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PROJECT REPORT ON

PERFORMANCE APPRAISAL IN SOUTH CENTRAL RAILWAYS DIESEL LOCO SHED, KAZIPET

Submitted in Partial Fulfillment of The Requirement for the Award of The Degree of

Master of Business Administration


Prof. T. JOGA CHARI
By Under the Guidance of

PADMAVATHI DADABOINA
(09000c1043)

DEPARTMENT OF COMMERCE & BUSINESS MANAGEMENT Kakatiya University


Warangal Andhra Pradesh 2008 2010

DECLARATION I, here by declare that the project report titled PERFORMANCE APPRAISAL with reference to Diesel Loco Shed, Kazipet on original bonafide work done by me. The conclusion and suggestion made by me are based on my effort to understand the working of the Loco Shed with regard to the project, being submitted in partial fulfillment for the award of Master of Business Administration from Kakatiya University, Warangal.

Place: Warangal. Date:


(PADMAVATHI

DADABOINA)

ACKNOWLEGEMENT I would like to express my gratitude to Mr. D Nageswar Rao, Senior Divisional Mechanical Engineer, Diesel Loco Shed, Kazipet for providing me an opportunity for carrying out my project work in their esteemed organization and also to the whole staff of diesel loco shed. I would like to convey my thanks to Mr. R Srinivas Rao (C.T.I), Diesel Loco Shed, Kazipet, for his full co-operation and timely help to complete my project. I would like to convey my thanks to Prof. K. Om Prakash, Head of the Department, Department of Commerce and Management, Kakatiya University for their constant inspiration and encouragement. I would remain deeply indebted to Prof. T. Joga chari, Dean, Department of Commerce and Business Management, Kakatiya University, for his timely help in this regard and for which I will be thank full to him forever.

I extend my special Thanks to my family members, friends and well wishers, for their constant encouragement, co-operation and moral support.
--------PADMAVATHI DADABOINA

=============== PERFORMANCE APPRAISAL

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CONTENTS
CHAPTER I
INTRODUCTION
Definitions Objectives of Performance Appraisal Need For Performance Appraisal Problems of Performance Appraisal Administrative Use of Performance Appraisal Methods of Performance Appraisal Management by Objectives (M.B.O) Components of Performance Appraisal Concept of Performance Appraisal Features of Performances Appraisal Importance of Performance Appraisal Quality Circles

CHAPTERII
PROFILE OF THE ORGANISATION
(Diesel locos shed. kazipet)

CHAPTERIII
RESEARCH METHODOLOGY
Research & Research design Sampling Need for the study Organization of the study Objectives of the study Scope of the study Limitations of the study

CHAPTERIV
PERFORMANCE APPRAISAL IN THE ORGANIZATION
(Diesel Loco Shed)

CHAPTERV
DATA ANALYSIS & INTERPRETATION
(Graphical representation)

CHAPTERVI
FINDINGS, CONCLUSIONS AND SUGGESTIONS
BIBLIOGRAPHY QUESTIONNAIRE

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CHAPTERI

INTRODUCTION

Arise, awake and stop not till the goal is reached.

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PERFORMANCE APPRAISAL Introduction:


The history of performance of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Fredick Winslow Taylor pioneering time and motion studies. But this is not very helpful. For the same may be said about almost every thing in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal rally dates form the time of the Second World War not more than 60 years ago. Yet in broader sense, the In the scale of things practice of appraisal is a every ancient art. profession. There is says Dulewicz (1989), a basic human tendency to make judgments about those one is working with, as well as about one self.

historical, it might well lay claim to being the worlds second oldest

Appraisal it seems, is both in evitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily. The human inclination to judge can create serious motivational, ethical and legal problems in the work place. Without a structured appraisal system, there is little change of ensuring that the judgments made will be lawful, fair, defensible and accurate. Performance appraisal systems began 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 employees 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. Little Consideration if any was given to the developmental possibilities of appraisal if was felt that a cut in pay, or arise, should provide the only required impetus for an employee to either improve or continue to perform well. An effective appraisal system reduces the change happening and introduces rationally into management a tool to review the career of its management and match their aspirants with job opportunities. Employee appraisal techniques are said to have used for the first time during the First World War, when at the instance of water Dill Scott. The US army adopted the Man to Man rating system for evaluating military personal.

During the 1920- 30 period, relational wage structures for hourly paid workers were adopted in industrial Units. Performance of individual in an organization would vary over a period of time. When their performance can be monitored and attitudes are changed over a period of time adapting to the changing requirements, the organization can achieve its objectives. The system of studying the performance though it is a continuous process: many organizations have adopted a system of annual performance appraisal to study the performance of each and every man individual employee and counseled for improvement. Thereby bridging the gaps between expected and actual performance of an individual in an organization. The appraisal in whatever form carried at various level with a views to identify the areas that can be improved, removed and determents and irritant, identify training needs, recognized individuals potential strengths and weakness and for promoting or to transfer the areas with more responsibility to counsel it is necessary. The main purpose of performance appraisal is to make an employee happy on his job and help them to develop their skills by proper training. Performances appraisal provides information, which helps to counsel the subordinates and also to prevent grievances, and in disciplinary activities. The performances appraisal is the process of rating ones merit this practice is very old and universal, but the connotation of the concept is changing gradually. In the past, the merit of the work of the individual was being tested. Now the merit of the individual is being evaluated, the old philosophy believed that a human and was being tried and now whole

is being tired and now a whole man is being developed and he is being motivated to utilize his talents and skills fully. Modern appraisal: 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. In many organizations- but not all appraisal results are used, either directly or indirectly to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some from of counseling, or in extreme cases, demotion, dismissal or decreases in pay (organization need to be aware of laws in their country that might restrict their capacity to dismiss employee or decrease pay). Whether this is an appropriate use of performances appraisal the assignment and justification of rewards and penalties is a very uncertain and contentious matter. Controversy: Few issue in management stirrup more controversy than performance appraisal. There are many reputable sources- researchers managements

commentators, psychometricians who have expressed doubts about the validity and reliability of the performance appraisal process. Definitions: Performance appraisal is a formal structural systems of measuring and evaluating an employee job related behavior and outcomes to discover how and why the employee is presently performing on the job, how the employee can perform more effectively and in the society all benefits. Performance appraisal is a method of evaluating the behavior of employers in the work spot normally including the both the quantitative aspects of job performance. Performance appraisal refers to all formal procedures used in working organization to evaluate personalities and contributions and potential of group members. It is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed for purposes of administration including placement selection for promotions providing financial rewards and other actions which require differential treatment among the members of the group as distinguished from actions affecting all members equally. 360o performance appraisal. 360o Appraisal: The appraisal may be any person who has thorough knowledge about the Job content, and who observes the employees while performing a job. The appraiser should be capable of determining what is more important

and what is relatively less important. He should be prepare report and make judgments without tries. Typical appraisers are supervisor, peers, subordinates, employees, themselves, performance appraisal by all these parties called 360o performance appraisal. Supervisors: Supervisors include superiors of the employee, other superiors having knowledge about the work of the employee and department head or manager. General practice is that immediate superiors appraise the which in turn is reviewed by the departmental performance

head/manager. This is because supervisors are responsible for managing their subordinates and they have the opportunity to observe, direct & control the subordinate continuously. Moreover, they are accountable for the successful performance of their subordinates. with a view to provide additional information. Peers: Peer appraisal may be reliable if the work group is stable over a reasonably long period of time and performs tasks that require interaction however; little research has been conducted to determine how peers establish standards for evaluating others or the overall effect of peer appraisal on the groups attitude. Subordinates: The concept of having superiors rated by subordinates is being used in most organizations today, especially in developing countries, such a novel method can be useful in other organizational settings too provided the relationship between superiors and subordi9nates are cordial. Sometimes other supervisors who have close contact with employee work also appraise

Subordinates ratings in such cases can be quite useful in identifying competent superiors. Self appraisal: If individuals understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. motivated. Contents to be appraised for an officers job: 1. Regularity of attendance 2. Self expression: written or oral 3. Ability to work with others. 4. Leadership styles. 5. Initiative 6. Technical skills 7. Technical ability/knowledge. 8. Ability to grasp new things. 9. Ability to reason 10.Originality and resourcefulness. 11.Creativity skills. 12.Area of interest. 13.Area of suitability. 14.Judgment skills 15.Integrity. 16.Capability for assuming responsibility5 17.Level of acceptance by subordinates. 18.Honesty & sincerity. Also, since employees who appraise their own performance may become highly

19.Thoroughness in job and organizational knowledge. 20.Knowledge of system and procedures. 21.Quality of suggestions offered for improvement.

OBJECTIVES OF PERFORMANCE APPRAISAL To effect promotions based on competence and performance. To assess the training and development needs of employees. To improve communication. Performance appraisal provides a

format for dialogue between the superior and the subordinate and improves under standing of personal goals and concerns. Performance appraisal can be used to determine whether HR programme such as selection, training and transfers have been effective or not. To let the employees know where they stand in so far as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their performance.

To confirm the services of probationary employees upon their completing the probationary period satisfactorily. Help the employee to overcome his weaknesses and improve his strengths and thus enable him to improve his performance. Generate adequate feedback and guidance form the immediate superior to an employee working under him. To determine salary increments. Contribute to the growth and development of an employee through helping him in realistic goal setting. Contribute to the growth and development of an employee through helping him in realistic goal setting. Provide inputs to system of rewards (comprising salary increments, appreciation, additional responsibility promotion etc.) and salary administration. Help in creating desirable culture and tradition in the organization. Help identify employees for the employees for the purposes of motivating training and developing them. Motivation employees by showing them when they stand.

Identifying employees for salary increase, promotion transfer, layoff or termination of services. NEED FOR PERFORMANCE APPRAISAL Performance appraisal is needed in order to: 1. Provide information about the performance ranks basing on which decision regarding salary fixation, confirmation, Transfer and demotion are taken.

