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Project Report on "Performance Appraisal System
PROJECT REPORT
on
Performance Appraisal System
Submitted in the partial fulfillment for the award of the degree of
Master of Business Administration

CER!"!CAE
This is to certify that this Project Report entitled Evaluation of Performance Appraisal
System is the result of research work carried out by Mr. __________ under the guidance
and superision of Professor _______________________.
!ignature
Pro"ect Report M#$% M#$ Pro"ects% Pro"ect Report for ##$% &inance Pro"ect Reports% 'R Pro"ect% Marketing Pro"ect% Thesis% Research Pro"ects% (issertation% !ynopsis ) Co*plete Pro"ects for &ree
Object1
Object2
Object3
Object4
Object5
Search
PROJECT REPORT ON PERFORMANCE APPRAISAL
SYSTEM AT BSNL
INTRODUCTION TOWARDS PERFORMANCE APPRAISAL
SYSTEM
Human Resource (or personnel) management in the sense o! getting things "one through people is
an essential part o! e#ery manager$s responsi%ility %ut many organi&ations !in" it a"#antageous to
esta%lish a specialist "i#ision to pro#i"e an e'pert ser#ice "e"icate" to ensuring that the human
resource !unction is per!orme" e!!iciently(
)People are our most #alua%le asset* is a clich+ ,hich no mem%er o! any senior management team
,oul" "isagree ,ith( -et the reality !or many organi&ations are that their people remain un"er
#alue" un"er traine" an" un"er utili&e"(
Per!ormance Appraisal is the process o! assessing the per!ormance an" progress o! an
employee or a group o! employees on a gi#en jo% an" his . their potential !or !uture
"e#elopment( /t consists o! all !ormal proce"ures use" in the ,orking organi&ations to
e#aluate personalities contri%utions an" potentials o! employees(

PREFACE
Managing human resources in to"ay$s "ynamic en#ironment is %ecoming more an" more
comple' as ,ell as important( Recognition o! people as a #alua%le resource in the
organi&ation has le" to increases tren"s in employee maintenance jo% security etc
My research project "eals ,ith )Per!ormance Appraisal as carrie" out at Bhart Sanchar 0igam 1t"(
(BS012)*( /n this report / ha#e stu"ie" 3e#aluate" the per!ormance appraisal process as it is
carrie" out in the company(
4he !irst section o! my report "eals ,ith a "etaile" company pro!ile( /t inclu"es the company$s
history5 its acti#ities an" operations organi&ational structure etc( this section attempts to gi#e
"etaile" in!ormation a%out the company an" the nature o! it$s !unctioning(
4he secon" section "eals ,ith per!ormance appraisal( /n this section / ha#e gi#en a %rie! conceptual
e'planation to per!ormance appraisal( /t contains the "e!inition process an" signi!icance o!
per!ormance appraisal(
/n the thir" section o! my report / ha#e con"ucte" a research stu"y to e#aluate the process o!
per!ormance appraisal at Bharat Sanchar 0igam 1t"(6 this section also contains my !in"ings
conclusions suggestions an" !ee"%ack(
4he !orth an" !inal section o! this report consists o! e'tra in!ormation that / relate" to the main
contents o! the report( 4hese anne'ure inclu"e some graphs an" "iagrams relating to the company
graphs relating to the research stu"y an" important "ocuments upon ,hich the project is %ase"(

RATIONALE OF THE STUDY
Per!ormance Appraisal is the important aspect in the organi&ation to e#aluate the employees
per!ormance( /t helps in un"erstan"ing the employees ,ork culture in#ol#ement an" satis!action( /t
helps the organi&ation in "eci"ing employees promotion trans!er incenti#es pay increase(

INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT
Human Resource (or personnel) management in the sense o! getting things "one through people is
an essential part o! e#ery manager$s responsi%ility %ut many organi&ations !in" it a"#antageous to
esta%lish a specialist "i#ision to pro#i"e an e'pert ser#ice "e"icate" to ensuring that the human
resource !unction is per!orme" e!!iciently(
)People are our most #alua%le asset* is a clich+ ,hich no mem%er o! any senior management team
,oul" "isagree ,ith( -et the reality !or many organi&ations are that their people remain un"er
#alue" un"er traine" an" un"er utili&e"(
4he market place !or talente" skille" people is competiti#e an" e'pensi#e( 4aking on ne, sta!! can
%e "isrupti#e to e'isting employees( Also it takes time to "e#elop 7cultural a,areness$ pro"uct .
process . organi&ation kno,le"ge an" e'perience !or ne, sta!! mem%ers(
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Follo,ing are the #arious !unctions o! Human Resource Management that are essential !or
the e!!ecti#e !unctioning o! the organi&ation5
8( Recruitment
9( Selection
:( /n"uction
;( Per!ormance Appraisal
<( 4raining 3 =e#elopment
Recruitment
4he process o! recruitment %egins a!ter manpo,er re>uirements are "etermine" in terms o!
>uality through jo% analysis an" >uantity through !orecasting an" planning(
Selectin
4he selection is the process o! ascertaining ,hether or not can"i"ates possess the re>uisite
>uali!ications training an" e'perience re>uire"(
In!uctin
a) /n"uction is the techni>ue %y ,hich a ne, employee is reha%ilitate" into the
change" surroun"ings an" intro"uce" to the practices policies an" purposes o! the
organi&ation(
WHAT IS "PERFORMANCE APPRAISAL#$
Per!ormance Appraisal is "e!ine" as the process o! assessing the per!ormance an" progress
o! an employee or a group o! employees on a gi#en jo% an" his . their potential !or !uture
"e#elopment( /t consists o! all !ormal proce"ures use" in ,orking organi&ations an"
potential o! employees( Accor"ing to Flippo )Per!ormance Appraisal is the systematic
perio"ic an" an important rating o! an employee$s e'cellence in matters pertaining to his
present jo% an" his potential !or a %etter jo%(*
CHARACTERISTICS
8( Per!ormance Appraisal is a process(
9( /t is the systematic e'amination o! the strengths an" ,eakness o! an employee in
terms o! his jo%(
:( /t is scienti!ic an" o%jecti#e stu"y( Formal proce"ures are use" in the stu"y(
;( /t is an ongoing an" continuous process ,herein the e#aluations are arrange"
perio"ically accor"ing to a "e!inite plan(
<( 4he main purpose o! Per!ormance Appraisal is to secure in!ormation necessary !or
making o%jecti#e an" correct "ecision an employee(
PROCESS
4he process o! per!ormance appraisal5
8( ?sta%lishing per!ormance stan"ar"s
9( Communicating the Stan"ar"s
:( Measuring Per!ormance
;( Comparing the actual ,ith the stan"ar"s
<( =iscussing the appraisal
@(4aking Correcti#e Action
LIMITATIONS
8( ?rrors in Rating
9( 1ack o! relia%ility
:( 0egati#e approach
;( Multiple o%jecti#es
<( 1ack o! kno,le"ge

