A STUDY ON

360 DEGREE PERFORMANCE APPRAISAL

AT
DR. REDDYS LABORATORIES, CTO-II,
HYDERABAD
A project report Submitted in Partial Fulfillment of
The Required for the Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
S.RAJARAJESWARI
(H.T.No.208541000043)
Under the Esteemed Guidance of
Mrs K. LALITHA BHAVANI., MHRM.,
Faculty in Management Studies

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

ADITYA INSTITUTE OF P.G STUDIES
(Approved by AICTE, Affiliated to AU, & Accredited by NBA)
Aditya Nagar, ADB Road, SURAMPALEM-533437
2008-10

ADITYA INSTITUTE OF P.G.STUDIES

DEPARTMENT OF BUSINESS MANAGEMENT
( Affiliated To Andhra University)
Aditya Nagar, ADB Road, SURAMPALEM-533437,E.G.Dt
Phones:(08852)252243,252250,cell:9866576662
-------------------------------------------------------------------------------------------------------CERTIFICATE
This is to certify that the project entitled 360 DEGREE
PERFORMANCE APPRAISAL with reference to DR. REDDYS
LABORATORIES, CTO-II, HYDERABAD

is the bonafide work done

by Miss. S.RAJARAJESWARI with Regd.no:20854100043 during the

period 2008-10 in partial fulfillment of the requirement for the award
of the Degree of MASTER OF BUSINESS ADMINISTRATION

in

Aditya institute of P.G studies affiliated to Andhra University is a

record of benefited work carried out by under my guidance and
supervision.

Project Guide

Head of the

dept.
Mrs. K. Lalitha Bhavani.
J.Nagendra Kumar

Mr.

DECLARATION
I hereby declare that the project report entitled A STUDY ON 360 DEGREE
PERFORMANCE

APPRAISAL

with

reference

DR.

REDDYS

LABORATORIES, CTO-II, HYDERABAD. submitted for the degree of Master of

Business Administration is my original work and has not formed the basis for the award
of any degree, diploma, associate ship, fellowship (or) similar other titles. It has not
been submitted to any other University or Institution for the award of M.B.A.

Date:
Place :
(S.RAJARAJESWARI)

ACKNOWLEDGEMENT
I should take the responsibility to acknowledge the following
distinguished personalities who graciously allowed me to carry out this project
work successively.
I am also thankful to all other members of the staff for their kind
cooperation in this behalf. Mainly I am very much thankful to Mr. J.Nagendra
Kumar, M.B.A, and Head of the department of management studies.
I am highly thankful to my guide Mrs.K. Lalitha Bhavani madam,
MHRM faculty in management studies for her valuable advices and
encouragement throughout the course.
I express my deep sense of gratitude to Mr.Ramesh kumar
(Deputy Manager-HR Dpt.) , Mr. Arun Rubin (junior manager-HR), Mr. Shiva
Reddy (Senior Exicutive-HR), Mr, Chandrashekar Kurada (Senior ExicutiveHR) for his kind help and valuable suggestions in preparing this project and also
to office staff members.
I also express my sincere thanks to my friends and classmates for
their advice and suggestions in giving a proper shape to study.

(S.RAJARAJESWARI)

CONTENTS
CHAPTER I
INTRODUCTION
I.1

Objective of the study

I.2

Need for the study

I.3

Scope of the Study

I.4

Methodology

I.5

Limitations

CHAPTER II

Page no
1-9

10-17

INDUSTRY PROFILE
CHAPTER III

18-28

COMPANY PROFILE
CHAPTER IV

29-64

THEORETICAL FRAME WORK

CHAPTER V

65-78

DATA ANALYSIS AND INTERPRETATION

CHAPTER VI
6.1

FINDINGS

6.2

SUGGESTIONS

6.3

CONCLUSION

ANNEXURE
7.1

BIBLIOGRAPHY

79-82

7.2

QUESTIONNAIRE

INTRODUCTION
Human resource management (HRM) is the strategic and coherent
approach to the management of an organization's most valued assets - the
people working there who individually and collectively contribute to the
achievement of the objectives of the business.[1] The terms "human resource
management" and "human resources" (HR) have largely replaced the term
"personnel management" as a description of the processes involved in
managing people in organizations.[1] In simple sense, HRM means employing
people, developing their resources, utilizing, maintaining and compensating
their services in tune with the job and organizational requirement.
In human resource management there are two functions i.e., 1.
operating function and 2. managerial function.
Human resources management comprises several processes. Together they are
supposed to achieve the above mentioned goal. These processes can be
performed in an HR department, but some tasks can also be outsourced or
performed by line-managers or other departments. When effectively integrated
they provide significant economic benefit to the company.[8]

Workforce planning

Recruitment (sometimes separated into attraction and selection)

1

Induction, Orientation and Onboarding

Skills management

Training and development

Personnel administration

Compensation in wage or salary

Time management

Travel management (sometimes assigned to accounting rather than

HRM)

Payroll (sometimes assigned to accounting rather than HRM)

Employee benefits administration

Personnel cost planning

Performance appraisal

In this HR practices the performance appraisal is one of the practice. In

performance appraisal there are two methods ie., Traditional methods of

performance appraisal and Modern methods of performance appraisal. The

360 degree performance appraisal system is one of the modern methods of
performance appraisal.
The German Military first began gathering feedback from multiple sources in
order to evaluate performance during World War II (Fleenor & Prince, 1997).

2
Also during this time period, others explored the use of multi-rater feedback via
the concept of T-groups.
One of the earliest recorded uses of surveys to gather information about
employees occurred in the 1950s at Esso Research and Engineering Company
(Bracken, Dalton, Jako, McCauley, & Pollman, 1997). From there, the idea of
360-degree feedback gained momentum, and by the 1990s most Human
Resources and Organization Development professionals understood the concept.
The problem was that collecting and collating the feedback demanded a paperbased effort including either complex manual calculations or lengthy delays. The
first led to despair on the part of practitioners; the second to a gradual erosion of
commitment by recipients.

In human resources or industrial/organizational psychology, 360-degree

feedback, also known as "multi-rater feedback," "multisource feedback," or
"multisource assessment," is feedback that comes from all around an employee.
"360" refers to the 360 degrees in a circle, with an individual figuratively in the
center of the circle. Feedback is provided by subordinates, peers, and
supervisors. It also includes a self-assessment and, in some cases, feedback from
external sources such as customers and suppliers or other interested stakeholders.
It may be contrasted with "upward feedback," where managers are given

3
feedback by their direct reports, or a "traditional performance appraisal,"
where the employees are most often reviewed only by their managers.
The results from 360-degree feedback are often used by the person receiving the
feedback to plan training and development. Results are also used by some
organizations in making administrative decisions, such as pay or promotion.
When this is the case, the 360 assessment is for evaluation purposes, and is
sometimes called a "360-degree review." However, there is a great deal of
controversy as to whether 360-degree feedback should be used exclusively for
development purposes, or should be used for appraisal purposes as well
(Waldman et al., 1998). There is also controversy regarding whether 360-degree

feedback improves employee performance, and it has even been suggested that it
may decrease shareholder value.

OBJECTIVES OF THE STUDY

1. To know the process of 360 degree appraisal system in DRL.
2. To know the different appraisals followed by the organization.
3. To know whether the employees are satisfied by 360 degree appraisal
method.
4. To know why the company has selected only this method 360 degree
for appraisal of performance.

5. To study about the employees awareness regarding the process of 360

degree appraisal in DRL.
6. To know whether the 360 degree appraisal improves the performance
of the employees or not.

NEED FOR THE STUDY

Study is need in order to:

Provide information about the performance ranks

Provide feedback information about the level of achievement and

behavior of the subordinates.

Provide information, which helps to counsel the subordinates.

Provide information to diagnose deficiency in the employee regarding

skills,

knowledge, determine training and developmental needs and

to prescribe the means for employee growth provides information for

correcting placement.

SCOPE OF THE STUDY

To know the function of the organization as a whole, work culture of

the organization and as well to know the policies are made and implemented
and conveyed to the employees. The study is to know in brief about the
following departments:

Training and development center

Human resource development department

METHODOLOGY
The project entitled employee performance appraisal was carried out
for eight weeks at DR. REDDYS pharmacy ltd. The data had been collected
primary data and secondary data.
Primary data was collected directly from people and organization via.
Questionnaire on project before being analyze to reach conclusion concerning
the issue covered in the project. The primary data is collected information
obtained during discussion with the head of the departments, the official and

staff. It is collected in he firm of prepating questionnaire on employee

performance appraisal.
Secondary data means that the data is obtained indirectly from sources
such as records of the company, journals, reference books, computer data base
etc., it is also somewhat collected from the important document by the
organization. The data is collected through the intern

LIMITATIONS OF THE STUDY

As the study revolves around the performance appraisal of human
resources aspects the overall organization performance cannot be ascertained.
In spite of giving honest and sincere efforts there are several limitations, which
are as follows:

The perception bias or attitude of the respondents may also act as hurdles
to the study.

The period of study is only for 45 days, which is a major constraint.

sample size taken for the research is small due to the constraint of time.

Time is major limitation.

Some of the employees could not reveal much of the information for the
fear of the management.