2. Provide information which helps to counsel the subordinate. 3. Provide feedback information about the level of achievement and behavior of subordinate this information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work if necessary. 4. Provide information to diagnose deficiency in employee regarding skill; knowledge determines training and developmental needs and to prescribe the means for employee growth provides information for correcting placement. 5. To Prevent grievances and in disciplinary activities. 6. To assess the ability of the individual in order to make the best use of his talent in the present job.

7. To find out areas of weakness in order to develop him for improving his performance. 8. To provide for management succession by judging the potential of an individual. 9. To help in their training and development by identifying the strengths and weaknesses of individuals. 10.To act as an incentive to the individual by importing to him the exact knowledge about his performance in order to generate efforts for improving. PROBLEMS OF PERFORMANCE APPRAISAL The major problem in performance appraisal is: 1. Rating Biases: The problem with subjective measure (is that rating which is not verifiable by others) has the opportunity for dais. The rater biases include: a. Halo effect: It is the tendency of the raters to defend excessively on the rating of one trait or behavioral consideration in rating all other traits or behavioral consideration. One way of minimizing the halo effect appraising all the employees by one trait before going to rate on the basis of another trait6. b. The error of central tendency: Some raters follow play safe policy in rating by rating all the employees around the

middle point of the rating scale and they avoid rating the people at both the extremes of the extremes of the scale.

c. The tendency and strictness: The leniency dais crops when some raters have a tendency to be liberal in their rating by assigning higher rates consistently, such ratings do not serve any purpose. Equally damaging one is assigning consistently low rates. d. Personal prejudice: If the rater dislikes any employee or any group, he may them at the lower end, which may distort the rating purpose and affect the career of them employees. e. The regency effect: The raters generally remember the recent actions of the employee at the time of rating and rate on the basis of these recent action favorable or unfavorable rather than on the whole activities. 2. Failure of the superiors in conducting performance appraisal and post performance appraisal interviews. 3. Negative ratings effects interpersonal relations and Industrial relations systems. 4. Feedback and post appraisal interview may have a set back on production. 5. Management emphasis on punishment rather than development of an employee in performance appraisal.

6. Some superiors completed appraisal reports with in a few minutes. 7. Absence of inter- rater reliability. 8. Superiors have that tact of offering the suggestions constructively to subordinates. 9. Superiors were of ten confused due to too many objectives of performance appraisal.

PERFORMANCE APPRAISAL
ADMINISTRATIVE USE:

1. It provides an understanding to the superior about his subordinates contribution and the capability or potentiality to contribute. 2. It serves as a basis for improving the quality and quantity of performance of the executives in their present work. 3. It helps to identify the strengths and weakness and to introduce methods to make the best use of the strengths and to overcome weakness. 4. Performance appraisal provides basis for setting realistic standards.

5. Appraisal provides adequate information to the superiors to give appropriate recognition to their subordinates. 6. It provides basis for fixing compensation grade and incentives. 7. It enables the subordinates executives to make a reassurance of their future in the organization.
WHAT IS THE SYSTEM OF RATING?

Merit rating or appraisal of the performance is an important tool in the hands of superiors to assess their subordinates. It is a systematic evaluation of an employee by some other qualified person who is familiar with the employees performance. It is also an important command in the hands of the seniors which the subordinates respect this makes many juniors obey reasonable orders of their superiors to avoid an unwanted or adverse entry. However, this authority should never be misused by the executives on personal grounds of reasons. APPRAISAL OF RATING COULD BE: 1. Administrative use: Tasks assigned and fulfilled Suitability for promotion Transfers, Lay offs and termination Evaluation of training needs Personnel research 2. Self improvement of the employee. 3. He should know where he stands 4. He should make up for his deficiencies.

The most obvious purpose of any rating system is to obtain such personal information which will be useful to assess the potential of an employee, his good and weak points and by designing management development programmers. 1. Quality: The degree to which the process or result of carrying out in activity approaches perfection in terms of either confirming to some ideal way of performing the activity or fulfilling the activities intended purpose. 2. Quantity: The amount produced, expressed in monetary terms, number of units, or number of completed activity circles. 3. Timelines: The degree to which an activity on a result produced. 4. Cost effectiveness: The degree to which the use of the organizations resources (e.g. Human, monitory, technological, material) is maximized in the sense of getting the highest gain. 5. Supervision: The degree to which a job performer can carryout a job without either having to request supervisory assistance or requiring supervisory intervention to prevent an adverse outcome. When to appraise: Informal appraisals are conducted whenever the supervisors or personnel manager feels it necessary. However, systematic appraisals are conducted on regular basis say for example, every six months or annual. Whose performance should be appraised? The individual employee, workgroup or divisions of an organization.

The evaluation process: The process of evaluation follows as set pattern, which are follows: 1. Establishing performance standards 2. Communicated performance expectations to employee 3. Measure actual performance 4. Compare actual performance with standards 5. Discuss the appraisal with the employees

1. Establish performance standards: The first step in the appraisal process is the determination of standards of performance based on the organizational objectives description. The performance standards and objectives have to be prepared by the employee and the supervisor together. These have to be communicated in a simple and lucid manner to the employee. 2. Communicate performance expectations to employees: The next step in process of performance appraisal is the measurement of employee performance the pre-determined goals and standards. This determines what components of performance are to be measured. 3. Measure actual performance: The next step is the actual process of measurement performance appraisal has to be a continuous process and the feedback should be given to the employee at regular

intervals. Making a note of the critical incidents, either positive or negative, help the Manger keep a track of the employee performance. This helps the employees track their perfor5mnce and grooms them for higher responsibilities. 4. Compare actual performance with standards: The next step is a very critical step and involves communication the results of appraisal to the employee concerned. It is the responsibility of the manager to make the employee feel comparable with the whole process. Continuous feedback and orientation would ensure a simple final appraisal discussion, with very few differences of opinion. 5. Discuss the appraisal with the employee: Once the appraisal is finalized after discussing it with the employee. It has to be put to effective use. Though most organizations link to the rewards system, some prefer to restrict tit to the development of employees. What ever might be the organizational policy, the document of appraisal has to be effectively and immediately put to ensure a better performance during the next appraisal period. 6. Performance appraisal: Numerous methods have been devised to measure the quantities and quality of employees job performance each of the methods discussed could be effective for the purpose. For some organization none should be dismissed or accepted as appropriate except as they relate to the particular needs can be classified as traditional and modern methods9. METHODS OF PERFORMANCE APPRAISAL

Traditional Methods 1. Straight Ranking. 2. Graphic rating scales. 3. Forced choice technique. 4. Critical incidents method 5. Paired Comparison method 6. Grading method. 7. Production data. 8. Essay appraisal 9. Checklist method. 10. Free-Essay method. 11. Field Review method.

Modern Methods 1. Assessment centre 2. Appraisal by results (MBO) 3. Human Resource

1. Straight Ranking: This is a traditional approach. The assumption is that supervisors know better about the performance of the workers. The whole man is compared with whole man. The position of each individual is tested in order of merit and placed in a simple grouping. 2. Graphic Rating Scale: In this method, the scales compare individual performance to an absolute standard, judgment about performance are in recorded a scale. This is oldest widely used technique. This method is also known as linear rating scales. Quality and character to the rated like quality and volume of work job knowledge, dependability initiative leader ship qualities, emotional stability incase of managerial personnel. One form of a rating scale is the continuous scale wherein the rater places a mark some where on a continues as the tabular matter shows.

0 No interest work

Work attitudes 5 10 15 of Indifferent to Interested in Enthusiastic in instructions work

20 Vigorous

The rating system generally depends on the allocation of marks in order. 3. Grading method: The rater considers certain features and allots then the marks according to scale. The selected features may be analytical ability, cooperativeness, dependability, self expressions, Job knowledge, and judgment. Leadership and organizing ability. The actual performance of an employee, then is compared with these grade definitions and he is allotted the grade which best describes his performance. They may be outstanding A, very Good B, Good C, D fair, E poor. This method is used in interviewing semester and the selection made by union public service commission. 4. Production data: Specific target of output is set. Each individuals achievement is evaluated based on the target. This system is not useful though it seems a bit routine. Generally this system is in adopted for evaluating working people. 5. Essay appraisal: This is very common for appraising persons for professional position. The candidates strengths, weakness are given by the previous employee. Teacher or an associate. On account of the variability in length and content, difficulty in comparing two essays this method is not favored.

To Quantity the measurement of performance: 1. In this method the rater describes the rate in terms of several broad categories such as the persons strengths & weakness. Major achievements and failures. Potential, training & development needs and overall performance. The success of the essay method depends on the writing skills and the analytical ability of the rater. It is time consuming processing the essays for decision- making purposes would be difficult11. 2. This method is recommended from assessing very senior managerial staff and other categories where the numbers involved in small. 6. Forced choice Technique: The rater forced to choose one from among a group different traits or or traits, the individual being rated fits in the in a different degree. Each statement is given

weight or a score. Individuals scoring high are rated best. 7. Critical incidents method: This method is also continuous

appraisal method under this method the supervisor continuously records the critical incidents of the employees performance or behavior rating for characteristics (both positive and negative) in a specially designed note book. The supervisor rates the performance of his subordinates on the basis of notes taken by him. 8. Paired comparison method: Only one single trait and overall ability to do the present job is considered. A bunch of slips containing one pair of names is given to the supervisor. The rater just the name of the one considered good. The final rank is decided

by the number of times he was considered good. The rater must make a lot of comparisons say if thirty persons are to be rated, 435 judgment are to be made. 9. Checklist method: To reduce the burden upon the appraiser. Achieve list system can be used. The rater doesnt evaluate employees performance. He just supplies reports and information and rating is done by personnel department. A set of questions are prepared and presented concerning employees behavior. The rater then appraises the nature of answers where positive or negative as given by the rate.

1. Do subordinates show respect 2. Is marked interest shown in the job 3. Does he show uniform behavior to all? 4. Does he ever make mistakes?

