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IILM Business School

Hyderabad Campus
Balanagar, Hyderabad.


This is to certify that this Project entitled PERFORMANCE APPRAISAL


the bonafid work of Mr.Parshuram Sahoo submitted in partial fulfillment

of the requirements for the award of Degree of MASTER OF BUSINESS

ADMINISTRATION by IILM Business School, Hyderabad.

Ms. Barnali Ghosh G. Murali Krishna

IILM Business School IILM Business School
Hyderabad – 500037 Hyderabad - 500037

Head of the Department Date:1st September 2009
IILM Business School
Hyderabad – 500037

Dear Sir,

This is to certify that Mr. Parshuram Sahoo S/O Mr. Subodh Kumar
Sahoo student of MBA IInd Semester bearing enrollment No.
EIILMU/08/F01270 of IILM Business School, Hyderabad has successfully
completed the practical training in our company during the period from
1st June 2009 to 31st Aug 2009.

The objective of the assignment was “The Performance Appraisal System

Of HDFC Standard Life Insurance Company”.

We find Mr. Parshuram Sahoo as enthusiastic and hard working and we wish
him all success in future.

Yours sincerely,
P. Srinivas Rao.

HDFC Standard Life Insurance

Somajiguda, Branch.


I would like to convey my heartiest gratitude to several people, for their

support and guidance which helped me complete my Summer Internship.

First and foremost I would like to thank HDFC Standard Life Insurance
Co. Ltd., Somajiguda Branch for giving me an opportunity to do my
internship in their esteemed organization. My special appreciation extends to
Mr. P. Srinivas Rao (Branch Sales Manager) , Mr.Venkata S Boppanna
(Sales Development Manager) and Mr. K. Srikant (Branch Training
Manager) of HDFC SLIC Somajiguda Branch for their constant
encouragement through out this period.

I would also like to thank our Campus Co-ordinator, Mr. G. Murali

Krishna. And also Ms. Neha Saxena and Ms. Barnali for their guidance
and unflinching support through out the phases of my internship.

My special thanks to my classmates and dear friends, Mr. Santosh Kumar,

Mr.U. Krishna Rao, Mr. Praveen Kumar and Mr. B Tirupathi for their
support through out my internship. With their help I could complete my
work efficiently and effectively.

Last but not the least, my endless appreciation goes to my family who has
stood by my side and given me moral support whenever I was low and
boosted my will power.

Thank You.

DATE- 1st September 2009

SL.No Page. No




This internship report consists of the overall experience of online working as

a part of HDFC Standard Life Insurance Co, Ltd. This experience helped
me understand the basic functioning of the organization where I was

My Internship program - Project Title: Performance Appraisal System of


The best learning experience was that I started from the very basics of
getting to that position and not from the position itself. This helped me get
useful insight and understanding of online marketing, the benefits to the
members as well as the HDFC Standard Life Insurance Company.

Training sessions were held to give me insights about How to create markets
and write comments on other member’s markets and to encourage and
appreciate them for their nice efforts and creative markets.

I also learnt how to work online for such a nice company HDFC Standard
Life Insurance Co. Ltd which enhanced my knowledge, writing skills and

The process of Human Resource Development (HRD) helps the employee’s
to acquire and develop technical, managerial and behavioral knowledge,
skills & abilities and the values , beliefs &attitudes necessary to perform
present and future roles. The process of Performance Appraisal helps the
employees and management to know the level of employees Performance
compared to the standard or predetermined level.

Performance Appraisal is important to understand and improve the

employee’s performance through HRD. In fact, Performance Appraisal is the
basis of HRD. It was viewed that Performance Appraisal was useful decide
employee’s promotion or transfer, salary determination. But the recent
developments in HRD indicate that Performance Appraisal is the basis for
employee development. Performance Appraisal indicates the level of desired
performance level and actual performance and the gape between these two.
This gap should be bridged through training, counseling and motivation etc.

In every organization, the process of HRD helps the employee’s to acquire

and development technical, managerial and behavioral knowledge, skill, and
abilities, belief and attitudes necessary exists to achieve goals; the degree of
success obtained by the individual employee in achieving individuals goals
directly determines the organizational effectiveness. The assessment of the
degree of success of an individual employee is an important part of HRM
that leads to the Performance Appraisal.

In American business, the Performance Appraisal is done to determine wage
increase, promotion, transfer, regarding the emphasis for the feedback to the
employee’s and assessing the need for their training is very less or we can
say it’s little. In contrast, Indian companies use Performance Appraisal for
training and development, providing feedback to the employee’s and
personal research. They also use it in determining wages and transfers as
they do it in the American companies.

The purpose of Performance Appraisal to make a distinction between

performer and non performer on the job.

The aim of the project is to focus on the Performance Appraisal system

undergone in HDFC Standard Life Insurance Co Ltd (HDFC SLIC).
This project aim to study the need for Performance Appraisal; how it helps
the employees of the Organization to improve their abilities so as to meet
both the personal and organizational present and future requirements.
Whether the organization is reaching its standards by Performance Appraisal
resulting in increase in quality and productivity of the employees observed.

The overriding purpose of Performance Appraisal is to help HDFC

Standard Life Insurance Company Limited employees to improve and
thus to improve organizational effectiveness. Performance Appraisal
therefore institutional needs as well as staff member needs, abilities,
motivation and expectancies.


Housing Development Finance Corporation Ltd. (HDFC), India’s premier

housing finance institution has assisted more than 3.3 million families own a
home, since in inception in 1977 across 2400 cities and town through its
network over 250 offices. It has international offices in Dubai, London and
Singapore service associates in Saudi Arabia, Qatar, Kuwait and Oman to
assist NRI’s and PIO’s to own a home back in India. As of December 2008,
the total asset size has crossed more than Rs. 95,000 cores including
mortgage loan assets of more than Rs. 83,800 cores. The corporation has a
deposit base of Rs. 17,551 cores, earning the trust of more than 9, 00,000
depositors. Customer Service and satisfaction has been the mainstay of the
organization. HDFC has set benchmarks for the Indian housing finance
industry. Recognition for the servi9ce to the sector has come from several
national and international entities including the World Bank that has lauded
HDFC as a model housing finance company for the developing countries.
HDFC has undertaken a lot of consultancies abroad assisting different
countries including Egypt, Maldives, and Bangladesh in the setting up of
housing g finance companies.

