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the
project
report
entitled
______________________________ submitted to Indira Gandhi National Open
University in partial fulfilment of the requirement for the award of the
degree of MASTER OF BUSINESS ADMINISTRATION ( MBA) , is original work
carried out by Mr. / Ms._____________________________________________ with
enrolment no. _____________ under my guidance.
The matter embodied in this project is genuine work done by the student
and has not been submitted whether to this University or to any other University
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PREFACE
Today more and more industrial organizations are realizing the importance of
human resources and are looking of human assets and investing in them in the same
way as if investing in the capital assets. Industries are centers for major change in
opportunity and productivity and thus it is essential for them to survive in competitive
markets. For this the organizations would have to be dynamic and growth oriented and
human resources form a real productive entity, which like other resources can be
developed to unlimited extent. People are the valuable resources with abundant
potentialities and capabilities who serve the organization to accomplish its goals.
Organizations could not accomplish the things they do without individuals working cooperatively towards common goals. Organizations must create a positive wok
environment where individual employees will be motivated to work to their potential
and co-operate with other employees on accomplishing organizational goals.
Organization should have policies which look after employee welfare, employee
productivity, individual goal accomplishment, employee job satisfaction and quality of
work life. Organization should emphasis on creating a positive work culture healthy
interpersonal relations job security recognition and fair evaluation better pay structures
more opportunities and chance for growth rewards for better performance and overall
development of its employees concern for the employees can create congruence where
individual and organizational goals can be accomplished job satisfaction is an
1important factor contributing to better performance of worker which has its
repercussions on quality and quantity of work. Here the researcher has made a effort to
study various factors of job satisfaction and job anxiety which determines and
influences individuals involvement in work and interest in the work, which will affect
organizations performance.
I offer my deep sense of gratitude to my research guide. Mr. Jayendar
Shah for extending support, guidance and encouraging me to take this topic and helping
me at all stages of this study. I am thankful to ________________and Shri.
M.N.Parmar for extending their kind cooperation and guidance in my research study.
I am also thankful to Alembic Ltd. For allowing me to take up the study and
especially to Mr. Jani (Sr.HRD Manager) for their support and encouragement.
I should not forget to thank those respondents who have extended their
maximum co-operation in giving the shape to this study in totality.
I am thankful to Shri.Prajesh Trivedi for providing prompt typing and also to
Hasmukh Printing Press binding the thesis.
Last but not the least. I am indebted to my friends who supported me selflessly
and my parents for providing unending moral support and for doing everything they
could to help me complete the research.
11 November - 2007
BARODA
-Paulomi Shah
Table of Contents
Welcome to Farmson
"Farmson is the pioneer and leading manufacturer of Paracetamol/Acetaminophen
based in India with significant global presence."
Farmson has too world class manufacturing sites at Nandesari, Vadodara (Gujarat) in
Western part of India with total manufacturing capacity of 20000 MT per anum.
Farmson is background integrated for the manufacturing of the intermediate Para
Amino Phenol through its suter company JNP Producer based in proximity of
Pracetamol manufacturing sites at Jhagadia Ankleshwar.
K.K.Vithani,
The Company owes its leadership to the "Seven Avenues to Super Success."
Complete Customer Satisfaction
Update Indigenous Technology
Research Orientation and Team Work
Single Product Policy
Good Manufacturing Practices
Total Quality Management
Large Production Capacity
Commitment to Customer
Farmson leads the way due to its complete commitment to its customers and
the total faith they place on the company.
We believe in building long term association of mutual interest and benefit. The
solidarity of these relationships is based on foundations of mutual trust,
adherence to just-in-time delivery, prompt service, and round the clock
responsiveness to customers.
Global Perspective
India today has emerged as the formidable source of API's and intermediates in the
international marketplace. The winds of liberalization and globalization have lifted the
country to an eminent position in the world economy. In the API industry, India has
firmly established itself as the dominant player.
Farmson, a leader in the country has worked incessantly to achieve higher presence in
the global market and the expansion of capacity with ongoing efforts to get approval
from various international regulatory bodies is the step in right direction and which will
help establish Farmson as a true global entity.
We export to regions of European Union, Middle East and Far East Asia along with
countries like South Africa, Canada, Mexico and Sri Lanka.