Yes/No Yes/No Yes/No Yes/No

10. Free- Essay method: This is also a traditional method in which rater appraises the rates in an open-ended and used agree-form in his own words and put down his impression about the employee. He takes a note of these factors. 1. Job knowledge and potentials. 2. Employees characteristics and attitudes. 3. Production or quality and cost control. 4. Understanding of companys policies and procedures and its application. 5. Physical conditions

6. Development needs for future. 11. Field Review method: This method is quite different from other traditional method. In this method, the supervisor does not fill up any forms but the rates are interviewed by an n expert relating to the personnel department. He asks certain questions relating to overall performance of each employee and takes a note in his notebook. These notes are sent to the superiors for the approval, improvements and modifications13. This over all ratings are obtained the interviewer questions the supervisor about the job requirements of each job in his unit and performance of each man in his job. He tries to find out not only what the employees are doing but why the employees is not up to the marked what can be done to improve to develop him. Modern methods: 1. Assessment centre. 2. Appraisal by results-management by objectives (MBO). 3. Human Resources accounting method. Management centre: This method of appraising was first applied in German in1930. Later business and industrial houses started using this method. It is a whole assessment of several individuals, performed by group of trained evaluators by a variety of individual a group exercises. These techniques include role in case studies, stimulation exercise, structure insight transactional analysis etc. Management by Objectives (M.B.O):

The concept of MBO was advanced by peter.Druker, way back in 1954, it was described only recently as the Large range in performance appraisal, MBO is a process where by the superior and the subordinate manager of an organization jointly identify its common goals, define each individuals major area of responsibility in terms of results expected of him, and use these measure of guides for the operating the unit assessing the contribution of its members. Thus MBO focuses attention on participative set goals that are tangible, verifiable, and measurable14.

Advantages of MBO: 1. Helps in increasing employees motivation. 2. Competition among managers likely. 3. Aids in planning. 4. Identifies problems. 5. Identifies performance deficiency. 6. Helps manager in leadership. 7. Reduces role conflict and ambiguity Disadvantages of MBO: 1. Takes time and energy. 2. Subordinates set how targets and managers high targets and thus have incompatibility. Human Resources accounting method: This is based on the monetary yields contribution of the employee to the organization. The cost

incurred on employees and the benefit the organization derives form it is rated the factors considered are: a. b. c. d. e. Average value of production of service accomplished Over head costs. Errors, accidents spillages, wastages, damages etc. Appearance, manners, cleanliness, friendliness, sociability etc., for public relations job. Cost of time taken by the supervisor and other personnel for making performance appraisal15. 2. Psychological appraisals: Large organizations employees full-time industrial psychologists. performance. When psychologists are used for evaluations, they assess in individuals further potential and not past The appraisal normally consist of in depth in interview, psychological tests, and discussion with the superiors and a review of other evaluation, the psychologist intellectual, emotional, motivational and other work related characteristics that suggest individual potential and may predict future performance. Performance appraisal to be effective should posses the following essential characterizes: 1. Reliability and validity: Appraisal system should provide consist, reliable and valid information and data, which can be used to defend the organization even in legal challenges. Appraisal must also satisfy the condition of validity by measuring what they are supposed to measure.

2. Job Relatedness:

The appraisal technique should measure to

performance and provide information in job related activities areas. 3. Standardizations: Appraisal forms, procedures, administration of techniques, rating etc. should be standardized as appraisal decisions affect all employees of the group. 4. Practical viability: The techniques should be practically viable to administrator, possible to implement and economical regarding cost aspect. 5. Legal Sanction: It should have compliance with the legal Provisions concerned of the country. 6. Training and appraisals: Because appraisal is important and sometimes difficult, it would be useful provide training to appraisers. 7. Open communication: A good appraisal system provides the needed feedback on a continuing basis. The appraisal interviews should permit both the parties to learn about the gaps and prepare themselves for future. 8. Employees assess to result: Employee should know the rules of the games they should receive adequate feedback on their performance. Permitting employees to review the results of their appraisal allows them to detect any errors that may have been made. 9. Due process: Formal procedures should be developed to enable employee who disagree with appraisal results. They must have. The means for pursuing their grievances and having them addressed objectively. COMPONENTS OF PERFORMANCE APPRAISAL:

Who What Why

all are appraised employee is the appraise. performance and results achieved. to improve performance, to assess training needs, for Promotion, transfer, discharge, or pay Increase, it secures a feedback.

When Where How/MBO Bottom up -

Periodically Place of work

-traditional or modern method. Subordinates appraising peers.

Changes the concept performance appraisal: The focus and scope of performance evaluation undergone revolutionary changes. After behavioral revolution, formally, performance appraisal has been viewed traditionally and laid emphasis on merit rating for the purpose to determining qualification of wage increase. Transfer, promotion lay off etc. They emphasis. Upon the personal traits and applied those ratings for hourly paid workers. Evaluation of merit was based on comparison of statistical data. After the appraisal the superior just communities his rating to the employee and expects employee to confirm to that view. It is only quantitative in nature. The modern concepts of performance evaluation lays emphasis on improved performance of the employee leading to the development of both individual as well as organization modern techniques like goal setting, critical incidents, group appraisal performance standards and accomplishments. Such ratings are applied for technical, professional and managerial employees.

As against the review of work of the employees who perform routine duties. In this type of evaluation stress is laid more on qualitative performance and the appraisal is helper and counselor, superior stimulus the employees to analyze himself and set objectives inline with job requirements. The modern techniques if performances evaluation helps the individual to known What he is and become what he ought to be. CONCEPT OF PERFORMNCE APPRAISAL: Appraisal is the evaluation of worth, quality or merit. In the organization context, performance appraisal is a systematic evaluation of personnel by superiors or other familiar with their performance. Performance appraisal is also described as merit rating in which one individual is rated as better or worse in comparison to others. The basic purpose in this merit rating is to ascertain as employees eligibility for promotion. However performance appraisal is more comprehensive term for such activities because its use extends beyond ascertaining eligibility for promotion. Such activities may be salary increase, transfer discharge, etc., besides promotion. Performance appraisal is a systematic and objective way of judging the relative worth or ability of an employee in performing his job. Thus it emphasizes on two aspects: systematic and objective the appraisal is systematic when it evaluates all performances in the same manner, utilizing the same approaches so that appraisal of different persons is comparable. FEATURES OF PERFORMANCES APPRAISAL:

A performance appraisal is the systematic description of an employees job relevant strengths and weaknesses. The basic purpose is to find out how will the employee is performing the job and establish plan of improvement. Appraisals are arranged periodically according to a definite plan. Performance Appraisals is a continuous process in every large scale organization. Performance Appraisals refers to how will some one is doing the assigned job IMPORTANCE OF PERFORMANCE APPRAISAL: The objectives set for an overall development programs will determine what is to be expected of an appraisal at attaining the different purpose. They are as follows: 1. To create and maintain a satisfactory level of performance. 2. To contribute employee growth and development. 3. Training, self and management development programs. 4. To help the superiors to have a proper understanding about their subordinates. 5. To guide to job chances with the help of continuous tanking. 6. To facilitate fair and equitable compensation based on performance. 7. To facilitate for testing and validating selection test, interview techniques. 8. Through comparing their scores with performance appraisal ranks. 9. To provide information for making decisions regarding lay off, retrenchment etc.

10.To ensure organizational effectiveness through correcting employee for standard and improved performance, and suggesting the change in employee behavior. QUALITY CIRCLES What is Quality circle? It is small group of employees in the same work area doing similar type of work who voluntarily meet regularly for about on hour every week to identity, analyze and resolve work related problems not only to improve quality productivity and the total performance of the organization, but also to enrich the quality of work life of employees. Objectives of the Quality Circles: 1. To develop, Enhance and utilize human resources effectively. 2. To improve quality of products / services, productivity and reduce cost of production per unit of out put. 3. To Satisfy the workers psychological need for self usage, participation recognizing etc., with a view to motivating them 4. To improve varies supervisory skills like leadership, problem solving, inter personal and conflict resolution. Quality Circle Process: The size of the each Quality Circle should be moderate to enable truthful discussion. The size may vary between 6 & 12. The members and leader are given instructions regarding problem solving techniques. Initially the quality circle members should quaint themselves with the objectives and role of quality circles. Each working session of the quality circle may be for one hour. There may be at least one working session in every week preferably during working hours and in the company premises

Benefits of Quality Circles: 1. Quality Circles benefit both members and the organization Benefits for Members Include: 2. Satisfaction of self-esteems and esteems from others. 3. Improved job satisfaction. Benefits to the Organization included: 4. Promotion of participative management culture and team work. 5. Increased managerial effectiveness. 6. Development of problem solving ethic in the Organization.

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CHAPTER II REASEARCH METHODOLOGY

Some goals in life are so worthy, that its glorious even to Fail.

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OBJECTIVES OF THE STUDY For organization to be successful thy need to have staff that are skilled, motivated, active and efficient. It is thought performance appraisal In the process of counseling, training and development. We can motivate and take up the skills of the staff to achieve the desired results. appraisals the strengths are measured and the efforts are made to remove the weakness. Opportunities are provided for staff to develop and remove the treats if any. All this is to gear up the workforce. Keeping the above in view the objectives of the study. 1. To study the performance appraisal in south Central Railway.

