INTRODUCTION

The performance appraisal of the employees will determine the level and type of training that should be imparted. The basis for assessing training needs is performance appraisal. The concept of performance appraisal exists ever since the organization stared functioning. In order to improve the quality of work life performance appraisal is required. As the work culture in the organizations are changing in terms of strengthening teamwork, continuous improvement, learning and such other activities, performance appraisal becomes inevitable and the approach to performance appraisal will also be changing. There is a feeling that performance appraisal is only an activity to achieve short term ob!ectives. "ome also feel that it focus on the team. "ome others feel that it will be useful only in the extreme cases where employees are either highly effective or effective. The opinion is also goes that it is purely sub!ective and at times it puts down the morals of the employees. All these opinions and feelings are not true. In reality, performance appraisal programme improves the work culture continuously. #erformance appraisal is an effective tool in the hands of the executives to improve the quality of work in the organization. #erformance appraisal will also help the employers defend their action against employees. In order to satisfy statutory obligations, employers have to maintain the service records of the employees. $henever any good or negative actions are taken against an employee, it will be recorded in the service register. In a way, this register becomes a performance appraisal tool in the hands of employer to take decisions regarding the improvement of service conditions of the employees, or to assess the efficiency level of the employees or to design the training methods for them. #erformance appraisal is also messenger to convey the management whether % & practices of the organization matches with the goals of the organization. Therefore performance appraisal has become an 'administrative tool( in the hand of an employer.

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#ersonnel executives of organization help their employees to improve their performance it is their ma!or activity. *ut every executive feel that performance appraisal is tough task. +ften it is even harder to convey that !udgment to the employee in a constructive and painless manner and to translate feedback on past performance in top future improvement.

EVOLUTION,
%istorically speaking, the concept was evolved for the first time in the period of $orld $ar ). -" Army adopted '.an to .an( rating system for evaluating military personnel. Industrial units in )/01s and )/21s adopted this concept to pay wages to workers drafted for work on hourly basis. These units adopted '3rade wage increments( on the basis of 4.5&IT6. This concept was termed as '.erit &ating #rogramme(. This continued up to mid fifties. According to this plan of wage payment, emphasis was on factors, degree and points. In this period '#ersonnel Appraisal( concept was evolved for technical, professional and managerial personnel. "ince then the concept of '#erformance Appraisal( has undergone considerable changes, and even the terminology 4.erit &ating6 is changed to '#erformance Appraisal(. This concept is now used for developing parameters for salary ad!ustments, promotions, transfers etc.

DEFINITION,
According to &oland *en!amin, a '#erformance Appraisal determines who shall receive merit increases7 counsels employees on their improvement7 determines training needs7 determines promotability7 identifies those who should be transferred. .oreover, it improves employee !ob performance7 encourage employees to express their views or to seek clarification on !ob duties7 broadens their outlook, capacity and potential7 promotes a more effective utilization of manpower and improves placement7 facilities selection, reward and promotion of the best qualified employee7 prevents grievances and increases the analytical abilities of supervisor(. According to 8ummings, 'the overall ob!ective of performance appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible efforts from individuals employed in it. "uch appraisal achieves four ob!ectives including the salary reviews, the development and training of individuals, planning !ob rotation and assistance promotions(.

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OBJECTIVES OF PERFORMANCE APPRAISAL:

)9 To maintain inventory of number and quality of all managers and to identify and meet their training needs. 09 To provide a reliable index for promotion and transfer to position of greater responsibility. 29 To maintain individual and group development by informing the employee of his performance standards. :9 To plan career development, human resources planning based on potentialities. ;9 To discover, analyze and classify the differences amongst workers vis a vis lob standards. <9 To discover hidden genius of employees. =9 To select and trained new employees and to decide the nature and type of training programme to employees. >9 To develop better employer employee relationship through mutual confidence which comes as a result of frank discussions between superior and his men. /9 To provide research data for improving the overall personnel information system.

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1.2 REVIEW OF LITERATURE

1.2.1 INTRODUCTION
#erformance appraisal is a inevitable tool of an organization. *ecause it provides vital information on issues like merit, promotion, incentives etc. it throws light on weak aspects of essential areas like finance, marketing, human resource of the organization. The valid information available on these areas can help the management to adopt corrective measurement. ?ormal appraisal plans are designed to meet the following purposes, )9 #erformance appraisal provides back for systematic !udgments on salary enhancement, transfers, demotion and termination. 09 It provides information to employees on their work efficiency and suggests changes in their behavior, attitudes, skills or !ob knowledge. 29 It provides a base for coaching and counseling the individual by the superior. :9 #erformance appraisal improves employee !ob performance, encourages employees to express their views or to seek clarification selection, reward and backing. <9 #erformance appraisal prevents grievances and increases analytical ability of superiors. on !ob duties, broadens their outlook, capacity and potential. ;9 It #romotes more effective utilization of manpower and improves placement, facilities

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1.2.2 THE PREVIOUS STUDIES ON PERFORMANCE APPRAISAL

A review of performance rating research prior to )/>1 reveals that emphasis was placed upon the search for the @best@ rating system which maximized the quality of the performance measurements by minimizing rating errors ABandy C ?arr, )/>19. +ver time, however, it became clear that a critical component of any rating system Abeyond the rating format and other structural characteristics9 is the performance rater. Accordingly, a ma!or paradigm shift occurred during the )/>1s with the @cognitive revolution@ in appraisal research. 8ognitive models of the rating process were proposed which attempted to explicate the cognitive presses of performance raters Ae.g., DeEisi, 8afferty, C .eglino, )/>:9. The central premise of these models is that the rater is an information processor and as such may experience breakdowns in rarer cognitive processing Asuch as failure to recall ratee performance information at the time of rating9. .oreover, an assumption of these models is that we can maximize the quality of our performance measurements if we design rating formats Ae.g., behavioural diaries9 and training programs Ae.g., ?rame of reference training9 which attempt to mitigate against these potential processing breakdowns A?eldman, )/>)7 "ulsky C Day, )//09. .uch of the research from the previous decade examined various predictions emanating from various cognitive models AIlgen, *arnes ?arrell, C .cFellin, )//29. %owever, the emphasis upon cognitive processing was met with some criticism. *anks and .urphy A)/>;9, for instance, pointed out that cognitive processing models do not take into account rater motivation to rate performance accurately an important factor contributing to rating variance. Eot surprisingly, beginning in the mid to late )/>1s, there was an upsurge of interest in motivational variables which may underlie rating behaviour ABongnecker, "ims, C 3ioia, )/>=9. 8urrently, both cognitive and motivational variables are now being integrated into models of rating behaviour Ae.g., &obbins C DeEisi, )//:9.

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"ome research has focussed exclusively upon motivational considerations. "imilar to the cognitively oriented research, the goal of this research is to uncover variables which might undermine the quality of our performance measurements. ?or example, attention has been given to such diverse motivationally relevant variables as racial biases A+ppler, 8ampbell, #ulakos, C *orman, )//09, whether the rater likes the ratee ADuarte, 3oodson, C Flick, )//29, and organizational politics ATziner, Batham, #rice, C %accoun, )//<9. As one illustration, Tziner et al. A)//<9 developed a measure listing 21 political factors Ae.g., giving high ratings to avoid negative interactions9 which might Gaffect performance ratings. ?or purposes of validation, the survey was subsequently administered to );= ?rench 8anadian managers who were asked to indicate the extent to which each item was relevant to their own rating activities. +verall, the psychometric analyses revealed that the scale is internally consistent, consistent over time, and convergentHdiscriminant validity was deemed to be moderate. This scale will likely prove to be useful in facilitating further research examining the influence of organizational political factors on performance evaluations.

1.2.3 The presen s !"#es $n Per%$r&'n(e Appr'#s')

@#erformance evaluation,@ wrote 3lueck @is a personnel activity which, while not new, has not matured. "ome significant studies have been done, but there are conflicting results, and a complete body of knowledge is years away.@< ?urther use and refinement of 5A*&A&" will be a ma!or step in the development of a performance appraisal system for 5xtension agents. 5A*&A&" represents the beginning of a new wave of performance appraisal formats that must meet legal mandates as well as serve a variety of organizational purposes in identifying, measuring, and developing human performance.