INDUSTRY PROFILE
The Indian Pharmaceutical industry is a success story providing
employment for millions and ensuring that essential drugs at affordable prices
are available to the vast population of this sub- continent.
The Indian Pharmaceutical Industry today is in the front rank of Indias
science-based industries with wide ranging capabilities in the complex field of
drug manufacture and technology. A highly organized sector, the Indian Pharma

Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent

annually. It ranks very high in the third world, in terms of technology, quality
and range of medicines manufactured. From simple headache pills to
sophisticated antibiotics and complex cardiac compounds, almost every type of
medicine is now made is now in dangerously.
Playing a key role in promoting and sustaining development in the vital
field of medicines, Indian Pharma Industry boasts of quality producers and many
units approved by regulator authorities in USA and UK. International companies
associated with this sector have stimulated, assisted and spearheaded this
dynamic development in the past 53 years and helped to put India on the
pharmaceutical map of the world.

10
The Indian Pharmaceutical sector is highly fragmented with more than 20,000
registered units. It has expanded drastically in the last two decades. The leading
250 pharmaceutical companies control 70% of the market with market leader
holding nearly 7% of the market share. It is an extremely fragmented market
with serve price computation and price control.

The pharmaceutical industry in India meets around 70% of the countrys

demand for bulk drugs, drug intermediates, pharmaceutical formulations,
chemicals, tablets, capsules, orals and injectibles. There are about 250 large units
and about 8000 small scale units, which form the core of the pharmaceutical
industry in India (including 5 central public sector units). These units produce
the complete range of pharmaceutical formulations, i.e., medicines ready for
consumption by patients and about 350 bulk drugs, i.e., chemicals having
therapeutic value and used for production of pharmaceutical formulations.

Following the de-licensing of the pharmaceutical industry, industrial

licensing for most of the drugs and pharmaceutical products has been done away
with. Manufacturers are free to produce any drug duly approved by the Drug

11
Control

Authority.Technologically

strong

and

totally

self-reliant,

the

pharmaceutical industry in India has low costs of production, low R&D costs,
innovative scientific manpower, strength of national laboratories and an
increasing balance of trade. The pharmaceutical industry, with its rich scientific

talents and research capabilities, supported by Intellectual Property Protection

regime is well set to take on the international market.

ADVANTAGE IN INDIA:
Competent workforce:
India has a pool of personnel with high managerial and technical
competence as also slowed workforce. It has an educated work force and English
is commonly used. Professional services are easily available.

Cost-effective chemical synthesis:

Its track record of development, particularly in the area of improved costbeneficial chemical synthesis for various drug molecules in excellent. It provides
a wide variety of bulk drugs and export sophisticated bulk drugs.

Legal & financial framework:

India has a 53 year old democracy and hence has a solid legal framework

12
and strong financial markets. There is already an established international
industry and business community.

Information & technology:

It has a good network of world-class educational institutions and

established strengths in information technology.
Globalization:
The country is committed to a free market economy and globalization.
Above all, it has a 70 million middle class market which is continuously
growing.
Consolidation:
For the first time in many years, the international pharmaceutical industry
is finding great opportunities in India. The process of consolidation, which has
become a generalized phenomenon in the world pharmaceutical industry, has
started taking place in India.

THE GROWTH SCENARIO:

Indias US$3.1 billion pharmaceutical industry is growing at the rate of
14 percent per year. It is one of the largest and most advanced among the

13
developing countries. Over 20,000 registered pharmaceutical manufacturers exist
in the country. The domestic pharmaceuticals industry output is expected to
exceed Rs 260billion in the financial year 2002, which accounts for merely 1.3%

of the global pharmaceutical sector. Of this, bulk drugs will account for Rs 54
ban (21%) and formulations, the remaining Rs 210 ban (79%). In financial year
2001, imports were Rs 20 ban while exports.

STEPS TO STRENGTHEN THE INDUSTRY

Indian companies need to attain the right product-mix for sustained future
growth. Core competencies will play an important role in determining the future
of many Indian Pharmaceutical Companies in the post product-patent regime
after 2005. Indian companies, in an effort to consolidate their position, will have
to increasingly look at merger and acquisition options of either companies or
products. This would help them to offset of new product opinions, improve their
R&D efforts and improve distribution to penetrate markets. R&D has always
taking the back seat amongst Indian pharmaceutical companies. In order to stay
competitive in the future, Indian companies will have to refocus and invest
heavily in R&D. the Indian pharmaceutical industry also needs to take advantage
of the recent advances in Biotechnology and information technology. The future
of the industry will be determined by how well it market its products to several

14
regions and distributes risks, its forward and backward integration capabilities,
its R&D, its consolidation through mergers and acquisitions, co-marketing and
licensing agreements.

RESEARCH & DEVELOPMENT

Research and development is a key to the future of Indian pharmaceutical
industry. The pharmaceutical advances for considerable improvement in life
expectancy and health allover the world are the result of a steady increasing
investment in research. There is considerable scope for collaborative R&D in
India. India can offer several strengths to the international R&D community.
These strengths relate to availability of excellent scientific talents who can
develop combinatorial chemistry, new synthetic molecules and plant derived
candidate drugs.
R&D in the pharmaceuitical industry in India is critical to find answers
for same of the diseases peculiar to a tropical country like India & also for
finding solutions for unment medical needs. Industrial R&D groups can cary out
limited primary screening to identify lead molecules or even candidate drugs for
further in VIVO screening, pri-clinical pharmacology, toxicology, animal and
human. Pharma cokinetics and metabolic studies before taking them up for

15
human trails. In such collaborations, harmonized standards of screening can be
assured following established good laboratory practices. The R&D expenditure
by the Indian pharmaceutical industry is around 1.9% of the industyrys
turnover. This obviously, is very low when compared to the investment on R&D

by foreign research based pharma companies. They spend 10-16% of the

turnover on R&D. however now that India s entering in to the patent protection
area. Many companies are spending relatibvely more on R&D. when it comes to
clinical evaluation at the time of multi-center trials, India would provide a strong
base considering the real availability of clinical mateials in diverse therapentic
areas. Such active collaboraton will be mutually beneficial to both partners.
According to a survey by the pharmaceutical oursourcinjg management
association and bio/pharmaceutical oursourcin report, pharmaceutical companies
are utilisizing substantially he service of contract research organizations.
Indian pharmaceutical industry, with its rich scientific talents, provides
cost-effective clinical trial research. It has an excellent record of development of
improved, cost-beneficial chemical systheses for various drug molecules. Some
MNCs are already soucing

these services from their Indian affiliates. The

pharmaceutical and biotechnology industry is eligible for weight deduction for

R&D expense upto 150%. These R&D companies will also enjoy tax holiday for
10 years.

16
HIGHLIGHTS:
Indian companies have recognized pharma in search of lower costs and
higher profits, and are exploiting the low cost base and pool of highly skilled

labour in their market to develop a thriving outsourcing industry, positioning

India as a key provider of contract research and manufacturing services.

17
COMPANY PROFILE
Dr Reddys is a global, vertically integrated pharmaceutical company
with a presence across the value chain, producing and delivering safe,
innovative, and high quality finished dosage forms, active pharmaceutical

ingredients and biological products. Our products are marketed across the
globe, with an emphasis on North America, Europe, India, Russia and other
emerging indications markets. We conduct NCE drug discovery research in the
areas of metabolic disorders and cardiovascular at our research facilities in
Atlanta (USA) and Hyderabad (India). Through our Custom Pharmaceutical
Services business unit, we provide drug substance and drug product
development and manufacturing services on a proprietary basis Pharmaceutical
Services & Active Ingredients (PSAI)
The Pharma Services & Active Ingredients business of Dr. Reddys
serves Generics and Innovator companies through the Active Pharmaceutical
Ingredients (API) and Custom Pharmaceutical Services (CPS) businesses
respectively.
Dr. Reddys began API operations in 1984 and started with a single
drug in a 60-tonne facility near Hyderabad, India. In 1986, the first
consignment of that drug, Methyldopa, was shipped to West Germany. Strong

18
Chemistry skills and our emphasis on high quality led to USFDA inspections
of our manufacturing facilities. Since then, Dr. Reddys has come a long way
and today has a wide portfolio of APIs.

Our core strength in APIs has continued to increase significantly over

the years. We have the largest number of US DMF submissions from India and
are among the top three API players globally. Our Global API business offers
over 100 molecules to customers across the world.
Our CPS business, formed in 2001, serves more than five big
pharmaceutical companies and over 25 emerging pharma companies today.
The CPS business got a boost in 2005 with the acquisition of Roches API
manufacturing unit in Mexico. This facility added a niche capability of steroid
API manufacture to our capability portfolio. In 2008, with the acquisition of
the Small Molecule business of Dow Pharma at its Mir field and Cambridge
sites, UK, CPS business got stronger in its service offerings. Today, we are the
largest CPS player from India. Our CPS business provides a unique
opportunity for Innovator companies worldwide to make use of our technical
expertise, world-class infrastructure, and flexibility to bring their medicines to
the market quickly and economically.
Dr. Reddys has emerged as a trusted supplier of value-added
19
advanced intermediates and APIs to generic as well as innovator companies. A
spate of new launches, development of a varied pipeline, addition of new
capacities and product lines (Oncology, Hormones), and the expansion of our
marketing and regulatory teams have set the tone for robust growth. As one of

the few integrated pharma companies to provide Custom Pharmaceutical

Services, we are also emerging as a 'partner of choice' for innovator companies
globally.

Global Generics
Dr. Reddys works towards providing patients access to high quality
generic medicines at affordable prices, and secondly, helps develop new
treatments that satisfy unmet medical needs and are improvements over
currently existing therapies.
Increased awareness, acceptance of generics and favorable legislation,
have together with the large volume of branded products losing patent
protection over the coming years, led to continued expansion of the generic
pharmaceuticals market.
Dr Reddys capitalized this opportunity by leveraging its product

20
development capabilities, state of the art manufacturing capacities and
access to its own APIs, which offers significant supply chain efficiencies.