"Farmson is the pioneer and leading manufacturer and exporter of Paracetamol /
Acetaminophen in India"
The Company owes its leadership to the "Seven Avenues to Super Success"
Mission
2. Vinit S. Menon
3. N.K. Patel
Director
President Operations
5. Vijay Verma
GM Marketing
INTRODUCTION
The history of performance appraisal is quite brief. Its roots in the early 20th century. But
this is not very helpful, for the same may be said about almost everything in the field of
modern human resources management.
As a distinct and formal management procedure used in the evaluation of work
performance, appraisal really dates from the time of the Second World War - not more than
60 years ago.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things
historical, it might well lay claim to being the world's second oldest profession!
There is, says Dulewicz (1989), "... a basic human tendency to make judgments about
those one is working with, as well as about oneself." Appraisal, it seems, is both
inevitable and universal. In the absence of a carefully structured system of appraisal, people
will tend to judge the work performance of others, including subordinates, naturally,
informally and arbitrarily.
The human inclination to judge can create serious motivational, ethical and legal problems
in the workplace. Without a structured appraisal system, there is little chance of ensuring
that the judgments made will be lawful, fair, defensible and accurate.
Performance appraisal systems began as simple methods of income justification. That is,
appraisal was used to decide whether or not the salary or wage of an individual employee
was justified.
The process was firmly linked to material outcomes. If an employee's performance was
found to be less than ideal, a cut in pay would follow. On the other hand, if their
performance was better than the supervisor expected, a pay rise was in order.
Little consideration, if any, was given to the developmental possibilities of appraisal. If was
felt that a cut in pay, or a rise, should provide the only required impetus for an employee to
either improve or continue to perform well.
Sometimes this basic system succeeded in getting the results that were intended; but more
often than not, it failed.
For example, early motivational researchers were aware that different people with roughly
equal work abilities could be paid the same amount of money and yet have quite different
levels of motivation and performance.
These observations were confirmed in empirical studies. Pay rates were important, yes; but
they were not the only element that had an impact on employee performance. It was found
that other issues, such as morale and self-esteem, could also have a major influence.
As a result, the traditional emphasis on reward outcomes was progressively rejected. In
the 1950s in the United States, the potential usefulness of appraisal as tool for
motivation and development was gradually recognized. The general model of
performance appraisal, as it is known today, began from that time.
Modern Appraisal
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual
or semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development.
In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used to
identify the better performing employees who should get the majority of available merit
pay increases, bonuses, and promotions.
By the same token, appraisal results are used to identify the poorer performers who
may require some form of counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in their country that might
restrict their capacity to dismiss employees or decrease pay.)
Whether this is an appropriate use of performance appraisal - the assignment and
justification of rewards and penalties - is a very uncertain and contentious matter.
Controversy
Few issues in management stir up more controversy than performance appraisal.
There are many reputable sources - researchers, management commentators,
psychometricians - who have expressed doubts about the validity and reliability of the
performance appraisal process. Some have even suggested that the process is so
inherently flawed that it may be impossible to perfect it.
At the other extreme, there are many strong advocates of performance appraisal. Some
view it as potentially "... the most crucial aspect of organizational life".
Between these two extremes lie various schools of belief. While all endorse the use of
performance appraisal, there are many different opinions on how and when to apply it.
There are those, for instance, who believe that performance appraisal has many
important employee development uses, but scorn any attempt to link the process to
reward outcomes - such as pay rises and promotions.
This group believes that the linkage to reward outcomes reduces or eliminates the
developmental value of appraisals. Rather than an opportunity for constructive review
and encouragement, the reward-linked process is perceived as judgmental, punitive and
harrowing.
For example, how many people would gladly admit their work problems if, at the same
time, they knew that their next pay rise or a much-wanted promotion was riding on an
appraisal result? Very likely, in that situation, many people would deny or downplay
their
weaknesses.
Nor is the desire to distort or deny the truth confined to the person being appraised.
Many appraisers feel uncomfortable with the combined role of judge and executioner.
Such reluctance is not difficult to understand. Appraisers often know their appraisees
well, and are typically in a direct subordinate-supervisor relationship. They work
together on a daily basis and may, at times, mix socially. Suggesting that a subordinate
needs to brush up on certain work skills is one thing; giving an appraisal result that has
the direct effect of negating a promotion is another.
The result can be resentment and serious morale damage, leading to workplace
disruption, soured relationships and productivity declines.
On the other hand, there is a strong rival argument which claims that performance
appraisal must unequivocally be linked to reward outcomes.