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8opies of the 5A*&A&" performance appraisal may be obtained from the author. ). 8raig 5ric "chneier and &ichard $. *eatty, @Integrating *ehaviorally *ased 5ffectiveness *ased .ethods, 'The #ersonnel Administrator, IIIJ AKuly )/=/9, <<. 0. &obert .. 3uion, @#erformance Assessment in #ersonnel "election and 5valuation@ A#aper presented at the ?ourth Kohns %opkins -niversity Eational "ymposium on 5ducational &esearch, #erformance Assessment, The "tate of the Art, Eovember ; <, )/>09, pp. 2 :. 2. 8raig 5ric "chneier and &ichard $. *eatty, @Developing *ehaviorally Anchored &ating "cales A*A&"9,@ The #ersonnel Administrator, IIIJ AAugust )/=/9, ;/ <>. :. American Institutes for &esearch, @Development of #erformance 5valuation and "election #rocedures for the 8ooperative 5xtension "ervices@ A$ashington, D.8., AI&, )/=/9. ;. Thomas ?. #atterson, Kr., @A "tudy to Determine the &elationship *etween &ural Eew 5ngland 5xtension Agent 5ducational +rientation and Kob #erformance@ A#h.D. dissertation, Indiana -niversity, *loomington, +ctober )/>:9. <. $illiam ?. 3lueck, #ersonnel, A Diagnostic Approach ADallas, Texas, *usiness #ublications, )/=>9, p. 0 =. &obert .. 3uion, @#erformance Assessment in #ersonnel "election and 5valuation@ A#aper presented at the ?ourth Kohns %opkins -niversity Eational "ymposium on 5ducational &esearch, #erformance Assessment, The "tate of the Art, Eovember ; <, )/>09, pp. 2 :. >. 8raig 5ric "chneier and &ichard $. *eatty, @Developing *ehaviorally Anchored &ating "cales A*A&"9,@ The #ersonnel Administrator , IIIJ AAugust )/=/9, ;/ <>.

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/. American Institutes for &esearch, @Development of #erformance 5valuation and "election #rocedures for the 8ooperative 5xtension "ervices@ A$ashington, D.8., AI&, )/=/9. )1. Thomas ?. #atterson, Kr., @A "tudy to Determine the &elationship *etween &ural Eew 5ngland 5xtension Agent 5ducational +rientation and Kob #erformance@ A#h.D. dissertation, Indiana -niversity, *loomington, +ctober )/>:9.

*$+ "$ +e "e%#ne per%$r&'n(e 'ppr'#s') 'n" +h, "$ +e &e's!re # :

Despite the importance of performance appraisal few organizations clearly define what it is they are trying to measure. In order to design a system for appraising performance, it is important to first define what is meant by the term work performance. Although a person6s !ob performance depends on some combinations of ability efforts, and opportunity, it can be measure in terms of outcomes or results produced. #erformance is defined as the record of outcomes produced on specified !ob functions or activities during a specified time period. ?or example, a trainer working for a world bank was evaluated on her 'organization of presentation( which was defined as 'the presentation of training material in a logical and methodical order.( The extent to which she was able to make such 4methodical6 presentation would be one measure of outcomes related to that function. The customer who receives the training evaluated those outcomes. +bviously a sales representative would have some measure of actual sales as an outcome for a primary function of that !ob. 8ustomer service is a likely candidate as another Important function that would have different outcome measures for defining performance. 8ollege professor are typically evaluated on three general work function, teaching, research and service. #erformance in each of these areas is defined with different outcome measures. "tudents are obviously one source of data to evaluate the quality of the teaching. #erformance on the !ob as a whole would be equal to the sum or average of #erformance on the ma!or !ob functions or activities. ?or example, the $orld *ank identified eight !ob functions for their trainers Aexample use of relevant examples, participant involvement, evaluation procedures9. The functions have to do with the work that is performed and not the characteristics of the persons performing

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unfortunately, many performance appraisal with measures, traits, or competencies of the person. $e emphasize that the definition of performance refers to a set of outcomes produced during a certain period of time and does not refer to the traits, personal characteristics, or competencies of the performer. $e are not saying that there is no place for the measurement of competencies or traits. $e believe however, that there should be a clear distinction between the measurement of the person and measurement of performance.

Des#-n#n- 'n 'ppr'#s') s,s e&:

The process of an appraisal system should involve managers, employees, %& professionals, and internal and customers in making decision about each of the following issues, )9 .easurement content. 09 .easurement process. 29 Defining the rater Ai.e. who should rate performance9 :9 Defining the ratee Ai.e. the level of performance to rate9 ;9 Administrative characteristics.

W*AT S*OULD BE RATED:

The seven criteria of assessing performance are, )9.!')# ,: The degree to which the process or result of carrying out an activity approaches perfection. 2/ .!'n # ,: The amount produced, expressed in monetary terms number of units, or number of completed activity cycles. 3/ T#&e)#ness: The degree to which an activity or result produced. 0/ C$s e%%e( #1eness: The degree to which the use of the organization6s resources Ae.g. human, monetary, technological, and material9 is maximized in the sense of getting the highest gain. /

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2/ Nee" %$r s!per1#s#$n: The degree to which a !ob performer can carry out a !ob function without supervisory assistance. 3/ In erpers$n') #&p'( : The degree to which a performer promotes feelings of self esteem, goodwill and co operation among co workers and subordinates. 4/ Tr'#n#n-: Eeed for training for improving his skills knowledge.

OBJECTIVES OF PERFORMANCE APPRISAL:

)9 To establish a more effective two way communication. 09 "et performance ob!ectives. 29 %elp employee in getting clarity of his !ob. :9 %elp improve current performance. ;9 Assess past performance. <9 #rovide feedback on performance to employees. =9 Identify training and development needs. >9 To allocate fair and !ust rewards. /9 To identify staff with promotional possibilities. )19 Assist career planning decisions. #erformance appraisal system involves three main parties, The apprise The appraiser The central planning and control functions of the organizationApersonnel departments9

The e1')!' #$n pr$(ess:

5stablish performance standards. )9 8ommunicate performance expectations to employee. 09 .easure actual performance. 29 8ompare actual performance with standards. :9 If necessary, initiate corrective action.

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I&p$r 'n(e $% he per%$r&'n(e 'ppr'#s')

1. It provides systematic !udgments to backup salary increases, transfers, promotion, demotion, or termination. 2. It is means of telling a subordinate how he is doing, and suggesting needed changes in his behavior attitudes, skills or !ob knowledge. They let him know where he stands with the boss. 3. The superior uses it as a base for coaching and counseling the individual.

MET*ODS OF PERFORMANCE APPRAISAL:

There are two methods of performance appraisal )9 Tradition methods. 09 .odern methods.

TRADITIONAL MET*ODS: 1/ "T&I3%T &AEFIE3 .5T%+D, It is the oldest and simplest method of performance
appraisal, by which the man and his performance are considered as an entity by the rater. Eo attempt is made to fractionalize the ratee or his performance, the 'whole man( is compared with the 'whole man(, that is the ranking of a man in a work group is done against that of another. 09 .AE T+ .AE 8+.#A&I"+E .5T%+D, The -"A army used this technique during the ?I&"T $I&BD $A&. *y this method, certain factors are selected for the purpose of analysis, and the rater for each factor designs a scale. A scale of man is also created for each selected factor. The each man to be rated is compared with the man in the scale, in the certain scores for each factor are awarded to him. 29 3&ADIE3 .5T%+D, -nder the system, the rater considers certain features and marks them accordingly to a scale. 8ertain categories of worth are first established and carefully defined. The ))

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selected features may be analytical ability, cooperativeness, etc. they may be, A outstanding7 * very good7 8 good or average7 D fair7 5 poor7 and L* Aor * 9 very poor or hopeless. :9 8%58FBI"T, -nder this method, the rater does not evaluate employee performance7 he supplies about it and the personnel department does the final rating. A series of questions are presented concerning an employee to his behavior. The rater, then, checks to indicate if the answer to a question about an employee is positive or negative. ;93&+-# A##&AI"AB .5T%+D, -nder this method, an appraisal group rates employees, consisting of their supervisor and three or four other who have some knowledge of their performance. The supervisor explains to the group the nature of his subordinate6s duties. The group then discusses the standards of performance for their !obholder, and the causes of their particular level of performance, and offers suggestions for future improvement, if any. <9?I5BD &5JI5$ .5T%+D, -nder this method, trainer employee from the personnel department interviews line supervisors to evaluate their respective subordinates. The appraiser is fully equipped with definite test questions, usually memorized in advance, which he puts to the supervisor. The supervisor is required to give his opinion about the progress of his subordinates, the level of the performance of each subordinate, his weakness, good points, outstanding ability, promotability, and the possible plans of action in cases requiring further consideration.