2. To get optimum performance with the safe run and return of the Loco. 3. To maintain quality and time. 4. To maintain strictly standardized activities. 5. Exercise budgetary control to Curtail expenditure. 6. Safety and Reliability is the mission. Improve reliability of Loco. Quality improvement in line with ISO 9002 system. Continuous improvement in the productivity of the personnel. Use of information technology for effective maintenance purpose. Maintaining safety reliability and punctuality. 7. To identify its merits and demerits. 8. To identify the area for improvement and suggestion measures. 9. To examine the employee feelings and reactions on the performance appraisal in terms of bias, methodology tools employee and the usefulness to them and to the organization. 10.To analysis the effects of performance appraisal and the employees attitude towards the incentives. NEED OF THE STUDY Performance appraisal has been considered as a most significant indispensable tool for an organization for the information it provides is highly useful in making decisions regarding various personal aspect such as promotions and merit increases. Performance appraisal plans are designed to five needs:

1. To provide systematic judgment to backup salary increase transfers, demotions or termination. 2. To know about the sub-ordinate how he is doing and suggesting needed change in his behavior, attitudes, skills or Job knowledge and self development. 3. The superior used them as for coaching and counseling the individuals. 4. To contribute the employees growth and development through training, self and management development programme. 5. To prevent grievances and in disciplinary activities. SCOPE OF THE STUDY The study aims at examining the performance of employees at workplace i.e. South Central Railways. Kazipet. Further, the various functions are measured in some selected areas. Nearly 50 employees are being covered by primary data. RESEARCH METHODOLOGY Research methodology is away to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying the research problem along with the logic behind them. The researcher attempts to submit briefly the methodology adopted by him to make his subject of the study more effective and useful in both academic and practical fields. In dealing with any real life problem it is often found that data that are appropriate. There are several ways of collecting the appropriate data, which differ

considerably in context of money cost, time and other resources at the disposal of the researcher. The researcher has adopted both methods namely primary and secondary for collecting data. Information regarding performance appraisal have been collected through publications, journals, books etc. The primary data, the researcher has adopted. Questionnaire method for collecting more reliable and accurate data for the purpose of the study. Personal interviews have been conducted with the employees and observation methods were also used. The researcher discussed many related issues to the performance appraisal in the present study. PERIOD OF STUDY The researcher has done research for a period of eighteen months i.e. from July 2005 to Jan 2007. It is quite rational times span to study and do research work on performance appraisal, of employees.

LIMITATIONS OF THE STUDY Though the study aims at examining performance appraisal at Diesel Loco shed, Kazipet. All the employees could not cover due to the large organization, time and resource constraints of the researcher. The data for the present study is collected mostly from the reports available in the departments only.

The findings of the case study are based on the informal discussions with the employees and supervisors and the participant observation made by the researcher. The questionnaire used for the purpose of collecting employees opinion regarding promotions, incentives, job satisfaction, motivation etc, many employees express the difficulty in understanding the questionnaire as such, their opinions were collected persona; interviews. SAMPLE DESIGN The researcher must decide the way of selecting a sample or what is popularly know as the sample design. Since the topic is on performance appraisal almost all employees of the department have been taken for the sample study.

CHAPERISATION
The present research study has been divided in to five chapters for researcher convenience and it include introduction. Organization profile, performance appraisal in organization, data analysis and interpretation. Conclusions, suggestions and lastly questionnaire. CHAPTER-1:

Deals with introduction in this chapter Introduction, Definitions, Objectives of performance appraisal, Need for performance appraisal, Problems of performance appraisal, Administrative use performance appraisal, Methods of performance appraisal, Management by objectives (M.B.O), Components of performance appraisal, Concept of performance appraisal, Features of performances appraisal, Importance of performance appraisal, Quality circles. CHAPTER-2: Profile of organization is the chapter that includes nature of the organization, its divisions working conditions, welfare measures, etc. CHAPTER-3: This chapter includes Objectives of the study, Need of the study, Scope of the study, Research methodology, Period of study, Limitations of the study. CHAPTER-4: This chapter includes how performance appraisal is in the organization. CHAPTER-5: Data analysis and Interpretation which proposed to analyze the collected data, tabulation and interpretation of generalizations and also includes many observations. CHAPTER-6: This chapter deals with the Findings, conclusions and suggestions of the research study.

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CHAPTERIII ORGANIZATION PROFILE

Men are never honoured for what they have received. Honour is the reward for what they have given.

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INDIAN RAILWAYS AT GLANCE


There are people today who have never traveled on railway, but thanks to the expansion of television network in the country they would have seen the railway and locomotive the Indian railways, with more than 18 lakh employees, are the largest employers in the country.

Established in 1853 when the first train was flagged from Bombay to thane, a distance of 34 km, it has now grown to dizzy heights and is covering more than 62,484km across the country, making it one of the largest network in the world. The Indian railway have a fleet of 8682 steam locomotives, 1702 diesel locomotive and 729 Electrical locomotives. Richard Trevithick was the first men to produce rail locomotives. The first was completed in 1802, nothing of it is known now expect its existence. The first steam locomotive to run on a public railway was manufactured in 1820. The very like of this locomotive is preserved at a Darlington Station, England. The era of steam locomotive began in India a December 22, 1851 when a small steam locomotive named Thompson started to haul some wagons containing earth during the construction of solani Aqueduct near Rourkee (UR). On Saturday April 16, 1853, the first Indian train (Popularly called as Aag Gadi) Steamed off from Bori Bundar to thane a distance of 54 km. The train drawn by three Engines corseted the 34km distance in 70 minutes it had 200 passengers abroad. The most widely used engine on Indian Railways before independence was extensively used on Rajoputha malwa Railways which become the meter gauge section of the Bombay and central Indian Railway. The first of these engines was built by Dubs & company Glasgow in 1875. From 1895 these engines were also manufactured in Indian at the Ajmer Railway Workshop.

In the post

independence period, the first

steam locomotive

manufacturing unit was set up chitharanjan in 1950. Between 1950 and 1972 this unit manufactured 2351 steam locomotives. During this period the steam locomotive were being replaced the world over by diesel and electric locos. In India too, manufacture of diesel and Electric locomotives had started the stamp depicts 2-8-2 class WG. WDM2 Diesel The most widely used diesel locomotive in Indian it hauls freight trains of 2250 tons, and mail trains with 18 coaches. These engines haul nearly 56% of the total freight on the Indian Railway and important mail and Express trains. The Diesel locomotive works at Varanasi has a capacity to manufacture 120 such locomotives per year.

SOUTH CENTRAL RAILWAY


The youngest of the nine Zonal Railway in India, South Central Railway was born in 1966. In its thirty-eight year is committed service and pathbreaking progress, South Central Railway has built a modern system of the mass transport, fulfilled the aspiration of the passengers and made a mark for itself in Indian Railway. Strategically Positioned Extending from the East Coast to West Coast in the Southern at Secunderabad,

Serves sex major states- Andhra Pradesh, Karnataka, Maharashtra, Goa, Madhya Pradesh and Tamil Naidu. From the days of steam hauled locomotives and wooden plank seats, South Central Railways has come a long way into the era of high powered Diesel and Electric Locomotives, Ultra modern micro processor based signaling and train control system, Global passengers reservations network, micro processor based interactive voice responsive system (IVRS) for inquires, aesthetically designed passenger coaches incorporating latest features and superfast trains. Today S.C.R is playing a vital role as a catalyst for agricultural and industrial development in the Southern peninsula by providing a customer friendly transport network, even while performing greatly as a commercial enterprise. South Central Railways (SCR) was formed in october1966 raving out the divisions of Hubli and Vijayawada from the Southern Railways and the divisions of Sholapur and Secunderabad from central railways. Jurisdictional adjustments were made in October 1977, by merging Guntakal Division of the Southern Railway with South Central Railway and transferring Sholapur division back to Central Railway. Secunderabad division was bifurcated in February 1978 in to two divisions- secunderabad & Hyderabad, to facilitate effective operational and administrative control.

In just 88 years SCR has laid 322 route kms of new track and 1,220 route kms of parallel track, converted 2439 route kms of track from meter gauge, and electrified 1557 route kms introduced 46 new express trains including rajadani & Shatabdhi trains. Emerged as 3rd largest one of Indian Railways interims of Originating freight traffic. Achieved a three fold increase in passenger traffic from 50million in 1966 to 495 million in 2003. A jump in freight movement from 9 million tons to 106 million tons & stupendous improvement in earnings from Rs. 58.00 Corer to RS. 21380 Corers. Developed the five major stations of Hyderabad, Tirupathi, Vijayawada, and Bellary & Nanded as model stations. Pioneered the Concept of 24 Coach express trains with a view to meet increase in demands of passenger traffic Under took special drives to preserve the environment by adopting the Clean & Green programmer of the government of A.P.

ABOUT DIESEL LOCO SHED KAZIPET


Diesel loco shed kazipet is established in the year 1973 with an intension to maintain the 30 number of locomotives to meet the demands of passenger goods and services between Chennai & Delhi, Howrah and Mumbai in its 1st Phase. In the course of it has come up to hold the loco

engines for maintenance purpose. The salient features of the installations are given below: GENERAL DATA: Data of Opening Total Area Length of Track in shed Track Condition Area of Service Buildings Cost of Installation Area of stores Area under EOT Crane Total Staff 21/04/1973 6.01 Hectares 4.5Km Level Track 2964sq.mts 1, 32, 52,492 628s q.mts 6156 sq.mts 869

The shed is one of its kinds in the 22 loco sheds established and spread over in the subcontinents. The shed had bagged number of credits for its best performance ever since its inspection. As on date it is adjudged the best maintains shields and got the award of rolling shield. As many as 200 personnel have been defeated to foreign countries to share the expertise and maintaining the rolling stock in countries like Nigeria, Zimbabwe, Mosaic, Malaysia, Joharden, Ceylon, Burma etc. A good and sound set up is noticed in the shed equipped with highly and technically qualified stuff in various sections the literacy level is 33 1/3 % more than the average stuff in such similar sheds. It has well equipped infrastructure to do every hard job.

