Performence Apprisal

HUNAM RESOURCE MANAGMEANT
Term – I
PRACTICES IN INDIA
PERFORMANCE APPRAISAL
Performance appraisal practice is considered

as an important management tool to manage
the Human capital; in this document you find
the Importance of Performance appraisal,
and the plan to implement it through the best
types to choose from, and also Interaction
with the Industry and their feedback, through
questionnaire and performance appraisal
forms.
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
First we would extend our honest thank to our faculty

Prof. Libby Simon (LLB, PGDPM, MHRM) for giving us the
opportunity to conduct this project by providing us the excellent
3 (Three) “T‘s “(i.e., TEAM, TOPIC and TIME.)
A special thanks to a friend Mr. Rizwan Sheik (Ops

Manager, Accenture) who is most responsible for allowing one
of us to have a practical overview of the topic in the industry
and interact with his staff, Mr Chetan Reddy and Mr Girish
Ramchandran for expressing their views and thoughts.
We also thank one and all who have helped in making

key decisions and discussion which allowed us to complete this
project in time successfully.
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
“Coming together is a beginning.

Keeping together is progress. Working together is
success.”
: Henry Ford
This project is not the endeavour of individual only,

but is the result of valuable time, effort and co-operation of one
and all of us. So, we would like to acknowledge each other for a
great teamwork, Thank You.
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: 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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QUESTIONNAIRE ON PERFORMANCE APPRISAL (Performa)............................37

Discussion............................................................................................................. 39
Conclusion............................................................................................................ 42
References............................................................................................................ 44
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.
 Validations of hiring practices - are the right people in the right

positions?
 Provision of an objective measuring tool on which compensation

decisions, and promotions can be based
 Identification of training needs - individually, departmentally and

organizationally
 Identification of employees who have the potential for advancement

or who might be better suited in other areas of the organization
The history of performance appraisal is quite brief. Its roots in the

early 20th century can be traced to Taylor's pioneering Time and Motion
studies. But this is not very helpful, for the same may be said about almost
everything in the field of modern human resources management.
Performance appraisal systems began as simple methods of
income justification. That is, appraisal was used to decide whether or
not the salary or wage of an individual employee was justified. The process
was firmly linked to material outcomes. If an employee's performance was
found to be less than ideal, a cut in pay would follow. On the other hand, if
their performance was better than the supervisor expected, a pay rise was
in order.
The Modern Performance appraisal may be defined as a structured

formal interaction between a subordinate and supervisor, that usually
takes the form of a periodic interview (annual or semi-annual), in which
the work performance of the subordinate is examined and discussed, with
a view to identifying weaknesses and strengths as well as
opportunities for improvement and skills development, so that the
performance of the company increased.
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Managing employee performance is an integral part of the work that

all managers and rating officials perform throughout the year. It is as
important as managing financial resources and program outcomes
because employee performance or the lack thereof, has a profound effect
on both the financial and program components of any organization.
The first list is the vital foundation to the process of performance

appraisal. Time spent developing and discussing what employees do well
is never wasted. In the rush of everyday activities, supervisors often focus
on what an employee is doing wrong. How often do we take time to stop
and give carefully thought out compliments? Not infrequently, employees
will visibly smile when honestly complimented by their supervisor.
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.
Basic Purpose of Performance Appraisal
Effective performance appraisal systems contain two basic systems

operating in conjunction: an evaluation system and a feedback
system. The main aim of the evaluation system is to identify the
performance gap (if any). This gap is the shortfall that occurs when
performance does not meet the standard set by the organization as
acceptable. The main aim of the feedback system is to inform the
employee about the quality of his or her performance. (However, the
information flow is not exclusively one way. The appraisers also receive
feedback from the employee about job problems, etc.) One of the best
ways to appreciate the purposes of performance appraisal is to look at it
from the different viewpoints of the main stakeholders: the employee and
the organization.
Employee Viewpoint
From the employee viewpoint, the purpose of performance appraisal is
four-fold:
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Figure 1 : Employee Viewpoint
Organisational viewpoint
From the organization's viewpoint, one of the most important

reasons for having a system of performance appraisal is to establish and
uphold the principle of accountability. For decades it has been known
to researchers that one of the chief causes of organizational failure is
"non-alignment of responsibility and accountability." Non-alignment occurs
where employees are given responsibilities and duties, but are not held
accountable for the way in which those responsibilities and duties are
performed. What typically happens is that several individuals or work units
appear to have overlapping roles. The overlap allows - indeed actively
encourages - each individual or business unit to "pass the buck" to the
others. Ultimately, in the severely non-aligned system, no one is
accountable for anything. In this event, the principle of accountability
breaks down completely. Organizational failure is the only possible
outcome. In cases where the non-alignment is not so severe, the
organization may continue to function, albeit inefficiently. Like a poorly
made or badly tuned engine, the non-aligned organization may run, but it
will be sluggish, costly and unreliable. One of the principal aims of
performance appraisal is to make people accountable. The
objective is to align responsibility and accountability at every
organizational level.
Benefits of Performance Appraisal
Appraisal offers a valuable opportunity to focus on work activities

and goals, to identify and correct existing problems, and to encourage
better future performance. Thus the performance of the whole
organization is enhanced. For many employees, an "official" appraisal
interview may be the only time they get to have exclusive, uninterrupted
access to their supervisor. Said one employee of a large organization after
his first formal performance appraisal, "In twenty years of work, that's the
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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.
Figure 2 : Process of Performance Appraisal
REVIEW OF LITERATURE
Policy Capturing as an Approach to Understanding and Improving

performance Appraisal: A Review of the Literature
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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.
Charles J. Hobson & Frederick W. Gibson (1983)
A Review and Analysis of Performance Appraisal Processes. A