NEWER OR MODERN MET*ODS OF APPRAISAL AND CARER DEVELOPMENT

As we have seen, most traditional methods emphasize either on the task or the worker6s personality, while making an appraisal. In order to bring about a balance between the two, modern method has been developed. +f such method, the most important are, a. Appraisal by result or management by ob!ectives. b. Assessment centre method. c. %uman asset accounting method.

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d. *ehaviorally anchored rating scales.

1. APPRISAL B5 RESULTS OR MANA6EMENT B5 OBJECTIVES 7MBO/ #eter Drucker has evolved this method. .*+ is potentially a powerful philosophy of managing and an effective way for operationalising the evaluation process. It seeks to minimize external control maximize internal motivation through !oint goal setting between the manager and the subordinate and increasing the subordinate6s own control of his work. It strongly reinforces the importance of allowing the subordinates to participate actively in the decisions that affect him directly. .anagement by ob!ectives can described as 'a process whereby the superior and subordinate managers of an organization !ointly identify its common goals, define each individual6s ma!or areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members.

0. A""5"".5ET 85ET5& .5T%+D,

-nder this method, many evaluators !oin together to !udge employee performance in several situations with the use of a variety of criteria. It is used mostly to help select employees for the first level Athe lowest9 supervisory positions assessments are made to determine employee potential for purposes of promotion. The assessment is generally done with the help of a couple of employees and involves a paper and pencil test, interviews and situational exercises etc. .2. D53&55 #5&?+&.AE85 A##&AI"AB The appraisal may be any person who has through knowledge about the !ob done by the contents to be appraised, standards of contents and who observes the employee whole performing a !ob. The appraiser should be capable of determining what is more important and what is relatively less important. %e should asses the performance without bias. The appraiser are supervisors, peers, subordinates, employees themselves uses of service and consultants. #erformance appraisal by all these parties is called '2<1 degree appraisal(.

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:. %-.AE A""5T A88+-ETIE3 .5T%+D,

The human asset accounting method refers to activity devoted to attaching money estimates to the value of a firm6s internal organization and its external customer goodwill. If able, well trained personnel leave a firm, the human organization is worthless7 if they !oin it, its human assets are increased. If distrust and conflict prevail, the human enterprise is devalued. If teamwork and high morale prevail, the human organization is a very valuable asset..

;. *5%AJI+-&ABBM AE8%+-&5D &ATIE3 "8AB5 A*A&"9,

This is a new appraisal technique, which has recently been developed. Its supporter claims that it provides better, more equitable appraisal as compared to other techniques. The procedure for *A&" is usually five stepped.

). 35E5&AT5 8&ITI8AB IE8ID5ET", persons with knowledge of the !ob to be appraised A!ob holderH supervisors9 are asked to describe specific illustration Acritical incidents9 of effective performance behavior. 0. D5J5B+# #5&?+&.AE85 DI.5E"I+E", These people then cluster the incidents into a smaller set Aor say ; or )19 performance dimensions. 5ach cluster Adimension9 is then defined. 2. &5ABB+8AT5 IE8ID5ET", Any group of people who also know the !ob then reallocate the original incidents. They are given the cluster6s definitions, and critical incident, and asked to redesign each incident to the dimensions it best describes. Typically a critical incident is retained if some percentage Ausually ;1 to >1N9 of this group assigns it to the same cluster as the previous group did.

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:. "8AB5 +? +E8ID5ET, This second group of people is generally asked to rate A= or / point scale is typical9 the behavior described in the incidents as to how effectively or ineffectively it represents performance on the appropriate dimension. ;. D5J5B+# ?IEAB IE"T&-.5ET, A subset of incidents Ausually < or = per cluster9 is used as 'behavior anchors( for the performance dimensions.

COMPONENTS OF APPRISAL EVALUATION:

As we have seen performance evaluation can be made for a variety of reasons L counseling, promotion, research, salary, administration or a combination of these. "o it is necessary to begin by stating very clearly the ob!ectives of the evaluation programmed. %aving done this the, the personnel evaluation should address the question $%+, $%AT, $%5E, $%5&5, %+$, of performance appraisal. "o, the first involved is $%+O And this issues states, 'who should do the rating(. The answer to the first issue is that all employees of an organization should be apprised, from the operator to the top level management need be appraised for one reasons or the other. &egarding the issue, it may be said that personnel experts assist and advise the top and line management, who should participate in the appraisal programme7 and the line management should actually do the evaluation work. The personnel officer obtains the ratings of the different raters and analyses and determines the reliability and validity of such ratings. "uch validity can be checked against certain ob!ective evidence such as production quantities, quality, absenteeism, and by comparing the results of one system with those of another. The personnel expert should not change the rating. %owever, he has the obligation to point out inconsistencies to the raters.

8W*O9 $% he 'ppr'#s'):
As ruder man observes, 'the appraisal can be accomplished by one or more individuals involving the combination of the immediate supervisor, other managers acquainted with the assess work, a higher level manager, a personnel manager, assess peers, assesses himself and assesses subordinates. -sually the immediate supervisor must be entrusted with the task of rating the assess because he is most familiar with the work7 and because he is also responsible for recommending

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or approving personnel actions based on the performance appraisal7 and for providing a feed back of performance appraisal to the subordinate. *ecause of these reasons supervisors6 rating are regarded as the best possible assessment7 and they are often considered as the 'heart of the most appraisal system '. This is so because getting supervisors appraisal is relatively easy and also make sense. Therefore, most appraisal system rely heavily on the supervisors6 evaluation. In such rating hierarchical control is maintained over the appraisal process. The staff specialist, i.e., the personnel officers, also does appraisal. They may advice the supervisors while evaluating their subordinates stressing the need for evidence for making specific appraisal !udgments and comparing a particular subordinates6 evaluation with those of others. The appraisal of an individual may also be done by his peers. "uch appraisal proves effective in predicting future management success. &esearchers have verified that rating made by peers have been quite accurate in predicting which persons would be promoted and which would not. "ometimes self evaluation is also employed for evaluating performance. "elf rating emphasizes human relation, which supervisors focus on technical knowledge and initiative. 5dwin ?lippo observes, 'The ma!or value lies in the development and motivation areas, it being claimed that this approach A)9 &esults in a supervisor upward flow of information, A09 ?orces the subordinate to become more personally involved and, to some extent constraints him to think about himself and his work, A29 Improves communication between supervisor and subordinate, in that each is given more information by the other when disagreement are discovered, and A:9 Improves motivation as a result of great participation. *ut this approach has its disadvantage that the individual may rate himself excessively high than it would be if he were rated by his superior. *ecause of this fairly consistent upward bias in self appraisal, the best thing would be to use this appraisal for counseling and developing subordinates. They are not as useful for making salary and promotion decision. .any companies use rating committees to evaluate employees. These committees consist of supervisors, peers, and subordinates. 5veryone on the committee is a person who is able to )< GOVERNMENT BOYS COLLEGE

intelligently evaluate some aspect of the employee6s performance. .any discrepancies in the ratings may occur such as 'very strict( or 'very lenient( ratings L when evaluations are done by individuals. It 'cancel therefore been felt that 'the combined use several rates can help 'cancel out( problems 4bias6 as 4halo6 effect on the part of the individual rates. "econd, the raters at different levels in the organization usually observe different facts of an employee6s !ob performance and the appraisal by a group reflects these differences. Bast, in many companies, subordinates and superiors !ointly establish goals and periodically evaluate the subordinate6s performance with respect to these goals.

8Wh' 9 $% 'ppr'#s'):
The 'what( of the performance appraisal consists in appraising non supervisory employees for their current performance, and managers for future potential. It also includes evaluation of human traits.

The 8+h,9 $% per%$r&'n(e:

The 'why( of an appraisal is concerned withO 8reating and maintaining a satisfactory level of performance of employees in their present !obs. %ighlighting employee needs and opportunities for personal growth and development. Aiding in decision making for promotions, transfers, lay offs and discharges7 and #romoting understanding between the supervisor and his subordinates #roviding a useful criterion for determining the validity of selection and training methods and techniques and forming concrete measures for attracting individual of higher caliber to the enterprise.