HDFC Bank was incorporated in August 1994, and currently has a

nationwide network of 1412 Branches and 325’s ATM’s in 528 Indian towns
and cities. The Housing Development Finance Corporation Limited (HDFC)
was amongst the first to receive an ‘in principle’ approval from the Reserve
Bank of India (RBI)to set up a bank in the private sector, as part of the RBI’s
liberalization of the Indian Banking industry in 1994. The bank was
incorporated in August 1994 in the name of ‘HDFC’s Bank Limited’, with
its registered office in Mumbai, India. HDFC Bank commenced operation as
a Scheduled Commercial Bank in January 1995.


 Awarded the Economic Times Corporate Citizen award in 2004.

 Presented ‘Dream Home’ award for the biggest housing finance

in 2004.

 HDFC Ranked as India’s Third Best Managed Company by Finance

Asia 2005.

 HDEC won the Best award for “Investment Management in India” at

the Euro money 2006 Real Estate Awards.

 “Best Home Loan Provider” title at the ZEE Pinnacle Awards 2006.

 “Best Strategy”, at the 4Ps Business, Marketing &Advertising Power

Awards 2006.

 Dun & Bradstreet –American Express Corporate Award 2006.

 Sar Utha Ke Jiyo Among India’s 60 Glorious Advertising Moments

January, 2008.

 Received 2008 CIO Bold 100 and CIO Security Awards.

 Received PCQuest Best IT Implementation Award May, 2008.

 Unit Linked Savings Plan Tops Mint Best TV Ads Survey March,

HDFC Group Companies:

Other Companies:

• HDFC Property Ventures Ltd

• HDFC Developers Ltd.
• GRUH Finance Ltd.
• HDFC Ventures Trustee Company Ltd.
• HDFC Trustee Company Ltd
• HDFC Investments Ltd
• HDFC Holdings Ltd
• Credit Information Bureau (India) Ltd
• HDFC Securities


HDFC Bank is a dynamic bank; with a youthful and enthusiastic team
determine to accomplish the vision of becoming a world-class Indian bank.
Our business philosophy is based on four core values – Customer Focus,
Operational Excellence, Product Leadership and People. We believe that the
ultimate identity and success of our bank will reside in the exceptional
quality of our people and their extraordinary efforts. For this reason, we are
committed to hiring, developing, motivating, and retaining the best people in
the industry.

Mission and Business Strategy:

Our mission is to be a “World-Class Indian Bank,” benchmarking ourselves
against international standards and be practices in terms of product offerings,
technology, service level, risk management and audit and compliance. The

objective is to build sound customer franchises across distinct business so as
to be a preferred provide of banking service for target retail and wholesale
customer segment, and to achieve a healthy growth in probability, consistent
with the Bank’s risk appetite. We are committed to do this while ensuring the
highest levels of ethical standards, professional integrity, corporate
governance and regulatory compliance.
Our business strategy emphasizes the following:

 Focus on high earnings growth with low volatility.

 Maintain our current standards for asset quality through disciplined
credit risk management.
 Continue to develop products and service that reduces our cost of
 Develop innovative product and services that attract our targeted
customers and address inefficiencies in the Indian financial sector.
 Leverage our technology platform and open scaleable systems to
deliver more products to more customers and to control operating

E Corporate Governance:
HDFC Bank recognizes the importance of good corporate governance,
which is generally accepted as a key factor in attaining fairness for all stake
holders and achieving organizational efficiency. This corporate Governance
Policy, therefore, is established to provide a direction and framework for
managing and monitoring the bank in accordance with the principle of
goods corporate governance.

Standard Life –UK;

 Standard Life Insurance Company is one of the most trusted Insurance
Companies worldwide based at Edinburgh, Scotland (UK). Founded

in 1825, Currently over 7 million Customers worldwide, operation in
all the important markets of the world like Austria, Canada, China,
Germany, Spain, Hong Kong, Ireland and India through its network.

 Standard Life listed on 10th July 2006, the biggest float on the London
Stock Exchange in the last five years.

 Standard Life Insurance Co. is the largest mutual insurance company

in Europe.

 Providing range of saving, pension, and protection and investment


 As at December 2006, Standard Life Financial Strength has total

Assets under management UK £ 125 billion (more than Rs. 10, 46,
979 or INR 10, 469, 791,000,000 cores.)
Standard Life Group Companies:

 Standard Life Investment manages assets for the group as well as

third parties, and has a record of strong investment performance.

 Standard Life Healthcare is one of the largest private medical

insurance providers in the UK.

 Standard Life Bank offers a range of mortgages and savings products,

and had mortgage book of £ 10.6 billion as at 31st December 2005.

 INR 819.69 billion or 81, 969 cores.

HDFC Standard Life Insurance Co. Ltd:

HDFC Standard Life Insurance Company Limited is a joint venture
between HDFC Ltd, a Leading Finance Company in India & Standard
Life Assurance, the largest mutual Insurance Company in Europe.

The financial expertise of HDFC Group, combined with the Insurance
expertise of Standard Life is committed to offer better financial solution
to the customers.

Our study of Performance Appraisal in the HDFC Standard Life

Insurance Company Limited is the major stack in the HDFC LTD.