Review of the Literature. Professionalism in Schools Series.
This report consists of a review of the literature on performance

appraisal with special attention to the literature on certificated personnel
in public education systems in the United States and Canada. The
literature review shows that there are two predominant approaches to
conducting performance appraisals and two main uses. Approaches focus
on the "process" and "outputs" of professional work. Uses are "formative"
and "summative." In "formative" uses, appraisal information is used for
recognition, guidance, coaching, development, or problem correction. In
"summative" uses, appraisal information is used for administrative
decisions on personnel.
Ondrack D. A.
Oliver C. (1986)
The role of interpersonal affective regard in supervisory

performance ratings: A literature review and proposed causal
model
This literature review reveals that supervisors' positive affective

regard for subordinates is associated frequently with higher performance
appraisal ratings, and with other findings such as greater halo, reduced
accuracy, a better interpersonal relationship, and a disinclination to punish
poor performance. Moreover, most investigators have simply assumed that
the effects of liking constitute sources of bias in Performance Appraisals,
and the causal nature of the observed relationships needed to be clarified.
Suggestions are made for integrating the model with a developmental
approach, and implications are drawn for employment test validation and
the investigation of test bias.
LEFKOWITZ J. (1992)
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Rafter training for performance appraisal: a quantitative review
Performance appraisal literature has focused on rafter training as a

means of improving performance ratings. The present study provides
integration and a quantitative review of the rather training literature. A
general framework for the evaluation of rafter training is presented in
terms of four rating training strategies and four dependent measures.
WOEHR D. J. (1992)
Participation in the Performance Appraisal Process and Employee

Reactions: A Meta-Analytic Review of Field Investigations
The relationship between participation in

the performance appraisal process and various Employee reactions was
explored through the meta-analysis of 27 studies containing 32 Individual
samples. The overall relationships (p) between participation and employee
reactions, corrected for unreliability, were 61. Over-
all, appraisal participation was most strongly related to satisfaction, and
value-expressive participation had a stronger relationship with most of the
reaction criteria than did instrumental participation. The results are
discussed within the framework of organizational justice
Brian D. Cawley
Lisa M. Keeping and Paul E. Levy (1998)
The Social Context of Performance Appraisal: A Review and

Framework for the Future
Performance appraisal research over the last 10 years has begun to

examine the effects of the social context on the appraisal process. This
review articles suggests that as a field we have become much more
cognizant of the importance of the social context within which the
performance appraisal process operates. First, research has broadened the
traditional conceptualization of performance appraisal effectiveness
to include and emphasize rate reactions. Second, the influence that the
feedback environment or feedback culture has on performance appraisal
outcomes is an especially recent focus that seems to have both theoretical
and applied implications. Finally, there appears to be a reasonably large
set of distal variables such as technology, HR strategies, and economic
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conditions that are potentially important for understanding the appraisal

process
Paul E. Levy (2004)
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.
Performance management is an ongoing, continuous process of

communicating and clarifying job responsibilities, priorities and
performance expectations in order to ensure mutual understanding
between supervisor and employee. It is a philosophy which values and
encourages employee development through a style of management which
provides frequent feedback and fosters teamwork. It emphasizes
communication and focuses on adding value to the organization by
promoting improved job performance and encouraging skill development.
Performance Management involves clarifying the job duties, defining
performance standards, and documenting, evaluating and discussing
performance with each employee.
DEVELOPING EMPLOYEE PERFORMANCE APPRAISAL PLANS (EPAP)
The regulatory requirements for planning an employee’s performance

include establishing the elements and standards in their EPAP (EPAP). An
EPAP outlines the specific elements and standards that the employee is
expected to accomplish during the rating cycle. Performance elements and
standards should be measurable, understandable, verifiable, equitable, and
achievable. In addition, EPAPs should be flexible so that they can be adjusted
for changing program objectives and work requirements. When used
effectively, these plans can be beneficial working documents that are
discussed often, and not merely paperwork that is filed in a drawer and seen
only when ratings of record are required.
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Figure 3 : DEVELOPING EMPLOYEE PERFORMANCE APPRAISAL PLANS

(EPAP)
Principles of developing a performance appraisal plan

Development of a performance appraisal plan should be consistent
with the following principles:
1. Performance management is considered a process, not an

event. It follows good management practice in which
continual coaching, feedback and communication are integral to
success.
2. The Performance Management Plan is primarily a

communication tool to ensure mutual understanding of work
responsibilities, priorities and performance expectations.
3. Elements for discussion and evaluation should be job specific –

not generalized personality traits. The major duties and
responsibilities of the specific job should be defined and
communicated as the first step in the process.
4. Performance standards for each major duty/ responsibility

should be defined and communicated.
5. Employee involvement is encouraged in identifying major

duties and defining performance standards.
6. Professional development should be an important component

of the plan.
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7. The formal evaluation period should be long enough to allow

for full performance and to establish a history such that
evaluations are fair and meaningful. One year is a common
evaluation period.
8. Documentation of performance will occur as often as needed

to record the continuum of dialogue between supervisor and
employee.
9. If formal ratings are included, they should reflect the

incumbent's actual performance in relation to the performance
standard for that major duty.
10. The supervisor should be evaluated on the successful

administration of the plan and ongoing performance
management responsibilities.
11. Training for supervisors and employees is encouraged and

should be provided by the employer.
12. The Performance Management Plan should be consistent with

laws which address non-discrimination.
Determine Major Job Duties

Setting clear expectations about the content and quality of the job is
an essential first step. Determining Major Job duties are those duties that
are essential to the job. These duties are fundamental and critical to the
job, describing what the job is really established to perform and if they are
not performed, would severely impact the nature of the job. Major Job
duties are distinct from marginal or secondary functions which are
peripheral to the core duties. The following self explanatory questions may
help you identify major job duties for specific jobs
Some things to consider in determining major job duties:
• What are the primary duties of the job?
• What duties are essential / critical to the job?
• What duties are sufficiently important to the overall success

that performance below standard would result in unacceptable
overall performance?
• What percentage of time is spent on the duty?
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• If the duty is performed inadequately, what is the impact on

the department? What is the consequence of error?
• Are there legislative or regulatory reasons that require strict

adherence and high standards of performance?
Define Performance Standards for Each Duty