The 8+hen9 $% 'ppr'#s'):

The 4when6 answers the query about the frequency of appraisal.It has been suggested informal counseling should occur continuously. The manager should discuss an employee6s work

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as soon as possible after he has !udged. %e should use good work as an opportunity to provide positive reinforcement and use poor work as a basis for training. I most organizations employees are formally evaluated once a year, in others twice a year. Eew employees are rated more frequently than the older ones. The ideal thing is that each employee should be rated three months after being assigned to a !ob, after six months on the !ob, and every six months thereafter. The time of rating should not coincide with the time of salary reviews. ?or if the two occur together constructive evaluation and considerations of self development will probably take second place to the pressures of pay. The 8+here 8$% 'ppre(#' #$n: The 'where 'indicates the location where an employee may be evaluated. It is usually done at the place of work or the supervisor. Informal appraisal may take anywhere and everywhere, both on the !ob in work situations and off the !ob.

The 8*OW9 $% 'ppr'#s'):

-nder 'how( the company must decide what different methods are available and which of these may be used for performance appraisal. +n the basis of the comparative advantages and disadvantages it is decided which method would suit the purpose best.

Pr$;)e& #n per%$r&'n(e 'ppr'#s'):

There are two types of problems associated with performance appraisals. ). $hite collars Js blue collar, no appraisal system can appraise both type of employees viz white collar and blue collar because varying competencies required for performing respective !obs. 0. Tasks Js abilities, the task given to the employee may be disproportionate to the actual abilities of the employee. Then the performance of the employee may be at the expected level. 2. Kob related attributes Js overall criteria, the employee may be well equipped in terms of skills required to perform a !ob may be lacking in other required competencies which will hinder overall performance.

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:. 8onfidentiality Js openness, any appraisal system does not clearly specify the degree of confidentiality or openness. ;. &eliability Js validity, the reliability and validity of any appraisal system is not established. ). 5xtreme marks or opinions. It causes seem to lie party in appraisers lacking confidence and falling to exercise sufficient discrimination and partly in communication process, appraiser do not like to give extreme signals. Beniency, Appraiser tends to assess subordinates either leniently or harshly due to different standards used. Different appraiser interprets the same parameter in these are the problems essentially associated with the people involved in process, ). &e!ection, &e!ection of the system due to inability to understand the system and its process and the commitment by the people involved in system . The re!ection can also be due to the lack of efforts from the implementing agency. 0. "ub!ectivity, "ub!ectivity is a significant problem in performance appraisal. *oth superior and the subordinate come to different conclusion based on the same date due to different backgrounds, value, likes, dislikes, etc. 2. 8entral tendency, The superior tend to water down the assessment by not giving different way based on their own standards. :. %alo effect, This is a tendency where the appraisers tend to identify subordinates with the #articular quality either good or bad and generalizing the whole assessment on it. <. &ecency effect, This is a tendency where the appraiser tends put too much emphasis on the most recent behavior of he subordinates, which is either good or bad. They tend to generalize the whole assessment based on this behavior. =. 8ontrast effect, Appraiser tends to generalize the assessment of the subordinates based on expectations. 5.g., slight fall in performance from a high performer is treated severely or slight improvement from a low performer is considered as tremendous improvement.

P!rp$se $% per%$r&'n(e 'ppr'#s'):

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There are two basic purposes ). Developmental purpose. 0. Administrative purpose.

). Developmental purpose, #rovide performance feedback. Identify individual strengthsH weakness. &ecognize individual performance. Assist in goal identification. 5valuate good achievement. Identify individual training need. &einforce authority structure. Allow employees to discuss concerns. Improve command. #rovide a forum for leaders to help. 0. Administrative purpose, Document personnel decisions. Determine promotion candidates. Determine transfers and assignment. Identify poor performance. Decide retention or termination. Decide on layoffs. Jalidate selection criteria. .eet legal requirement. 5valuate training programsH progress.

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#ersonnel planning. .ake rewardH compensation decision.

Wh, 'ppr'#s') e(hn#<!es pr$1e %'#)!re:

#erformance appraisal techniques have often failed to give a correct assessment of the employee. According to Pavala, the causes of such failure are, a. The superior plays dual and conflicting role of both the !udge and the helper. b. Too many ob!ectives often cause confusions. c. The supervisor feels that subordinate appraisal is not rewarding. d. A considerable time gap exists between two appraisal programmers. e. The skills required for daily administration and employee development are in conflict. f. #oor communication keeps employees in the dark about what is expected of them. g. There is a difference of opinion between a supervisor and a subordinate, in regard to the latter6s performance. h. ?eedback on appraisal is generally unpleasant for both supervisor and subordinate. i. -nwillingness on the part of supervisors to tell employees plainly how to improve their performance.

!. *$+ 'ppr'#s') &', ;e &'"e s!((ess%!):

The rater must be thoroughly well versed in the philosophy and nature of the rating system. ?actors and factor scales must be thoroughly defined, analyzed, and discussed.

INDUSTR5 PROFILE:
O1er1#e+:
#ower line communication A#B89 has been used since the )>/1s to send low level telecoms signals out to activate or deactivate devices along the electricity grid. This technology was further developed over the last century and is used, for example, for the off peak hot water 0) GOVERNMENT BOYS COLLEGE

services that most electricity companies offer their customers nowadays. *roadband power line A*#B9 started to arrive in the late )//1s. "imultaneously the energy companies are also being forced to look for telecoms solutions for their core business and are looking at demand side .anagement services to better manage their network, offer better services to their customers and handle the gigantic increase in electricity demand throughout the world and at the same time manage security issues and the environmental impact of all of that. This could well lead to a 2 rd national broadband platform next to telecoms and digital TJ. The utilities around the world are recognizing the natural competitive advantage they have in telecommunications. This comes from the use of infrastructure they have in place, their systems, a strong relationship with, and an understanding of a large customer base, and a core competency in network management and maintenance. It is a natural extension of business activity for a power company to enter into telecommunications. Eew development in *roadband #ower Bine A*#B9 technologies is making it possible for these utilities to enter the more lucrative broadband market. After technical trials in 011:, commercial trails were launched during 011; in %obart and Queen *eyan. ?ull commercial operations are expected in late 011<. #roblems exist in relation to international standards and radio interference. This last issue being fiercely debated and needs to be resolved before commercial deployment can take place. A8.A has created a regularly environment that allows for *#B trails and pilots. The good old #B8 products are selling well, and are often sufficient for the services required from that technology. %owever, in a more commercial marketplace *#B could add that extra little bit that would allow the utilities to sell extra services. %ome automation is opening up a whole mew market. Bink this with the already highly successful *#B product home plug for in house networking and a whole range of new applications becomes available Lapplications that don6t require a telecoms L based business model to get them off the ground. Depending on the business model pursued by the utility, Internet broadband access could be included in such a service, or not.

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00

As the political and social rebuilding of Afghanistan proceeds following years of war and civil unrest, the country has started putting a new national telecommunications infrastructure in place. The 011) war destroyed a telecommunications network already suffering serious disrepair due to neglect by the Taliban. The nation6s network of telephone lines was left barely functioning. $ith telecommunication set to play a crucial role in rebuilding the country6s shattered economy and society, a properly functioning basic telephone network was always a priority. An important step was the creation of the .inistry of communications A.o89 by the Transition 3overnment in early 0110. The challenge has been to attract and manage foreign investment in the country. There have been some positive signs in this regard. In 0112, the second 3". mobile service in the country was launched, while another two mobile licenses were issued in "eptember 011;. *y end 011;, the mobile subscriber base had reached about one million. In the meantime, the government, in a push to develop the fixed Lline network, launched what it called the Bocal ?ixed "ervice #rovider AB?"#9 program. The program was expected to see hundreds of small scale investors set up companies at the village or provincial level using $ireless Bocal Boop A$BB9 technology. In those days #B8 was already used to send out low level telecoms signal to activate or deactivate devices along the electricity grid. This technology was further developed over the last century, and is used, for example, for the off peak hot water services that most electricity companies nowadays offer their customers. During the )/<1s and )/=1s this concept was developed further, under the label 4Demand "ide .anagement6 .All the reports we wrote on this topic during the )/>1s and )//1s were classified under that name, not #B8. *#B began to arrive in the late )//1s. Deregulation of the electricity and Telco markets saw companies looking at each other6s markets for new business opportunities. Telstra in Australia, for example, got itself an electricity provider6s license AIt hasn6t done anything with this to date9.

