETATION

1, Are you aware about the organi=ation performance appraisal systemO

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a?

YES

NO

$rom the abo9e it is e9ident that 1 N of the employees feel that

performance appraisal is quit essential for any organi=ation,

5, Do you think that performance appraisal is essentialO

OPINION NO, OFRESPONDENTS

PERCENTAGE

YES@0 .00

NO0 0

TOTAL@0 .00

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a?

YESNO

OPINION NO,OFRESPONDENTS

PERCENTAGE

YES ?8 1NO ?

TOTAL @0 .00

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$rom the abo9e data it is e9ident that 6 N of the respondents feel that performance appraisal is 9ery essential in the organi=ation* where as B0employees feel it is not essential in organi=ation,

2, Does appraisal system of your organi=ation facilities career growth ElearningO

a?

OPINION NO,OFRESPONDENT PERCENTAGE

(# 8 .

T#TA) @0 .00

YESNO

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$rom the abo9e data it shows that 8BN of employees feel that organi=ationfacilitate growth E learning due to performance appraisal* where as 1 N ofemployees feel that organi=ation does not pro9ides growth E learning ofemployees,

B, Performance appraisal system really assesses the quality of an employee,Do you agreeO

a?


PERCENTAGE

YES ? 1

NO ? 8TOTAL @0 .00

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YES

NO

$rom the abo9e data it is e9ident that 65N of the employees feel that the performance appraisal system really assesses the quality of an employee*where as 80 feel that it does not assesses the quality of an employee,

0, Periodicity of performance appraisal should be on

a? Guarterly basis b? +alf4yearly basis

c? Annual basis

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ABC

$rom the abo9e data it is e9ident that Nof the employees feel that performance appraisal should be done on annual basis E 5BN of theemployees feel should be in done on half yearly basis 1 0 of the employeesfeel should be done in quarterly basis,

, The present performance appraisal of your organi=ation distinguishesthe performers E non performersO

a? trongly agree b? Agree

c? Disagree d? trongly disagree

OPINION NO,OFRESPONNDENTS

PERCENTAGE

A 8 .

B . ?C 20 0

TOTAL @0 .00

00


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PERCENTAGE

A @ .0

B 2> >?

C 8 .

D 0 0

TOTAL @0 .00

ABCD

$rom the abo9e data it is e9ident that 3BN of the employees HagreeC that performance appraisal system of the organi=ation distinguishes performs Enon performers* where as 1 0 strongly agree and 1 N disagree doesnCtdistinguishes performers E non4performers,

3, The periodical performance appraisal of employee is required for

maintaining efficiencu of indi9idual 3 organi=ationO

a?


PERCENTAGE

YES ?8 1

0


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NO ?

TOTAL @0 .00

YESNO

$rom the abo9e it shows that 6 N of the employees feel that periodic

performance appraisal of the employee is required for maintaining efficiencyof indi9idual and organi=ation and abo9e BN of the employees feel that it isnot required to maintained,

8, Are you aware of the basis or attributes on which your performance isappraisedO

a?

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A ?

B > @?

C 2

D .8 2

TOTAL @0 .00

ABCD

$rom the abo9e data it shows that 0BN of the employees feel that performance appraisal in railways is based upon performance 2 N feel thatit based on both performance and recommendation 3 trade union,

1 , Performance appraisal is useful to the contributor to encourage people to

perform better on their jobsO

a?


PERCENTAGE

06


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PERCENTAGE

A 28 >

B .

C @ .0

D .

TOTAL @0 .00

ABCD

$rom the abo9e data it shows that 3 N of the employees feel that appraisalsystem disco9ers potential and make their short comings and 150 employeesfeel that it does not disco9er potential,

15, The present performance appraisal of your organi=ation assessesindi9idual beha9ior* discipline* integration* communication skill* leadershipqualities E growthO

a? Agree b? Disagree c? trongly Agree

d? trongly Disagree

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PERCENTAGE

A 21 >8

C @ .1C ? 8

D ?