There may be set of common standards and behaviours that are
expected from everyone. For example, all supervisors may be expected to
perform similarly around several functions, or everyone in the unit will be
held to the same standards around teamwork, customer service, etc. In
cases like this, you might want to make a list of the common standards
that apply and attach to each individual's performance appraisal plan.
Here are some of the Examples for the Performance Standards for
Each Duty:
1. Leadership:
• Communicates a vision of the future and moves self and

others toward it through shared goal setting.
• Influences others to accomplish / achieve desired goals.
• Guides others through change.
• Adapts style to the situation and the person.
• Obtains commitment and cooperation from others.
• Maintains open communication.
• Fosters an environment that encourages innovation, risk

taking, ownership, learning and growth in others.
• Utilizes skills and abilities of others effectively.
• Delegates responsibilities appropriately.
• Provides an environment of motivation.
• Manages performance of staff.
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2. Team Orientation:
• Works effectively with others.
• Actively contributes to the achievement of group and

organizational goals.
• Accepts shared responsibility and ownership of projects.
• Maintains open communication among team members.
• Utilizes strengths of individuals within group to the benefit of

the team.
3. Customer Service:
• Projects a customer orientation – is customer focused.
• Assumes ownership and responsibility for the needs of the

customer.
• Makes effective decisions, balancing organizational needs and

customer needs.
4. Problem Solving / Decision Making:
• Analyzes and solves problems within realistic time frames.
• Makes timely and effective decision on the basis of available

information.
• Involves the appropriate people in defining and resolving a

problem.
• Supports decision with facts and rationale.
5. Interpersonal Communication:
• Listens actively to others.
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• Asks appropriate questions for clarification.
• Gives and receives feedback.
• Is aware of own and other's communication style and makes

adjustments as necessary.
• Encourages and is receptive to suggestions and solutions from

others.
• Recognizes and manages conflict effectively.
6. Performance Management:
• Makes appropriate hires; trains and coaches toward full

performance.
• Identifies and encourages two-way communication regarding

responsibilities, expectations, goals and performance.
• Provides ongoing, balanced feedback on performance.
• Distinguishes between good and poor performance and acts

accordingly.
Document Job Performance

It is important to document performance over the entire year. Good
documentation procedures help to reduce the possibility of many rating
errors (contained in next section, Evaluate Job Performance). Be sure to
make notes of good as well as unsatisfactory performance. Good
documentation is important in justifying evaluations and resultant
administrative decisions.
Effective documentation is:
 Accurate
 Specific
 Consistent
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 A record of a discussion – never done in isolation

 Factual, not inferential
Performance documentation may focus on:
1. Actions of the employee:

"Roshan left confidential documents on top of the duplicating
machine even after he had been warned not to."
2. Results of job performance:
"Roshan saved the department over Rs. 5,000/- by developing new
procedures to deal with photo-copying."
Documentation should be in written form and shared with the employee.
Evaluate Job Performance
When you start evaluating employee performance, you can

pick out the weak from the strong. It will help your company to become
more productive and have happy employees. Your employees will see your
general interest in them and their needs. The performance evaluation
process should be equitable, accurate and timely. Showing awards and
recognition help average performers become strong performers. The
overall goal of having a performance evaluation is to become a successful
company with benefits for everyone!
Many companies take the time to do a six month or yearly

evaluation on their employees. This is a great idea to assess employee
performance, set goals, and determine compensation. Employers who do a
routine evaluation of employee performance reap tremendous benefits. It
sets certain standards for the company and the employees:
 Expectations for employees and company. Regular feedback

obtained from both.
 Reward good work; and discuss shortfalls in performance.
 Open communication to discuss employee performance and
keeps the needs of the workforce in check.
When you are evaluating employee performance, it is a great time to

address problems and find solutions for them. Having documentation of
issues that have arisen with employees will help keep your company out of
legal battles if that employee leaves the company on bad terms. Having
that written proof before the employee leaves, goes a long way in court.
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Starting the employee evaluation process to address their

performance requires a few plans you need to have in place. You need to
have some performance standards and goals set up so you can evaluate
each employee's performance against it.
Performance Standards.
The performance standards are expressions of the performance

threshold(s), requirement(s), or expectation(s) that must be met for each
element at a particular level of performance. They must be focused on
results and include credible measures such as:
1. QUALITY:
Quality addresses how well the employee or work unit is

expected to perform the work and/or the accuracy or effectiveness
of the final product. It refers to accuracy, appearance, usefulness, or
effectiveness. Measures can include error rates (such as the number
or percentage of errors allowable per unit of work) and customer
satisfaction rates (determined through a customer survey/feedback).
2. QUANTITY:
Quantity addresses how much work the employee or work unit

is expected to produce. Measures are expressed as a number of
products or services expected, or as a general result to achieve.
3. TIMELINESS:
Timeliness addresses how quickly, when, or by what date the

employee or work unit is expected to produce the work.
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.
Hold performance Discussions

The Performance Review Discussion is one of the most important
things that you as a supervisor will do. This is a time to continue that all
important feedback about duties, expectations and performance. This is a
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time to have a more formalized discussion about the employee's

performance and it should reflect the day to day coaching that has
transpired throughout the year. It should be undertaken with great care
and preparation, and the way you handle, it can have significant impact on
the morale and future performance of your staff members. Formal
performance discussions should be held at least once a year. Coaching
should occur on a frequent basis. Informal performance discussions are
also valuable and should be held at intervals throughout the year.
Prepare for the discussion
1. Establish date, time and suitable private location.
2. Notify employee, well in advance, of the date, time, location

and what to prepare.
3. Provide the employee with questions to help prepare for the

discussion.
4. Review responsibilities and expectations. Compare actual

performance to the performance standards. Questions to be
asked you.
Conduct the discussion
1. Set the stage.
2. Establish importance by holding in a private setting with no

interruptions.
3. Provide a relaxed format.
4. Have all material at hand.
5. Establish rapport immediately
6. Clearly explain the purpose and format of the discussion.
7. Start on a positive note. Set the tone as one of

communication and feedback, not one of judgment and
critical evaluation.
8. Discuss responsibilities and standards, clarify expectations

and compare actual performance to performance
standards. Use documentation to discuss specific
instances of performance.
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9. Be sure to give credit for achievement and work done well.