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02

.ost activities, however, were undertaken by the electricity companies. 3iven their slow growing, low margin products, they saw telecoms as a new business opportunity. It quickly became velar that the old narrowband #B8 technology was inadequate for new telecoms services, and consequently *#B was developed more or less simultaneously by several vendors operating in this space. %owever the development of a new technology like *#B takes time and tacos, in the meantime, are not standing still most developed countries now have nearly full national coverage with their D"B networks. *#B does offer a superior product, but full standardization is still two years A011>9 and, as with all new technological developments, end L user prices are too high to compete with the Telco services

COMPAN5 PROFILE A9 *A8F3&+-ED AED IE85#TI+E +? T%5 8+.#AEM. *9 EAT-&5 +? T%5 *-"IE5"". 89 JI"I+E, .I""I+E, AED Q-ABITM. D9 #+BI8M#&+D-8T"H "5&JI85 #&+?IB5. 59 8+.#5TIT+&" IE?+&.ATI+E. ?9 IE?&A"T&-8T-&AB ?A8IBITM. 39 A8%IJ5.5ETH A$A&D. %9 $+&F ?B+$ .+D5B A5ED T+ 5ED9.
I9

?-T-&5 3&+$T% AED #&+"#58T".

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0:

COMPAN5 PROFILE:
A/ BAC=6ROUND AND INCEPTION OF T*E COMPAN5:
*#B6" history is inspiring, where in a span of 2= years7 it has grown from a single product company to a multi product conglomerate, spanning = product areas and over 021 products and services. In the year )/<2, *#B6" founder and chairman T#3 Eambiar began manufacturing hermetically sealed precision panel meters in plucked, Ferala, under the name of *ritish #hysical laboratories A*#B9 *#B6" growth has been sub!ect to constant challenges. The company was started at a time when the government had served many areas of business for the public sector. It had also virtually barred most entrepreneurs from entering other fields through reservations on licensing. ?rom )/>1 onwards, when the industrial licensing was relaxed, *#B began manufacturing television and telecom equipment, demonstrating its potential and future business area. In the early )//16s after globalization and liberalization of the Indian 5conomy, competition entered the market. *#B retained its strong presence and growth rate. "trategic alliances with international companies provided the technology for *#B and set the standards of quality. -sing its experience of the market and its consumer, the company concentrated on importing technology, improving product quality, innovations and manufacture of electronic products that enhanced the quality of life. After 2= years, *#B has metamorphosed from an entrepreneurial venture, into one of India6s consumer 5lectronics company. 0;

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A couple of years ago *#B has decided to leverage its engineering capabilities owned over the last thirty years to supply components and capital goods to outside customers. It is our firm belief that if we have to exist and compete in the manufacturing business, we need to have world class manufacturing facilities backed by innovative technologies. Initially this unit was named as 'Automation Division( AEow named as *#B ltd. 5ngineering #lastic and Design "olutions9 started as a wholly owned subsidiary of *#B. Bimited in the year )//2.

ABOUT BPL:
Beaders in 5ntertainment 5lectronics C %ome Appliances. Jery strong &esearch C Development set up. "tarted in the year )/<2 at #alakkad in Ferala. Initially for meter and .edical equipments. Diversified into 5ntertainment electronics in )/>1. 8ollaboration with "anyo, Kapan. 5xpanded factories from )/>: onwards. ?actories at )> locations all over India. Added white goods manufacturing in )//0.

*9 NATURE OF T*E BUSINESS:

The facility at *ommasandra %osur &oad in *angalore has mainly Design C .anufacturing of #lastic in!ections moulding tools. .anufacturing of plastic in!ection .oulded components. Design, .anufacture C commissioning of Bow cost Automation #roducts, Kigs C ?ixtures. Design services. *#B Automation has a state of Lthe art too room to make medium and large size plastic 0<

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in!ection moulds supported by a strong design team with software support like 8atiaH 8immitronH -nigraphics C.ould flow analysis. o The company has committed to continuous investment in technology and to upgrade the technical competence of our employees to meet rising demand of our customers. o The company has an excellent mo1ulding shop with 0> digitally controlled in!ection moulding machines from ;1T to )<11T. +ur low specialized in making and installing various types of assembly conveyor, !igs, fixtures and "#.s. o The company design team is well experts in all the design related activities of modern world like, 8AD, 8A. and various types of analysis. o The company offer technical in!ection moulding solutions. $e will work with you from the concept stage and can supply in house design, prototype and tooling services, significantly reducing delays. *#B6s approach to pro!ect management has its room in the core of our business approach. $e care deeply about the success of our customer6s pro!ects. *y using our in depth knowledge of moulding processes and tool construction at an early stage, we can advise on improving functionality and reducing manufacturing costs. *y controlling the complete process we are able to make it all happen faster at lower cost. *#B is a well diversified group with excellent brand image in 5ntertainment 5lectronics, %ome appliances, *atteries Telecommunication and health care products. .r.T.#.3 Eambiar started this group in)/<2. *#B has grown to be India6s largest producer of 8TJ6s home appliances and telecom products C services. It has been the corporate strategy to give international quality products to our customers at a reasonable cost. The strategy of backward integration has paid *#B rich dividends in attaining and maintaining international quality in all our products.

C/ VISION> MISSION AND .UALIT5 POLIC5:

VISION:
*#B6s group began manufacturing hermetically sealed precision panel meters in plucked, kerala, under the name of *ritish #hysical Baboratories A*#B9. %aving worked in -F and

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0=

-"A, when he became to India armed with a vision of pioneering the manufacture of superior quality electronic products, he dreamed of making *#B a household name. 'Jalue based learning organization with human resources exceptionally skilled, highly motivated and committed to meet the current and future challenges(.

MISSION:

'*#B is committed to achieve a leadership position in all its groups through utilization of
the best and most appropriate technologies, applying the finest manufacturing disciplines and most efficiently marketing high quality products and services to consistently give its customers the best value for their money(. At *#B, their ob!ectives are to deliver superior value to investors and customers over the long term. And their mission is strengthened by : core benefits, Dedication to manufacturing. 8omplete control over core components Ctechnology. Eurturing C leveraging a powerful brand. #ursuing ethical business practices.

.UALIT5 PLOIC5
'To provide products which consistently satisfy customers in performance, quality, reliability, safety, aesthetics, and be sustained leaders in the markets to markets to serve and exceed customer expectations(. A quality management system has been established, implemented, maintained, and continually improved to achieve quality policy. The established quality policy is appropriate to the purpose of the organization.

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 The quality policy is established to improve effectiveness of the quality management system continually. *ased on the quality policy. Quality ob!ectives are established. Quality policy is communicated to organization through cards C displays. In might review meeting, quality policy is reviewed to verify continuing suitability of it. Is appropriate to the purpose of the organization. Includes a commitment to comply with requirement and continually improves the effectiveness of the quality management system. #rovides a framework for establishing and reviewing quality ob!ectiveness. Is communicated and understood within the organization, and Is reviewed for continuing suitability.

PRODUCT ? SERVICE PROFILE:

PRODUCT MANUFACTURED:
#lastic in!ection moulds. #lastic in!ection components. Kigs C fixtures and automation products. Design services. #ress tools. "heet metal components. "urface texturing.

The *#B Automation division is one of the five largest tool manufacturing units in the country. The tool engineering department engages in making medium and large size plastic in!ection moulds mainly for consumer electronics and automobile industries.

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0/

They supply high precision world class moulds to customers on time at competitive prices. +ver the last few years the company has been supplying all types of plastic in!ection moulds required for entertainment electronics and automotive industries.