The advocates of this approach say that organizations must have a process by which
rewards - which are not an unlimited resource - may be openly and fairly distributed to
those most deserving on the basis of merit, effort and results.
and
waste
of
time.
BASIC PURPOSES
Effective performance appraisal systems contain two basic systems operating in
conjunction: an evaluation system and a feedback system.
The main aim of the evaluation system is to identify the performance gap (if
any). This gap is the shortfall that occurs when performance does not meet the
standard set by the organization as acceptable.
The main aim of the feedback system is to inform the employee about the
quality of his or her performance. (However, the information flow is not
exclusively one way. The appraisers also receives feedback from the employee
about job problems, etc.)
One of the best ways to appreciate the purposes of performance appraisal is to
look at it from the different viewpoints of the main stakeholders: the employee
and
the
organization.
Employee Viewpoint
RESEARCH METHODOLOGY
SIGNIFICANCE OF THE STUDY:The individual performance and growth in the organization is influenced by
varied factors. Constant changing environment have influenced individual at personal
level. Job satisfaction and job anxiety are two growing factors which have affected and
influenced the individual behavior in the organization and this factor are seen clearly
because of influence of the multinational organizations, changing governments
economic policies globalization etc. job satisfaction Is based on most pragmatic and
essentially pessimistic philosophy, that man is motivated by money alone. The
individuals involvement, loyalty, dedication and involvement on part of the individual
is missing which is affecting organizational effectiveness and productivity as well as
individuals growth and enhancement. Another vital aspect which influences individual
behavior is experience of anxiety in the job. Due to constant change in the
organizations structure, policies, incorporation of never management concepts it has
influenced the human behavior. People who never largely spend their life in serving
organizations experience varied challenges and competitions. Success and failure
brings both positive and negative growth and attitudinal development in the individual.
Such stages of success and failure can bring in anxiety which may affect individuals
performance at professional level and an adverse effect on the personal levels.
objectives;
Provide supervisors and employees with a forum for ongoing communication
and feedback on the attainment of individual objectives and performance in core
competency areas;
Facilitate the identification of areas for improvement needed by employees to
HYPOTHESIS :-
STUDY DESIGN :The study has been carried out in Famson Pharma Ltd., Baroda from July, 2014
to Oct. 2014. The study is conducted on employees of Famson Pharma Ltd.. It is into
production of high quality Pharmaceutical products. The product is sold within India,
has got international market also. The universe was classified in five departments.
1.
2.
Material Dept.
3.
Personnel Dept.
4.
Account Dept.
5.
Marketing Dept.
At present appx. 300 employees are working within this organization in which
75 employees are working on the assistant grade level ( Typist, Stenographer,
Clerk) within these 75 employees, 50 are male employees and 25 are female
employee. Out of 50 male employees 30 respondents were selected on the basis
of lottery system of stratified random sampling while all 25 female respondents
were selected for data collection. So the total number of 43 employees which is
14.33% of the organization was takes for the study purpose.
TOOLS FOR DATA COLLECTION :Questionnaire was used as the tool of collecting data regarding personal
back-ground and about the variables job satisfaction and job anxiety.
To study the job satisfaction level among employees, job satisfaction
scale developed by me and with the help of my guide Mr. Jayendra Shah sir ,
Faculty of IGNOU for Vadodara study cent., has been used for collecting data.
This scale has a 5 point scale if job satisfaction.
LIMITATIONS OF THE STUDY :The data is collected through questionnaire. The present study is carried
our for academic purpose so sample size is restricted. The study is restricted to
an organization under study so it can not be generalized for all workers in other
industries.
(1) The first chapter deals with the introduction of the organization etc.
(2) The second chapter deals with the concepts, definition, objectives, hypothesis,
research methodology etc.
(3) The third chapter deals with the preview of literature.
(4) The fourth chapter third deals with data analysis and interpretation
(5) The fifth chapter deals with findings, conclusions, suggestions of the data
collected.
3. Review of literature
A review of literature is a vital component of scientific approach and is regarded
to be by and large important for scientific research. Moreover it also gives the
investigator an understanding of the previous work that has been done, which has to be
related to the present study. One cannot develop an insight in to various dimensions of
problem until and unless one has learnt various models and researches developed in the
area of subject.
Managing employee performance is an integral part of the work that all
managers and rating officials perform throughout the year. It is as important
as managing financial resources and program outcomes because employee
performance or the lack thereof, has a profound effect on both the financial
and program components of any organization.