They expertise is so developed that this shed could able to retain and maintain the rolling stock involved in without sending to plot workshop like golden rock, charger, gard which are far away and thus save the light engine movements enhanced availability of loco for earning within the available infrastructure so far 13 loco motive monthly involved with lack of spares and levy repairs have been undertaken here and successfully performed the safety, fitness etc., After the yearly schedule locos are too developed 2350hp out of rated 2400, which is 100% achieved in the shed after R & M schedules taken as many as 57 express trains are hauled by these loco motives in addition to time share of goods hauling. LEGEND C.M.E C.M.P.E DSL Sr.D.M.E D.M.E A.C.M.T A.Co.S C.O.S C.M.S S.S D.S.K J.E J.E/D H.Cl = = = = = = = = = = = = = = Chief Mechanical Engineer Chief Motive Power Engineer Diesel Senior Divisional Mechanical Engineer Divisional Mechanical Engineer Assistant Chemist & Metallurgical Assistant Controller & Stores Chief Office Superintendent Chemist & Metallurgical Superintendent Senior Superintendent Depot Store Keeper Junior Engineer Junior Engineer/ Drawings Head Clerk

Sr.Cl Jr.Cl

= =

Senior Clerk Junior Clerk

DIESEL LOCO SHED KAZIPET Diesel locos Holding: 496 & 26 DMVs South Central Railway has six locomotive sheds holding 496 locomotives, for both passengers & freight traffic. This diesel sheds also deal with 10 varieties of designs of locomotives. Details of Locomotive Sheds: S.No Location 1 2 3 4 Kazipet Gooty Guntakal Moulali Loco Holding 142 134 104 45 Type Loco WDM-2 WDM-2C WDM-2 WDM-2 WDM-2 YDM-4 WDS-4 YDM-4 5 Vijayawada 72 DHMS WDP-1 WDS-4 DEMU WORK SHOPS South Central Railway has three work shops to carry out POH of coaching and freight stock. Details of the monthly and as usual production out put of the workshop S.No Name of the Location Monthly out Turn Population Type Wise 13.4 8 29 105 86 18 20 14 11 15 33 24

1 2 3

Workshop Carriage Shop Carriage

Repair Lallaguda Repair Tirupati Rayanapadu

In Vehicular Units 120 58 1000FWs

Shop Wagon Repair shot

ROH DEPOTS Holding: 15865BG Wagons, 227 NG Wagons

There are three major and one minor ROH Depots for freight stock. They are situated at Ramagundam, Gooty, Vijayawada, Bellampally and Raichur respectively. These depots carry out overhauling of BOXN, BCN and BTPN stock at fixed intervals of 18 months after POH is completed in workshops. Major ROH Depots are under the supervision of assistant Mechanical Engineers. These ROH Depots ensure better quality repairs so that the rolling stocks can run up to 6000kms or 35days whichever is earlier with minimum input during normal train examination. Details of ROH Depots, type of rolling stock dealt and monthly target.

TOH DEPOTS & TARGETS S.No 1 2 3 4 Station Gooty Vijayawada Ramagundam Bellampally Stock Dealt BOXN BCN/TP/BTPN BOXN BOX/BCX Monthly Target 250 190 175 25

COACHING MAINTENANCE DEPOTS

Coach Holding: 3297 (BG), 243 (MG) South Central Railway as six major coaching depots, and May more minor coaching depots, where 440 passengers and express trains are maintained. These depots carry out primary and secondary maintenance of these express trains. Prime importance is given for passenger amenities, safety, and cleanliness of passenger trains. In addition to maintenance, these depots carry out A, B, C schedules and intermediate overhaul of coaching stock of express and super fast trains, which are earning more than two lakh kms/year. The year 2003 being the year of the passengers begins 150th year of railways special emphasis is given for cleanliness of coaches and passengers amenities. Importance is given to prompt attention of public complaints and action is taken to rectify the complaints at the earliest.

S.No 1 2 3 4 5 6

Station

Division

Coach

No.OfTrainsRun 7 15 8 6 9 22

holding Secunderabad Secunderabad 421 Hyderabad Secunderabad 600 Kachiguda Hyderabad 287 Nanded Hyderabad 174 Vijayawada Vijayawada 317 Tirupathi Guntakal 370

ORGANISATIONAL CHART AT DIESEL LOCO SHED CME CME/DSL SR.DME/DSL

EME IDSL ADME ADME ADME ACMI ACDS

SSE SE

SSE SSE SSE OS-I SSE JE JE JE JE JE

SSE

CMS

SS

SS CMS DSK HSK

OS-II OS-II

SR.CL SR.CL JR.CL

ORGANISATIONAL CHART AT HEAD QUARTERS CME CMPEIDSL DYCMEIDSL

EME IDSL AEMEID ADME/PLANNING AEME/SALES

SSE/ELE SSE/MECH

SSE

SSE

OS-I

SSE

SE/ELE

SE/MECH

SEIELE

SEIMECH HC SR.CL SR.CL

OS-II HC SR.CL

OS-II

RAILWAY BOARD CRB

MM AMM DIRS

ME AME DIRS

MS AME DIRS

MESTB AMEST DIRS

MTRAFIC AMT DIRS

JTDIR JTDIRS ASST.DIR ASST.DIR SECRETARIAL STAFF

JTDIR

JTDIRS

ASST.DIR ASST.DIR SECRETARIAL STAFF

JT.DIRS ASST.DIR

JT.DIRS ASST.DIR

JT.DIRS ASST.DIR

JT.DIRS ASST.DIR

SECRETARIAL STAFF

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CHAPTER IV

PERFORMANCE APPRAISAL IN THE ORGANISTION

In deserts of despair, do not give-up. There does lay a tune of hope.

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PERFORMANCE APPRAISAL IN THE ORGANISTION Performance appraisal is a method of evaluating the behavior of employees in the work spot normal including both the quantitative and qualitative aspects of the job performance. Performance here refers to the degree of accomplishment of the tasks that make up on individuals job. It indicates how well an individual is fulfilling the job demands. Performance is always measured in terms of results and not the efforts.

Effective functioning of performance is always measured in terms of results and not the efforts. Effective functioning of performance appraisal depends on a minimum level of trust and commitment to the development of employees in an organization. A formal definition performance appraisal is that, It is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for the development. Performance appraisal is a process of evaluating an employees performance of a job in terms of its requirements. A more comprehensive definition is performance appraisal of a formal structured system for measuring and evaluating an employees job related behavior and out comes to discover how and why the employee is presently performing on the job on how employee can perform more effectively in the future so that the employee is presently performing on the job and how the employee can perform more effectively in the future so that the employee organization and society all benefits. PERFORMANCE APPRAISAL PROCESS Establishing Performance Standards: To transport of commodities, men, equipment, material etc. with safety, reliability and punctuality. Maintaining of proper and continuous preventive Schedules rather than break down maintenance schedules to improve and ascertain the fulfillment of mission. By replacing the spares positively through its costs is very high by sacrificing a small portion of useful life.

Maintain schedules are drawn to attain the rolling stock from time to time. Based on life expectancy and contingent working conditions. The inputs are taken care for the high quality on conditions like time high technical expertise, maintaining history records pertaining to the performance of the locos. Stringent quality methods have been used to achieve these goals supported by certification under the ISO 9002. Communicate performance expectations to the employees: The performance is assessed indirectly by the safety run of loco taken into consideration. In case of failure of Loco a detailed analytical study is made to know the reasons and identify the responsible person for his careless working or bad quality inputs, mismanagement by the crew. Suitable awards are given during the annual week celebrations on the spot, and group to encourage good workmen. Quality circle groups are maintained to analyze the problem and give suggestions duly experimenting for reasonable modifications. A focus is made on their epidemic failure and every chance is giving to the associated servicing persons to give rational thoughts in eradicating it. To eradicate such problems they are projected at the state and national level to encourage competitive spirits prudential and union governments too will encourage them for suitable awards. Thus, performance is indirectly appraisal In the case of senior subordinates in the administration staff. They too are given shields, certificate of merits and grades in services registers. Which will be an added value in promoting them to their next higher position?

Actual Performance: This not being a production work and is confined to maintenance, quality, time and price which are important outputs required as such enhanced production to give incentive does not arise. Actual Performance with Standards: The standards of maintenance have been designed and indicated by the designers, principal manufacturers and expertise management team. As Railways is the oldest industrial establishment in India. It has 150 years of experience, there is no companion, however the standardized activities are strictly adhered and deviation at any level is not permitted since it cause the life and wealth of the citizens. Appraisal with the employee: In the event of bad performance the concerned employee is sufficiently appraisal by advice, verbally and in writing too, before attempting to punish monetarily. He will be given sufficient chance to improve himself. Periodically refresher courses are being conducted to update technical know how. Inducting of technical developments that are taking place globally is being appraisal technically and practically by giving tailor made training program. Every training is followed by theoritical and practical assessment to keep in fit with the situation. Every opportunity is given to present his requirements in updating his Loco knowledge to overcome short falls. Corrective Action: Corrective action is taken to asset a person running short of his outputs by providing him the additional infrastructure if necessary. Theoritical

backup and learning road by placing him under as killed subordinate. Thus, giving him the opportunity to learn improves and exhibits his talents. METHODS OF PERFORMANCE APPRAISAL 1. MANAGEMENT BY OBJECTIVES: Management based on the out come of previous production is called management by objectives new targets are set according to the past performance to achieve these goals the available resources are mobilized, and new requirements are maintained with evaluating new policy. Additional machinery can also be mobilized if required. In this new targets are set up and to achieve them action plan is done with responsibility to individuals in stage progress. Periodic reviews on the progress of the work to reach the target are been done.