Give specific examples and mention resulting benefit to the
organization.
10. Focus on important job dimensions. Don't deal with minor

infractions of little significance. Discuss them at the time
they occur and then forget them, unless you see a trend
developing.
11. Apply effective communication skills.
12. Encourage the employee to talk. Ask open-ended questions.

Ask for the employee's assessment, comments and
suggestions.
13. Use your listening skills and don't interrupt. Check for
understanding.
14. Avoid emotionally loaded expressions, such as, "You

always..." and "You never ..."
15. Focus on performance, not personality. Describe employee

behaviours, not personality traits or attitudes. Constructive
feedback focuses on specific action, never on the individual.
Discuss positive as well as unsatisfactory performance.
Provide specific examples and explain why these
behaviours are problematic or how they benefit the
organization.
16. Minimize your role as a judge. Work for a collaborative

environment.
17. Never compare one employee with another.
18. Check for presence of barrier or constraints to performance.
19. Work for understanding, rather than complete agreement.

Be supportive. Ask what you can do to be of greater help.
Emphasis should be on improvement and learning for the
future rather than criticism of the past.
20. There should be no surprises. Poor performance should

have been addressed when it happened. If performance has
not improved, discuss it again and develop an action plan.
The Performance Review Discussion is not the place to
mention it for the first time. If poor performance is
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significant, a Performance Improvement Plan should be

considered.
21. Avoid common rating errors in forming your opinion of

performance.
22. Receive feedback in a constructive manner.
23. Listen carefully and seek to understand what is being said.

Don't interrupt.
24. Ask questions – get more information. Ask for examples.
25. Liberally use the phrase, "Tell me more."
26. Try not to get defensive. Behaviours that hinder one from
effectively receiving feedback are:
27. Justifying
28. Building a case
29. Denial
30. Don't take it personally. Be open-minded—there may be a

better way.
31. Admit mistakes. Don't try to fix blame on someone or

something else.
32. Thank the employee.
33. Review the major job duties and performance standards to

determine if changes need to be made for next year. Make
any necessary changes.
34. End the Performance Review Discussion on a positive note.
Types of Performance appraisal Practises in India
The various methods and techniques used for Performance appraisal

in India can be categorized as the following traditional (i.e., IT revolution)
and modern methods (Current Scenario):
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Traditional Methods of Performance Appraisal

1. Essay appraisal method
This traditional form of appraisal, also known as "Free Form method"

involves a description of the performance of an employee by his superior.
The description is an evaluation of the performance of any individual
based on the facts and often includes examples and evidences to support
the information. A major drawback of the method is the inseparability of
the bias of the evaluator.
2. Straight ranking method
This is one of the oldest and simplest techniques of performance

appraisal. In this method, the appraiser ranks the employees from the best
to the poorest on the basis of their overall performance. It is quite useful
for a comparative evaluation.
3. Paired comparison
A better technique of comparison than the straight ranking method,

this method compares each employee with all others in the group, one at a
time. After all the comparisons on the basis of the overall comparisons, the
employees are given the final rankings.
4. Critical incidents methods
In this method of Performance appraisal, the evaluator rates the

employee on the basis of critical events and how the employee behaved
during those incidents. It includes both negative and positive points. The
drawback of this method is that the supervisor has to note down the
critical incidents and the employee behaviour as and when they occur.
5. Field review
In this method, a senior member of the HR department or a training

officer discusses and interviews the supervisors to evaluate and rate their
respective subordinates. A major drawback of this method is that it is a
very time consuming method. But this method helps to reduce the
superiors’ personal bias.
6. Checklist method
The rater is given a checklist of the descriptions of the behaviour of the

employees on job. The checklist contains a list of statements on the basis
of which the rater describes the on the job performance of the employees.
7. Graphic rating scale
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In this method, an employee’s quality and quantity of work is

assessed in a graphic scale indicating different degrees of a particular
trait. The factors taken into consideration include both the personal
characteristics and characteristics related to the on the job performance of
the employees. For example a trait like Job Knowledge may be judged on
the range of average, above average, outstanding or unsatisfactory.
8. Forced distribution
To eliminate the element of bias from the rater’s ratings, the

evaluator is asked to distribute the employees in some fixed categories of
ratings like on a normal distribution curve. The rater chooses the
appropriate fit for the categories on his own discretion.
Modern Methods of Performance Appraisal

1. Assessment centres
An assessment centre typically involves the use of methods like

social/informal events, tests and exercises, assignments being given to a
group of employees to assess their competencies to take higher
responsibilities in the future. Generally, employees are given an
assignment similar to the job they would be expected to perform if
promoted. The trained evaluators observe and evaluate employees as they
perform the assigned jobs and are evaluated on job related characteristics.
The major competencies that are judged in assessment centres are

interpersonal skills, intellectual capability, planning and organizing
capabilities, motivation, career orientation etc. assessment centres are
also an effective way to determine the training and development needs of
the targeted employees.
2. Behavioural anchored rating scales
Behaviourally Anchored Rating Scales (BARS) are scales used to

report performance. 'BARS are normally presented vertically with scale
points ranging from five to nine. It is an appraisal method that aims to
combine the benefits of narratives, critical incident incidents, and
quantified ratings by anchoring a quantified scale with specific narrative
examples of good or poor performance.
BARS Behaviourally Anchored Rating scales is a method that

combines elements of the traditional rating scales and critical incidents
methods. In order to construct BARS seven steps are followed as
mentioned below.
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1. Examples of effective and ineffective behaviour related to job are

collected from people with knowledge of job.
2. These behaviours are converted in to performance dimensions.
3. A group of participants will be asked to reclassify the incidents. At

this stage the incidents for which there is not 75% agreement are
discarded as being too subjective.
4. Then the above mentioned incidents are rated from one to nine on a
scale.
5. Finally about six to seven incidents for each performance

dimensions- all meeting retranslation and standard deviation criteria
will be used as BARS.
This is by far the best method used for a performance appraisal

method. This is the official Performance Appraisal method of Midas.
3. Human resource accounting method
Human resources are valuable assets for every organization. Human

resource accounting method tries to find the relative worth of these assets
in the terms of money. In this method the Performance appraisal of the
employees is judged in terms of cost and contribution of the employees.
The cost of employees include all the expenses incurred on them like their
compensation, recruitment and selection costs, induction and training
costs etc whereas their contribution includes the total value added (in
monetary terms). The difference between the cost and the contribution will
be the performance of the employees. Ideally, the contribution of the
employees should be greater than the cost incurred on them.
4. 360-Degree-Performance-Appraisals
Management by Objectives was first outlined by Peter Drucker in