Joint venture: Stake Holding Pattern

26.00% 74.00%

HDFC Standard Life Insurance Company Limited is one of India’s leading

insurance companies, which offers a range of individual and group insurance
solutions. It is a joint venture between Housing Development Finance
Corporation Limited (HDFC Limited), India’s leading housing finance
institution and a Group Company of the Standard Life Plc, UK. As on
February 28, 2009 HDFC Ltd, holds 72.43% and Standard Life (Mauritius
Holding) 26.00% of equity in the joint venture, while the rest in held by

HDFC Standard Life believes that stabling a strong and ethical foundation is
an essential prerequisite for long term sustainable growth. To ensure this we
have concentrated our focus on expansion of branch network, organizing an
efficient well trained sales force, and setting up appropriate system and
process with optimum use of technology. As all these areas from the basic
infrastructure for establishing the highest possible customer service

Vision of HDFC Standard Life Insurance Co. Ltd…

The most successful and admired life insurance company which mean that
we are the trusted company, the easiest to deal wit, offer the best value for
money, and set the standard in the industry.

In short, “The most obvious choice for all”

Our key strengths:

Finical Expertise

As a joint venture of leading financial services groups, HDFC Standard
Life has the financial expertise required to manage your long term
investments safety and efficiently.

Range of Solutions

We have s range of individual and group solutions, which can be easily

customized to specific needs. Our group solutions have been desired to offer
you complete flexibility combined with a low charging structure.

Track record so far

Our gross premium income for the year ending March 31, 2009 stood at Rs.
5,564.69 cores. The company has covered over 10, 00,000 lives as on March
31, 2009.

Our core values are drilled down to all levels of employees, as these are
inviolable. We continue to promote high integrity in business practices and
shun short cuts and unethical practices, as we wish to be perceived as an
institution with high moral standing. Since our inception in 2000, when
Indian insurance space was opened for private participation, we have
consistently focused on setting benchmarks in all aspect on insurance
business. Being the first private player to be registered with the IRDA and
the first to issue a policy on December 12, 2000, our differentiators are:

Values of HDFC Standard Life Insurance Co. Ltd….

Our values

 Integrity

 Innovation

 Customer Centric

 People care

 Team work

 Joy and simplicity

Strong promoter:

HDFC standard life is a strong financially secure business supported by two

strong and secure promoters – HDFC Ltd and Standard Life. HDFC Ltd’s
excellent brand strength emerges from its unrelenting focus on corporate
governance, high standards of ethics and clarity of vision. Standard Life is a
strong, financially secure business and a market leader in the UK Life &
Pensions sector.

Preferred and trusted brand:

Our brand has managed to set a new standard in the Indian life insurance
communication space. We were the first private life insurer to break the ice
using the idea of “Sar Utha Ke Jiyo”. Today, we are one the few brands that
customer recognize, like and prefer to do business. Moreover, our brand
thought, “Sar Utha Ke Jiyo”, is the most recalled campaign in its category.

Investment philosophy:

We follow a conservative investment management philosophy to ensure that
our customer’s money is looked after well. The investment policies and
actions are regularity monitored by a formal investment committee
comprising non- executive directors and the Principal Offers & Executive
As a life insurance company we understand that customer have invested
their savings with us for the long term with specific objectives in mind.
Thus, our investment focus is based on the primary objective of protecting
and generating good, consistent, and stable investment returns to match the
investor’s long term objective and return expectations, irrespective of the
market condition.

Need based selling approach:

Despite the criticality of the life insurance sales in the industry have been
characterized by over by reliance on tax benefits and limited advice-based
selling. Our eight-step structured sales process “Disha” however, helps
customers understand their latent needs at the first instance itself without
focusing on product features or tax benefits. Need- based selling process,
“Disha” the first of its kinds in the industry, looks at the whole financial
picture. Customers see a plan not piecemeal product selling.

Risk control frame work:

HDFC Standard Life has fully implemented a risk control framework to

ensure that all types of risks (not just financial) are identified and measured.
These are regularly reported to the board and this ensures that the company
management and board members are fully aware of any risks and the actions
taken to ensure they are mitigated.

Focus on training:

Training is an integral part of our business strategy. Almost all employees
have undergone training to enhance their technical skill or the softer
behavioral skill to be able to delver the service standards that our company
has for itself. Besides the mandatory training that financial consultants have
to undergo period to being licensed, we have developed and implemented
various training modules covering various including product knowledge,
selling skills, and objective handling skills, professional and so on.

Focus long term value:

HDFC Standard Life does not focus in the business of ramping up the top
line only, but to create maximization of stake holder’s value. Today, we are
extremely satisfied with the base that we that we have created for long term
success of this company.

Transparent dealing:

We are one the few companies whose product details, pricing; clauses are
clearly communicated to help customer take the right decision.

Strict compliance with regulations:

We have initiated and implemented many new processes, some of which

were found useful by the IRDA and later made mandatory for the entire
industry. The agent who successfully completed this training only, was
authorized by the company to sell ULIPs. This has been made compulsory
by IRDA for all insurance companies under the new Unit Linked Guidelines.

Diversified product portfolio:

HDFC Standard Life’s wide and diversified product portfolio help
individuals meet their various need, be it:

 Protection: Need for a sound income protection in case of your

unfortunate demise

 Investment: Need to ensure long term real growth of your money

 Savings: Save for the milestones and protect your savings too

 Pension: Need to save for a Self Respectable and comfortable life at

Retirement Stage

 Health: Cover for health related exigencies

Awards and Accolades:

 “Best New Insurer” Award from Outlook money – 2003.

 “Most Respected Private Insurance Company” Award from Business

World – 2004.

 “Best New Insurer” Award from Outlook Money – 2006.

 HDFC Standard Life Selected as ‘4Ps Power Brand 2006’, for being
of the India’s Top 25 Most Innovative Companies’.

: Brief Profile of the Board of Directors:

Mr. Deepak S.Parekh is the Chairman of the Company. He is the Executive

Chairman of Housing Development Finance Corporation Limited (HDFC
Limited). He joined HDFC Limited in a senior management position in
1978. He was inducted as a whole –time director of HDFC Limited in 1985
and was appointed as its Extenuative Chairman in 1993.He is the Chief
Executive Officer of HDFC Limited. Mr. Parekh is a Fellow of the Institute
of Charted Accountants (England & Wales).

Sir Alexander M.Crombie joined the Board of Directors of the Company in

April 2002. He has been with Standard Life Group for 34 years holding
various senior management positions. He was appointed as the Group Chief
Executive of the Standard Life Group in March 2004.

