Professional Documents
Culture Documents
Term – I
PRACTICES IN INDIA
PERFORMANCE APPRAISAL
Submitted to:
Prof. Libby Simon. (LLB, PGDPM,
MHRM)
Group no – 7: Raktim Khakhlari (42), Prasenjit Bordoloi (38), R.Vikram choudhry (40),
Ranjan Shankar Shetty (43), Manas Tiwari (30)
PERFORMANCE APPRAISAL PRACTICES IN INDIA
Acknowledgement
Last but not least our families for extending their support.
While the project was taking its form, we realised how true
the below quote is
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
: Members of
Group 7
Table of Contents
Table of Contents....................................................................................................3
Introduction............................................................................................................ 4
Basic Purpose of Performance Appraisal.............................................................5
Employee Viewpoint.........................................................................................5
Organisational viewpoint..................................................................................6
Benefits of Performance Appraisal.......................................................................6
REVIEW OF LITERATURE.........................................................................................7
PLANNING............................................................................................................. 10
DEVELOPING EMPLOYEE PERFORMANCE APPRAISAL PLANS (EPAP)...................10
Principles of developing a performance appraisal plan .................................11
Determine Major Job Duties............................................................................12
Define Performance Standards for Each Duty ...............................................13
Document Job Performance............................................................................15
Evaluate Job Performance..............................................................................16
Hold performance Discussions.......................................................................17
Types of Performance appraisal Practises in India.............................................20
Traditional Methods of Performance Appraisal...............................................21
Modern Methods of Performance Appraisal....................................................22
Primary data from the Organisations.................................................................26
Performance Assessment & Development System (PADS).............................26
APPRAISAL & DEVELOPMENT FORM FOR N, M & L Grades NESTLE INDIA LTD.,
....................................................................................................................... 31
PERFORMANCE APPRAISAL FORM FOR SWIFT COVER INSURANCE PROCESS.....34
GRADING FORM FOR SWIFT COVER INSURANCE PROCESS................................35
Interaction with the Industry, based upon the above performance appraisal
forms................................................................................................................. 36
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
Introduction
The employee performance appraisal helps to identify,
evaluate, and develop an individual's performance. It is a motivation tool
that encourages employees to have high performance levels.
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
Employees who feel that they are performing well in at least one
area of responsibility, and feel validated by their supervisors, are more
likely to want to improve their performance in other areas, too.
Employee Viewpoint
From the employee viewpoint, the purpose of performance appraisal is
four-fold:
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
Organisational viewpoint
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
first time anyone has ever bothered to sit down and tell me how I'm
doing." The value of this intense and purposeful interaction between a
supervisors and subordinate should not be underestimated.
REVIEW OF LITERATURE
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
In this paper reviews the research dealing with the use of policy
capturing as a technique to understand and improve the performance
appraisal process. Major methodological problems are emphasized, along
with directions for future research. A number of practical implications and
applications are discussed.
Ondrack D. A.
Oliver C. (1986)
LEFKOWITZ J. (1992)
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
WOEHR D. J. (1992)
Brian D. Cawley
Lisa M. Keeping and Paul E. Levy (1998)
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
PLANNING
In an effective organization, work is planned in advance. This
includes setting performance expectations and goals for individuals in
order to channel efforts toward achieving organizational objectives.
Involving employees in the planning process is essential to their
understanding of the goals of the organization, what needs to be done,
why it needs to be done, and expectations for accomplishing goals.
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Here are some of the Examples for the Performance Standards for
Each Duty:
1. Leadership:
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2. Team Orientation:
3. Customer Service:
5. Interpersonal Communication:
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6. Performance Management:
Accurate
Specific
Consistent
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Performance Standards.
1. QUALITY:
2. QUANTITY:
3. TIMELINESS:
4. COST-EFFECTIVENESS:
Cost-effectiveness addresses cost control. These should
address cost-effectiveness on specific resource levels (money,
personnel, or time) that can generally be documented and
measured. Cost-effectiveness measures may include such aspects of
performance as maintaining or reducing unit costs, reducing the
time it takes to produce or provide a product or service, or reducing
waste.
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13. Use your listening skills and don't interrupt. Check for
understanding.
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26. Try not to get defensive. Behaviours that hinder one from
effectively receiving feedback are:
27. Justifying
29. Denial
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3. Paired comparison
5. Field review
6. Checklist method
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8. Forced distribution
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4. Then the above mentioned incidents are rated from one to nine on a
scale.
4. 360-Degree-Performance-Appraisals
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Self appraisal
Superior’s appraisal
Subordinate’s appraisal
Peer appraisal.
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Specific
Measurable
Achievable
Realistic, and
Time-related.