METHODS OF PERFORMANCE APPRAISAL
4he !oregoing list o! major program pit!alls represents a !ormi"a%le challenge e#en
consi"ering the a#aila%le %attery o! appraisal techni>ues( But attempting to a#oi" these
pit!alls %y "oing a,ay ,ith appraisals themsel#es is like trying to sol#e the pro%lems o! li!e
%y committing suici"e( 4he more logical task is to i"enti!y those appraisal practices that are
(a) most likely to achie#e a particular o%jecti#e an" (%) least #ulnera%le to the o%stacles
alrea"y "iscusse"(
Be!ore relating the speci!ic techni>ues to the goals o! per!ormance appraisal state" at the
outset o! the article / shall %rie!ly re#ie, each taking them more or less in an or"er o!
increasing comple'ity(
4he %estAkno,n techni>ues ,ill %e treate" most %rie!ly(
ESSAY APPRAISAL
/n its simplest !orm this techni>ue asks the rater to ,rite a paragraph or more co#ering an
in"i#i"ualBs strengths ,eaknesses potential an" so on( /n most selection situations
particularly those in#ol#ing pro!essional sales or managerial positions essay appraisals
!rom !ormer employers teachers or associates carry signi!icant ,eight(
(
GRAPHIC RATING SCALE
4his techni>ue may not yiel" the "epth o! an essay appraisal %ut it is more consistent an"
relia%le( 4ypically a graphic scale assesses a person on the >uality an" >uantity o! his ,ork
(is he outstan"ing a%o#e a#erage a#erage or unsatis!actoryC) an" on a #ariety o! other
!actors that #ary ,ith the jo% %ut usually inclu"e personal traits like relia%ility an"
cooperation( /t may also inclu"e speci!ic per!ormance items like oral an" ,ritten
communication(
FIELD RE%IEW
4he !iel" re#ie, is one o! se#eral techni>ues !or "oing this( A mem%er o! the personnel or
central a"ministrati#e sta!! meets ,ith small groups o! raters !rom each super#isory unit an"
goes o#er each employeeBs rating ,ith them to (a) i"enti!y areas o! interArater "isagreement
(%) help the group arri#e at a consensus an" (c) "etermine that each rater concei#es the
stan"ar"s similarly( (
FORCED&CHOICE RATING
1ike the !iel" re#ie, this techni>ue ,as "e#elope" to re"uce %ias an" esta%lish o%jecti#e
stan"ar"s o! comparison %et,een in"i#i"uals %ut it "oes not in#ol#e the inter#ention o! a
thir" party(
MANAGEMENT BY OBJECTI%ES
4o a#oi" or to "eal ,ith the !eeling that they are %eing ju"ge" %y un!airly high stan"ar"s
employees in some organi&ations are %eing aske" to set A or help set A their o,n per!ormance
goals( Dithin the past !i#e or si' years MBO has %ecome something o! a !a" an" is so
!amiliar to most managers that / ,ill not ",ell on it here(
RAN'ING METHODS
For comparati#e purposes particularly ,hen it is necessary to compare people ,ho ,ork !or
"i!!erent super#isors in"i#i"ual statements ratings or appraisal !orms are not particularly
use!ul( /nstea" it is necessary to recogni&e that comparisons in#ol#e an o#erall su%jecti#e
ju"gment to ,hich a host o! a""itional !acts an" impressions must someho, %e a""e"( 4here
is no single !orm or ,ay to "o this(
4he %est approach appears to %e a ranking techni>ue in#ol#ing poole" ju"gment(
4he t,o most e!!ecti#e metho"s are alternation ranking an" paire" comparison ranking(
() #Alternation ranking:
Ranking o! employees !rom %est to ,orst on a trait or traits is another metho" !or e#aluating
employees( Since it is usually easier to "istinguish %et,een the ,orst an" the %est employees
than to rank them an alternation ranking metho" is most popular( Here su%or"inates to %e
rate" are liste" an" the names o! those not ,ell enough to rank are crosse"( 4hen on a !orm
as sho,n %elo, the employee ,ho is highest on the characteristic %eing measure" an" the
one ,ho is the lo,est are in"icate"( 4hen chose the ne't highest an" the ne't lo,est
alternating %et,een highest an" lo,est until all the employees to %e rate" ha#e %een ranke"(
2. Paired-comparison ranking:
4his techni>ue is pro%a%ly just as accurate as alternation ranking an" might %e more so( But
,ith large num%ers o! employees it %ecomes e'tremely time consuming an" cum%ersome(
Both ranking techni>ues particularly ,hen com%ine" ,ith multiple rankings (i(e( ,hen t,o
or more people are aske" to make in"epen"ent rankings o! the same ,ork group an" their
lists are a#erage") are among the %est a#aila%le !or generating #ali" or"erAo!Amerit rankings
!or salary a"ministration purposes(
ASSESSMENT CENTERS
So !ar ,e ha#e %een talking a%out assessing past per!ormance( Dhat a%out the assessment
o! !uture per!ormance or potentialC /n any placement "ecision an" e#en more so in
promotion "ecisions some pre"iction o! !uture per!ormance is necessary( Ho, can this kin"
o! pre"iction %e ma"e most #ali"ly an" most !airlyC
*+, DEGREE FEEDBAC'
Many !irms ha#e e'pan"e" the i"ea o! up,ar" !ee"%ack into ,hat the call :@EA"egree !ee"%ack( 4he
!ee"%ack is generally use" !or training an" "e#elopment rather than !or pay increases(
Most :@E =egree Fee"%ack system contains se#eral common !eatures( Appropriate parties F peers
super#isors su%or"inates an" customers !or instance F complete sur#ey >uestionnaires on an
in"i#i"ual( :@E "egree !ee"%ack is also kno,n as the multiArater !ee"%ack ,here%y ratings are not
gi#en just %y the ne't manager up in the organi&ational hierarchy %ut also %y peers an" su%or"inates(
Appropriates customer ratings are also inclu"e" along ,ith the element o! sel! appraisal( Once
gathere" in the assessment !rom the #arious >uarters are compare" ,ith one another an" the results
communicate" to the manager concerne"(
Another techni>ue that is use!ul !or coaching purposes is o! course MBO( 1ike the critical