Mr. Keki M. Mistry joined the Board of Directors of the Company in

December, 2000. He is currently the Managing Director of HDFC Limited.

He joined HDFC Limited in 1981 and became an Executive Director in
1993. He was appointed as its Management Director in November, 2000.

Ms. Marcia D. Campbell is currently the Group Operations Director in the

Standard Life Group and is responsible for group operations. Asia Pacific
Development, Strategy & Planning, Corporate Responsibility and Shared
Services Centre. Ms. Campbell joined the Board of Director in November

Ms. Renu S. Karnad is Executive director of HDFC Limited, is a graduate

in law and holds a Master’s degree in economics from Delhi University. She
has been employed with HDFC Limited since 1978 and was appointed as the
Executive Director in 2000. She is responsible for overseeing all aspects of
lending operations of HDFC Limited.

Mr. Gautam R. Divan is a practicing charted Accountant and is a Fellow

the Institute of Charted Accountants of India. Mr. Divan was the Former
Chairman and managing committee member of medsnell group international
association of independent accounting firms and has authored several papers
of professional interest. Mr. Divan has wide experience in auditing and
taxation planning of individuals and limited companies and also has
substantial experience in structuring overseas investment to and from India.

Mr. Ranjan Pant is a global Management Consultant advising CEO/Boards

on Strategy and Change Management. Mr. Pant, until 2002 was a Partner &
Vice – President at Bain & Company, Inc., Boston, where he led the
worldwide Utility Practice. He was also Director, Corporate Business
Development at General Electric head quarters in Fairfield, USA. Mr. Pant
has an MBA from the Wharton School and BE (Honors) from Birla Institute
of Technology and Sciences.

Mr. Ravi Narain is the Managing Director & CEO of National Stock
Exchange of India Limited. Mr. Ravi Narain was a member of the core team
to set- up the Securities & Exchange Board of India (SEBI) and is also
associated with various committees of SEBI and the Reserve Bank of India

Mr. Gerald E. Grimstone was appointed Chairman in May 2007, having

been Deputy Chairman since March 2006. He became a director of the
standard life assurance company in July 2003. He is also Chairman of
Candover Investment plc and was appointed as one of the UK’s Business
Ambassadors by the Prime Minister in January 2009. Gerry held senior
positions within the Department of the Health and Social Security and HM
Treasury until 1986. He then spent 13 years with Schroders in London, Hong
Kong and New York, and was Vice Chairman of Schroders’ worldwide
investment banking activities from 1998 to 1999. He is the Director to Sir
Alexander Crombie.

Mr. Paresh Parasnis is the principal officer and executive director of the
company November 14, 2008. A fellow of the institute of Charted
Accountant of India, he has been associated with the HDFC Group since
1984. During his 16 – year’s tenure at HDFC Limited, he was responsible
for driving and spearheading several key initiatives. As one of the founding
members of HDFC Standard life, Mr. Parasnis has been responsible for
setting up branches, performance management system, overseeing new
business new business claims settlement, customer interactions ect.

Other Companies

 HDFC Trustee Company Ltd.

 GRUH Finance Ltd.

 HDFC Property Ventures Ltd.

 HDFC Developers Ltd.

 HDFC Investments Ltd.

 HDFC Holding Ltd.

 Credit Information Bureau (India) Ltd.

Objective of the study

1. To study the performance appraisal system in HDFC Standard Life

insurance Co Ltd.

2. To asses the degree of awareness among employers and employees on

performance appraisal in HDFC Standard Life Insurance Co Ltd.

3. To know the satisfactory level and the comfortable level between the
Employees and superiors.

4. To asses whether the appraisal is done without any bias the


5. To know and identify merits and demerits of performance appraisal in

HDFC Standard Life Insurance Co Ltd.

Methodology of the study

Methodology is said to be the procedure or way in which the project
work has been done. In the project work, the methodology adopted is
data collection and sample plan.

Source of data:

The data for the study has been collected from various primary and
secondary sources.

Primary data:

Primary data is collected of facts on the subject of the study by the

researcher. It can be collected through questionnaires.


It is formalized set of question, with are logically and systematically

arranged to collect the information useful for the proposed study. The
questionnaire in this study is structured containing a limited number of
questions which are easy and to understand. The layout of their
questionnaire is farmed in such a way that confusing and rerecording error
are minimized. The Questionnaire is mainly desired to measure the
effectiveness of performance appraisal system for executive in SCR.

Secondary data:

Secondary data reface to the use of information already collected and

published or unpublished. The sources are books, journals, reports etc.


1. Population: The population for the present study consists of all the
employees of HDFC Standard Life Co Ltd working at Somajiguda

2. Sample size: The size of the sample for the present study is confined
to 50 employees belonging to personnel. Administration, marketing
department of HDFC Standard Life Insurance Co Ltd. Somajiguda
Branch-V. The size is confined due to time and availability.

3. Sample Technique: The sample for the present study is selected using
simple random technique.


 The study is limited to HDFC Standard Life Insurance Co Ltd.

Somajiguda Branch-V

 Study is limited to selected group from the main stream of the


 Sample size is limited to 50 respondents, Problems with confidential


 The responses would have also been affected by the amount of work
and working conditions.

 Study includes both collections of data from primary as well as

secondary sources.

 There is a high chance of sampling error.


Performance Appraisal has been around of hundreds of years, as it is only

human nature to evaluate fellow colleagues. Effective appraisal system
should address clarity, openness, fairness; recognize productivity through
reward; & be cognizant to appraisal leadership qualities.

“Performance Appraisal is the process of evaluating the performance &

qualification of the employees in terms of the requirements of the job for

which he is employed, for the purpose of administration including
placement, selections for promotions, providing financial rewards & other
action which required differential treatment among the group as
distinguished from actions affecting all member equally.”

“Performance Appraisal determines who shall receive merit increase,

counsel’s employees their improvement; determines training needs;
determines promo ability; identifies those who should be transferred more
over, it improves employee job performance; encourage employees to
express their views or to seek clarification on duties; broadens thei9r
capacity & potential; promotes a more effective utilization of manpower and
improves placement ; facilitates selection, reward & increase the analytical
abilities of supervisors.”