1954 in his book 'The practice of Management'. According to Drucker
managers should avoid 'the activity trap', getting so involved in their day
to day activities that they forget their main purpose or objective. One of
the concepts of MBO was that instead of just a few top-managers, all
managers of a firm should participate in the strategic planning process, in
order to improve the implement ability of the plan. Another concept of
MBO was that managers should implement a range of performance
systems, designed to help the organization stay on the right track. Clearly,
Management by Objectives can thus be seen as a predecessor of Value
Based Management!
Page | 23
360 degree feedback, also known as 'multi-rater feedback', is the

most comprehensive appraisal where the feedback about the employees’
performance comes from all the sources that come in contact with the
employee on his job. 360 degree respondents for an employee can be
his/her peers, managers (i.e. superior), subordinates, team members,
customers, suppliers/ vendors - anyone who comes into contact with the
employee and can provide valuable insights and information or feedback
regarding the "on-the-job" performance of the employee.
360 degree appraisal has four integral components:
 Self appraisal
 Superior’s appraisal
 Subordinate’s appraisal
 Peer appraisal.
Self appraisal gives a chance to the employee to look at his/her

strengths and weaknesses, his achievements, and judge his own
performance. Superior’s appraisal forms the traditional part of the 360
degree performance appraisal where the employees’ responsibilities and
actual performance is rated by the superior. Subordinates appraisal gives
a chance to judge the employee on the parameters like communication
and motivating abilities, superior’s ability to delegate the work, leadership
qualities etc. Also known as internal customers, the correct feedback given
by peers can help to find employees’ abilities to work in a team, co-
operation and sensitivity towards others.
Page | 24
Figure 4 : 360 degree Performance Appraisal
Self assessment is an indispensable part of 360 degree appraisals

and therefore 360 degree Performance appraisal have high employee
involvement and also have the strongest impact on behaviour and
performance. It provides a "360-degree review" of the employees’
performance and is considered to be one of the most credible performance
appraisal methods.
360 degree performance appraisal is also a powerful developmental

tool because when conducted at regular intervals (say yearly) it helps to
keep a track of the changes others’ perceptions about the employees. A
360 degree appraisal is generally found more suitable for the managers as
it helps to assess their leadership and managing styles. This technique is
being effectively used across the globe for performance appraisals. Some
of the organizations following it are Wipro, Infosys, and Reliance Industries
etc.
MBO principles are:
 Cascading of organizational goals and objectives,
 Specific objectives for each member,
 Participative decision making,
 Explicit time period, and
 Performance evaluation and feedback.
Page | 25
Management by Objectives also introduced the SMART method for

checking the validity of the Objectives, which should be 'SMART':
 Specific
 Measurable
 Achievable
 Realistic, and
 Time-related.
Primary data from the Organisations
1. Performance Assessment & Development System

(PADS) of software engineer from Magna Infotech.
A complete software development services, IT solutions Provider.

Company provides software solutions services and web solutions to its
clients and is headquartered in Bangalore, with more than 1800
employees.
2. Appraisal and development form of a Marketing

Executive from Nestle India Ltd.,
Nestlé India is a subsidiary of Nestlé S.A. of Switzerland. With seven

factories and a large number of co-packers, Nestlé India is a vibrant
Company that provides consumers in India with products of global
standards, and is acknowledged amongst India's 'Most Respected
Companies' and amongst the 'Top Wealth Creators of India'. With
approximately 12500 employees in India.
3. Performance appraisal form of Customer Service

associate for swift cover insurance process through
Accenture (BPO)
Accenture India, the wholly-owned subsidiary of the $16.65-billion

global management consulting and outsourcing firm Accenture with more
than 35,000 employees working in India which is more than its US
headcount of 30,000 employees.
Performance Assessment & Development System (PADS)

Magna Infotech.
Page | 26
Part-I: Personal Data
Period of Assessment From: To:
Name: Emp Code: DOJ:
Designation: Department: Recruitment Division
Education: Total Experience (Yrs):
Experience (work-
Leave Availed:
specific):
Transfer Data
Transfer From Date To Date From To Designation

Date Designation
Education / Development Programmes attended since Joining
Programme / Workshop Title Period Conducted by
Part-II: Self-Assessment & Assessment by Appraiser & Reviewer
Section-A: Rating on Performance
Please use rating model A, B+, B, & C for assessing performance as indicated
on page 3.
(A: Outstanding. B+: Above Expectations. B: Meets Expectations. C:

Needs Improvement)
Rating
List Key Result Areas / Objectives / Tasks Self Apprais Review
er er
• Analysis on the requisite from the client and

work on new strategies for improved
recruitment process
• Develops innovative sourcing strategies and
develops strong database out of portal.
• Uses contacts to gain candidate referrals
• Confidently approaches candidates and sells
the job offer
• Identifies companies that hire similar jobs/
people
• Develops suitable advertising formats and
posts jobs on online and portals
• Validates and Builds a strong rapport with the
candidates and ensures their availability for
the job offers
Page | 27
• Ensures effective co-ordination during the

interviews and ensures that candidates have
a positive experience.
• Regularly follows up with the selected
candidates and get them on boarded
successfully
• Maintains all interview and selection
documents
• Provides weekly status reports to the
manager
• Uploading the profiles in Radar and building
the internal database.
• Regularly updating the status of the
candidates in the Radar.
NOTE: Use additional sheets if required.
Section-B: Rating on Skills:
For detailed explanation on each skill, please refer Annexure-1.
Rating (A, B+, B & C)