inci"ent metho" it !ocuses on actual %eha#ior an" actual results ,hich can %e "iscusse"
o%jecti#ely an" constructi#ely ,ith little or no nee" !or a super#isor to Gplay Ho"(G
A!-.nt./e0
/nstea" o! assuming traits the MBO metho" concentrates on actual outcomes( /! the employee meets
or e'cee"s the set o%jecti#es then he or she has "emonstrate" an accepta%le le#el o! jo%
per!ormance( ?mployees are ju"ge" accor"ing to real outcomes an" not on their potential !or
success or on someoneBs su%jecti#e opinion o! their a%ilities(
4he gui"ing principle o! the MBO approach is that "irect results can %e o%ser#e" easily( 4he
MBO metho" recogni&es the !act that it is "i!!icult to neatly "issect all the comple' an"
#arie" elements that go to make up employee per!ormance(
MBO a"#ocates claim that the per!ormance o! employees cannot %e %roken up into so many
constituent parts %ut to put all the parts together an" the per!ormance may %e "irectly o%ser#e" an"
measure"(
Di0.!-.nt./e0
4his approach can lea" to unrealistic e'pectations a%out ,hat can an" cannot %e reasona%ly
accomplishe"( Super#isors an" su%or"inates must ha#e #ery goo" Greality checkingG skills to use
MBO appraisal metho"s( 4hey ,ill nee" these skills "uring the initial stage o! o%jecti#e setting an"
!or the purposes o! sel!Aau"iting an" sel!Amonitoring(
Iaria%le o%jecti#es may cause employee con!usion( /t is also possi%le that !lui" o%jecti#es may %e
"istorte" to "isguise or justi!y !ailures in per!ormance(
Bene1it0 1 Per1rm.nce A22r.i0.l0
Measures an employee$s per!ormance(
Helps in clari!ying "e!ining re"e!ining priorities an" o%jecti#es(
Moti#ates the employee through achie#ement an" !ee"%ack(
Facilitates assessment an" agreement o! training nee"s(
Helps in i"enti!ication o! personal strengths an" ,eaknesses(
Plays an important role in Personal career an" succession planning(
Clari!ies team roles an" !acilitates team %uil"ing(
Plays major role in organi&ational training nee"s assessment an" analysis(
/mpro#es un"erstan"ing an" relationship %et,een the employee an" the reporting manager
an" also helps in resol#ing con!usions an" misun"erstan"ings(
Plays an important tool !or communicating the organi&ation$s philosophies #alues aims
strategies priorities etc among its employees(
Helps in counseling an" !ee"%ack(
R.tin/ Errr0 in Per1rm.nce A22r.i0.l0
Per!ormance appraisals are su%ject to a ,i"e #ariety o! inaccuracies an" %iases re!erre" to as Brating
errorsB( 4hese errors can seriously a!!ect assessment results( Some o! the most common rating errors
are5 A
Lenienc3 r 0e-erit34 & 1eniency or se#erity on the part o! the rater makes the assessment
su%jecti#e( Su%jecti#e assessment "e!eats the #ery purpose o! per!ormance appraisal( Ratings are
lenient !or the !ollo,ing reasons4
a) 4he rater may !eel that anyone un"er his or her juris"iction ,ho is rate" un!a#ora%ly
,ill re!lect poorly on his or her o,n ,orthiness(
%) He.She may !eel that a "erogatory rating ,ill %e re#eale" to the rate to "etriment the
relations %et,een the rater an" the ratee(
c) He.She may rate leniently in or"er to ,in promotions !or the su%or"inates an"
there!ore in"irectly increase his.her hol" o#er him(
Centr.l ten!enc34 & 4his occurs ,hen employees are incorrectly rate" near the a#erage or mi""le o!
the scale( 4he attitu"e o! the rater is to play sa!e( 4his sa!e playing attitu"e stems !rom certain "ou%ts
an" an'ieties ,hich the raters ha#e %een assessing the rates(
H.l errr4 & A halo error takes place ,hen one aspect o! an in"i#i"ualBs per!ormance in!luences the
e#aluation o! the entire per!ormance o! the in"i#i"ual( 4he halo error occurs ,hen an employee ,ho
,orks late constantly might %e rate" high on pro"ucti#ity an" >uality o! output as ,ell a' on
moti#ation( Similarly an attracti#e or popular personality might %e gi#en a high o#erall rating(
Rating employees separately on each o! the per!ormance measures an" encouraging raters to guar"
against the halo e!!ect are the t,o ,ays to re"uce the halo e!!ect(
R.ter e11ect5 A4his inclu"es !a#oritism stereotyping an" hostility( ?'tensi#ely high or lo, score are
gi#en only to certain in"i#i"uals or groups %ase" on the raterBs attitu"e to,ar"s them an" not on
actual outcomes or %eha#iors6 se' age race an" !rien"ship %iases are e'amples o! this type o! error(
Prim.c3 .n! Re/enc3 e11ect04 & 4he raterBs rating is hea#ily in!luence" either %y %eha#ior e'hi%ite"
%y the ratee "uring his early stage o! the re#ie, perio" (primacy) or %y the outcomes or %eha#ior
e'hi%ite" %y the ratee near the en" o! the re#ie, perio" (regency)( For e'ample i! a salesperson
captures an important contract.sale just %e!ore the completion o! the appraisal the timing o! the
inci"ent may in!late his or her stan"ing e#en though the o#erall per!ormance o! the sales person may
not ha#e %een encouraging( One ,ay o! guar"ing against such an error is to ask the rater to consi"er
the composite per!ormance o! the rate an" not to %e in!luence" %y one inci"ent or an achie#ement(
Per1rm.nce !imen0in r!er4 & 4,o or more "imensions on a per!ormance instrument !ollo, each
other an" %oth "escri%e or rotate to a similar >uality( 4he rater rates the !irst "imensions accurately
an" then rates the secon" "imension to the !irst %ecause o! the pro'imity( /! the "imensions ha" %een
arrange" in a signi!icantly "i!!erent or"er the ratings might ha#e %een "i!!erent(
S2ill-er e11ect4 & 4his re!ers lo allo,ing past per!ormance appraisal rating lo unjusti!ia%ly in!luence
current ratings( Past ratings goo" or %a" result in similar rating !or current perio" although the
"emonstrate" %eha#ior "ocs not "eser#e the rating goo" or %a"(