2. ABSOLUTE STANDARDS: Measuring an employee performance is compared against some established standards, and their evolution is independent of any others employs in a working group. This scheduled maintenance works are standardized based on the need. The perishable material and area of work are identified and attentive methods are well defined. Number of experiments by RDSO (Research Design Standards Organization) on conditions of working of various

railways. The working data and the established to decide to the specific required techniques specification like source of supply scale, cost etc. A separate unit RDSO (Research Design Standard Organization) is established at Lucknow. Which will be the encharge in monitoring such tails? Different Railways are given different jobs. So that a close watch can be made on the behavior of space. Methodology they observe for maintenance. The problems encounter is discussed at length in person and way and means to over come. These problems are also taken from the working group in the field of consolidating the field performance and other restrictions. The standards are made since the nature of work is some through out the maintenance sheds. It is centrally organized to make the best use of every individual intellectually. 3. RELATIVE STANDARD: Evaluating an employees performance by comparing with other employees. Standards are derived from the requirement aspects of a particular job. They are necessary to be maintained to keep the system in order. The minimum standards are necessarily required to be maintained while highly standards are invited. As the level of standards increases the cost of establishment and maintenance gets in many folds high increase. Then the normal in currency of expenditure. Standards are defined and given the system where individuals and group of people are working to undertake or improve. The standards depend upon the mental commitment and capability of the workmen concerned with a comparison teams during the same job are taken. The quality of

out put in standards is studied and the best is adjudged however, the minimum standards need will be filled. Accordingly the best team is awarded. GROUP RANKING: Highly skilled, semiskilled, employees will work in a group together. Other persons make the short falls of individuals in the team good and every body will stand to credit of the standards achieved. Hence, group order tanking will benefit the under rated or average worker. ADVANTAGES: All the teammates get equal credit irrespective of their skill. Below average worker can also be sustained credibility. DISADVANTAGES: 1. The individuals never come to know his capacity. 2. The updating technique is constrained to the discretion of the team leader. 3. The nevertheless an under rated person is served team will continue to get credit while the individuals will become unworthy. INDIVIDUALS RANKING: This type of ranking is limited; the jobs can be distinguished by gained. A skillful man will get his credit besides uploading, hence the relatives standards does not come up, reason being every individuals has his own skill of doing the work. Working on orthodox methods may be determined to individuals but given a free hand one can do the best possible job.

In railways, group working is done on the final check of performance in the assemble stage rather than in the sub on and since base on employment is given, every individual will try to do the best. An enthusiastic worker will make an all round effort to promote the economy process modifications in the sequence and all equality up gradation.

GEN I RE V ANNEXURE I CONFIDENTIAL REPORT Confidential report for group c staff including workshop staff for the year ending. ____________________________ Department________________Office

PART - I - PERSONAL DATA 1. Name in full 2. Date of Birth 3. Designation 4. Station at which employed 5. Substantive pay_____________ Officiating pay______________ 6. Date of appointment to service 7. Date of continuous appointment To the present grade 8. whether permanent/ temporary Or officiating 9. Educational, professional & Technical qualifications 10. particulars of examination (including Departmental Examinations) 11. whether the employee belongs to Scheduled Caste / scheduled tribe? : : : : : : : : : : Scale _______________ : Scale _______________ :

PART - II SELF APPRAISAL (To be filled by staff in basic level supervision and above) 1. Brief descriptions of duties. 2. Brief resume of the work done by you during the year / period from __________________ bringing out any special achievements during the year / period. In the event of short fall in achievement

furnish reasons. (The resume is to be furnished within the space provided limited to 100 works and required to be signed). PART III - ASSESSMENT BY THE REPORTING OFFICE 1. Does reporting officer agree with the statement made in part II? If not the extent of agreement and reasons therefore (whenever applicable). 2. Character and habits to include comment on: Integrity (To be filled only in those Cases in which section II is not required to be maintained. Tact and temper Conduct Attendance Physical fitness for strenuous work : : : : :

3. departmental abilities (merits and demerits to Include comments on: initiative and direction general intelligence keenness / Promotes and efficiency Power to control others Organizing / Supervising ability Capacity for hard work Amenability to discipline 1. Knowledge of sage working rules : : : : : : : :

2. Whether he disregards safety in train:

Operation for short-term gains 3. Whether he exercises 4. Sufficient supervision on the staff and Equipment tension train work (Qualities of lead) 5. Special aptitude or qualification 6. Physical disability, if any, for out door work Posting to a particular area 7. Reliability 8. Reliability with others Those above Those below : : : :

The public (if duties entail his coming 9. Into contact with public / Railway users :

10.Power of drafting 11.Knowledge of rules, regulations and Procedures

: :

12.Ability to conduct enquires, sift evidence and

Preparation report (for Inspection only) 13.Incase of stenographers / Steno- Typist/ typists Accuracy Speed Neatness of execution Trust worthiness in conditional & Secret matters 14.Incase of drawing office staff Whether the employee can design / is a neat Tracer Draftsman / is an accurate calculator 15.In case of ministerial Staff only Is his / her handwriting neat Does he / she maintain his / her Office files neatly Does he / she maintain his / her rule Books, codes, dairy, and remainder Memo book etc Does he / she promptly produce Papers when required Is his / her disposal prompt Is he / she capable of putting up Papers independently 16. In cases of workshop staff and technical

Field staff like charge men, shop Supdit/Dy.shop, Supdit / Bridge Inspectors etc: Only 17.Has his/ her work been satisfactory? If not In what respect he / she has failed 18. Whether he /she attended the refresher Course on being release and Whether he /she passed/ failed in the The said refresher course Whether he / she is fit for posting as Trainer in training institute 19. Has the employee been represented for Indifferent work or for other cause during Period under report. If so, please give brief Particular. 20.Has the employee done any outstanding Or notable working commendation? If so, Please give brief particulars 21. Grading: Outstanding/ Very Good /Good / Average/ Below average : : : : : :

Signature of reporting officer __________

Name in Block Letters Designation Date

__________ __________ __________

PART IV REMARKS BY REVIEWING OFFICER 1. Length of servicing under the reviewing officer.

2. Is the reviewing officer satisfied that the reporting officer has made his /her report with due care and attention and after taking into account all the relevant material? 3. Do you agree with the assessment of the officer given by the reporting officer? (In case of disagreement please specify the reason0 is there any thing you wish to modify or add? 4. If the officer reported upon is a member of a scheduled caste / tribe please indicate specifically whether the attitude of the reporting officer in assessing the performance of the SC/ST officer has been fair and just ______________. 5. General remark with specific comments about the general remarks given by the reporting office and remarks about the meritorious work of the officer including the grading ____________________ 6. Has the officer any special characteristics and / or any abilities, which would justify his/ her selection for special assignment or / our of turn promotion? If so, specific ________________________

Place: ______________

signature of the reviewing officer______

Date: _____________Name in Block Letter _______________ Designation during the period of report ________________________ ANNEXURE A
SECTION II OF THE C.R. FORM FOR RAILWAY EMPLOYEES IN BASIC LEVEL SUPERVISORS ABOVE LIKELY TO BE CONSIDERED

FOR PROMOTION TO GROUP B SERVICE ______________________________Railway ________________ Department Name: _____________________Designation ____________ ________________ Integrity 1. Special attributes Outstanding / very good / good / average / Below average 2. Qualities of leadership Outstanding / very good / good / average / Below average 3. capacity to take decision Outstanding / very good / good / average on matters within his / Her competence 4. willingness to shoulder Higher responsibilities 5. Ability to inspire Confidence guide Motivate and obtain The best out of the staff 6. Ability to enforce Outstanding / very good / good / average / Below average Outstanding / very good / good / average / below average Outstanding / very good / good / average / below average / below average

7. Discipline

Outstanding / very good / good / average / Below average

Reporting Officer Signature and Designation Remarks by the reviewing officer (DRM/Dy.Head of Dept.) Station: Date : Designation:

Remarks by the Head By Department Station: Date : Designation:

* In case of Territorial Army Personal, their T.A. rank should also be indicated.

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CHAPTER - V DATA ANALYSIS AND INTERPRETATION


(Graphical

representation)
The smallest of actions is always better than the noblest of intentions.

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STATISTICAL REPRESENTATION OF THE PERFORMANCE APPRAISAL IN THE ORGANISATION

A Comprehensive questionnaire was prepared to collect the primary data from the 50 sample respondents over all the departments alike mechanical, Electrical and Administration staff and the data is collected. All the data obtained were subjected to qualities analysis along with quantification in the form of calculating simple percentage to draw inferences and conclusions with pie diagrams.

1. Changes in the performance of employees to achieve high level:

Table: 4.1

Opinion of Respondents YES NO TOTAL

No. Of respondents 36 14 50 Percentage 72% 28% 100%

Changes in the performance of employees to achieve high level

28 %, NO

1 2

72 %, YES

INTERPRETATION: A majority if 72% of the respondents opinioned that performance appraisal is leading to achieve high levels of performance and the remaining 28% of respondents did not agree

2. Does your performance appraisal programmed enable good communications with your supervisor?

Table: 4.2

Opinion of Respondents Yes No Total

No. of respondents 45 5 50

percentage 90 % 10 % 100 %

Does your performance appraisal programmed enable good Communications with your supervisor

percentage

10%

1 2

90%

Source: Data collected from the employees and executives. INTERPRETATTION: 90% of the respondents opinioned that performance appraisal system enables good communication with superior and the remaining 10% of respondents did not agree. 3. Performance appraisal helpful to the employees:
Table 4.3: Opinion of Respondents continues Promotions Act as a control system To know ourselves Total No. of respondents 32 9 3 6 50 Percentage 64 18 % 6% 12 % 100 %

Performance appraisal helpful to the employees:

33% 1 2 3

50%

17%

INTEPRETATION: 64% of the respondents opinioned that performance helps them for promotions, while 12 if then reported that is helped to know about them, 12% the respondents said it helps them for promotions

4.

Role of setting standards in performance appraisal:

Table 4.4

Opinion of Respondents

No. Of respondents

Percentage

YES NO TOTAL

20 30 50

40% 60% 100%

Role of setting standards in performance appraisal:

40% 1 2 60%

Source: Data collected from the employees and executives.

INTERPRETATION: 60% of respondents opinioned that they are not having any role in setting standard for performance to an extent 40% of respondents opinioned that they are not having any role in setting standard for performance to an extent

5. Table- 4.5

Improving abilities of job satisfaction:

Opinion of Respondents YES NO TOTAL

No. Of respondents 42 8 50

Percentage 84% 16% 100%

Improving abilities of job satisfaction:


IMPROVING ABILITIES OF JOB SATISFACTION

16%

1 2

84%

Source: Data collated from the employees.

INTERPRETATION: 84 % of the people respondents opinioned that performance appraisal helps them to improve their abilities and job satisfaction 16% of the respondents do not agree.

6. Table- 4.6

Importance to efficiency discipline, attendance and punctuality

Opinion of Respondents YES NO TOTAL

No. Of respondents 46 4 50

Percentage 92 % 8% 100 %

Importance to efficiency discipline, attendance and punctuality


IMPORTANCE OF EFFICIENCY,DISCIPLINE,ATTENDANCE AND PUNCTUALITY

8%

1 2

92%

Source: Data collated from the employees.