Skills Self Apprais Review
#
er er
1 Job Knowledge
2 Administrative Capability
3 Initiative & Creativity
4 Communication Skills
5 Discipline
6 Team Play
7 Customer Focus
8 Leadership Skills
9 Work Process Improvement
10 Strategic Leadership
In preparation of your upcoming performance assessment, please answer the

following questions.
Page | 28
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?
3. Where did you experience difficulties / constraints which affected your

performance?
4. How do you see yourself in the next one year?
5. In case there is a scope for planning your work in advance, please

indicate broadly 3 - 5 major tasks that you propose to carry out for the
coming six months.
Date: Signature of the Appraise
Part – III: Notes on Employee
Section-A: Significant Achievement / Setback Record
Please indicate major factors (positive and negative) reflective of Appraiser’s

performance and also highlight strengths and areas of improvement. Support
your views with facts.
Appraiser
Page | 29
Reviewer
Section – B: Overall Rating by Appraiser / Reviewer
Please indicate overall Rating : A B+ B C
Section-C: Employee Feedback
Has the employee been given feedback? Yes No
Please record exact views as expressed by the employee in brief.
Rating Model
• Possess exceptionally high level of achievement-

orientation.
Outstanding (A) • Aims and achieves beyond objectives and targets.
• Innovative. Possess excellent planning and
prioritizing skills.
• Possess great team-playing and problem-solving
skills.
Above • High achievement of results.
Expectations (B+) • Adherence to systems and processes.
• Good in planning and executing work in hand.
• Good team player.
Meets • Performance and results are generally up to the

Expectations (B) standard and meets most of the objectives but not
all.
• Needs guidance and help from time to time.
• Adheres to systems and processes.
• Performance short of objectives/targets.
Needs
• Priorities not well planned/carried out.
Page | 30
Improvement (C) • Requires constant support and reminders.

• Self-initiative, planning and action orientation calls
for considerable improvement.
APPRAISAL & DEVELOPMENT FORM FOR N, M & L Grades NESTLE INDIA

LTD.,
IDENTIFICATION
Name: CHETAN REDDY NALLA Date of Birth: 13.12.1983
Date of Entry: 05.11.2007 Current Position Since: 5.11.2007

Organisation Unit: NESTLE NUTRITIONAppraiser’s Name: P.K.PRAKASH
Period under review: JAN-JUNE-2009 Appraiser’s Function: Area
Manager Nutrition
Performance appraisal is important to ensure that people understand what is

expected from them and how their contribution fits with the overall objectives of
the business. It is also helpful to establish personal development options. It is a
continuous process between Reviewing Manager and Review defining and
agreeing on business and personal objectives, measuring achievement through
WHAT – demonstrated results and HOW – demonstrated behaviours. It covers the
following:
 Review the Achievement of Objectives (Part I)

 Review the Leadership Competencies of the job holder (Part II).
 Finalise the Overall assessment basis discussions on Part I & Part II
 Discuss and agree on Development needs and Action plans (Part III)
PART I: OBJECTIVES & RESULTS
List the specific objectives or tasks set for the job holder Indicate to what degree
they have been achieved
Page | 31
S.N Specific
Plan Achievement
o Objectives/Tasks
PERFORMANCE APPRAISAL PRACTICES
2762
IN INDIA
1 Coverage of Contacts 1396
A)NAN 1 2008 Rx Base

66 47
per month -44
2 B)New Town roll out
Plan for NAN By June 2 1
2009
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
100 % Regular Usage, Updation,

Sync & Reporting. Need to make
Medical Delegate
7 100% more Paramed and Chain Pharmacy
Management System
MDC’s and update call materials
regularly.
Coaching Score Avg.

7 36 38
for the year: 2008 - 32
Page | 32
Nutrition & Product
8 85 94
Knowledge_2008- 75
Long Term Development Objectives Action Plan (What, by

When)
Discussions and Feedback on:
Strengths:
Communication
Initiative
Areas of Improvement: (please be very specific)
Convince others
Prioritization of work
Innovation
Result focus
Analytical Skills
Presentation Skills
Proposed Action Plan :
Coaching / development action by Line Manager: Analytical guidance regarding

market intelligence.
Self development by individual: 1) Plan NNIS in HQ and RD markets in the next

Month.
2) Taking Aid of internet to develop MS Office working Skills.
External training requirement: Training workshop on MS Office.
Additional Comments : (here you can also capture interests, concerns etc)
Signature of Job Holder ______________ Signature of Appraiser

_____________________
DATE: 25.07.2009 DATE:
Page | 33
PERFORMANCE APPRAISAL FORM FOR SWIFT COVER INSURANCE

PROCESS
Page | 34
GRADING FORM FOR SWIFT COVER INSURANCE PROCESS
Page | 35
Interaction with the Industry, based upon the above performance appraisal forms
1. Performance Assessment & Development System

(PADS) of software engineer from Magna Infotech.
“The implement of PADS form for developing and motivating Human

resource is an essential tool for our organisation, Now a day’s Human
resource is considered as Capital so with the effectiveness of PADS the
employer and employee are given similar grounds to evaluate and develop
strong relationship and ensure a good rapport for the future of Human
resource in the organisation.”
Mohan Kumar (Assistant Human resource Administrator) Magna

Infotech.
2. Appraisal and development form of a Marketing

Executive from Nestle India Ltd.,
The successful people at Nestlé India tend to share some common

characteristics and strengths. They tend to be people who demonstrate optimism.
They are ready for change; are ambitious, but not at the expense of others. They
are willing to lead, and are self-motivated, perceptive and creative. They always
think in context, and are team-player, eager to learn, communicate, network, and
motivate others. They are able to deal with stress; have patience and
perseverance and have credibility.
Chetan Reddy (Human Resource Executive, Nestle India Bangalore)
3. Performance appraisal form of Customer Service

associate for swift cover insurance process through
Accenture (BPO)
“I learn new things every day as I try to understand the

requirements of the industry. The most exciting thing is the
encouragement I receive to take up new assignments, which helps me
grow professionally and personally. This is because Accenture encourages
cross-functional movements to help one gain diverse domain expertise
Page | 36
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.”
Girish Ramchandran (Data Validation Associate, Accenture Delivery