Key to assessing an employee’s performance is the setting of objectives. A

key element of the performance appraisal process should be reviewing how
well the employee has performed in relation to objective that has been
previously set for them. For objectives to be useful, it’s often said they
should be SMART.

 Specific.

 Measurable.

 Achievable (Occasionally agreed between the line manager &

 Result oriented.

 Time framed (with asset date for competition).


 To effect promotion based on competence and performance.

 To assess the training &development needs of the employees.
 To bridge the gap between the existing performance & desired
 To help each employee to understand his own strengths &weakness.

 They can be mechanism of increasing communication between the
employee &his.
 Supervising officer so that each employee gets to know the difficulties
of his subordinates and attempt to solve them.
 It provides legally defensible reasons for making promotion, transfer,
and reward and discharge decisions.
 They can be instruments to provide an opportunity for employees for
self reflection And goal setting so that individually planned and
monitored development takes place.
 They can assist in a variety of personnel decisions by generating data
about each employee periodically.
 Develop inter personal relationship.
 To help in salary increment.
 To prevent grievance & in-disciplinary activities.
 Provide information about the performance ranks.


The achievement of an organization’s goals rests with its people. The more
talented the people and the better they are managed and coordinated toward
those goals the greater the chance of success. Performance appraisal is all
about providing a way to do this.

The appraisal process starts with a manager and employee setting goals for
the year together. The most effective goals are measurable and have easy to
understand performance standards.



 Increase motivation to perform effectively.

 Increase staff self-esteem.
 Gain new insights into staff and supervisor.
 Better clarity &define job function &responsibility.

 Develop valuable communication among appraisal participants.
 Encourage increase self –understanding among staff as well as insight
into the kind of development activities that are of value.
 Distribute rewards on a fair & credible basis.
 Clarify organizational goals so they can be more readily accepted.
 Improve institutional/departmental manpower planning, test
validation,& development of training programs.

The six steps in performing evaluations

1. Establish performance standards for each position and criteria

for evaluation

In setting objectives to be followed by the employee to be evaluated, the

following Principles are to be met (SMART objectives).

 Specific.
 Measurable.
 Achievable (occasionally agreed between the line manager
 Result orientate in a company.
 Times framed (with a set date for competition).



When to rate: Usually, all employee are rated on/ near the sane date in a

How often rate:

In many companies there is one evaluation in a year. However, more &more
organization shifts to evaluation: this is convenient especially in fast moving
organization, because a more frequent of the objectives is possible.

Who should rate: These are several possibilities, such as

 Rating by a committee of several superiors.

 Rating by the employees peers (co-workers).
 Rating by the employees subordinates.
 Self- evaluation, but the most evaluation is the appraisal by the
superior. Sometimes a combination of the above mentioned
possibilities is also used.

2. Have raters gather data o employee performance:

The raters collect information by observation, analysis of data &

records & discussion with the employee. The data that they gather are
influenced by the criteria for evaluation & by the technique used for


There are two types’ traditional methods and modern methods.


Individual evaluation methods:

Individual evaluation methods are those techniques when the standards of
performance are defined individually, without references to other person(s).


Is the oldest & still most used method of evaluation? In case the case
the rater is presented with A set of traits & is asked to rate the
employee on each them. There are certain advantages in using


1. It is easy to understand, use & permits a statistical tabulation of scores

2. The scores indicate the worth of every individual.
3 it’s the most common evaluation tools in use today.


1. It’s arbitrary & rating is generally subjective.

2. It assumes that each characteristic is equally important for all jobs

3. The person who is making the judgments is freed from direct

“quantitative “terms in marketing his decision of merit on any quality

4. The person whom is making the judgment can makes as fine

discrimination of merit as he chooses.

Forced choice: Is technique when rater must choose from a set of

descriptive statement about an employee. The method was developed to

substitute graphic rating scales, as graphic rating scales permits to evaluate
all the employees high.

Essay evaluation:

In which the rater is asked to describe the strong & week aspects of the
employee’s behavior by a supervisor. Usually, this method is used in
combination with other methods.


Explanation will give specific information about the employee and can
revel more about the supervisor.


1. Contains subjective evaluation.

2. Rater’s bias is easily introduced.

Critical incident method:

Technique is a method according to which the rater maintains a log of
behavioral incidents that represent either effective for each employee being
rated the basis of this method is the principle that there are certain
significant set in each employees behavior &performance which makes all
the difference between success &failure on all jobs. Feedback is provided
about the incidence during performance review session. The advantage of
this method is that the results are less subjective, but this method needs more
time to use than the other techniques. This method has significant limitations
too. Negative incidents are generally more noticeable than positive ones, the
recording of the incident is the chore of the supervisors &may be put off
&easily forgotten the feedback may be too much at one time &appear as a
punishment etc.

Checklists &weighted checklists:

A check list is a set of objectives of descriptive statements. If the rather

believers that the employee possesses a trait listed, the rater checks the item;
if not, the rater leaves it blank. A rating score from the checklist equals the
number of checks. The method was further developed by giving weights
(from excellent to poor) to several objectives.

Ranking methods:

The case when the superior is asked to rank the subordinates based on some
overall criterion.


● Easy to use.
● The relative position of each man is tested in terms of his numerical

Paired Comparison Method:

It’s used in case where there are several subordinates to be ranked. Each
employee is paired with every person to be compared with. The rater
chooses as the better performing subordinate. The number of times that a

person is chooses as the better employee is tallied, & results are indexed
based on this number.


● It results are tabulated and a rank is assigned to each individual to he/she

show stands in relation to others.


● When number of group is large, number of judgments becomes

excessively large.

Forced distribution method:

It’s the method similar to grading on a curve. This rater is asked to rate the
employees in some fixed distribution of categories, such as 10% in low, 20%
in low average, 40% in average, 20%in above average,10%in high.