ROLES IN THE PERFORMANCE APPRAISAL PROCESS

.5 Re2rtin/ M.n./er
J Pro#i"e !ee"%ack to the re#ie,er . HO= on the employees$ %eha#ioral traits
in"icate" in the PMS Policy Manual
J ?nsures that employee is a,are o! the normali&ation . per!ormance appraisal
process
J A""ress employee concerns . >ueries on per!ormance rating in consultation
,ith the re#ie,er
65 Re-ie7er 8Re2rtin/ M.n./er90 Re2rtin/ M.n./er5
J =iscuss ,ith the reporting managers on the %eha#ioral traits o! all the
employees !or ,hom he . she is the re#ie,er
J Dhere re>uire" in"epen"ently assess employees !or the sai" %eha#ioral traits6
such assessments might re>uire collecting "ata "irectly !rom other rele#ant
employees
c) HOD 8In 0me c.0e0: . re-ie7er m.3 nt 6e . HOD)
J Presents the propose" Per!ormance Rating !or e#ery employee o! his . her
!unction to the 0ormali&ation committee(
J HO= also plays the role o! a normali&ation committee mem%er
J O,ns the per!ormance rating o! e#ery employee in the "epartment
!5 HR He.!
J Secretary to the normali&ation committee
J Assists HO=$s . Reporting Managers in communicating the per!ormance rating
o! all the employees
e5 Nrm.li;.tin Cmmittee
J =eci"es on the !inal %ell cur#e !or each !unction in the respecti#e Business
Knit . Circle
J Re#ie,s the per!ormance ratings propose" %y the HO=$s speci!ically on the
up,ar" . "o,n,ar" shi!t in ratings to ensure an un%iase" relati#e ranking o!
employees on o#erall per!ormance an" thus !inali&e the per!ormance rating o!
each employee