COMMERCIAL TOOL ROOM:

It has been decided that tool room will build strategic relationship with corporate customers to ensure long term mutually beneficial relationship. Two years ago the tool room restructured and reorganized to make it more focused to fulfilling customer requirement. +urs is the one of the largest tool manufacturing factory in the country. +ur tool room is capable to design and manufacture any type of precision in!ection moulds for consumer electronics, home appliances and automotive industry. ?ull fledged design facility with 2D 8ADH 8A. stations, customized for tool design purpose. .old flow analysis software with modules for gas in!ection and advisory. 8apability of working on solid solution service models. The tool room in our division is committed to provide world class tooling to our customers and deliver on time at competitive cost. 8ommitted to leverage modern technology for the benefit of our customers. 8ommitted to work with our customers in concurrent manner to help them reduce the cycle time for launch of new products. 8ommitted to give our customers timely feedback on the status of their orders of their through well documented pro!ect status monitoring system. $e believe in long term relationship with our customers and would upgrade and change design and manufacturing capabilities to suit the customer requirement.

#BA"TI8 IEK58TI+E .+-BDIE3,

It was though advantageous to locate a moulding unit under the same roof as the tool room. This has given us a unique strategic advantage in terms of conducting in terms of conducting tool trials and establishing process parameters.

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21

$e have a world class plastic in!ection moulding facility. The moulding shop has 0; microprocessor controlled in!ection moulding machine and a sophisticated painting shop. $e have a wide range of moulding machine for ;1T to )<11T. The moulding shop specializes in 3as assisted in!ection moulding. ?our of our large moulding machines are supplied with batten field gas assisted in!ection moulding compressor and control. The moulding shop has an excellent infrastructure. 5ach bay is provide with a suitable 5+T crane for easy loading and unloading of tools.$e have implemented kabana system. In the moulding shop for select customers to provide !ust in time supplies. The moulding shop has its own tool maintenance facility with well trained team of engineers and technicians who look after the preventive and breakdown maintenance of tools, independently. $e have young and enthusiastic team at the moulding shop. #resently the moulding sections cater /1N of its load from outside customers, mainly from automotive sector.

JI6S @ FIATURES> LOW COST AUTOMATION:

This is *#B6s think for providing cost effective automation solutions for various assembly plants. The section has developed expertise over the last )1 years in conceptualizing, designing, manufacturing through vendors, installing and commissioning low cost automation solutions. $e take up manufacturing of conveyors, "#.s, testing fixtures etc. please refer to the main menu for products manufactured by our customer profile and us. $e have the capability of designing, manufacturing large conveyors. "ystems for entertainment electronics, home appliances products. $e have developed number of assembly machines to suit a wide. Jariety of requirement from speaker assembly to compressor assemblies. +ur team is capable of designing and manufacturing, inspection and testing !igs. The factory automation is committed to provide technically elegant solutions to satisfy customer needs.

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SERVICE PROFILE:
INDUSTR5 DESI6N
Eeed analysis Bife studies ?orm and aesthetics 8oncepts and rendering "urfacing .ock up and prototyping 3raphics, packaging and branding

PRODUCT EN6INEERIN6:
#A&T AED A""5.*BM D5"I3E IE 2d Technical surfacing Detailing Design support &everse engineering

ANAL5SIS:
?inite element analysis #lastic flow analysis Thermal analysis

TOOLIN6> JI6S AND FIATURES,

In!ection molding tools #ress tool development

LE6AC5 DATA MI6RATION,

8onversion of 0D to 2D models DESI6N MAINTENANCE: 5ngineering H process documentation

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20

COMPETITORS INFORMATION:
#BA"TI8 DIJI"I+E,
TA?5 AD+DDA*ABBA#-&9 "-EDA&AE #BA"TI8 ETT? *AE3AB+&5 #BA"TI8 T3*B D5E"+E "5&.+ A#-E59. TOOLIN6 DIVISION, ETT?. TA?5. .A"T5& 8&A?T.

INFRASTRUCTURE FACILIT5
At the *#B summit in Eovember 011; we started to talk about a possible third level of broadband infrastructure that could be facilitated by *#B. The interesting thing about this development is that it pretty much represents a full circle, back to where *#B Athen known as #B89 began back in the )>/1s. Transportation, company has transportation facilities which are provided to its employees irrespective of the shift timings. 8anteen facilities, canteen facilities are also provided to the employees.

The organization shall determine provide and maintain the infrastructure needed to achieve conformity to product requirements. Infrastructure includes, as applicable a9 *uilding, workspace and associated utilities, b9 #rocess equipment Aboth hardware and software9, and 22

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c9 "upporting services Asuch as transport or communication9.

A8%I5J5.5ET H A$A&D,
*#B AD as established, documented, implemented and maintained an 5." as per requirements of I"+ ):11),011:. ?or adapting to changing circumstances, *#B AD will periodically review C evaluate its 5." in order identity the opportunities for improvement and their implementation. In fulfilling the corporate mission, *#B AD reasserts its commitment to preserve and protect the earth6s natural environment while designing, manufacturing and supply of in!ection moulded parts. I"+ ):11),011: emphases on, pollution prevention, conservation of resource, sustainable development, pollution of air, water, land noise etc. I"+, *#B is correctly adhered to the I"+ /111 standard that aims at stabilizing the process and also working at a steady rate to achieve the T" )</:/ and I"+ ):11)

?-T-&5 3&+$T% AED #&+"#58T-",

3et into a vendor panel where the delegates can interact with the vendors and this would also allow for a free flow of information between all involved which would allow a better understanding of the technologies, business models, standards and future developments. #resently looking for !oint venture for tooling and moulding. A5.g. satyam venture and semi car companies.9 #lan to adopt new technology and invest heavy capital. .oulding shop considerably grown. 3oing to start a design services centre in the same location at shortly. )11N growth turnover compared to last tear. #lanning to get I"+ ):11) and T")</:/ certificate. #lanning to expand the customer base. 2:

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The recently !oint venture between "anyo and *#B at Folkata, for the reopening of the *#B gallery. The man whose every move will be watched and debated, however, expects this brand to become a market leader in five years. $e have been out of the market for over two years now. $e are confident7 we will regain our market share. "anyo *#B expects to post over &s. 0111 crore turnovers in three years and lead the market in consumer durables as well as white goods in five years.

OBJECTIVES OF T*E STUD5

To know the merits and demerits of performance appraisal system. To study the different methods of performance appraisal system in the organization. To know the impact of performance appraisal on the employee development. To know how it is useful for management by ob!ective. To know the process of performance appraisal in the industry. To know what are the criteria to be used while appraising an employee. To know how performance appraisal system helps employee to develop his career.

STATEMENT OF T*E PROBLEM

#erformance appraisal involves sub!ective or ob!ective analysis of certain qualities of the employees and there are several qualities which cannot be easily quantified. "upervisor must know all the methods of performance appraisal so that he can apply the right method at the right place. 2;

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MEANIN6 OF PERFORMANCE APPRISAL

#erformance appraisal is a systematic, periodic and so far as humanly possible, an impartial rating of an employee6s excellence in matters pertaining to his present !ob and to his potentialities for a better !ob. 3enerally, appraisal of employee is made by the supervisor or senior bosses once or twice in a year

SCOPE OF T*E STUD5

The study covers both staff and executives of the *#B ltd Automation Division *angalore. ?eedback will be collected from the employees of different departments through the questionnaire who are undergoing performance appraisal system, which is very useful for the management to analyze the strength and weakness of an employee.

RESEARC* DESI6N
The research design provides the plan, structure and strategy of investigation. #urposing to answer questions and control variance.

P!rp$se: here 're ;'s#( +$ p!rp$ses

). To provide answer to the research questions. 0. To control variance.

Rese'r(h &e h$"$)$-,:

Me'n#n- $% rese'r(h: a systematic search for an answer to a question or a solution to a
problem is called research.

De%#n# #$n:
&esearch simply means a search for facts answer to questions and solutions to problem, it is purposive investigation. It is an organized enquiry. It seeks to find explanation to unexplained phenomenon, to clarify the doubtful facts and to correct the misconceived facts. 2<

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Un#1erse:
According to the dictionary meaning all existing things, all creation, and all mankind. In research, universe is a particular place or area study could be conducted, because in research entire universe cannot be taken because it takes of time to study entire thing. "o the universe of this study is *#B BTD A-T+.ATI+E DIJI"I+E and the employees from the different departments.