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Experience (work-
Leave Availed:
specific):
Transfer Data
Please use rating model A, B+, B, & C for assessing performance as indicated
on page 3.
Rating
List Key Result Areas / Objectives / Tasks Self Apprais Review
er er
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
1 Job Knowledge
2 Administrative Capability
4 Communication Skills
5 Discipline
6 Team Play
7 Customer Focus
8 Leadership Skills
10 Strategic Leadership
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1. What do you see as your major achievements (a) since your joining (b) from
the last appraisal?
2. Which do you feel are the areas that you need to improve upon / develop?
Appraiser
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Reviewer
Rating Model
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
IDENTIFICATION
List the specific objectives or tasks set for the job holder Indicate to what degree
they have been achieved
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S.N Specific
Plan Achievement
o Objectives/Tasks
PERFORMANCE APPRAISAL PRACTICES
2762
IN INDIA
1 Coverage of Contacts 1396
NN Activities ( only
Speaker Based 4 1
Programmes)
A) UBM Related 2 0
3
B) Weaning / HMP
0 0
Related
C) Immunity/Other
Nutrition aspect 2 1
Related
NN Activities ( only
Scientific Film 30 15
Screening)
A) UBM Related 10 7
4
B) Weaning / HMP
5 0
Related
C) Immunity/Other
Nutrition aspect 15 8
Related
A) NNI Total
25 0
Registrations 2008-70
5
B) Regular Users 2008-
60 60%
60%
Total No. of
6 Institutions on Nestle 17 20
Supply 2008-13
Strengths:
Communication
Initiative
Areas of Improvement: (please be very specific)
Convince others
Prioritization of work
Innovation
Result focus
Analytical Skills
Presentation Skills
Additional Comments : (here you can also capture interests, concerns etc)
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Interaction with the Industry, based upon the above performance appraisal forms
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across the various lines of business. The Internal Job Programme provides
employees the support needed to achieve their career advancement
through a transparent and predictable selection process, robust feedback
and more choice in terms of opportunities.”
1. Strongly Disagree
2. Disagree
3. Agree
4. Strongly Agree
Start:
1. What is your total Work Experience?
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3. How long have you been working in the current role or designation?
a) 1 b) 2 c) 3 d) 4
7. How happy are you with the overall feedback of your performance
on a scale of 4?
a) 1 b) 2 c) 3 d) 4
a) 1 b) 2 c) 3 d) 4
a) 1 b) 2 c) 3 d) 4
a) 1 b) 2 c) 3 d) 4
a) 1 b) 2 c) 3 d) 4
a) 1 b) 2 c) 3 d) 4
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a) 1 b) 2 c) 3 d) 4
a) 1 b) 2 c) 3 d) 4
a) 1 b) 2 c) 3 d) 4
We appreciate your patience and the time you have allocated for filling the
questionnaire, as you have given some valuable information about the
behaviour of your organisations to their employees and this adds as a
catalyst to the study we are conducting.
Thank you,
Warm Regards,
Students of IFIM B SCHOOL Batch 2009 -11 (PGDM – IB)
Discussion
The Discussion is based on the questionnaire being filled by 27
people from different organisations and from different designations, before
preparing the questionnaire we thought about the objective on the
outcome of the practice of Personal appraisal in India by the view point of
the Employee, as they are the Human capital of the organisations.
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PERFORMANCE APPRAISAL PRACTICES IN INDIA
Questio Option
n NO 1 2 3 4
1 18.52 29.63 40.74 11.11
2 11.11 55.56 18.52 14.81
3 37.04 44.44 18.52 0.00
4 0.00 7.41 66.67 25.93
5 77.78 11.11 3.70 7.41
6 55.56 44.44 0.00 0.00
7 7.41 11.11 66.67 14.81
8 11.11 7.41 55.56 25.93
9 3.70 25.93 37.04 33.33
10 7.41 48.15 37.04 7.41
11 0.00 14.81 25.93 59.26
12 0.00 14.81 44.44 40.74
13 0.00 11.11 44.44 44.44
14 7.41 14.81 55.56 22.22
15 0.00 0.00 44.44 55.56
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Conclusion
In this case, the organization may need to review the priorities and
values that it has instilled in its supervisory ranks. After all, supervisors
who haven't got time to monitor and facilitate the performance of their
subordinates are like chefs who haven't got time to cook, or dentists who
are too busy to look at teeth. It just doesn't make sense.
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References
• http://appraisals.naukrihub.com/
• http://hr.rpi.edu/update.com
• http://www.performance-appraisal.com
• http://managementhelp.org/plan_dec/mbo/mbo.htm
• http://performance-appraisals.org/experts/perffeedback.htm
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