'EY CONCEPTS IN PMS
/n or"er to un"erstan" the Per!ormance Management System at BHAR4/ 0me
cnce2t0 nee" to %e e'plaine" ,hich play a #ery important role in using the PMS
success!ully( 4hey are5
J 'RA9S 8'EY RESULT AREAS54 4he per!ormance o! an employee is largely
"epen"ent on the 2RA score achie#e" %y the employee "uring that particular year(
4hus it is necessary to ans,er a !e, %asic >uestions i(e(
o Dhat are the gui"elines !or setting the 2RA$s !or an employeeC
o Ho, "oes an employee ,rite "o,n his 2RA$s !or a particular !inancial
yearC
o 2RA$s5 4he Four Perspecti#es(
o Ho, is the 2RA score calculate" !or an employee on the %asis o! the targets
sets an" targets achie#e"C
J BEHA%IORAL TRAITS4 Some o! the >ualitati#e aspects o! an employees$
per!ormance com%ine" ,ith the general %eha#ioral traits "isplaye" %y the employee
"uring a year constitutes his %eha#ior traits( An employee is assigne" the rating on
the %asis o! the intensity o! the %eha#ior "isplaye" %y him( 4hey play a #ery
important role in the "eci"ing the !inal per!ormance rating !or an employee as is e#en
capa%le o! shi!ting the rating one le#el up,ar"s."o,n,ar"s(
J BHARTI <,(, LEADERSHIP COMPETENCY FRAMEWOR'4 4his
competency !rame,ork is a simple an" structure" ,ay to "escri%e the elements o!
%eha#iors re>uire" to per!orm a role e!!ecti#ely( 4his !rame,ork also tries to assess
the per!ormance o! an employee o%jecti#ely(
J THE PERFORMANCE RATING PROCESS4 4he rating process tries to e'plain
the !our "i!!erent types o! rating that an employee can achie#e i(e( EC: SC: C .n!
PC) /t also e'plains the criteria ,hich is consi"ere" !or a,ar"ing any o! these
ratings to the employee(
J PROMOTION AND RATING DISRTRIBUTION GUIDELINES4 4he
promotion an" normal "istri%ution gui"elines pro#i"e the !rame,ork ,ithin ,hich
the per!ormance appraisal process has to ,ork( /t is #ery important that the HR
"epartment pays "ue attention to these gui"elines ,hile preparing the %ell cur#es !or
#arious !unctions an" the consoli"ate" %ell cur#e !or all the !unctions( 4hese
gui"elines also help in "eci"ing upon the promotion cases in a year(

PERFORMANCE RATING PROCESS
E+CEPT,O-$. CO-TR,#/TOR 0EC1

2 Perfor*s consistently and
substantially aboe e3pectations in all
areas
2 $chiees a final score greater than or
e4ual to 5567
2 Consistently deliers on stretch targets
2 ,s proactie
2 !pots and anticipates proble*s%
i*ple*ents solutions
2 !ees and e3ploits opportunities
2 (eliers ahead of ti*e
2 !ees the wider picture8i*pacts across
business
2 &ocuses on what9s good for the
business
2 !een as role *odel by others
2 Recogni:ed as e3ceptional by other
functions as well
2 Motiates others to sole proble*s
2 (eelops others
2 Proides open and honest feedback
2 $ble to establish and lead cross8
functional tea*s

!,;-,&,C$-T CO-TR,#/TOR 0!C1

2 Perfor*s aboe e3pectations in all
areas
2 $chiees final score between 5<<8
55=7
>ersatile in his? her area of operation
(eelops creatie solutions and re4uire
little ? *ini*al superision
!ets e3a*ples for others
Take ownership of own deelop*ent
Coaches others
(e*onstrates business initiatie
,s self *otiated
!upportie tea* player
.eads own tea* ery effectiely
(e*onstrate functional initiatie
2

Fin" the 0e't Chapter A
literatureLre#ie,Lan"Lconcept
o%jecti#es research
metho"ology (((((((((((((

Perfor*ance $ppraisal syste* Pro"ect Report @ ,ntroduction to 'u*an Resource
Manage*ent% Ahat is BPerfor*ance $ppraisalC% Methods% Roles% Rating Process
Pro"ect Report on DPerfor*ance $ppraisal !yste*D .iterature reiew $nd Concept
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