To judge the gap between the actual and the desired performance.
Identifying the gaps in desired and actual performance and its cause 76%
Performance appraisal can make the need for training more pressing and relevant by
linking it clearly to performance outcomes and future career aspirations.
From the point of view of the organization as a whole, consolidated appraisal data can
form a picture of the overall demand for training. This data may be analysed by
variables such as sex, department, etc. In this respect, performance appraisal can
provide a regular and efficient training needs audit for the entire organization.
clearly explained the purpose as well the process of appraisal. The standards should be
clearly communicated and every employee should be made aware that what exactly is
expected from him/her.
5. DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees on oneto-one basis. The focus of this discussion is on communication and listening. The
results, the problems and the possible solutions are discussed with the aim of problem
solving and reaching consensus. The feedback should be given with a positive attitude
as this can have an effect on the employees future performance. The purpose of the
meeting should be to solve the problems faced and motivate the employees to perform
better.
6. DECISION MAKING
The last step of the process is to take decisions which can be taken either to improve the
performance of the employees, take the required corrective actions, or the related HR
decisions like rewards, promotions, demotions, transfers etc.
1. ASSESSMENT CENTRES
An assessment centre typically involves the use of methods like social/informal events,
tests and exercises, assignments being given to a group of employees to assess their
competencies to take higher responsibilities in the future. Generally, employees are
given an assignment similar to the job they would be expected to perform if promoted.
The trained evaluators observe and evaluate employees as they perform the assigned
jobs and are evaluated on job related characteristics.
The major competencies that are judged in assessment centres are interpersonal skills,
intellectual capability, planning and organizing capabilities, motivation, career
orientation etc. assessment centres are also an effective way to determine the training
and development needs of the targeted employees.
2. BEHAVIORALLY ANCHORED RATING SCALES
Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which
combines the graphic rating scale and critical incidents method. It consists of
predetermined critical areas of job performance or sets of behavioral statements
describing important job performance qualities as good or bad (for eg. the qualities like
inter-personal relationships, adaptability and reliability, job knowledge etc). These
statements are developed from critical incidents.
In this method, an employees actual job behaviour is judged against the desired
behaviour by recording and comparing the behaviour with BARS. Developing and
practicing BARS requires expert knowledge.
3. HUMAN RESOURCE ACCOUNTING METHOD
Human resources are valuable assets for every organization. Human resource
accounting method tries to find the relative worth of these assets in the terms of money.
In this method the Performance appraisal of the employees is judged in terms of cost
and contribution of the employees. The cost of employees include all the expenses
incurred on them like their compensation, recruitment and selection costs, induction
and training costs etc whereas their contribution includes the total value added (in
monetary terms). The difference between the cost and the contribution will be the
performance of the employees. Ideally, the contribution of the employees should be
greater than the cost incurred on them.
Self assessment is an indispensable part of 360 degree appraisals and therefore 360
degree Performance appraisal have high employee involvement and also have the
strongest impact on behavior and performance. It provides a "360-degree review" of the
Despite the fact that 360 degree appraisals are being widely used throughout the world
for appraising the performance of the employees at all levels, many HR experts and
professionals argument against using the technique of 360 degree appraisals. The main
arguments are:
MANAGEMENT BY OBJECTIVES
The concept of Management by Objectives (MBO) was first given by Peter Drucker
in 1954. It can be defined as a process whereby the employees and the superiors come
together to identify common goals, the employees set their goals to be achieved, the
standards to be taken as the criteria for measurement of their performance and
contribution and deciding the course of action to be followed.
The essence of MBO is participative goal setting, choosing course of actions and
decision making. An important part of the MBO is the measurement and the
comparison of the employees actual performance with the standards set. Ideally,
when employees themselves have been involved with the goal setting and the
choosing the course of action to be followed by them, they are more likely to fulfill
their responsibilities.
THE MBO PROCESS
The principle behind Management by Objectives (MBO) is to create empowered
employees who have clarity of the roles and responsibilities expected from them,
understand their objectives to be achieved and thus help in the achievement of
organizational as well as personal goals.
Some of the important features and advantages of MBO are:
Clarity of goals With MBO, came the concept of SMART goals i.e. goals
that are:
Specific
Measurable
Achievable
Realistic, and
Time bound.
The goals thus set are clear, motivating and there is a linkage between
organizational goals and performance targets of the employees.