INTERPRETATION: 92 % of the people respondents opinioned that


performance appraisal gives to importance to efficiency, discipline, attendance and punctuality, 8% did not agree.

7.

To over come work related problems:

Table 4.7
Opinion of Respondents YES NO TOTAL No. Of respondents 40 10 50 Percentage 80 % 20 % 100 %

To over come work related problems:


TO OVERCOME WORK RELATED PROBLEMS

20%

1 2

80%

Source: Data collected from the employees and executives

INTERPRETATION: 80% of the people respondents opinioned that performance appraisal help them to overcome their work related problems, 20% of did not agree.

8.

Improving quality of work life:

Table 4.8
Opinion of Respondents YES NO TOTAL No. Of respondents 39 11 50 Percentage 78 % 22 % 100 %

Improving quality of work life:


IMPROVING QUALITY OF WORKLIFE

22%

1 2

78%

Source: Data collected from the employee and executives.

INTERPRETATION: 78% of the people respondents opinioned that

performance appraisal helpful to overcome their quality of work life, 22% do not agree. 9. The appraisal will be done:
Table 4.9 No. Of Opinion of Respondents The immediate Superior Section N Head Department head Any other Total respondents 13 20 9 8 50 Percentage 26% 40% 18% 16% 100%

The appraisal will be done:

THE APPRAISAL IS DONE BY THE DEPARTMENT HEADS

16% 26%

1 18% 2 3 4

40%

Source: Data collected from the employee and executives.

10. Degree of mutual understanding between superiors and workers: Table 4.10 Opinion of Respondents High Average Low Total No. Of respondents 11 31 8 50 Percentage 22 % 62 % 16 % 100 %

Degree of mutual understanding between superiors and workers:

DEGREE OF MUTUAL UNDERSTANDING BETWEEN SUPERVISORS AND WORKERS

16%

22%

1 2 3

62%

Source: Data collected from the employee and executives. ITERPRETATION: 72% of the respondents felt that degree of mutual understanding between superior and subordinate is high, 18% of them say it is average and 16% of the respondents said that is low
11. Main objective of duty:

Table-4.11
Opinion of Respondents personal development Organization Goal achievement Both Total No. Of respondents 13 19 18 50 Percentage 26 % 38 % 36 % 100 %

Main objective of duty:

OBJECTIVES OF DUTY

26% 36% 1 2 3

38%

Source: Data collected from the employee and executives. INTEPRETATION: 38% the responding opinioned that their main objectives to for organization goal achievement, 26% of them said that for personal development, 36% of respondents said it for both.
12. Appraisal system suitable for organization:

Table 4.12
Opinion of Respondents Team appraisal 360 Degree appraisal Self appraisal Both Total No. Of respondents 16 25 89 0 50 Percentage 32 % 50 % 18 % 0% 100 %

13. Appraisal system suitable for organization:

SUITABLE APPRAISAL SYSTEM FOR ORGANISATION

0% 18% 32%

1 2 3 4

50%

Source: Data collected from the employee and executives.


INTERPRETATION: 18% of the respondents opinioned that self

appraisal is best suitable for their organization, 32% said that team appraisal is best, 50% said that 360-degree method of appraisal is best.
14. Principle preferred for promotion, increments and incentives

Table- 4.13
Opinion of Respondents Merit Seniority Merit - Seniority Total No. Of respondents 7 29 14 50 Percentage 14 % 58 % 28 % 100 %

Principle preferred for promotion, increments and incentives

PREFERRED PRINCIPLES FOR APPRAISAL


14% 28%

1 2 3

58%

Source: Data collected from the employee and executives.


INTERPRETATION: 29% of the respondents opinioned that seniority is best suitable for promotions, increments or incentives, 7% said that merit is best said that merit cum seniority is best.

15. Appraisal system helpful to subordinate:

Table- 4.14
Opinion of Respondents Improving their present performance Setting their higher goals for future personal development Total Appraisal system helpful to subordinate: No. Of respondents 20 15 15 50 Percentage 40 % 30 % 30 % 100 %

APPRAISAL SYSTEM HELPFUL TO SUBORDINATE

30% 40% 1 2 3

30%

Source: Data collected from the employee and executives. INTERPRETATION: 40% of the respondents opinioned that performance appraisal helpful to subordinates for improving there presents performance. 30% agreed as helpful. For self development. 30% agreed as helpful for self development, 30% said that it is helpful for setting higher goals
15. Position placed in right job for right man:

Table- 4.15
Opinion of Respondents Yes no Total No. Of respondents 32 18 50 Percentage 64 % 36 % 100 %

Position placed in right job for right man:

POSITIONING OF RIGHT MAN FOR RIGHT JOB

36%

1 2

64%

Source: Data collected from the employee and executives. INTERPRETATION: 64% of the respondents opinioned that they have been placed in right job of them do not agree

16. Suggestions for improving performance appraisal process:

Table- 4.16
Opinion of Respondents Yes No Total No. Of respondents 23 27 50 Percentage 46 % 54 % 100 %

Suggestions for improving performance appraisal process:


EMPLOYEE SUGGESTIONS IN IMPROVING PERFORMANCE APPRAISAL PROCESS

1, 46, 46% 2, 54, 54%

1 2

Source: Data collected from the employee and executives INTERPRETATION: 54% of the respondents opinioned that they are not having suggestions, 46% of them gave some suggestions

17. Performance appraisal through attendance Table 4.17


Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 0 20 30 50 Percentage 0% 40 % 60 % 100 %

Performance appraisal through attendance


PERFORMANCE APPRAISAL THROUGH ATTENDANCE
Below average 0%

Average 40%

1 2 3

Above Average 60%

Source: Data collected from the employee and executives INTERPRETATION: A majority of 60% of the respondents is having the above average attendance 40% of the respondents are having the average and 40% of the respondents are having below average of an Attendance 18. Self expression. Table- 4.18
Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 12 26 12 50 Percentage 24% 52% 24% 100

SELF EXPRESSION

Above average, 24%

Below Average, 24%

1 e 2 3

Average 52%

Source: Data collected from the employee and executives INTERPRETATION: A majority of 52% of the respondents is having the average 24% of the respondents are having the average and 24 % of the respondents are having below average of Self Expression.
19. Ability to work with others

Table- 4.19
Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 7 25 18 50 Percentage 14% 50% 36% 100%

Ability to work with others


ABILITY TO WORK WITH OTHERS

Below Average, 14% Above Average, 36% 1 2 3

Average, 50%

Source: Data collected from questionnaire from employees. INTERPRETATION: A majority of 50% of the respondents is having the average 36% of the respondents are having the average and 14 % of the respondents are having below average of Ability to Work with Others 20. Technical skills and Abilities: Table- 4.20
Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 11 28 11 50 Percentage 22% 56% 22% 100%

Technical skills and Abilities:

TECHNICAL SKILLS AND ABILITIES\

Below Average, 22%

Above average, 22%

1 2 3

Average, 56%

Source: Data collected from questionnaire from employees.

INTERPRETATION: A majority of 56% of the respondents is having the average 22% of the respondents are having the average and 22 % of the respondents are having below average of Technical skills. 21. Ability to grasp new things: Table: 2.21
Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 15 20 15 50 Percentage 30% 40% 30% 100%

Ability to grasp new things:

ABILITY TO GRASP NEW THINGS

Below Average, 30%

Average, 30% 1 2 3

Average, 40%

Source: Data collected from questionnaire from employees. INTERPRETATION: A majority of 40% of the respondents is having the average 30% of the respondents are having the average and 30% of the respondents are having below average of Ability to grasp new things 22. Creativity skills: Table- 4.22
Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 18 25 7 50 Percentage 36% 50% 14% 100%

Creativity skills:

CREATIVITY SKILLS

Above average, 14% Below Average, 36% 1 2 3

Average, 50%

Source: Data collected from questionnaire from employees. INTERPRETATION: A majority of 50% of the respondents is having the average 14% of the respondents are having the average and 36% of the respondents are having below average of Creativity skills.

23 Honesty and sincerity: Table- 2.43


Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 0 35 15 50 Percentage 0% 70% 30% 100%

Honesty and sincerity:

Honesty and sincerity

Below Average , 0% Above average, 30% 1 2 3 Average, 70%

Source: Data collected from questionnaire from employees. INTERPRETATION: A majority of 70% of the respondents is having the average 30% of the respondents are having the average and 0% of the respondents are having below average of Honesty and sincerity.

24. Motivation: Table: 4.24


Opinion of Respondents A) Below Average B) Average C) Above average Total No. Of respondents 11 24 15 50 Percentage 22% 48% 30% 100%

Motivation:

Motivation

Above average, 30%

Below Average, 22%

1 2 3

Average, 48%

Source: Data collected from questionnaire from employees. INTERPRETATION: A majority of 48% of the respondents is having the average 30% of the respondents are having the average and 22% of the respondents are having below average Response about the Motivation from Organization. 25. Organizational Knowledge: Table- 4.25
Opinion of Respondents A) Below Average B) Average C) Above average Total Organizational Knowledge: No. Of respondents 10 22 18 50 Percentage 20% 44% 36% 100%

Organizational Knowledge

Below Average, 20% Above average, 36% 1 2 3

Average, 44%

Source: Data collected from questionnaire from employees. INTERPRETATION: A majority of 44% of the respondents is having the average 36% of the respondents are having the average and 20% of the respondents are having below average Knowledge about the organization.

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CHAPTER VI

FINDINGS, SUGGESTIONS, AND CONCLUTIONS


The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will.

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FINDINGS
In the following collected data the researcher has found the following results. In the Diesel loco shed about 60% of the respondents are between 36-45 years age group and almost all employees are experienced.