Hence by providing cost-effective alternatives to highly-priced

innovator brands through our branded and unbranded Generics, we at Dr.
Reddys strive to make medicines more accessible and affordable to people all
over the world.
The top four key markets for our generics business include India, Russia,
US and Germany. Apart from these four markets, Dr Reddys has its business
presence in over 45 countries through Joint Ventures, representative offices
and third party arrangements.
o

In India we are amongst the top ten players.

In Germany we are amongst the top five. Germany is the largest

generics market amongst the developed nations.

In Russia we are the largest Indian Company and the sixth largest
generic player. Russia is the fastest growing market amongst the
emerging countries.

In US we are in the top five in terms of the ANDA filings with 69 ANDA
pending approval of which 32 are Para IV

21

Proprietary Products
Proprietary Products includes Differentiated Formulations, and Generic
Biopharmaceuticals. The over a hundred-strong Biologics team is currently
dedicated to the development of Biosimilars, while its long term vision is to
also develop NBEs (New Biological Entities) in niche therapeutic areas.
Having

successfully

launched

Grafeel

(Filgrastim)

and

Reditux

(Rituximab) - the Worlds first biosimilar MAb (Monoclonal Antibody) - our

Biologics division has a strong pipeline of biosimilars that consists of 9
additional products in various stages of development. The team, with our
dedicated state-of-the-art biologics facility in India, is well equipped to handle
the end-to-end development of these new products.
Our Specialty pharmaceuticals business is focused on the US markets. Dr.
Reddys is currently developing topical products for various indications that
will be detailed directly to dermatologists and other physician audiences.

Management council:
The Management Team
The Management Council is the top tier of our company's management
structure.

22

The management of Dr. Reddy's has developed and implemented policies,

procedures and practices that attempt to translate the company's vision, mission
and purpose into reality. The management also identifies, measures, monitors
and controls the risks factors in the business and ensures safe, sound and
efficient operation.
The Management Council meets every quarter under the chairmanship of the
CEO.

Dr.AnjiReddy
Chairman
Dr. Anji Reddy is the founder-Chairman of Dr. Reddy's Laboratories, and is
greatly respected by the Indian Pharmaceutical industry for his work in
developing affordable medicines and for sparking drug discovery efforts in the

23

private sector. A philanthropist, Dr. Anji Reddy has founded two not-for-profit
organizations that are focused on alleviating urban poverty and providing
primary education to underprivileged children.

GVPrasad
Vice-Chairman and Chief Executive Officer
GV Prasad drives the overall strategy for the organization, with particular
emphasis on innovation and growth. He spearheaded the company's foray into
the global generics markets and is now focused on the Innovative Products
business, which includes Discovery Research, Biologics and Specialty
Pharmaceuticals

24

SatishReddy
Managing Director and Chief Operating Officer
Satish Reddy drives operational excellence across the organization. He has
built the finished dosage business in the emerging markets, including India,
and is now focused on strengthening the global generic finished dosage
business and giving more attention to the Pharmaceutical Services and Active
Ingredients.

25

Board Of Directors
WHOLE TIME DIRECTORS

Dr. Anji Reddy

Chairman

G V Prasad
Vice Chairman &
Chief Executive Officer

Satish
Reddy
Managing Director &
Chief
Operating Officer

Dr. Omkar Goswami

Ravi Bhoothalingam

Anupam Puri

Ms. Kalpana Morparia

JP Moreau

Bruce Carter

26

BRAND Philosophy

Our identity is a sunny abstract that can be interpreted as a person with

outstretched arms. It expresses joy, warmth, vitality, and the boundless
possibilities in the search for a healthier life. The form sums up our essential
driving force in three words: LIFE. RESEARCH. HOPE.

LIFE
We are all bound by a common thread that gives a purpose to every heartbeat,
every breath, every thought. It is what we call life. A gift so unique and
precious that it needs to be constantly enriched and nurtured.

RESEARCH
For us, the spirit of human endeavor is best exemplified by the quality of our
research. Meaningful research that leads to innovative products. Discoveries
that make a significant impact on the life of everyone that needs them. All
tempered by the finest scientific minds across the world.

27
HOPE

It is hope that dwells eternally in the human heart. Hope that inspires us, as
humans, to strive, achieve and excel. When hope springs from the promise of a
healthy life, that joy of living is more than complete.

28

THEORITICAL FRAMEWORK:

CONCEPT OF PERFORMANCE 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 others familiar with their performance. Performance
appraisal is also descrined as merit rating in which one individual is raked as
better or worse in comparison to others. The basic purpose in this merit rating
is to ascertain an employees eligibility for promotion. However, performance
appraisal is more comprehensive term for such activities May be training and
development, salary increase, transfer, discharge, etc; besides promotion. A
formal definition of performance appraisal is as follows;
it (performance appraisal) is the process of evaluating the
performance and qualifications of the employee in terms of the requirements of
the job for which he is employed, for the purpose of administration including
placement, selection for promotion, providing, financial rewards, and other
actions which require differential treatment among the members of a group as
distinguished from actions affecting all members equally.

Beach has defined performance as follows:

Performance appraisal is the systematic evaluation of the

29
individual with regard to his or her performance on the job and his potential for
development.

Thus, performance appraisal is a systematic and objective way of

judging the relative worth or ability of an employee in performing his job. It
emphasizes 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. Such an
appraisal is taken periodically according to plan; it is not left to chance. Thus,
both raters and ratees know the system of performance appraisal and its timing.
Appraisal has objectivity also. Its essential feature is that it attempts at accurate
measurement by trying to eliminate human biases and prejudices.

Merit rating:
Performance appraisal is also described as merit rating in which one individual
is ranked as better or worse in comparison to others. Therefore, conceptually,
both merit rating and performance appraisal are same though they differ in
terms of objectives and coverage of activities during appraisal process which
we shall see later. Flippo has defined merit rating as follows:
Merit rating is a systematic, periodic and, so far as humanly possible,
and impartial rating of an employees excellence in matters pertaining to hes
present job and to his potentialities for better job.

30
From the above difinition, it appears that merit rating has some elements
common to performance appraisal. It uses may of the techniques which are

used in performance appraisal such as man-to-man comparison, grading

system, checklist method, critical incident method, and so on. Therefore, it is
desirable to see how merit rating differs from performance appraisal.

Merit Rating and Performance Appraisal: A Comparison

Before making the comparison between merit rating and performance

appraisal, let us briefly see how the concept of appraisal emerged and changed
over the period of time. Appraisal has undergone a sea change in terms of
objectives and methods since it was introduced in a formal way in 1920s.
During the First World War, appraisal concept was adopted by US army which
was in the form of merit rating and involved man-to-man comparison for the
evaluation of military personnel. From the army, this concept entered the
business field and was restricted to hourly-paid workers, during1920s,
relational wage structures for hourly-paid workers were adopted in industrial
units and each worker was used to be rated in comparison to others for
determining wage rates. This system was called merit rating. In early 1950s,

31
the concept of appraisal was applied to technical and merit rating though more
factors were taken into consideration. The objectives behind such a rating were

salary adjustments, promotions, and transfers. When the need for training was
felt in business organizations, the appraisal system was extended to personnel
appraisal which emphasized overall appraisal of a person-his performance,
behavior, skills, and potentials. Various terms, which used to denote appraisal
have been performance appraisal, merit rating, behavioural assessment,
employee evaluation, personnel review, staff assessment, and employee annual
confidential report. However, the term performance appraisal is more common.
Dale Beach has traced the differences between earlier appraisal and present
appraisal as indicated in Table below:

32
Item
Technology

Earlier emphasis
Merit rating

Present emphasis
Employee
appraisal/performance

appraisal

Purpose

Determining

Development

qualifications

for

personnel, improved of

increase,

performance on the job,

promotion,

and providing emotional

wage
transfer,
Application

lay-off
Hourly-paid workers

security
Technical, professional,
and

Factors rated

Techniques

of

managerial

Heavy emphasis on

personnel
Results,

personal attributes

accomplishment,

Rating

performance
Mutual
goal-setting,

scals,

statistical

critical incidents, group

manipulation of dat

appraisal,

performance

for

standards,

less

comparison

Post-appraisal

purposes
Superior

quantitative
Superior

interview

communicates

his

employee

stimulates
to

analyse

rating to employee

himself and set own

and tries to sell his

objectives in line with

evaluation to him;

job

seeks

superior is helper and

to

have

employee conform to
his view
33

counselor.

requirements;

Objectives of performance appraisal:

Performance

appraisal

practices

show

that

organizations

undertake

performance appraisal to meet certain objectives which are in the form of

salary increase, promotion, identifying training and development needs,
providing feedback to employees, and putting pressure on employees for better
performance.
1.

salary increase: performance appraisal plays a role in making

decision about salary increase. Normally, salary increase of an employee

depends on how he is performing his job. There is continuous evaluation of his
performance either formally or informally. In a small organization, since ther is
a direct contact between the employee and the one who makes dicisions about
salary increase, performance appraisal can be an informal process. However, in
a large organization where such contact hardly exists, formal performance
appraisal has to be undertaken. This may disclose how well an employee is
performing and how much he should be compensated by way of salary increse.

promotion: performance appraiasl plays a significant role where promotion

is based on merit. Most of the organizations often use a combination ofmirit
and seniority for promotion. Performance appraisal discloses how an employee

34

is workilng in his present job and what are hlis strong and weak pronts. In the
light of thsese, it can be decided whether he can be promoted to the next higher
position and what additional training will be necessary for him. Similarly
performance appraisal can be used for transfer, demotion, and discharge of an
employee.
2.