SAMPLIN6:
"ampling involves the selection of a few items from a particular group to be studied with a view to obtaining relevant data, which help in drawing conclusions regarding the entire group. Thus statistical forms the initiative portrayal or cross selection of the total group from which it was selected. The total group from which the sample was selected and it is called a population universe or a supply. It has two kinds

S'&p)#n- @s'&p)#n- "es#-n "tratified random sampling 8luster sampling

D' ' ($))e( #$n,
Me'n#n- $% "' ':
The search for answer to research questions calls of collection of data. Data are facts, figures and other relevant materials, past and present, serving as bases for study and analysis. Tools for data collection, )9 +bservation 09 Informal interview with executives 29 Questionnaire :9 8heck list

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2=

;9 Questionnaire The tools used by the researcher are observation and questionnaire method.

L#&# ' #$n $% he s !",,

According to the researcher the study was time consuming, so that there is only single limitation for the student.

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1. T';)e 0.1 sh$+#n- he -en"er +#se "#s r#;! #$n $% resp$n"en s. SI NO 6ENDER NO.OF RESPONDENTS A
B

PERCENTA6E

M')e
Fe&')e T$ ')

02
2 2C

BCD
1CD 1CCD

Above table shows the gender classification in the *#B ltd that how many male respondents are there and how many female respondents. The table reflects that /1N of the respondents are male and )1N of the respondents are females. ?rom the above table we can say that male employees are in a ma!ority at *#B Industry while fewer women are employed at *#B.

2. T';)e 0.2 sh$+#n- he '-e $% he resp$n"en s GOVERNMENT BOYS COLLEGE

2/

SI NO

A6E

NO.OF RESPONDENTS

PERCENTA6E

1 2 3 0

Be)$+ 3C 31E0C 01E2C 21 @';$1e T$ ')

21 1B 2 2 2C

02D 3FD 1CD 1CD 1CCD

According to the dictionary age means 4the length of time a person has lived or a thing existed.6 And above table shows the age classification of the employees in the industry. Table no. :.0 , shows that :0N of the respondents fall in the age group of below 21, 2>N of the respondents falls in the age group of 2) :1 , )1N of the respondents falls in the age group of :) ;1, and )1N of the respondents falls in the age group of ;) Cabove The table shows that ma!ority of the employees in *#B are of young age i.e. below21 age group . ?rom this table we can say that most of the employees are fresh blood with new ideas and they can perform well after getting some experience.

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:1

3. T';)e 0.3sh$+s he e"!(' #$n <!')#%#(' #$n $% he e&p)$,ees.

SI NO EDUCATIONAL .UALIFICATION 1 2 3 0 D#p)$&' 6r'"!' #$n P$s -r'"!' #$n O her T$ ') NO.OF RESPONDENTS 13 12 11 11 2C 23D 3CD 22D 22D 1CCD PERCENTA6E

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:)

According to the chambers concise dictionary. '5ducation is defined as the system if schooling college of university or to give knowledge or understanding of particular sub!ect to someone. The table shows that 0<N of the respondents are belongs to diploma, 21N of the respondents belongs to graduation, 00N of the respondents are belongs to post graduation, 00N of the respondents are belongs to other educational qualification

0. T';)e 0.0 sh$+s he +$rG eHper#en(e $% he e&p)$,ees.

SI NO

W$rG eHper#en(e

NO.OF RESPONDENTS 12 4 10 10 2C

PERCENTA6E

1 2 3 0

Be)$+ 2,e'rs 3E1C 11E12 12 @ ';$1e T$ ')

3CD 10D 2FD 2FD 1CCD

Above table shows the experience gained by the employees who are working in *#B ltd, because experience shows the capability and capacity to work.

GOVERNMENT BOYS COLLEGE

:0

According to the employees 21N of employees are having below ; years of experience, ):N of the employees are having < )1 years of experience, 0>N of the employees are having )) ); years of experience, and 0>N of the employees are having more than ); years of experience.

2. T';)e 0.2 sh$+s he M'r# ') s ' !s $% he e&p)$,ees. SI NO M'r# ') s ' !s NO.OF RESPONDENTS A
B

PERCENTA6E

M'rr#e"
Un&'rr#e" T$ ')

31
1B 2C

32D
3FD 1CCD

According to A.E."harma 'marriage is a sacrament in which women and men are bound in a permanent physical social bound in a permanent physical social purpose for sexual pleasure. Above table shows the marital status of the employees who are working at *#B. The table shows that <0N of the respondents are married and 2>N of the respondents are unmarried.

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:2

3.T';)e 0.3 sh$+s he '+'reness '&$n- he e&p)$,ees ';$! per%$r&'n(e 'ppr'#s') s,s e& #n he $r-'n#I' #$n. SI NO OPTIONS NO.OF RESPONDENTS A
B

he

PERCENTA6E

5es
N$ T$ ')

2C
C 2C

1CCD
CD 1CCD

Table no. :.< shows the awareness of performance appraisal system in the organization i.e. all employees of the organization know this system very well. It shows all employees of the organization aware about this system.

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::

4. T';)e 0.4 sh$+s he In(en #1es re(e#1e" ;, he e&p)$,ees '(($r"#n- $ he#r per%$r&'n(e. SI NO OPTIONS NO.OF RESPONDENTS A
B

PERCENTA6E

5es
N$ T$ ')

33
10 2C

42D
2FD 1CCD

Above table depicts that =0N employees says that they got incentives on their performance and 0>N employees says that they did not have any incentives on their performance. ?rom the above table we can analyze the performance of the employees in the organization.

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:;

F. T';)e 0.F sh$+s he %ee";'(G $% per%$r&'n(e 'ppr'#s') -#1en $ he e&p)$,ees. SI NO OPTIONS NO.OF RESPONDENTS A
B

PERCENTA6E

5es
N$ T$ ')

03
0 2C

B2D
FD 1CCD

Above table shows the percentage of the employees who get the feedback of performance appraisal in *#B ltd. According to the above table /0N employees says that they get feedback and >N employees say, they don6t get the feedback of performance appraisal. ?eedback after performance appraisal process is very important for the employees because its shows areas in which improvement is needed.

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:<

B. T';)e 0.B sh$+s

he per%$r&'n(e 'ppr'#s') #&p'(

$n

he ('reer

"e1e)$p&en $% he e&p)$,ees. SI NO OPTIONS NO.OF RESPONDENTS A

B

PERCENTA6E

5es
N$ T$ ')

02
2 2C

BCD
1CD 1CCD

Above table shows the impact of performance appraisal on the career development of the employees. ?rom the above table we can say that /1N of the employees agreed that periodic performance appraisal helps to improve the current performance of the employees and )1N employees have not agreed with it. ?rom the above analysis we can conclude that the periodic performance appraisal plays a very important role in improving performance of the employee.

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:=

1C. T';)e 0.1C sh$+s he e&p)$,ees h'pp#ness $r s' #s%'( #$n )e1e) $+'r"s presen r' #n- s,s e&. SI NO OPTIONS NO.OF RESPONDENTS A
B

PERCENTA6E

5es
N$ T$ ')

2F
22 2C

23D
00D 1CCD

Above table shows the employees satisfaction towards present rating system. Above table shows that ;<N of the employees are satisfied towards present rating system and ::Nare not satisfied with present rating system.

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11. T';)e 0.11 sh$+s he r$)e $% &$ #1' #$n #n #&pr$1#n- he per%$r&'n(e $% he e&p)$,ees. SI NO OPTIONS NO.OF RESPONDENTS A
B

PERCENTA6E

5es
N$ T$ ')

0B
1 2C

BFD
2D 1CCD

Above table shows the role of motivation in improving the performance of the employees. ?rom the above table we can analyze that />N of they are agreed that motivation is important to improve the performance, only 0N of the employees are not agreed.

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12. T';)e 0.12 sh$+s

SI NO

he s r$n- )#nG'-e ;e +een per%$r&'n(e 'n" re+'r"s. NO.OF RESPONDENTS PERCENTA6E

OPTIONS

A
B C

5es
N$ N$ s!re

31
3 13

32D
12D 23D

Total

;1

)11N

Above table shows the linkage between performance and rewards. ?rom the above table it is clear that <0N of the employees are agreed that there is a strong linkage between performance and rewards, )0N employees are not agreed with these statement and 0<N employees are not sure about this statement.