TOTAL @0 .00

ABCD

$rom the abo9e data it shows that 38N of the employees agrees with theabo9e statement and 1 N disagree,

12, +ow do you want tour performance to be communicated to youO

a? ;ritten $orm b? #ral $orm c? #pen ommunication

d? (o (eed

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PERCENTAGE

A 20 0

B .0 0

C ? 8

D .

TOTAL @0 .00

ABCD

$rom the abo9e data it is e9ident that most of the employees feel that their performance should be communicated to them in a written form,

1B, ;hat kind of counseling should occur in an organi=ationO

a? $ormal b? 'nformal

OIPINION NO,OFRESPONDENTS

PERCENTAGE

2


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YES 1 @8

NO . ?

TOTAL @0 .00

YESNO

$rom the abo9e data itCs e9ident that 08N feel of the employees feel thatcounseling in an organi=ation should be of formal kind and B5N ofemployees feel counseling should of informal kind,

10, According to you* ounseling is a

a? $ormality b? 'dentifies trength E ;eakness of the employee

c? To know the areas of need for de9elopment


PERCENTAGE

B


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A . ?

B .0 0

C 8 @

TOTAL @0 .00

ABC

$rom the abo9e data itCs e9ident that 0 N of the employees feel thatcounseling is used to know the areas of de9elopment and 5B0 feel that it is

just a formality and 5 N feel that it identifies the strength E weakness of theemployees,

1 , +ow often did you speak* or discuss about your performance with yoursuperiorsO

a? $requently b? ometimes c? "arely

d? (e9er

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PERCENTAGE

A . 2

B .1 28

C 1 .8

D .

TOTAL @0 .00

a

!d

$rom the abo9e data itCs e9ident that 28N of the employees said that theysometimes and 25N frequently speak with their superiors about

performance,

13, Training E de9elopment programs impro9e the quality of theemployeesO

a? Agree b? Disagree c? trongly agree

d? trongly disagree


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PERCENTAGE

A . 2

B 2 ?

C .

D .

TOTAL @0 .00

&ar"e e'tent(oderate e'tent&ess e'tentNot at a$$

$rom the abo9e data itCs e9ident that BN of the employees are feel that tomoderate e>tent and 25N to large e>tent think that performance increased asa result of performance appraisal system,

FINDINGS AND SUGGESTION:

Findings:

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other factors, Performance appraisal should be appraised by granting awards7 merit

certificate, (ew performance appraisal techniques such as 2 degree performance

appraisal system should be used, The performance appraisal should not be assessed by biased mind and personal grudge, $eedback should not be gi9en to the employees more frequently,

#n what basis performance appraisal should be informed to theemployees,

The e>tent of communication with the top E middle le9el management, The feedback to performance appraisal shouldnCt only be gi9en to those

employees who are rated Hbelow a9erageC but also to all the employees

as is would moti9ate the employees to perform e9en better, -auge the potential for performance of each employee,

UESTIONNAIRE FOR A STUDY ONPERFORMANCE APPRAISAL SYSTEM,

., Are you aware about the organi=ation Performance AppraisalO

a?


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, Do you think that Performance Appraisal is essentialO

a?


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a? eniority b? Performance

c? "ecommendation E Trade &nion influence d? %oth a E b

6, The Performance Appraisal of your organi=ation assesses 'ndi9idual %eha9ior* Discipline* integration* ommunication kill* )eadership

Gualities E -rowthO

a? Agree b? Disagree c? trongly Agree

d? trongly Disagree

1 , +ope do you want your performance to be communicated to youO

a? ;ritten $orm b? #ral $rom

c? #pen ommunication d? (o (eed

11, Does the organi=ation pro9ide training E de9elopment programsO

a?


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!ssential of +"M and 'ndustrial "elations4 P, ubba "ao,

+"M4 ,%, Mamoria and ,L -ankar4 +imalaya Publishing

+ouse,

+, ParamanandaJ* Article on Performance Management,

A% ManagerCs PrimerJ* An !>ecuti9e -uideJ* Acti9ity %asedost ManagementJ* by -ary okinsJ,

"obert %ascal Performance ManagementJ to help ompanies*'mpro9e their Performance Management ystems,

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3B


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3


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19600591 the Performance Appraisal System of HDFC SLIC by Parshuram Sahoo IILM BS HYD

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