Training and Development: Performance appraisal tries to identify

the strengths and weaknesses of an employee on his present job. This

information can be used for dseviseng training and development programmes
appropriate for overcoming weaknesses of the employees. In fact, many
organizations use performance appraisal as means for identifying training
needs of employees.
a.

Feedback. Performance appraisal provides feedback to

employees about their performance. It tells them where the stands. A persons
works better when he knows how he is working; how his efforts are
contributing to the achievement of organizational objectives. This works in two
ways; First, the person gets feedback about his performance and he may try to
overcome his deficiencies which will lead to better performance. Second, when
the person gets feedback about his performance, he relates his work is
meaningful. Thus, given the proper organizational climate, he will try his best
to contribute maximum to the organization.

35

Pressure on Employees. Performance appraisal puts a sort of pressure on

employees fro better performance. If the employees are conscious that they
are being appraised in respect of certain factors and their future largely
depends on such appraisal, they tend to have positive and acceptable behavior
in this respect. Thus, appraisal can work automatically as control device.
Above roles of performance appraisal are quite important.
However, these roles can be performed only when there is systematic
performance appraisal, and various relevant decisions are made objectively in
the light of result of performance appraisal. To be systematic and objective in
performance appraisal like methods of performance appraisal, problems in
performance appraisal, and how these problems can be overcome.

Methods of Performance Appraisal

There are various methods of performance appraisal. In fact, each organization

may have its own unique system and method of appraisal. In one organization,
it may be continuing and informal where personal opinion of a superior about
his subordinates may be the basis of appraisal. In another, it may be welldefined and a particular system and method may be followed by all managers.
Whatever system may be adopted, usually, performance appraisal has two

36

bases: 1. appraisal of employees according to traits, attributes, and general

behavior on the job, commonly known as trait approach: and 2. appraisal of
results, work, and goals achieved by the employees, known as appraisal by
results. These two approaches, however, are not mutually exclusive and can be
used in combination. Either trait approach, or results approach, or combination
of both of these may be adopted in different forms resulting in different
methods of appraisal which can be classified in different ways. For example,
Decenzo and Robbins have classified these into three categories: 1. single-trait,
single subject, in which an appraise is not compared with any other person and
each of his traits is measured in absolute form; 2. single-subject, in which an
appraise is compared with others; and 3. multiple-trait, single subject, in which
the process of the first classification is adopted but with multiple traits. Beatty
and schneier have categorized various methods of appraisal into four group: 1.
comparative methods, in which an appraise is compared with others; and with
others; 2. absolute standards, in which the appraisees performance is
compared with the standards fixed for him; 3. goal setting, in which goals for
the appraisee are set through mutual participation between appraiser and
appraisee and the performance is measured against those standards; and 4.
direct indices, in which the appraisee is appraised in terms of various outcomes
such as productivity, absenteeism, tardiness, etc. At present, various methods

37

of performance appraisal which are used in practice are based on traits or

results achieved or a combination of both.

APPRAISAL BASED ON TRAITS

Appraisal based on trits and behavioural patterns shgown in job
performance emphasizes various traits which the appraisee possesses and the
behaviours he adopts in performing his job. It does not take into account the
outcomes of those behaviours, that is, performance achieved. There are various
methods of performance appraisal based on traits.

Ranking Method
Ranking is the oldest and simplest method of appraisal in which a person is
ranked against others on the basis of certain traits and characteristics. This is
just like preparing ranks of various examinees in an examination. In the
ranking method, various persons are given ranks on the basis of their traits.
This is a very simple method when the number of persons to be ranked is small
because ranking has to be given on the basis of traits which are not easily
determinable, not like marks in an examination. Moreover, since differences in
ranks do not indicate absolute or equal differences of ability between
individuals, the method has limited value for performance appraisal.

Paired Cmparision
Paired comparison method is a slight variation of ranking system
designed to increase its value for use in the large groups. In this method, each
38

person is compared with other persons taking only one at a time. Usually, only
one trait, overall suitability to perform the job, is considered. The rater is
provided with a bunch of slips each containing a pair of names. The rater puts a
tick mark against the person whom he considers the better of the two, and final
ranking is determined by the number of times that person is judged better than
others. This method provides better comparison of persons. However, this
increases the work because of large number of comparisons. For example, to
rank 50 persons through paired comparison, there will be 1,225 comparisons.
This can be calculated by formula N(N-1)/2 where N is the total number of
persons to be compared.

Grading
In this method, certain categories of abilities or performances are
defined well in advance and persons are put in particular category depending
on their traits and characteristics. Such categories may be definitional like
outstanding, good, average, poor, very poor, or may be in terms of letters like
A, B, C, D, etc. with A indicating the best and D indication the worst.
The actual performance of the employees is measured against these
grades. This method, however, suffers from one basic limitation that the rater
may rate most of the employees at higher grades.

39

Forced-distribution method

In order to check the tendency of rating most of the appraisees around

high point in a rating scale, forced-distribution method has been adopted. In
this method, the appraiser is forced to appraise the appraisees according to the
pattern of a normal curve. The basic assumption in this method is that
exployees performance level conforms to a normal statistical distribution. For
example, 10 per cent as average, 20 per cent below average, and 10 per cent as
poor. This method is useful to rate job performance and promotability. The
basic advantage of this method is that it overcomes the problem of adopting a
central tendency of rating most of the employees to a point, particularly high or
near high to appease them.

Forced-choice method
The forced-choice rating method contains a series of group of
statements and the rater checks how effectively the statement describes each
individual being evaluated. there may be some variations in the methods and
statements used, but the most common method of forced-choice contains two
statements both of which may be positive or neative. Though both of them
describe the characteristics of an empoyee, the rater is rater is forced to tick
only one which appears to be more descriptive of the employee.

40

Out of these wo statemens, only one statement is considered for final analysis
of rating. For example, a rater may be given the following two statements:
1.

The employee is hard working.

2.

The employee gives clear instructions to his subordinates.

Both these statements are positive but the rater is asked to rate only one

which is more descriptive of his subordinates behaviour. This is done to avoid

subjectivity in rating. Since the rater does not know which statement will be
taken for foma; ramlomg, he cannot become subjective. Several sets of such
statements, both positive ad negative, are given for rating. The final rating is
done on the basis of all sets of statements. This mentod may be more objective
but it involves lot of problems in constructing such sets of statements.

Check-list method
In the check-list methos of appraisal, the rater provides appraisal report
by answering a series of questions related to the appraisee. These questions are
prepared by personnel department and are related to the behaviour of the
appraisee concerned. Each question has two alternatives, yes or no, as given
below:
1.is he/she interested in the job?
2.is he/she regular on the job?

Yes/no
Yes/no

41

3.does he/she show uniform behaviour to all?

Yes/no

4.is he/she respected by his/her subordinates and colleagues?

Yes/no
5.is he/she willing to help other employees?

Yes/no

6.does he/she follow instructions properly?

Yes/no

7.does he/she give recognition and praise to employees for

good work done?

Yes/no

8.does he/she maintain discipline well?

Yes/no

These are some of the examples of the questions. An roganisation may

prepare a series of questions relevant to various categories of its personnel. The
rater concerned has to tick appropriate answers relevant to the appraisees.
When the check-list is completed. It is sent to personnel department for further
processing. Various questions in the checklist may have either equal weightage
or more weightage may be given to those questions which are more important.
The personnel department, then, calculates the total scores which show the
appraisal result of an employee. This method appears to be easy to handle if
proper questions are framed for different categories of employees. However, as
Flippo argues, it is difficult to assemble, analyse, and weigh a number of
statements about employee characteristics and contributions.

42

Critical incidents method

In this method, only critical incidents and behaviours associated with
these incidents are taken for evaluation. This method involves three steps. A
test of noteworthy on-the-job depending on the degree of desirability for the
job. Finally, a check-list of incidents which basic idea behind this rating is to
appraise the people who can do well in critical situations because in normal
situations, most employes work alike. This method is very useful for
discovering potential of employees who can be useful in critical situation. Such
a situation may be quite important for the job. For example, how a supervisor
has handled the situation in the case of sudden disturbance by workers will
give better idea about his leadership qualities and handling of situation.
There are certain positive features of this method. It measures
behaviours which are critical to the effective performance of the job. If the
proper maintenance of the record of critical incidents is effected, it provides
real clue for judging the fit between the employee and his job. However, thes
method has serious limitations, both psychologically and operationally. These
limitations have been identified by Burack and Smith as follows:
1. Negative incidents are, generally, more noticeable than positive ones.
2. The recording of incidents is a core to the superior and may be put off and
easily forgotten.

43

overly close supervision may result.

3.The managers may unload a series of complaints about incidents during
annual

performance review session. The feedback may be too much at

one time and, thus, appear as a punishment to the ratee. More appropriately,
the management should use incidents of poor performance as oprtunities for
immediate training and counseling.

Graphic scale method

Graphic scale, is also known as linear rating scale, is the most
commonly used method of performance appraisal. In this method, a printed
appraisal form is used for each appraisee. The form contains various employee
characteristics and his job performance. Various characteristics include
initiative, leadership, dependability, cooperativeness, enthusiasam, creative
ability, analytical ability, decisiveness, emotional maturity, etc. depending on
the level of the employee. Job performance includes quality and quantity of
work performance, responsibility assumed, specific targets achieved, regularity
of attendance, etc. The rating is done on the basis of scale which is in
continuum. The central idea behind this scaling is to provide the rater with a
continuum representing varying degrees of a particular quality. The rater
estimates the degree to which each quality is possessed by his subordinates.