● Attempts to correct raters tendency to give consistency high or low

● Rater cannot introduce bias or halo effect.
● Overall objectively of the increases.

Behaviorally anchored rating scales (BARS):

This method was developed by smith & Kendall. The BARS approach relies
on the use of critical incidents to serve as anchor statements on a scale. A
BARS rating form usually contains 6 to 10 specifically defined performance
dimensions, each with 5 to 6 critical incident anchors (both positive &
negative). Employee prefer the using of this method instead of others, as it
seems that they become more committed, less tense & more satisfied than in
case using other methods. Behavioral Observation Scales, developed by
Latham &Associates. Like BARS, the BOS use the critical incident
technique to identify a series of behaviors that cover he domain of the job.
The major difference is that the rater should give under BOS how often the
rate has been observed engaged in the specific behaviors identified in BOS.

Assessment center:

In this individual from departments are brought to spend two or three days
working on an individual or group observers rank the performance of each
and every participant in order of merit. Since assessment center are basically
meant for evaluating the potential of candidates to be considered for
promotion, training or development, they offer an excellent means for
conducting evaluation processes in an objective way all assesses get equal
opportunity to show their talents and capabilities and secure promotion
based on merit.

Human Resource Accounting:

Human resource accounting deals with the cost of and contribution of
human resources to the organization cost of the employees includes costs of
manpower planning, recruitment, selection induction, placement, training

development, ages and benefits etc. employee contribution is the money
value of employee service, which can be measured by labor productivity or
value added by human resources.

Which evaluation technique to be used?

An exact answer cannot be given. The major problem is not with the
techniques but how they are used & by whom? The responsibility of the
rater & the seriousness of the rater are much more critical than which
method to choose.

Have Raters Evaluated Employees Performance Management by

Objectives (MBO):

MBO is more than just an evaluation program & process it is viewed as a

philosophy of managerial practices a method by which managers and
subordinates plan, organize, control, communicate and debate. By setting
objective through participation or by assignment from a superior, the
subordinate is provided with a course to follow & a target to shoot for, while
performing the job.

Benefits of MBO: An MBO system provides the following benefits to the

1) It establishes linkage between the performance of the individual & the
organizations hence both more in the achievements of the same objective.
2) It becomes easy to implement because those who carry out the plans also
participate in setting up these plans
3) The communication chain between & among employees & or units are
clearly established facilitating information sharing.
4) It identifies performance deficiencies.

Discuss the evaluation with the employee:

The supervisor should hold an elevation interview with each subordinate in

order to discuss his or her appraisal & to set objectives for the upcoming
evaluation period. Experts advise that the employee development & salary
action discussions shouldn’t occur in the same interview. There are three

generally used approaches to these interview situations; tell & sell, tell, &
listen & problem solving the using of which depends mainly of the
experience level of the employee.

The performance evaluation discussions should include

a) Review of overall progress.

b) Discussions of problems encountered
c) Agreement about potential performance improvement possibilities.
d) Discussion on how current performance is in line with long term
career goals
e) Specific action plans for the coming year.

Make decisions & file the evaluation:

Currently being a decision maker, the evaluator needs to be a really qualified


Key Components of Performance Appraisals:

The components of performance appraisal are;

 Identification of key performance areas (KPA) & target setting

through periodic discussions between each employee & their bosses.
 Identification of qualities required for the present & future jobs.
 Self appraisals by appraise.

 Performance analysis to identify factors that have facilitated & factors
that have hindered performance.
 Identification of training needs.
 Action planning & goal setting for future.
 Final assessment by the supervising officer for administrative

Key performance areas, self appraisal, performance analysis, performance

analysis, performance rating & counseling are the most important
components of a development oriented performance appraisal system.

Key performance areas:

KPA may be defined as the important or critical categories of function to be

performed by a role incumbent, over a given period of time. These
categories of functions should be so defined that the performance of any
employee can be assessed meaningfully, for any given period of time.
Identifying KPA’s and setting quantifiable targets where ever possible is only
one way of planning once performance.

KPA’s are broad categories of function to be performed by any employee in

relation to his job. Normally, KPA’s can be obtain from job descriptions
maintained by most organizations are very broad & sketchy. Even if they are
supply to new incumbents of any job, they may not be able to get a complete
picture. Hence it’s desirable to have Periodic exercise in identifying
performance areas for each person in relation to his role.

Self – Appraisal:
Self –appraisal has an important role to play in employee development. The
individual is not likely to learn & develop himself he is interested in his own
learning & development and makes conscious efforts to develop. Such effort
would include identifying possible direction of growth, experiencing growth
through action, review & reflection to consciously monitor the growth.

Self –appraisal is not meant to be ritualistic form filling exercise. It is a
significant initial step for performance development. Self appraisal should
start at end of the performance period just before performance review
decision take place. Self- appraisal should start with the appraise taking up
his KPA’s & objective for the period that was over & reflecting about his

Performance counseling:

Performance counseling can be defined as the help provided by a manager to

his subordinates in analyzing their performance and other job behaviors in
order to increase their job effectiveness. It focuses on the analysis of the
performance on the job and identification of training needs for further
improvement. It focuses on the entire performance during a particular period
rather than on specific problem. Counseling is a dyadic process. It’s based
on the relation between two persons, a manager who is providing help or
who is counseling & an employee to whom such help is given or who is a

Objective of counseling:

Counseling aims at development of the counselee. It involves the following:

 Encouraging him to set goals for the future improvement.

 Helping him understand himself, his strengths & weakness.
 Helping him to develop various action plans for further
 Helping him to realize his potential as a manager.

 Helping him understand himself, his strengths & weaknesses.
 Helping him to review in a non threatening way, in order to
help him in his problem, in achieving various objectives.
 The system of CR has two principal objectives & the reporting
officer has a very clear perspective of these objectives.
 To assess truly the performance of the subordinates in his
present job providing guidance & counseling to him to improve
his performance.
 To assess his potential & to prepare him through appropriate
feedback guidance for higher responsibilities

Success of the reporting system depends on the following


 Absolute objectivity of the assessor (s).