The sex composition indicates that 91% are males and only 9% employees are females and they are working as mechanical and khalasi. The majority of the respondents (49.18%) are S.S.C; Intermediate constitutes 30.09% and 19.01% are Under Graduates and only 1.72% are post Graduates. About 39.77% of employees are getting 10,000 rupees salary per month, and followed by 35.57% of employees are getting 15,000 rupees, and 24.66% employees are getting 20,000 & above salary per month. Majority of the respondents i.e. 32.75% have above 10 years and 22.42 have below 20 years job experience. About 27.59% have below 10 years job experience. About 17.24% have more than 31 years job experience. Changes in the performance of employees to achieve high levels, majority of 72% of the respondents have said that performance appraisal is leading to achieve high levels of performance and the remaining 28% of respondents did not agree. Majority of respondents opinioned that performance appraisal system enables good communication with there superior and the remaining 10% of respondents did not agree.

64% of respondents said that performance appraisal helpful to continue the job to the employees 12% of them reported that it helped the know about them, 12% of the respondents said it helps them for promotions and remaining 6% of the respondents said that performance appraisal helps them for promotions. 60% of the respondents said that they are not having any role in setting standards for performance appraisal helps them to improve their abilities and job satisfaction, 16% of the respondents do not agree appraisal gives importance to efficiency, discipline, punctuality, 8% did not agree. 84% of the respondents opinioned that performance appraisal helps them to improve their abilities and job satisfaction, 24% of the respondents do not agree. To over come the work related problems, 80% of the respondents opinioned that performance appraisal help them to over come work related problems, 20% did not agree for improving quality of work life. 78% of the respondents agree that performance appraisal in helpful to over come their quality of work life 22% do not agree. 40% of the respondents opinioned that the section head will do the appraisal, while 18% reported at department head, 26% stated as the immediate superior, that performance appraisal are being done.

22% of the respondents felt that the degree of mutual understanding between superior & subordinators is high, 62% of them say that it is average and remaining 16% said that is low. Main objective of duty 38% of the respondents opinioned that their main objective is to for organizational goal achievement, 26% of them said that for personal development, 36% of respondents said it for both. Suitable appraisal system for organization, 50% said that 360 degrees method of appraisal is best. 32% said that team appraisal is the best and 18% of respondents opinioned that self appraisal is best principles preferred for promotion, increments and incentives. 24% of the respondents said that seniority is best, 5% said that merit is best, 11% of people said that merit cum seniority is best. 40% of the respondents opinioned that performance appraisal helpful to subordinator for improving their present performance. 30% agreed as helpful for self development, 30% said that is helpful for setting higher goals. 54% of the respondents opinioned that they are not having any suggestions and 46% of them gave some suggestions. Majority of 60% of respondents are having above average attendance, 40 of respondents are having average and respondents having below average are zero percent.

Majority of 52% of the respondents are having average, 24% of respondents are having above average and only 12% of them are having below average of self- expression. A majority 50% of the respondents is having average, 36% of the respondents are having above average and 14% of the respondents are having below average of ability to work with others. 56% of the people are having average, 22% of the respondents are having the above average, and 22% of the respondents are having below average of technical skills. Majority of 40% of the respondents are having average, 30% of respondents have above average and 30% of the average are having below average of ability to grasp new things. Majority of 70% of the respondents is having average, 30% are having the above avg, and 0% of the respondents are having below average of creativity skills. Majority 48% of respondents having average, 30% having above average, 22% are having below average response about the motivation. A majority of 70% of respondents is average, 30% are above average and 0% has honesty and sincerity.

44% of respondents are having average, 36% of the respondents are having above average and 20% are having below average knowledge about the organization.

CONCLUSIONS
Organization goals can be achieved when people put in their best efforts. Employees assessment put in their best efforts. Employees assessment is one of the fundamental jobs of Human Resources Management, but not an easily on though. Unless we know the strength and weakness of employee and specify the areas of growth, it is difficult to predict the executive programs. An effective appraisal reduces the change happenings and introduces rationally into management. The appraisal is what ever form carried at various levels with a view to identify the areas that can be improved, removed any determents and irritants, identify training needs. Recognizing individual potential. Strength and weakness for promotions or to transfer the area with more responsibility to counsel if it is necessary. The performance appraisal is the process of rating once merit, the merit of employees is properly recognized by giving opportunity to show better results, special incentives dearness allowance and by giving them additional responsibility training programme are being conducted by the organization in order to improve the performance of average employees, thoroughness in job and organizational knowledge of the system and procedure, Quality of suggestions offered for improvement.

1. All the employees who are working in the organization are satisfied with their present performance. 2. They had a good communication with their superiors. 3. Not all but half of the employees said that performance appraisal act as a control in the organization. 4. Present appraisal system is helpful in improving performance. Settings higher goals and to self development. 5. Most of the employees said that do not have any role in setting standards for performance. Most of the employees prefer seniority for principle. 6. Most of the employees prefer for team appraisal and then self appraisal. 7. Most of the employees prefer seniority for principle. 8. More than half of the respondents opinion that, it is meant for the quality of work. 9. Employees believe that performance appraisal leads to growth, career planning and potential development. 10.After the appraisal, process employees are provide3d with facilities to improve their performance and plan future course of action. 11. Employees are taking performance appraisal seriously. 12.The appraisal criteria are made clear to the employees. 13. The performance appraisal in the organization is motivating some employees towards efficiency. While there are many motivators, which play prominent role to motivate the employee, definitely performance appraisal conducted in a systematic way yield better results. 14. Employees are able to access their strength and weaknesses through performance appraisal.

15.Faith in the existing performance appraisal is expressed by good number of employees. 16. The process of performance appraisal currently practiced in the organization is known by many of the employees. 17. The following job related factors in the opinion of the majority respondents are giving weight in evaluation. Efficiency Attendance Punctuality Loyalty

SUGGESTIONS
Performance appraisal not only gives high level performances, continuous improvement and job satisfaction. But they should make aware that performance appraisal also facilitates the benefits like reduce Grievances, creating healthy competition, compensation, placement & development, self- evaluation and self improvement. 1. In order to secure greater objectivity in reporting assessment and appraisal of employees performance should be keeping in view factors like: The performance standards should be keeping in view factors like: Nature of work Measurability Top management support Time frame Resource availability

Achievement 2. Efforts should be made to make employees realize that performance appraisal is not just for promotion, demotions and transfers, but overall development of the organizations. 3. The content of the report should be discussed with the employees concerned so that he is aware of his capabilities and short comings and strive to improve his performance. 4. Provide timely feed back. 5. The problem areas between management, supervisor and subordinates categories can be brought to the light and measures can be taken to improve relations. This giving the advantage of taking holistic view of the performance of the employees. 6. Before actually implementing appraisal system known as to ensure that each and every employee knows every thing about appraisal system. That is the objective of appraisal system, benefits of appraisal to employee and organization. 7. Personal development is organization development a whole; hence, the organization has to give training to the employees to the employees in areas where they are lagging. 8. For employees to believe in appraisal system a faith should be build up in them in appraisal system and also in superiors who implement this system with which the employee participation in appraisal will be encouraging. Reporting officer should conduct some counseling programs to the employees after the appraisal. 9. Every employee must be given written copy of job standards in advance of appraisal. The findings of the appraisal (or) the performance diagnosis should give clear picture of his positive and negative aspects of the employee performance. It is hoped that the suggestions given will help the organization accurately identify

who is performing well and give them some focus for improving employees productivity.

PERSONAL PROFILE
1. Name (If you desire) 2. Age 3. Sex Below 10th standard Intermediate Diploma / I.T.I Graduation / B.E Post graduation M.E Others (if any) 5. Grade and Trade 6. Section & Department 7. Division 8. Basic pay : : : : : : ( ( ( ( ( ( ) ) ) ) ) ) :

4. Educational Qualification:

QUESTIONNAIRE
1. Performance appraisal was designed to achieve high levels of performance from employees?

a) Yes b) No

( (

) )

2. Does your performance appraisal programme enable good communication with your superior? a) Yes b) No ( ( ) )

3. How performance appraisals help you? a) Continuous b) Promotion c) Act as control system d) To know ourselves

4. Do you have any role in setting performance standards? a) Yes b) No ( ( ) )

5. Performance appraisal helps the employees to improve their abilities and job satisfaction? a) Yes b) No ( ( ) )

6. Does your performance appraisal system give importance to efficiency, discipline, attendance and punctuality? a) Yes b) No ( ( ) )

7. Is performance appraisal helping you to overcome your work related problems? a) Yes b) No ( ( ) )

8. Is performance appraisal help to improve your quality of work? a) Yes b) No ( ( ) )

9. The performance appraisal is done by? a) The immediate superior b) Section head c) Department head d) Any other 10. The degree of mutual understanding between you and your superior? a) High b) Average c) Low 11.Your main objective in your duty/ a) Personal development b) Organizational development c) Both 12. Which of the following appraisal system is used in your organization? a) Team appraisal ( appraisal by 3 or more officers) b) 360 degree appraisal ( appraisal by superior, subordinate, peer)

c) Self appraisal 13.Which principle do you prefer for promotion increments and incentives? a) Merit b) Seniority c) Merit cum seniority 14. To what extent do you feel that the appraisal system is helpful to your subordinates in: a) Improve their present performance b) Setting high goals for the future c) Their self development 15. Do you think that you have been properly place in right job i.e., right man for the right job? a) Yes b) No 16. Do you have any suggestions to improve your performance appraisal process? a) Yes b) No ( ( ) )

17. Performance appraisal through attendance? a) Below average b) Average c) Above average

18. Tell me about your self expression in job? a) Below average b) Average c) Above average 19. Ability to work with others? a) Below average b) Average c) Above average 20. Technical skills and abilities? a) Below average b) Average c) Above average 21.Ability to grasp new things? a) Below average b) Average c) Above average 22. Performance appraisal is helpful is creativity skill? a) Below average b) Average c) Above average 23. Honesty and sincerity in your work? a) Below average b) Average c) Above average

24. Tell me motivation improves your performance? a) Below average b) Average c) Above average 25. Organizational knowledge? a) Below average b) Average c) Above average

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