44

The degree of quality is measured on a scale which can vary from three points
to several points. However, most common practice is to have five-point scales.
Some organizations use even numbers in order to avoid the tendency of the
rater to tick mark central points. Degrees may be numbered of defined. Thus 5,
4, 3, 2, and 1 in that order can be used to denote points for various degrees of
excellent-poor, high-low, or good-bad, and so on. These numbers can be
expressed in terms of descriptions like excellent, very good, average, poor, and
very poor; or very high, high, average, low, and very low. Instead of numbers
showing barious degrees, sometimes definitions and descriptions of qualities
canbe used. A partial view of graphic scale used by Indian Hotels Limited is
provided in Exibit 21.1.

45

Performance appraisal at Indian hotel limited:

Superior, above avg, avg, below avg, comments
1.

job knowledge

technical knowledge of
job and related work
2.

quality

accuracy, neatness
3. quality
output of good work
4. personal appearance
cleanliness, neatness
5. ability for teamwork
cooperative attitude,
good relations with others
6. common sense
thinks intelligently,
takes logical decisions
7. initiative
interested in making improvement,
seeks additional
responsibility
8. industriousness
ability to work hard,
conscientious on job
9. manners and obedience
general discipline
10. health level and absenteeism
46
Graphic scale method is good one in measuring various job behaviours
of an employee. However, it is not free from raters biases. Problem may
emerge in defining various traits and judging these.

Essay Method
Instead of using structured forms for performance appraisal, some companies
use free essay method, or sometimes, combine this with other methods. In
essay method, the rater assesses the employees on certain parameters in his
own words. Such parameters may be as follws:
1.work performance in terms of quality, quantity, and costs;
2.knowledge about the job;
3.knowledge about organizational policies, procedures, and
rules;
4.employees characterstics and behaviour;
5.employees strengths and weaknesses;
6.overall suitability of the employees;
7.employees potential and promotability; and
8.training and development needs of the employee.
The essay method is useful in providing useful information about an
employee on the basis of which he can be appraised. However, there may be
problems in free essay method. Each rater may use own style and perception in
describing a person which produces difficulty in analysis. Further, as
47
Henderson observes, the quality standard for the appraisal may be unduly
influenced by appearance rather than content. Thus, a high-qualit appraisal
may provide little useful information about the performance of the ratee.

Field Review Method

In the field review method, an employee is not appraised by his direct
superior but by another person. Usually, from personnel department. The basic
idea is that such a person may take more objective view in appraisal as he is
not under pressure as the superior of the employee may be. The rater, in this
case, appraises the employee based on his records of output and other
quantitative information such as absenteeism; late-coming, etc. the rater also
conducts interviews of the employee and his superior to ascertain qualitative
aspects of job performance. This method is more suitable for promotion
purpose. Further, this method provides information to make comparison of
employees from different locations and units. The chances of bias are reduced
to a great extent as personnel department person is supposed to be trained in
appraisal mechanism. Henderson observes that even when a superior or others
concerned supply biased information, the rater may be able to pinpoint areas
requiring training and development assistance. However, field review method
suffers from two limitations: 1. an outsider is usually not familiar with the
conditions in an employees work
48
Environment which may affect his ability and work motivation to perform.

2. The outsider does not have the opportunity to observe the employees
behaviour or performance over a period of time and in a variety of situations,
but only in an
Artificially structured interview situation which extends over a very short
period of time.

INTRODUCTION OF 360-DEGREE APPRAISAL:

360-degree feedback is a full circle system of obtaining information from peers,
subordinates, and internal and external customers, about the employee's
performance. 360-degree assessment is based on the assessment of an
individual's management styles, competencies and behaviour by colleagues
horizontally and vertically by involving his boss, peers and direct reports in the
organization.

360-degree feedback
Is a multi source assessment, which includes
* Self,
* Supervisor
* Internal Customers/peers/Staffs
* External Customers

49

Need of 360-degree feedback in organisations

Business is towards surplus generation. Without surplus no organisation can
grow. Here the effort to grow the business and the surplus should come from
employee part. The performance of the employees is at work here matters in
business development and organisational development. The performance of the
employees should then align with the strategic decisions that integrate the
business goals in an increasingly competitive environment. It is the responsibility
of the Human Resource Management to integrate the culture of the organisation
with all available resources to the optimum out put. The 360 0 Appraisal helps the
HR Department to have better understanding of the competitive advantage and
disadvantages of the current manpower resources and tune them towards
performance excellence and productivity.

50

Prerequisites
*Top management Support
* Confidence of employees on the appraisal methodology
* Objectives need to be measurable with performance
requirements

clearly stated.

* A detailed plan of implementation

* Collaboration between superior and subordinates
* Some prior experimentation and positive experiences
Clear organisational philosophy and policy objectives

Uses for 360 Degree Feedback include:

Performance Appraisal
o Recognition of performance.
o Providing feedback on individual performance.
o Providing a basis for self-evaluation.

Assessing Employee Development:

o Diagnosing training and career development needs.

51

o Providing a basis for promotion, dismissal, job enrichment, job

enlargement, job transfer, probation, etc.
o Monetary and other rewards.

Organizational Climate Study:

o Organisational environment improvement needs
o Changes in the Managerial approaches, leadership, etc

Customer Satisfaction Study:

o Employees attitudinal change
o Customer satisfaction improvements

How 360-degree feedback system adds value?

360 degree feedback enables an organization to focus on developmental efforts,
at the individual and group level, in the present business environment where the
success of the company depends on continuous revolution, which is possible
through organizational development. 360-degree feedback facilitates the
alignment of individual capabilities and behaviors with organizational strategies.
It adds value to the organization indifferent ways:-

52

360-degree feedback provides a better understanding of

individuals performance at work

360-degree feedback provides a multifaceted view about the

employees from different sources

360-degree feedback provides a better understanding of employed

developmental needs

360-degree feedback provides increased the understanding about

one's role expectations.

360-degree feedback provides increased the understanding of

competence and competency in various roles

360-degree feedback extends better morale to those who perform

and contribute well to the organisation

360-degree feedback reduces training costs by identifying

common development needs.

360-degree feedback increases the team's ability to contribute to

the organizations goals

360-degree feedback helps everyone to work for a common

standard and institutionalize performance management.

360-degree feedback ensure better interpersonal relationship and

group cohesiveness

53

It promotes self-directed learning and provides a road map for

employee's development planning.

It promotes better Communication within departments.

360-degree feedback Increases the team's ability to contribute to

the organizations goals develop better bottom line through
boosting the capability of the organization to meet its objectives.

Steps may be taken to gauge the readiness of an organization

for 360-degree feedback:

Identification of the problem.

Analysis of the organizational context for finding a solution to the

problem.

Allocation of resources for the purpose in terms of time and

finances.

A detailed plan of implementation.

Follow up

Pitfalls of 360-degree feedback

A detailed plan of action, which ensure the transparent and clear

implementation of appraisal with employee accountability.
54

Effective follow-up is the prime requirement of 360-degree

feedback. Failure in follow-up may cause more harm than good.

The 360-degree feedback is time consuming and cost consuming

assessment process. Without having adequate resource to
implement the process, it will end up nowhere and develop
financial burden to organisation.

The trust and confidence on the employees who undergo this

feedback assessment process is a determinant factor in its
outcome. Many consider this appraisal as tool for downsizing.

The process involves a lot of paper work.

There are high chances of subjectivity from the management and

employee part in the feed back assessment.

Many times the confidentiality of the appraisal cannot ensure

from the HR department.

Since the assessment is based on qualitative data many times it

cannot ensure unambiguous, clear, specific, and observable and
quantifiable formats.

55

Conclusion
360-degree feedback is sometimes referred to as multi-rater appraisals,
multi-source feedback or 360 degree profiling. It is essentially a process,
which enables a person to receive feedback from a number of people
around them (see diagram). The purpose of the feedback is usually varied
from organisation to organisation. 360-degree feedback not only acts as
tool for organisational development but also to help an individual
determine areas they need to develop. The success of the appraisal
depends on the transparency and clear objectives of its need and its clear
cut intimation to the employees even at the bottom level of the
organisation.

56

THE PROCESS OF 360 DEGREE APPRAISAL IN

DRL
Introduction of 360 degree appraisal:
1. Purpose:
Feed back is essential to personal development. It provides us with information
about the way we work with others. It can act both as a stimulus to change
behavior ,and as a catalyst to facilitate change.
To be more effective, we need to be aware of the consequences of our
behavior, so that we can decide whether or not the consequences match our
intentions.

2. Glossary:

Self: The individual undergoing the 360 degree feedback process

Superior/s: The individuals functional/administrative supervisor

(reporting to:i.e.,L+1) or person 1 or more levels up identified as superior

without having a direct reporting relationship. It can also include the L+2

57

Peers: Colleagues of the individual from the same or other departments

(including internal customers) with whom the individual has a working

relationship

Subordinates: Direct reports, those whom the individual is directly

supervising. It may also include juniors from other functions/departments in

some cases. Subordinates who have given an individual the 360 degree
feedback in the present cycle

360 degree9i.e., others): The group of superiors, peers and

subordinates who have given an individual the feedback in the present cycle

Comparative Group: All

the members in the same work-level

(e.g.:work level-4 or work level-5 or work level-6) who are receiving the 360
degree feedback in the present cycle

3. Rating scale:

Scores by self and responses received together from superiors, peers and
subordinates (referred to as 360 degree or others) to each of the questions
are shown as an average score on the five-point scale shown below:

58

1. Unacceptable
2. Needs improvement
3. Emerging
4. Effective
5. Exceptional
The self vs. the 360 degree groups scores shows the relative standing of the
individual with respect to the mean scores of his or her group of superiors,
peers and subordinates taken together on the parameters and elements of the
DRL leadership model.
The qualitative remarks on your strengths/areas of improvement & suggestions
are also summarized (verbatim) towards the latter part of this report.