 Two way communication between the reporter & the reporting
 A true and objective assessment of the related performance &
fitness to take up higher responsibilities.
 Subsequent follow –up action.
 Should be aimed at improving the performance of the employees.

The superior officer has to give subordinate a clear understanding of the task
to be performed & the subordinates required to the best of his capacity to the
quantitative & qualitative achievements of the given tasks making optimum
use of the resources available. Also, both the superior & his subordinate are
aware of the ultimate goal of their organization, which can be achieved only
through joint effort by both of them.

Factors influencing performance of an employee:

 Intelligence.

 Integrity and dependability.

 Clarity of objectives.

 Contribution to team work.

 Public relation.

 Data management.

 Attitude.

 Initiative and original thinking.

 Creativity and accuracy.

 Quality of work and quality of output.

 Knowledge of job.

 Acceptance of responsibility.

 Development of subordinates.

 Risk-Taking.

 Delegating.


Performance appraisal system can be put to several uses converting the
entire spectrum of human resource function in the organization. The uses
which performance appraisal serves are:

 To take decision on termination.

 Diagnosing individual and organizational problem.

 To identify individuals with high potential.

 Systematic efforts to tone up performance results, corrective

actions and appropriate feedback.

 Input for an array of professional decision such as placement,

promotion, transfer, and reward.

Potential problems while conducting performance appraisal:

1. Opposition to evaluation- most employees are wary of

performance evaluation. The most common fear is that of rater
2. System design & operating problem- If the criteria of evaluation
are poor, the technique used cumbersome, or the system is more
from than substance, the design is blamed & the evaluation is
worth nothing.

Rater problem- The rater problem such as:

 Problem with standard of evaluation- Which arises due to

the perceptual difference in the meaning of the words use to
evaluate employees?

 The Halo Effect- It occurs when the rater assigns on several
dimensions of performed based on an overall, general
impression of the rate.

 Time or event error- Raters forget more about past behavior

than behavior.

 Personal Bias Error- The tendency to rate the preferred

employees higher & those not preferred lower.

 Employee’s problem with performance evaluation- The

most common problem is that employees may feel that the
evaluations are unfair. In order to avoid this perception, it
should be presented how difficult is the evaluation of
employees. The self evaluation can be good method in
achieving this aim.

 Central tendency error- The tendency of the raters to assign

average ratings for all the dimensions.

Sampling: Sampling may be defined as the selection of some part of an
aggregate or totality on the basis of which a judgment or inference about the

aggregate or totality is made. In other words, it is the process of obtaining
information about an entire population only a part of it.

Sampling used in current survey:

This method is called as chunk sampling. A chunk is a fraction of one

population taken for investigation because of its convenient availability. A
sample from obtained from readily available list, such as telephone
directories or automobile registrations or credit card members is a
convenience sample. These are some times called accidental samples
because those entering in to the sample enter by accident, they just happen to
be a right place and at the right time of data collection.

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

1. Are you aware about the organization performance appraisal system?

a) YES b) NO


50 100
0 0
50 100


From the above it is evident that 100% of the employees feel that
performance appraisal is quit essential for any organization.

2. Do0 you think that performance appraisal is essential?

a) YES b) NO



YES 48 96
NO 2 4
TOTAL 50 100


From the above data it is evident that 96% of the respondents feel that
performance appraisal is very essential in the organization, where as 45
employees feel it is not essential in organization.

3. Does appraisal system of your organization facilities career growth &


a) YES b) NO



YES 42 84
NO 8 16
TOTAL 50 100


From the above data it shows that 84% of employees feel that organization
facilitate growth & learning due to performance appraisal, where as 16% of
employees feel that organization does not provides growth & learning of



YES 46 92
NO 4 8
TOTAL 50 100
4. Performance appraisal system really assesses the quality of an employee.
Do you agree?

a) YES b) NO


From the above data it is evident that 92% of the employees feel that the
performance appraisal system really assesses the quality of an employee,
where as 85 feel that it does not assesses the quality of an employee.

5. Periodicity of performance appraisal should be on

a) Quarterly basis b) Half-yearly basis

c) Annual basis


A 8 16

B 12 24
C 30 60
TOTAL 50 100


From the above data it is evident that 60%of the employees feel that
performance appraisal should be done on annual basis & 24% of the
employees feel should be in done on half yearly basis 165 of the employees
feel should be done in quarterly basis.

6. The present performance appraisal of your organization distinguishes

the performers & non performers?

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

A 5 10
B 37 74
C 8 16
D 0 0
TOTAL 50 100


From the above data it is evident that 74% of the employees ‘agree’ that
performance appraisal system of the organization distinguishes performs &
non performers, where as 105 strongly agree and 16% disagree doesn’t
distinguishes performers & non-performers.

7. The periodical performance appraisal of employee is required for

maintaining efficiencu of individual 7 organization?

a) YES b) NO


YES 48 96

NO 2 4
TOTAL 50 100


From the above it shows that 96% of the employees feel that periodic
performance appraisal of the employee is required for maintaining efficiency
of individual and organization and above 4% of the employees feel that it is
not required to maintained.

8. Are you aware of the basis or attributes on which your performance is


a) YES b) NO

YES 41 82
NO 9 16
TOTAL 50 100


From them above data it shows that 82% of the employees are aware on
which their performance is appraised but 16% of the respondents feel that
they are not aware of the basis on which their performance is appraised.

9. Performance appraisal is based upon

a) Seniority b) Performance c) Recommendations & Trade Union

influence d) Both a & b



A 2 4
B 27 54
C 3 6
D 18 36
TOTAL 50 100


From the above data it shows that 54% of the employees feel that
performance appraisal in railways is based upon performance 36% feel that
it based on both performance and recommendation 7 trade union.

10. Performance appraisal is useful to the contributor to encourage people to

perform better on their jobs?

a) YES b) NO



YES 46 92
NO 4 8
TOTAL 50 100


From the above data it shows that 92%of the employees feel that
performance appraisal is contributor to encourage better job, but 8% of the
employees feel that it is not a contributor for job.