The focus is on future rather than on past. Goals and standards are set for the
performance for the future with periodic reviews and feedback.
Table 1.
PRACTICE OF
ORGANISATION.
Yes / No
PERFORMANCE
APPRAISAL
IN
%
Respondents
Respondents
Yes
45
100
No
00
00
Total
45
100
The above table shows that all 45 respondents (100%) have declared that
performance appraisal system is being practiced in their organization.
This means that in the organization the researcher has carried out study. the
performance appraisal system is widely and thoroughly being practiced.
Table 2.
Table 3.
The age factor does not have much influence on their such opinion, when
leads us to interpret that his particular objective is widely served through
performance appraisal system irrespective of age of employees i.e. middle level
managers.
Table 4.
Table 5.
Table 6.
Table 7.
Table 8
Table 9.
Table 10.
Table 11.
PURPOSE
OF
ORGANISATION
Purpose
PERFORMANCE
APPRAISAL
%
Respondents
11
66
IN
Respondents
Control
05
Identification of
30
level of K.S.A.
Just a Formality
10
23
Total
45
100
The maximum weightage (by 80%) is for identification of level of
respondents for their knowledge, skills and attitude for their present role.
The secondary purpose as opined by 75% of respondents is as a control
measure to maintain satisfactory level of performance.
While considerable proportion (50%) have opined that performance
appraisal as just a formality.
Thus it can be interpreted that the performance appraisal system is not
functioning on line of its ideal objectives as should be according to philosophy
of HRD.
Table 12.
%
Appraise
Respondents
Respondents
Only Supervisors
31
70
Only Managers
29
65
All Employees
41
90
From the above table there is remarkable finding that almost all (90%)
respondent believes that performance appraisal should be for all employees of
organization.
This can be interpreted as respondents faith in performance appraisal
system of a high degree.
Table 13.
Table 14.
Table 15.
Receives Feedback
%
Respondents
Respondents
Yes
07
15
No
38
85
Total
45
100
This result reveals the fact that the feedback of appraisal is not being
communicated to the middle level managers, responding to this study.
Table 16.
STATISTICAL ANALYSIS
HYPOTHESIS TEST -1
CHI-SQUARE
To find out any significant difference between the appraisals systems helps to identify
the strength and weakness of employees and rating helps for management to provide
employee counseling.
STRENGTH
AND
WEAKNESS
OF Total
EMPLOYEE
COUSELLING
OPINION
EMPLOYEES
Very Good NEUTRAL BAD VERY
HIGHLYSATISFIED
SATISFIED
NEUTRAL
DISSATISFIED
HIGHLYDISSATISFIED
TOTAL
Good
04
02
01
07
06
06
11
06
17
10
02
12
BAD
02
01
03
06
16
13
08
02
45
E=R*C/N
Where R = sum of row total
C = sum of column total
N = sample size
Calculated Value
Observed Freq.
Expected Freq.
04
0.93
02
0.40
06
2.13
10
4.26
11
4.91
02
3.46
02
1.24
06
3.02
01
0.31
01
0.13
Calculated value of chi-square ()=43.979
(O-E)2
9.4249
2.56
14.9769
32.9476
37.0881
2.1316
0.5776
8.8804
0.4761
0.7569
(O-E)2/E
10.13
0.16
7.031
7.73
7.55
0.616
0.465
2.94
1.535
5.822
No. of Respondents
Rank(X)
Highly satisfied
09
Satisfied
08
Neutral
13
Dissatisfied
10
Highly dissatisfied
07
The observed value regarding the organization provides
work development.
Opinion
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
No. of Respondents
9
7
18
6
5
Calculation of correlation:
Rank (x)
Rank(y)
3
2
4
3
1
1
2
4
5
5
D= x-y
1
1
0
-2
0
3
4
1
2
5
additional benefits for your
Rank (Y)
2
3
1
4
5
D2
1
1
0
4
0
06
r = 1- ((6 * 6) / 120)
r = 0.7
RESULT: Also r = 0.7 indicates a high positive correlation between the promotion is purely based on
appraisal and the rating helps to fix increment and also the organization provide additional benefit for
your work development.
5. Findings
100% means all 45 have declared that performance appraisal system is
being practiced in their organization. This means that in the organization
the researcher has carried out study. the performance appraisal system is
widely and thoroughly being practiced.
According to data analyzed 46% believe that performance appraisal used
for career planning.