3. How the report is organized:

Overall picture of the scores (your self scores and how others have

scored you) on the parameters of the DRL leadership model. It also includes
your scores with reference to your comparative group.

Graphical representation of your self scores against the 360 degree

scores on the nine sub-parameters of the leadership model. All scores are
simple averages, unless mentioned otherwise.

59

Element-wise (360 degree0 scores and scoring trends

Open-ended feedback on strengths and areas of improvement captured

verbatim from self and others(360degree) comments

Annexure on Rating Scales, which attempts to explain the meaning of

the scale

4. How to interpret your feedback?

Begin with the overall representation. Study the gap between the self-

assessment and the feedback given by the relevant group.

Next, note the highest and lowest scoring parameters with reference to

the feedback given by the 360 degree group. These will comprise your relative
strengths ad areas of improvement. Prepare an action plan
o

to leverage your strengths, and,

to work towards reducing your weaknesses

On some of the dimensions you may have been assessed by different

groups of respondents.

60

You are advised to discuss with your superior on ay of these parameters

or elements (unacceptable or needs improvement) where you are rated

low. It could be indicative of very high expectations from your working
environment. In case you feel that you are doing your best and yet, you have
been rated low, it could be indicative of a communication gap and/or a bias.
The best way to clarify a bias is through a discussion clarifying the
observations and expectations. Communication is crucial for effective
feedback.

Refer to the annexure on rating scales for an understanding of the same,

while reading this report.

61

EXECUTIVE SUMMARY:
2. Scores with reference to the parameters of the DRL leadership
model
Drives

Revels

Organizational

Entrepreneurship &

Example

Your self-score
Your 360 degree

Building
2.7
2.87

Innovation
2.28
2.98

3
3

score
Scores

2.01

2.07

2.15

2.79

2.81

2.86

3.39

3.45

351

of

your

Leads

comparative
group
(wrt.

Min

in

360

Avg
.

degree
scores)

Max
.

by

62

3. Scores with reference to the nine sub-parameters of the DRL

leadership model
Drives Organizational Building

Revels in Entrepreneurship &

Leads by Example

Sub-

Innovation
Sub-

Sub-parameter

parameter

Score
self

360

parameter

Score
self

deg
Collaborate
s

2.6

and

360

self

deg

ree
2.8

Recognizes

opportunitie

degree

ree
2.9

Accepts

and

delivers

on

leverages

s and takes

stretch goals to

resources,

risks

achieve

knowledge

intelligently

breakthrough

and

Score
360

2.78

performance

relationship
s to achieve
organizatio
nal
priorities
Coaches
and

2.5

2.8

Displays

2.3

2.9

Inspirational

flexibility

yet

develops

and

drives

more

change

leaders

effectively

unassuming

3.132

Aligns and
adapts

2.9

Fosters

climate

of

structure,

innovation

processes

and executes

and

on

systems to

opportunitie

strategic

2.5

2.9

Lives

champions

and

DRLs value

direction

63

(B) Self vs. 360 degree

PT1
PT2
PT3
PT4
PT5
PT6
PT7
PT8
PT9

Self
2.6
2.5
3
2
2.33
2.5
3
3
3

Others
2.84
2.87
2.92
2.95
2.99
2.99
2.78
3.12
3.11

Legend:
PT1: Collaborates and leverages resources, knowledge and relationships to
achieve organizational priorities
PT2: Coaches and develops more leaders
PT3: Aligns and adapts structure, processes and systems to strategic direction
PT4: Recognizes opportunities and takes risks intelligently
PT5: Displays flexibility and drives change effectively
PT6: Fosters a climate of innovation and executes on opportunities
PT7: Accepts and delivers on stretch goals to achieve breakthrough
performance

3.11

PT8: Inspirational yet unassuming

PT9: Lives and champions DRLs value

64
(C) Scores of 360 degree group on Elements of the DRL Leadership Model in
descending order.
Element.

ELEMENT

360

No.
1

DIMENSION

DEGREE
Facilitates effective utilization of all
available

resources

across

(D/R/L)

SCORE
2.61

the

organization
Creates and shares knowledge across

3.06

the organization
Consciously attempts

2.83

2.64

engage
4

and

to

retain

induct,
talented

employees
Builds and nurtures relationships &
leverages knowledge, expertise and
resources to create greater value

across the organization

Fosters the spirit of collaboration &

3.06

teamwork in organization
Delegates appropriately and allows

3.25

team members to take decisions with

7

an element of calculated risk

Invests time and effort in the growth

2.86

and development of team members

Drives perfect in letter and spirit to

10

get the best out of people

Keeps abreast of the

3.42

latest

developments and practices in the

industry.

Introduces

wherever appropriate

change

11

Understands

organization

2.72

communication priorities and drives

12

them appropriately
Consciously attempts to build the

2.44

13

desired culture in the organization

Is able to spot trends/discontinuities

2.92

2.89

to

identify

immediate

business

and

long

improvements
14

term/opportunities
Generates creative alternatives when
faced

15

with

problems.

calculated risks.
Balances between

Takes

systems

and

innovation to gain quantum growth

in business while having strategy in
16

place to mitigate downside risks

Logically
analyses
available
information amidst high ambiguity

17

and uncertainty
Makes an effort to appreciate and

2.75

18

integrate cross cultural teams

Challenges complacency. Does not

2.72

3.42

3.25

shy
19

away

taking

tough

decisions
Welcome change and implements
initiatives

20

from

with

sincerity

and

commitment
Fosters a climate of innovation by
challenging status quo. Creates an
environment where new ideas are
welcomed.

Tolerates

genuine

21

mistakes
Takes a result oriented approach,

2.72

22

leading to effective execution

Understands internal and external

2.94

2.94

customers/suppliers
23

requirements.

Responds to their needs on priority

Motivates team to accept and deliver
on

stretch

goals.

Strives

for

24

breakthrough performance
Delivers on stretch goals
committed.

Works

as

2.36

3.08

towards

transferring skills to colleagues &

25

executes on succession planning

Maintains consistency and a high
degree of objectivity while making
people

decisions

(rewards,

26

promotions, placements etc)

Leads by personal example & walks

27

the talk
Gives full credit to contributing team

3.25

28

members
Shows humility in word and action.

3.17

29

Does not use power inappropriately

Strives for excellence in everything

2.97

30

he thinks, says or does

Is dedicated to achieving the highest

2.83

3.58

3.08

2.64

3.06

3.58

levels of quality of delight internal &

31

external customers
Upholds the self-esteem & dignity of
all colleagues. Creates an open
culture conducive for expression of
views and ideas irrespective of

32

hierarchy
Creates
an

environment

of

innovation & learning. Fosters a

desire to excel and willingness to
33

experiment
Seeks
opportunities
relationships

to

&

build

leverages

knowledge, expertise and resources

to create greater value across the
34

organization
Takes utmost care to protect our
natural environment & initiatives to
serve the communities in which we

35

operate
Maintains

the

highest

ethical

standards

of

truth,

integrity

&

transparency

D= Drives Organizational Building

Innovation

R=Revels in Entrepreneurship &

L= Leads by

Example

3. 360 degree FEEDBACK SURVEY: ELEMENT-WISE

SCORES & TRENDS
This section displays the scores (as average) of self and respondents
(360degree) and also gives a glimpse of the rating trends on each element of
the parameters of the DRL leadership model
Rating

scale:

0=Unacceptable;

1=Needs

improvement;

2=Emerging;

3=Effective; 4=Exceptional

68

1. Drives organizational Building

(PT1) Collaborates and leverages resources, knowledge and relationships to
achieve organizational priorities

S.

Success

Description

Attribute

of

Self

360

Rating Trends of

Behavior

degree

360degree (others)

Resource

Facilitates

(others)
2.61

Sup<peer<sub>sup

Optimizatio

effective

utilization of all

2.06

Sup>peer<sub>sup

2.83

Sup>peer<sub>sup

2.64

Sup<peer<sub>sup

3.06

3.06

Sup>peer<sub>sup

available
resources across
2

Knowledge

the organization
Creates
and

Managemen

shares

knowledge
across

Eye

for

Talent

the

organization
Consciously
attempts
induct,

to
engage

and

retain

talented
4

Relationship

employees
Builds
and

Orientation

nurtures
relationships
with

key

external

and

internal
5

Collaboratio

stakeholders
Fosters
the

spirit

&

Teamwork

of

collaboration &
teamwork

in

organization
Cumulative

2.6

2.84

Average score

(PT2) Coaches and develops more leaders

Sr.

Success

Description of

No

Attribute

Behavior

.
6

Delegation

Delegates

Self

360

Rating Trends of

degree

360degree (others)

(others)
3.25

Sup=peer<sub>sup

2.86

Sup>peer<sub>sup

2.36

Sup<peer<sub>sup

Sup=peer=sub=sup

2.5

2.87

appropriately
and

allows

team members
to

take

decisions with
an element of
7

People

calculated risk
Invests
time

development

and effort in
the growth and
development
of

team

Succession

members
Works towards

planning

transferring
skills

to

colleagues

&

executes

on

succession
9

Performance

planning
Drives perfect

Coaching

in letter and
spirit to get the
best

out

of

people
Cumulative
Average Score

(PT3) Aligns and adapts structure, processes and systems to

strategic direction
Sr.

Success

Description

of

No

Attribute

Behavior

.
10

Systems and

Keeps abreast of the

process

latest developments and

orientation

practices

in

industry.