11. The appraisal system is helping each employee to discover his/her

potential & make their short comings?

a) Agree b) Disagree c) Strongly Agree

c) Strongly Disagree

A 38 76
B 6 12
C 5 10
D 1 2
TOTAL 50 100


From the above data it shows that 76% of the employees feel that appraisal
system discovers potential and make their short comings and 125 employees
feel that it does not discover potential.

12. The present performance appraisal of your organization assesses

individual behavior, discipline, integration, communication skill, leadership
qualities & growth?

a) Agree b) Disagree c) Strongly Agree

d) Strongly Disagree

A 39 78
C 5 19
C 4 8
D 2 4
TOTAL 50 100


From the above data it shows that 78% of the employees agrees with the
above statement and 10% disagree.

13. How do you want tour performance to be communicated to you?

a) Written Form b) Oral Form c) Open Communication

d) No Need

A 30 60
B 10 20
C 4 8
D 6 12
TOTAL 50 100


From the above data it is evident that most of the employees feel that their
performance should be communicated to them in a written form.

14. What kind of counseling should occur in an organization?

a) Formal b) Informal



YES 29 58
NO 21 42
TOTAL 50 100


From the above data it’s evident that 58% feel of the employees feel that
counseling in an organization should be of formal kind and 42% of
employees feel counseling should of informal kind.

15. According to you, Counseling is a

a) Formality b) Identifies Strength & Weakness of the employee

c) To know the areas of need for development



A 12 24
B 10 20
C 28 56
TOTAL 50 100


From the above data it’s evident that 56% of the employees feel that
counseling is used to know the areas of development and 245 feel that it is
just a formality and 20% feel that it identifies the strength & weakness of the

16. How often did you speak, or discuss about your performance with your

a) Frequently b) Sometimes c) Rarely

d) Never

A 16 32
B 19 38
C 9 18
D 6 12
TOTAL 50 100


From the above data it’s evident that 38% of the employees said that they
sometimes and 32% frequently speak with their superiors about

17. Training & development programs improve the quality of the


a) Agree b) Disagree c) Strongly agree

d) Strongly disagree

A 25 50
B 0 0
C 25 50
D 0 0
TOTAL 50 100

Strongly Agree
Strongly Disagree

From the above data it’s evident that 50% of the employees are strongly
agree and 50% agree that training & development the quality of the
employees in the organization.

18. Has your performance increased as a result of performance ap[praisal


a) To a large extent b) Moderate extent c) Less extent

d) Not at all

A 16 32
B 32 64
C 1 2
D 1 2
TOTAL 50 100

Large extent
Moderate extent
Less extent
Not at all

From the above data it’s evident that 64% of the employees are feel that to
moderate extent and 32% to large extent think that performance increased as
a result of performance appraisal system.



 It has been found that most of the employees think that the
performance appraisal is essential and they think it is used as a tool
to improve performance, to determine organization needs, and to
basis for pay increase, promotions, and transfer.
 The appraisal system facilitates growth & learning of employees
and it is used to distinguish performers.
 The existing appraisal system helps the management to identify
potentiality of employees as well as useful for maintaining
efficiency of the individual & organization.
 Some employees that they do not know which basis their
performance is appraised and most of the employees feel that it
help them discover their potential and enables to know their short
 Organization provides training & development programs to
overcome the short comings identified in performance appraisal.
 The employees that their promotions match their contributions and
new performance appraisal technique should be adopted in the
organization and the short comings are informed to them.
 The performance appraisal supports to experiment with new ideas
as basis for promotion.

 The performance appraisal system should facilitate career growth &
learning of employees.
 The short coming of employees should be informed to them after
performance appraisal.
 Promotion should be based on performance rather than seniority or any

other factors.
 Performance appraisal should be appraised by granting awards/ merit
 New performance appraisal techniques such as 360 degree performance
appraisal system should be used.
 The performance appraisal should not be assessed by biased mind and
personal grudge.
 Feedback should not be given to the employees more frequently.

 On what basis performance appraisal should be informed to the

 The extent of communication with the top & middle level management.
 The feedback to performance appraisal shouldn’t only be given to those
employees who are rated ‘below average’ but also to all the employees
as is would motivate the employees to perform even better.
 Gauge the potential for performance of each employee.



1. Are you aware about the organization Performance Appraisal?

a) Yes b) No

2. Do you think that Performance Appraisal is essential?

a) Yes b) No

3. Does Appraisal System of your organization facilities career

Growth & Learning of employees?

4. Performance Appraisal System really assesses the quality of an

employee. Do you agree?

a) Yes b) No

5. Periodicity of Performance Appraisal should be on

a) Quarterly b) Half-yearly basis

c) Annual basis

6. The present Performance Appraisal of your organization

distinguishes the performer & non performers?

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

7. The Periodical Performance Appraisal of employee is required for

maintaining efficiency of individual & organization?

a) Yes b) No

8. Performance Appraisal in Railways is based upon

a) Seniority b) Performance

c) Recommendation & Trade Union influence d) Both a & b

9. The Performance Appraisal of your organization assesses Individual

Behavior, Discipline, integration, Communication Skill, Leadership
Qualities & Growth?

a) Agree b) Disagree c) Strongly Agree

d) Strongly Disagree

10. Hope do you want your performance to be communicated to you?

a) Written Form b) Oral From

c) Open Communication d) No Need

11. Does the organization provide training & development programs?

a) Yes b) No

12. Training & Development programs improve the quality of the


a) Yes b) No

 Davis, Keith. “Human Behavior at Work”, Singapore. Hill
International Book co; 1989.

 Essential of HRM and Industrial Relations- P. Subba Rao.

 HRM- C.B. Mamoria and S.V Gankar- Himalaya Publishing


 “CH. Paramananda”, Article on Performance Management.

 “ABC Manager’s Primer”, “An Executive Guide”, Activity Based

Cost Management”, by “Gary Cokins”.

 Robert Bascal “Performance Management” to help Companies,

Improve their Performance Management Systems.