Centre for BPO Services)
QUESTIONNAIRE ON PERFORMANCE APPRISAL (Performa)

Greetings,
We the students of IFIM BUSINESS SCHOOL are conducting a
study to find out how the employees feel about the way their organisations
do their performance appraisal and the satisfaction to them through
feedback.
The filling up of this questionnaire will last approximately 10

minutes, and the information provided in this questionnaire is kept as
confidential.
We'd like to emphasise we are not selling anything, this is purely

research and you will not receive any follow-ups from this research.
Name :
Designation :
email
address :
Instructions:
1. Please tick the appropriate one. Do not Tick more than one
option.
2. Response options:
1. Strongly Disagree
2. Disagree
3. Agree
4. Strongly Agree
Start:
1. What is your total Work Experience?
a) 0 to 6 months b) 6 Months to 1 year C) 1 to 2.5 years

d) >2.5 years
2. Which Industry are you in?
Page | 37
a) Software industry b) BPO c) Manufacturing d) Agro

Sector
3. How long have you been working in the current role or designation?
a) <1 year b) >1year but <2years c) >2years
4. How do you rate your company’s format on performance appraisal

Method?
a) 1 b) 2 c) 3 d) 4
5. How often your performance appraisal is done?
a) Monthly b) Quarterly c) Half yearly d) Yearly
6. Type of appraisal done in your company.
a) Self Appraisal b) Supervisor appraisal c)

Subordinate appraisal d)Peer Appraisal
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
8. Are you happy with the way your performance appraisal is

conducted?
a) 1 b) 2 c) 3 d) 4
9. Does your company treat your Performance appraisal as

confidential?
a) 1 b) 2 c) 3 d) 4
10. Does your feedback start on a positive note?
a) 1 b) 2 c) 3 d) 4
11. Are you been compared to your peers about your

performance?
a) 1 b) 2 c) 3 d) 4
12. Do you take the Feedback on a positive note?
a) 1 b) 2 c) 3 d) 4
Page | 38
13. Does the feedback help to analyse your Strengths and

Weakness?
a) 1 b) 2 c) 3 d) 4
14. Do you get enough training to overcome your weaknesses and

have Additional skills?
a) 1 b) 2 c) 3 d) 4
15. Do you agree Performance appraisal is attached to your pay

and Promotion?
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.
The Objectives of the Questionnaire are:
1. The questionnaire is designed to find out the people from different

industry how they rate their company’s performance appraisal
method.
2. It focuses on the experience of the people.
3. How they feel about their performance.
4. How welcoming they are for the feedback on their performance.
5. Does it help in their future role, for the current performance?
Page | 39
6. How efficient the employee thinks the practise of performance

appraisal in their current role is.
The result of the questionnaire is in the table below:
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
To describe the above results from the questionnaire in a total of 27

applicants, there was 100% participation. 40.74% of the applicant had a
total work experience between 1 year to 2.5 years and the total people
having work experience above 1 year and more were 50.85% which is
higher above the rest options, the majority of the applicants were from
BPO industry background with 55.56%, the applicants working in the same
role in the organisation were more than 1 year to 2 years, almost 66.67 %
of applicants were happy to rate that their company uses the best method
of performance appraisal with almost 60% of the applicants appraisal are
done every month and usually the performance appraisal is done even at
the end of the year and from the software industry the performance
appraisal were done on an yearly basis, the method of appraisal been
practised in their current industry is self appraisal system with 55.56% and
Supervisor appraisal with 44.44%, and the shocking news is that
Subordinate appraisal is not been practised but according to the
interaction from the industry the above managerial level of employees and
the managerial level of employees performance appraisal is done based on
Page | 40
the Subordinate appraisal method as this would be done through the

interaction with their subordinates through feedback on the behaviour of
the manager or team leader and their approach towards them. Peer
Appraisal is not in practise that is because of the peers being friends they
always rate the peer more that the work exposure. 66.67% of the
applicants have agreed that their supervisor gives good feedback and only
14.81% strongly agree that they are happy about the overall feedback of
performance appraisal, but 55.56% of the employees are happy with the
appraisal being conducted. In the area of companies being confidential
about the performance appraisal a staggering of 37.04% agree that their
performance is not been kept confidential, and 33.33% strongly agree that
their performance is not kept confidential, Most of the times the supervisor
who is doing the appraisal do not start on a positive not and there are
48.15% of applicants who disagree, and the finding for this is that the
supervisor have expectations on the targets being achieved very
consistently, 59.26% of applicants strongly agree that their supervisors
compare with their peers performance and they don’t like this situation
they face, 44.44% do take the performance appraisal discussion on a
positive note to achieve their future goals and 0% take the discussion
negatively, 44.44% of the applicants agree and strongly agree that the
discussion and feedback help them analyse the strength and weakness in
them and help them plan for future achievements, 55.56% agree that they
get required training to work on their weakness and the companies invest
on their training activities so that the employee is given enough
opportunity to work on their weakness and come out and perform, 55.56%
of the applicant strongly agree that their performance is a key factor for
their increase of their compensation and for future growth in the
organisation i.e., promotion and 44.44% just agree, and none of them
disagree about the fact that the performance appraisal is a key factor for
their growth.
The Objectives being achieved from the study conducted are:
1. The applicants were happy with the performance appraisal

methods used in their organisation.
2. The experienced employees are higher so this gives a fair idea

about the behaviour of experienced employees.
3. Majority of employees feel that they achieve the targets set.
Page | 41
4. The employees agree that their appraisal is taken in a positive

note will help them for their future roles and performance.
Conclusion
Employees should participate with their supervisors in the