Introduces

change
11

Self

360degr

Rating Trends of

ee

360degree

(others)
3.42

(others)
Sup>peer<sub<s
up

the

wherever

communicat

appropriate
Understands

ion

organization

2.75

Sup<peer<sub>s
up

communication
priorities
12

and

drives

Culture

them appropriately
Consciously attempts to

building

build the desired culture

In the organization
Cumulative
Average

2.58

Sup>peer<sub<s
up

2.92

Score

71

2. Revels in Entrepreneurship & Innovation

(PT4) Recognizes opportunities and takes risks intelligently
S.no

Success

Description of Behavior

Self

Attribute
13

Business

Is

able

Acumen

trends/discontinuities to
identify

to

spot

immediate

business improvements
and

long

360

Rating Trends of

degree

360degree (others)

(others)
3

Sup=peer=sub=sup

14

Risk Taking

term/opportunities
Generates
creative

2.92

Sup=peer>sub<sup

2.89

Sup>peer<sub=sup

Sup=peer=sub=sup

2.95

alternatives when faced

with problems. Takes
15

Risk

calculated risks.
Balances
between

Mitigation

systems and innovation

to gain quantum growth
in

business

while

having strategy in place

to mitigate downside
16

Dealing with

risks
Logically

analyses

ambiguity

available

information

amidst high ambiguity

and uncertainty
Cumulative
Average
score

72

(PT5) Displays flexibility and drives change effectively

Sr.

Success

No

Attribute

.
17

Cross

Makes

cultural

appreciate and integrate

sensitization
Improvemen

cross cultural teams

Challenges

t orientation

complacency. Does not

18

Description of Behavior

an

effort

to

Self

360

Rating Trends of

degree

360degree (others)

(others)
2.83

Sup<peer<sub>sup

2.72

Sup<peer<sub>sup

3.42

Sup>peer<sub<sup

shy away from taking

19

Flexibility &

tough decisions
Welcome change and

change

implements

initiative

management

with

sincerity

commitment
Cumulative

and

average

2.3

score

2.99

73

(PT6) Fosters a climate of innovation and executes on

opportunities
Sr.

Success

Description

of

No

Attribute

Behaviour

.
20

Innovation

Fosters a climate of

orientation

innovation

Self

360

degree

Rating

Trends

(others)

360degree (others)

3.25

Sup=peer<sub>sup

2.72

Sup<peer<sub>sup

by

challenging status
quo.

Creates

an

environment where
new

ideas

are

welcomed.
Tolerates
21

Execution

mistakes
Takes a

genuine
result

of

oriented approach,
leading to effective
execution
Cumulative

2.5

2.99

average score

74

3. Leads by Example
(PT7) Accepts and delivers on stretch goals to achieve breakthrough
performance
Sr.

Success

Description

No

Attribute

Behavior

22

Customer

Understands

Focus

internal

of

Self

360

Rating Trends of 360

degree

degree (others)

(others)
2.94

Sup>peer<sub>sup

2.94

Sup>peer<sub>sup

and

external
customers/suppli
ers requirements.
Responds to their
23

Performan

needs on priority
Motivates team

ce mindset

to

accept

and

deliver on stretch

goals. Strives for

breakthrough
24

Result

performance
Delivers
on

Orientatio

stretch goals as

committed
Cumulative

2.94

2.78

Sup>peer<sub>sup

Average score

75

(PT8) Inspirational yet unassuming

Sr.

Success

No

Attribute

25

Fairness

Description of Behavior

&

impartiality

Self

Maintains consistency and a

360

Rating Trends of

degree

360 degree (others)

(others)
3.08

Sup=peer<sub>sup

high degree of objectivity

while

making

decision

people
(rewards,

26

Inspirational

promotions, placements etc)

Leads by personal example

Sup=peer=sub=sup

27

Credit

& walks the talk

Gives
full
credit

to

3.25

Sup=peer<sub>sup

28

sharing
Unassuming

contributing team members

Shows humility in word and

3.17

Sup=peer<sub>sup

action. Does not use power

inappropriately

Cumulative Average score

3.12

76

(PT9) Lives and champions DRLs value

Sr.

Success

No

Attribute

29

Excellenc

Strives for excellence in

everything the thinks,

Quality

says or does
Is
dedicated

Orientatio

achieving the highest

levels

30

Description of Behavior

delight
31

to

internal

Rating Trends of

degree

360 degree (others)

(others)
2.97

Sup>peer<sub>sup

2.86

Sup>peer<sub>sup

3.58

Sup>peer<sub<sup

&

external customers
Upholds the self-esteem

for

&

individual

360

of quality to

Respect
the

Self

dignity

of

all

colleagues. Creates an
open culture conducive
for expression of views
and ideas irrespective if

32

Innovatio

hierarchy
Creates an environment

of

innovation

learning.
desire

2.64

Sup<peer<sub>sup

3.06

Sup>peer>sub<sup

3.58

Sup>peer<sub<sup

3.11

and
to

Collaborat

experiment
Seeks opportunities to

ion

build relationships &

&

Sup=peer<sub>sup

willingness
33

3.08

&

Fosters

to excel

Teamwor

leverages

knowledge,

expertise and resources

to create greater value

34

Harmony

across the organization

Takes utmost care to

&

protect

Social

our

natural

responsibi

environment

&

lity

initiatives to serve the

communities in which

35

Truth
integrity

&

we operate
Maintains the highest
ethical

standards

of

truth,

integrity

&

transparency
Cumulative Average
Score

OPEN ENDED FEEDBACK:

You and your respondents had the opportunity to write comments on your
work style in the Feedback Questionnaire. These comments have been quoted
verbatim in sequence.

78

Strengths

Willingness to

Areas of Improvement

Communication

experiment

myself into the organization

Logical as well

Should improve on integrating

as Lateral Thinking,

NA

useful in problem

He should be more and more

solving

assertive

Is a good mentor

and a effective

communicator.

Respect for

Result Orientation

Need to be more decisive and

closure and delivery oriented.

Leverage skills of persuasion / influence

individual

to get complex cross functional tasks

carried out in a matrix environment.

Knowledge in

Pharma Trends &

Improve sharpness of verbal

Marketing

communication.

Very strong on

Positive attitude

concepts, strategy and

Back End Understanding

pharma industry

To use his position more

perspectives & insights.

Good team

player

Product/Molecul
Excellent

knowledge of the
concerned subject

Humility

People

Management
mentorship which is
complemented by
empathy

Business realities in various

markets

e/Therapy knowledge

effectively to get best results

Gives full

freedom to work and

Should stop cribbing about role

clarity and get into close for each

assignment/project

NA

Risk taking ability

Team Building

Ability to shoulder responsibility

and self-priorities without too much

support from superiors.

Managing contacts

Better team work involving

everyone

keeps a strong support

People management

by constant feedbacks

Should stop to be judgmental

and guidance.

NA

5. ANNEXURE:
RATING SCALES: The scores, range of ratings and the meanings
associated with each dimension is common to all the 35 elements of the DRL
Leadership model.
Scale

(score)
Range of

unacceptable

Needs

Emerging

Effective

Exceptional

ratings
Nearest

Resistant

improvement
Unaware

Aware

Aware

Aware and

and does

does

meaning
in

consistently

actionable
of

the

above
ratings

80

1. Employee idea about 360 degree appraisal process.

PARTICULARS

NUMBER

OF

Yes
No
Doubt ful
Total:

RESPONDENTS
21
1
8
30

PERSENTAGE

OF

RESPONDENTS
70
3
27
100

GRAPHICAL REPRESENTATION:
80
70
60
50
40
30
20
10
0
Yes

No

Doubt ful

Interpretation:
The above table reveals that the 70% of employees well aware of 360
degree appraisal system process.

81

2.Methodology applied for appraisal.

PARTICULARS

NUMBER

OF

MBO
Competency mapping
Factor comparison method
360 degree appraisal method
Total:

RESPONDENTS
1
1
1
27
30

PERSENTAGE

OF

RESPONDENTS
3
3
4
90
100

GRAPHICAL REPRESENTATION:
100
90
80
70
60
50
40
30
20
10
0
MBO

competency
mapping

factor
comparison

360 degree
appraisal

interpretation: The above table reveals that 90% of the employees said that
360 degree appraisal system is used by the organization for measuring the
performance of the employees.
82

3.The factor which is so good of performance appraisal system

adopted by the organization.
PARTICULARS

NUMBER

Open feedback

RESPONDENTS
8

OF

PERSENTAGE
RESPONDENTS
27

OF

Transparency

in

evaluation
Recognition for work
Impartiality
Total :

14

47

5
3
30

16
10
100

50
45
40
35
30
25
20
15
10
5
0
open feedback

transparency
in evaluation

recognition for
work

impartiality

Interpretation:
The above table reveals that 47% of the employees said that
transparency in evaluation is in their performance appraisal.

83

4. Employee satisfaction on appraisal system adopted by the

organization.
PARTICULARS

NUMBER

Satisfied
Partially satisfied
Dissatisfied

RESPONDENTS
25
5
0

OF

PERSENTAGE
RESPONDENTS
83
17
0

OF

Total:

30

100

GRAPHICAL REPRESENTATION:
90
80
70
60
50
40
30
20
10
0
satisfied

partially
satisfied

dissatisfied

Interpretation:
The above table reveals that 83% of the employees satisfied with this
360 degree appraisal system adopted by the organization.