The important outcome that 24% employee those who are above age of
50 out of all respondents mean that now their career is almost at the end,
but they themselves satisfied by career planning.
But out of all 86% respondents says that performance appraisal system
used for training and development also. So age factor does not have very
much influence on this openion.
The same proportion (95%) of middle of level managers have find that
performance appraisal is also meant for management of performance as
well as identification of training and development needs.
o Similarly, this particular opinion is not remarkably influenced by
age factor that means that these objectives are extensively used
Here middle level managers responding about career planning having one
of the objective of performance appraisal system in their organisation,
highest 29 (65%) are post graduates. This particular result can be
interpreted that. due to their higher education they are having satisfying
career development, hence they have conviction about career planning
being objective of performance appraisal.
100% of the respondents thing that identification of Training and
Development needs is objective of performance appraisal system.
o The education level of respondents have remarkable impact. The
primary interpretation can be that due to their higher education
they have much conviction and understanding about ideal
objectives of performance appraisal in their organisation.
Among the middle level managers, who think that objective of
performance appraisal is performance management, 74%, are post
graduate.
CONCLUSION
1.
Performance Appraisal system is widely extensively and regularly
practiced in this organization.
2.
The main important objective of performance appraisal system, in this
organisation are :
3.
4.
5.
6.
7.
8.
i)
Identification of Training Needs
ii)
Performance Management. and
iii)
Career Planning.
The prime purpose of performance appraisal is identification of level of
knowledge, skills and attitude of appraisees in respect of their present
role.
Almost all respondents believe that performance appraisal system should
be operative for all employees of organization.
In this organization performance appraisal is being done by their
supervisor.
The highest emphasis is on job knowledge and job skills.
The appraisees do not get feedback of their appraisal.
The respondents strongly believe that 3600 appraisal system can become
ideal performance appraisal system.
Suggestion
1. To improve attendance there should be rewards for those employees who attains
above 95% attendance.
2. There should be training sessions to improve team building.
3. There should be proper training for appraisal to the employees.
4. In the beginning of the year employee must know the performance standards on
which his/her performance will be judged in end of year.
5. More stress relieving packages should be offered to the mentally stressed staff.
6. Overtime should be taken care of at time of performance appraisal, which would
motivate the employees to perform better for longer hours.
7. Performance appraisal should after at proper span of time .
8. Since the ideal objective and purpose of performance appraisal system are
not know and believed by majority of respondents, it is required to
provide awareness and orientation towards ideal performance appraisal
system in this organization.
9. Performance appraisal system, needs to be more relevant to individual
goals as well as organization goals.
10. Behaviourally Anchor Scales (BAS).
11. Performance appraisal system, in this organisation should be linked up
with other sub-systems, of HRD, such as counselling, career planning and
development, rewards and potential appraisal.
12. For to make performance appraisal system more meaningful and result
oriented, it should be focused on key result areas, in addition to key
performance.
13. The feedback of performance appraisal is necessarily be communicated to
the appraisees.
6. Bibliography
BOOKS
1. Performance Appraisal Handbook for US Department Of the Interior
(ebook)
2. Aswathappa K, Human Resource & Personnel Management, Tata McGraw- Hill
Publishing Co. Ltd., New Delhi, Sixth edition 2001
3.
UNPUBLISHED DISSERTATION
(1) A STUDY OF PERFORMANCE APPRAISAL IN A PRIVATE ORGANIZATION
, UNPUBLISHED MASTER DISSERTATION , FACULTY OF SOCIAL WORK
(MSU) , 2006 & 2008.
PERIODICALS
1.
HRM Review from ICFAI Press Issue of the year 20013 & 2014 (Monthly
Publication )
PERFORMANCE APPRAISAL
Questionnaire
APPENDIX
TOPIC :
Personal Inventory
Name (Optional) :
Age
30 to 40 Yrs.
41 to 50 Yrs.
Educational
Qualification :
Graduate
Post Graduate
Other (Specify)
Experience :
6 15 Yrs.
16-25 Yrs.
Designation :
Department :
1.
No
High
Somewhat
4.
5.
6.
7.
8.
9.
3600
1800
Self Appraisal
Assessment Centre
By Supervisors
10.
Once in a year.
Twice in a year
12.
No
Positive
13.
Negative
None
14.
15.
16.
3600
1800
Self Appraisal
Assessment Centre
No
Counseling
Rewards
Quality worklife
Organisation development
Restructuring of organization
Thank You