creation of their own performance goals and development plans. Mutual
agreement is a key to success. A plan wherein the employee feels some
degree of ownership is more likely to be accepted than one that is
imposed. This does not mean that employees do not desire guidance from
their supervisor; indeed they very much do.
Where performance appraisal fails to work, lack of support from the

top levels of management is often cited as a major contributing reason. It
is crucial that top management believe in the value of appraisal and
express their visible commitment to it. Top managers are powerful role
models for other managers and employees.
Those attempting to introduce performance appraisal, or even to

reform an existing system, must be acutely aware of the importance of
political issues and symbolism in the success of such projects. There is a
stubborn suspicion among many appraisers that a poor appraisal result
tends to reflect badly upon them also, since they are usually the
employee's supervisor. Many appraisers have a vested interest in making
their subordinates "look good" on paper. Indeed, surveys have shown that
not only do many managers admit to a little fudging, they actually defend
it as a tactic necessary for effective management.
Employees generally require more feedback, and more frequently,

than can be provided in an annual appraisal. While it may not be
necessary to conduct full appraisal sessions more than once or twice a
year, performance management should be viewed as an ongoing process.
Frequent mini-appraisals and feedback sessions will help ensure that
employees receive the ongoing guidance, support and encouragement
they need. Many supervisors complain they don't have the time to provide
this sort of ongoing feedback. This is hardly likely. What supervisors really
mean when they say this is that the supervision and development of
subordinates is not as high a priority as certain other tasks.
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.
Page | 42
If appraisal is viewed as an isolated event, it is only natural that

supervisors will come to view their responsibilities in the same way. Just as
worrying, employees may come to see their own effort and commitment
levels as something that needs a bit of a polish up in the month or two
preceding appraisals.
Appraisal should be carried out in an objective manner, scrupulously,

following the criteria laid down for the purpose. When appraisal take a
subjective route, several problems crop up, instantaneously, such as
ratting errors poor forms, lack of rater preparedness, ineffective
organisational policies and practices.
Page | 43
References
• Performance appraisal by Joyce Margulies
• Indiana University http://www.indiana.edu/~uhrs/.htm
• http://appraisals.naukrihub.com/
• http://hr.rpi.edu/update.com
• http://www.performance-appraisal.com
• www.syrianjobs.com : performance standards
• Google scholar www.googlescholar.com
• Business knowledge source on job evaluation by Steve .M Jex.
• Handbook of Applied Behaviour Analysis, John Austin & James E. Carr.
• Management of Human Resources, Gary Dessler.
• Blau, Gary E. Human Resource Accounting, 1st ed. Scarsdale,
• Peter Drucker, "Management Tasks, Responsibilities, Practices”.
• http://managementhelp.org/plan_dec/mbo/mbo.htm
• 'The practice of Management'. By Peter Drucker.
• http://performance-appraisals.org/experts/perffeedback.htm
• Mohan Kumar (Assistant Human resource Administrator) Magna

Infotech
• Chetan Reddy (Human Resource Executive, Nestle India Bangalore)
• Girish Ramchandran (Data Validation Associate, Accenture Delivery

Centre for BPO Services)
Page | 44

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HUNAM RESOURCE MANAGMEANT

Performance appraisal practice is considered

First we would extend our honest thank to our faculty

A special thanks to a friend Mr. Rizwan Sheik (Ops

We also thank one and all who have helped in making

“Coming together is a beginning.

This project is not the endeavour of individual only,

QUESTIONNAIRE ON PERFORMANCE APPRISAL (Performa)............................37

 Validations of hiring practices - are the right people in the right

 Provision of an objective measuring tool on which compensation

 Identification of training needs - individually, departmentally and

 Identification of employees who have the potential for advancement

The history of performance appraisal is quite brief. Its roots in the

The Modern Performance appraisal may be defined as a structured

Managing employee performance is an integral part of the work that

The first list is the vital foundation to the process of performance

Basic Purpose of Performance Appraisal

Effective performance appraisal systems contain two basic systems

Figure 1 : Employee Viewpoint

From the organization's viewpoint, one of the most important

Benefits of Performance Appraisal

Appraisal offers a valuable opportunity to focus on work activities

Figure 2 : Process of Performance Appraisal

Policy Capturing as an Approach to Understanding and Improving

Charles J. Hobson & Frederick W. Gibson (1983)

A Review and Analysis of Performance Appraisal Processes. A

This report consists of a review of the literature on performance

The role of interpersonal affective regard in supervisory

This literature review reveals that supervisors' positive affective

Rafter training for performance appraisal: a quantitative review

Performance appraisal literature has focused on rafter training as a

Participation in the Performance Appraisal Process and Employee

The relationship between participation in

The Social Context of Performance Appraisal: A Review and

Performance appraisal research over the last 10 years has begun to

conditions that are potentially important for understanding the appraisal

Paul E. Levy (2004)

Performance management is an ongoing, continuous process of

DEVELOPING EMPLOYEE PERFORMANCE APPRAISAL PLANS (EPAP)

The regulatory requirements for planning an employee’s performance

Figure 3 : DEVELOPING EMPLOYEE PERFORMANCE APPRAISAL PLANS

Principles of developing a performance appraisal plan

1. Performance management is considered a process, not an

2. The Performance Management Plan is primarily a

3. Elements for discussion and evaluation should be job specific –

4. Performance standards for each major duty/ responsibility

5. Employee involvement is encouraged in identifying major

6. Professional development should be an important component

7. The formal evaluation period should be long enough to allow

8. Documentation of performance will occur as often as needed

9. If formal ratings are included, they should reflect the

10. The supervisor should be evaluated on the successful

11. Training for supervisors and employees is encouraged and

12. The Performance Management Plan should be consistent with

Determine Major Job Duties

Some things to consider in determining major job duties:

• What are the primary duties of the job?

• What duties are essential / critical to the job?

• What duties are sufficiently important to the overall success

• What percentage of time is spent on the duty?

• If the duty is performed inadequately, what is the impact on

• Are there legislative or regulatory reasons that require strict

Define Performance Standards for Each Duty