84
5. impact of 360 degree appraisal on performance of the

employee.
PARTICULARS

NUMBER

Strong
Partially
Poor
Total:

RESPONDENTS
18
12
0
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
60
40
0
100

OF

70
60
50
40
30
20
10
0
strong

partially

poor

Interpretation:
The above table reveals that the 60% of the employees said that the
impact of 360 degree appraisal on their performance is strong.

85

6.the reasons for the organization has adopted the 360 degree
appraisal system.
PARTICULARS

NUMBER

Accurate results
Because it is modern

RESPONDENTS
19
9

RESPONDENTS
63
30

system
Because all MNCs are

following
Total:

30

100

method

of

OF

PERSENTAGE

appraisal

OF

GRAPHICAL REPRESENTATION:
70
60
50
40
30
20
10
0
accurate
results

because it is
modern
method of
appraisal

because all
MNC's are
following

Interpretation: The above table reveals that 63% of the employees said that
the accurate results are possible through this 360 degree appraisal system thats
why the organization adopted this method.
86

7. Training programmes attended to improve performance of the

employee:
PARTICULARS

NUMBER

None
1 to 3
3 to 5
Total:

RESPONDENTS
9
18
3
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
30
60
10
100

OF

70
60
50
40
30
20
10
0
none

1 to 3

3 to 5

Interpretation:
Above the table reveals that 60% of the employees attended the training
programmes

(1 to 3) to improve their performance.

87

8.Apex committee is involved in deciding employees grades.

PARTICULARS

NUMBER

0-35%
36-70%
71-100%
Total:

RESPONDENTS
3
19
8
30

GRAPHICAL REPRESEMTATION:

OF

PERSENTAGE
RESPONDENTS
10
63
27
100

OF

70
60
50
40
30
20
10
0
0-35%

36-70%

71-100%

Interpretation:
Above table reveals that 63% of employees said that 36-70%, the apex
committee involving in deciding employees grades.

88

9.Employee agrees with the apex committee results.

PARTICULARS

NUMBER

Strongly agree
Agree
Disagree
Total:

RESPONDENTS
2
28
0
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
7
93
0
100

OF

100
90
80
70
60
50
40
30
20
10
0
Strongly agree

Agree

Disagree

Interpretation:
The above table reveals that 93% of the employees said that they are
agree with the apex committee results.

89

10. Appraisal system motivates the performance of the employee.

PARTICULARS

NUMBER

Yes
No
Total:

RESPONDENTS
30
0
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
100
0
100

OF

120
100
80
60
40
20
0
Yes

No

Interpretation:
The above table reveals that the 100% employees said thatemployees
performance is motivated by the (360 degree) performance system adopted by
the organization.

90

11.Appraisal system is helpful to minimize the weaknesses of the

employee.
PARTICULARS

NUMBER

To a great extent
Up to some extent
Average
Below average
Total:

RESPONDENTS
7
18
15
0
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
23
60
17
0
100

OF

70
60
50
40
30
20
10
0
To a great
extent

Up to some
extent

Average

Below average

Interpretation:
The above table reveals that the 60% of the employees said that the
appraisal system is helpful to minimize their weaknesses.

91

12.Performance of the employee is improved by 360 degree

appraisal.
PARTICULARS

NUMBER

0-35%
36-70%
71-100%
Total:

RESPONDENTS
1
24
5
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
30
80
17
100

OF

90
80
70
60
50
40
30
20
10
0
0-35%

36-70%

71-100%

Interpretation:
The above table reveals that 80% of the employees said that their
performance is improved by 360 degree appraisal .

92

13. Employee opinion on 360 degree appraisal.

PARTICULARS

NUMBER

Very good
Good
Average
Poor
Total:

RESPONDENTS
4
26
0
0
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
13
87
0
0
100

OF

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Very good

Good

Average

Poor

Interpretation:
The bove table reveals that 87% of the employees opinion on the 360
degree appraisal system is GOOD.

93

14. While giving the appraisal for superior there is any

consideration for subordinate feedback.
PARTICULARS

NUMBER

Yes
No
Total:

RESPONDENTS
12
18
30

GRAPHICAL REPRESENTATION:

OF

PERSENTAGE
RESPONDENTS
40
60
100

OF

70%
60%
50%
40%
30%
20%
10%
0%
Yes

No

Interpretation:
The bove table reveals that 60% of the employees said that there is no
consideration to take the feedback of them while givining the appraisal of
superior.

94

FINDINGS
o

Most of the employees said that the 360 degree appraisal system
adopted by the organization is very good.

The 360 feedback process is well known to every employee in the

organization.

The weaknesses of the employees are minimizes by the 360

degree appraisal adopted by the organization

The apex committee is involved in deciding the employees final

grades. Their role is very important in this appraisal process

In DRL the employees are attended the training programes 2 to 3

times in a month. The organization is mainly focused on the training

programmes.

95

SUGGESTIONS:
1. Use of counseling as a tool to improve performance can help the employees
provided it is devoid of severe criticisms, suppression of domination.
2. Appreciation for good performance and proper guidance for improvement
is a must.
3. Appraisal linked to promotions and increments will motivate the employee
towards work culture.

4. As the appraisal is directly linked to promotions or career progressions of

an employee there should be transparency in discussing the appraisal
report.
5. Objective and fair assessment can induce seriousness towards appraisal and
help increase motivation among employees.
6. New performance methods to be implemented in appraising the
performance of the employees.
7. A clear feedback should be given to the employees in knowing their
drawbacks.
8. Executives should be provided some monetary benefits basing on their
performance.
9. Separate methods to be used for managerial and non-managerial level.
Accordingly content to be selected to measure.
96

SUMMARY
Dr. Reddys works towards providing patients access to high quality
generic medicines at affordable prices, and secondly, helps develop new
treatments that satisfy unmet medical needs and are improvements over
currently existing therapies.
Increased awareness, acceptance of generics and favorable legislation, have
together with the large volume of branded products losing patent protection

over the coming years, led to continued expansion of the generic

pharmaceuticals market
The company using the H.R tools to strength its man power meets its
targeted goals and as a part of this, employees performance appraisal utilized
for evaluation of its manpower potential and builds a good team. In this
activity the company H.R department had choosen 360 degree appraisal
method.
The process of employees performance appraisal in Dr. Reddys
pharma ltd, Hyderabad is carried out according to principles of 360 degree
appraisal method. These appraisal method would be evaluated by
superiors/managers of bottom to top rank effectively and approximately 95%
of the employees are being satisfied with good increments and promotions.

97
The data generated on employees performance appraisal as well as
increment and promotion will be utilized in future for remuneration
administration, employee training and development programmers, transfers
H.R planning and validation of selection programmers.

98

CONCLUSION

In this growing competitive world it is very essential for any employee

to become more efficient. So, it is the responsibility of the employee to
increase the efficiency of the employees. So, in order to measure the efficiency

of the people various methods have come into existence. One such method is
360 degree appraisal. As the name itself indicater it appraises the overall
performance of the employee which will be satisfactory for him.

To make this more successful a separate committee is being maintained

called Apex committee. Through which they can be get motivated and inturn
improves their efficiency and finally leads to both personnal and organizational
development.

99

BIBLIOGRAPHY
S.NO AUTHOR

BOOKNAME

EDITION PUBLICATION
th

YEAR

Prof. T.V. Rao

Human resource
Development

12

Himalaya
publications

2002

C.B. Mamoria

Personnel and human

resource Management

3rd

Himalaya
publications

2007

P. Subba Rao

Human Resource
Management

4th

Himalaya
Publications

2006

R. Thomas and C. Developing Human

Mabey
Resources

3rd

Himalaya
Publications

2007

Arun Monappa

Personnel Management

6th

Himalaya
Publications

Elixer of Dr.Reddys Laboratories .Ltd

www.drl.com
www.drreddys.com

QUESTIONNIER
Dear respondents,
I am S. RAJARAJESWARI doing MBA programme in Aditya PG studies, kakinada,
affiliated to Andhra University.

2004

As a part of my academic I have to submit a project work. So, I am

doing project work on performance appraisal in your organization. So please give
your response the following questions
1.what is the methodology applied for your appraisal?

a. Management by objective

b. competency mapping

c. Factor comparison method

d. 360 degree appraisal

2. what is so good about your performance appraisal system?

a. open feedback

b. transparency in evaluation

c. recognition for work

d. impartiality

3. are you satisfied by the appraisal system adopted by your organization?

)
a. satisfied

b. partially satisfie
c. dis satisfied

4. is there any impact of 360 degree appraisal on your performance?

a. strong

b. partial

c. poor

5.do you know why the oraganisation has adopted the 360 degree appraisal? (
a. accurate results

b. because it is modern method of appraisal

c. because all MNCs are followed.

6. how many training programmes you have attended to improve your performance?
(
)
a. none

b. 1 to 3

c. 3 to 5

7. do you have any idea about the 360 degree appraisal process? (
a. yes

b. no

c. doubtful

8. to what extent apex committee involved in deciding your grades? (

a. 0 to 35%

b. 36 to 70%

c. 71 to 100%

9. how much do you agree with the apex committee results? (

a. strongly agree

b. agree c. disagree

10. do you feel that the appraisal system motivates your performance? (
a. yes, motivated

b. not motivated

11. to what extent the appraisal system is helpful to minise your weaknesses? (
a. to a great extent

b. up to some extent

c. average

d. below average
12. how much percentage of performance improved by this method (360 degree) of
appraisal system? (
a. 0 to 35%

b. 36 to 70%

c. 71 to 100%

13. what is your opinion regarding 360 degree appraisal system? (

a. average

b. very good

c. good

d. average

e. poor

14.while giving appraisal for superior does the subordinate feedback taken into
criteria?
(
a. yes

b. no