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13. T';)e 0.13 sh$+s

he per%$r&'n(e 'ppr'#s') s,s e& !se%!)ness %$r

e&p)$,ees $1er')) "e1e)$p&en . SI NO OPTIONS NO.OF RESPONDENTS A

B C

PERCENTA6E

5es
N$ N$ s!re

0F
C 2

B3D
CD 0D

Total

;1

)11N

Above table shows the performance appraisal system usefulness for employee6s development. According to the table /<N of the employees are agreed that appraisal system is useful for their overall development, and :N of the employees are not sure about usefulness of the system.

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10.

T';)e 0.10 sh$+s he 'ppr'#s') s,s e& he)p%!)ness $ re'(h he $;Je( #1es $% he $r-'n#I' #$n.

SI NO

OPTIONS

NO.OF RESPONDENTS

PERCENTA6E

A
B

5es
N$ T$ ')

02
2 2C

BCD
1CD 1CCD

Above table depicts the appraisal helpfulness to reach the ob!ectives of the organization. According to the above table /1N employees have agreed that performance ob!ective help them in accomplishing the pro!ected goals and )1N employees have not agreed that.

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12. T';)e 0.12 sh$+s he essen #') per#$" $% per%$r&'n(e 'ppr'#s') s,s e& #n he $r-'n#I' #$n.
SI NO

OPTIONS
M$n h), .!'r er), *')% ,e'r), 5e'r), T$ ')

NO.OF RESPONDENTS

PERCENTA6E

1 2 3 0

3 14 14 1C 2C

12D 30D 30D 2CD 1CCD

Above table shows the period of performance appraisal system essential in the organization. According to above table )0N employees agreed monthly performance appraisal, 2:N employees says quarterly, 2:N employees agreed for once in half yearly and 0o employees agreed for yearly once appraisal system.

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;2

13. T';)e 0.13 sh$+s he $p#n#$n ';$! s,s e& #n he $r-'n#I' #$n.
SI NO

he presen per%$r&'n(e 'ppr'#s')

OPTIONS
Ver, -$$" 6$$" S' #s%'( $r, D#ss' #s%'( $r, T$ ')

NO.OF RESPONDENTS

PERCENTA6E

1 2 3 0

3 3C 12 2 2C

3D 3CD 20D 1CD 1CCD

Above table shows the opinion regarding present appraisal system in the organization. According to the table <N employees are feeling very good about the present appraisal system, <1N are feeling good, 0:N are satisfied and )1N are dissatisfied with present rating system in the organization.

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T';)e 0.14 sh$+s he per%$r&'n(e 'ppr'#s') s,s e& !se%!)ness %$r e&p)$,eeKs pers$n') "e1e)$p&en .
SI NO

OPTIONS
A-ree S r$n-), '-ree D#s'-ree S r$n-), "#s'-ree T$ ')

NO.OF RESPONDENTS

PERCENTA6E

1 2 3 0

3B F 3 C

4FD 13D 3D CD

2C

1CCD

Above table shows the performance appraisal system usefulness for employee6s personal development. According to the table =>N employees are agreed that appraisal system is helpful for personal development, )<N are strongly agree to that, <N are disagree with the above statement.

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T';)e 0.1F sh$+s he per%$r&'n(e 'ppr'#s') s,s e& he)ps $ #"en #%, he r'#n#n- 'n" "e1e)$p&en nee"s $% he e&p)$,ee.
SI NO

OPTIONS
A-ree S r$n-), '-ree D#s'-ree S r$n-), "#s'-ree T$ ')

NO.OF RESPONDENTS

PERCENTA6E

1 2 3 0

33 1C 0 C

42D 2CD FD CD

2C

1CCD

Above table shows that the appraisal system helps to identify the training and development needs of the employees. According to the above table =0N of the employees are agreed that appraisal system helps to identify the periodic training and development needs, 01N are strongly agree, >N are disagree $ith the above statement.

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1B. T';)e 0.1B sh$+s he ;es &e h$" $% per%$r&'n(e 'ppr'#s') s,s e&.
SI NO

OPTIONS
33C"e-ree 'ppr'#s')

NO.OF RESPONDENTS

PERCENTA6E

10D

2 3 0

Se)% 'ppr'#s') R'nG#n- &e h$" MBO T$ ')

23 12 2 2C

03D 3CD 1CD 1CCD

Above table shows the best method of performance appraisal system. According to table ):N are feel that 2<1 degree appraisal is the best method, :<N agree with self appraisal, 21 N agree with ranking method and )1N feel that .*+A.anagement *y +b!ective9 is the best method of performance appraisal system.

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T';)e 0.2C sh$+s he #n%)!en(#n- %'( $rs $% per%$r&'n(e 'ppr'#s').

SI NO

OPTIONS
S')'r, C'reer "e1e)$p&en

NO.OF RESPONDENTS

PERCENTA6E

1 2

13 20

32D 0FD

W$rG en1#r$n&en

1FD

N$nE ;ene%# T$ ')

&$ne 'r,

2D

2C

1CCD

Above table shows the influencing factors of performance appraisal. According to table 20N employees feel salary is the influencing factor, :>N agreed that career development, )>N agreed work environment, and 0N agreed that non monetary benefit is the influencing factor.

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?rom this table we can conclude that salary and career development play a vital role in influencing performance of an employee.

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FINDIN6S:
5mphasis has been placed on the impact of performance appraisal on employee development in *#B ltd as evident during the period of the data collection.

3eneral findings,
)9 According to the study it has been found that /1N of the employees in *#B ltd are male Abeing a manufacturing unit it involves physical force9. 09 .a!ority of the employees in *#B ltd are young and fresh blood. 29 .a!ority of the employees are Diploma and 3raduation. :9 21N of the employees are below ;years experience. ;9 .a!ority of the employees are married.

"pecific finding,
<9 5very employee in the organization are aware about the performance appraisal system Aemployees are having minimum 0years experience9. =9 =0N of the employees are received incentives based on performance in the form non L monetary benefit. >9 /0N of employees agreed that feedback helps to improve current performance.

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/9 ;<N of the employees are happy with the present rating system. )19 />N of the employees are agreed that motivation plays a vital role in improving performance at work. ))9<0N of the employees are agreed that there is a strong linkage between performance C rewards. )09 /1N of the employees are agreed that performance appraisal impact on career development. )29 /<N of the employees are agreed that performance appraisal is useful for development. ):9/1N of the employees are agreed that appraisal helps to reach the ob!ective of the organization. );9 .a!ority of the employees feel that periodicity of performance appraisal to be made quarterly C half yearly. )<9=>N of the employees agreed that performance appraisal helped in their personal development. )=9 <1N of the employees feel good about the present performance appraisal system. "elf appraisal is the best method of performance. )>9 .a!ority of the employees feel self appraisal is the best method of performance appraisal. )/9 =0N of the employees agreed that performance appraisal system helps to identify the training C development need of the employee. 019 .a!ority of the employees feel salary C career development is the influencing factor on performance of an employee.

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S!--es #$ns:
). ?eedback of performance appraisal should be given to the employees so that they can improve their performance based on the appraisal. 0. After performance appraisal there should be training C development programme to employees by that they can achieve )11N target. 2. #erformance appraisal should be conducted regularly C should not be conducted for documentation purpose. :. #erformance appraisal should be applied to every department in the organization periodically. ;. #roper training should be given according to the needs of the employees based on performance appraisal. <. "elf appraisal system could be adopted so that the employee can improve hisHher performance. =. Training is needed to employees because 21N of the employees are below ;years experience. >. 8ommunication C feedback system should be there after performance appraisal. /. ?eedback counseling is required before C during the performance appraisal system. )1. The employees should give information about the performance appraisal system to everybody so that it could be possible to follow the proper instructions.

S!&&'r,:
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#ersonal appraisal has been considered as a most significant and indispensible tool for an organization for the information it provides is highly useful in making decisions regarding various personal aspects such as promotions C merit increases. #erformance measures also think information gathering C decision making process, which provide a basis for !udging the effectiveness of personal sub divisions, such as recruitment, selection training C compensation. ?rom performance appraisal employee can know where he is standing what are his weak points so that we can improve his performance C he can also know that where he can reach C it helps the employee in career as well as personal development of the employee.

BIBLIOGRAPHY
Reference Book

SLNO BOO=S )
%uman resources

AUT*OR

PUBLICATION

F.Aswathappa TATA .c3raw %IBB <2

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management

#ersonnel C human resource "ubbha &ao

%imalaya

&esearch methodology

8.&.Fothari

Eew Age International

OT*ERS
8ompany *roachers *usiness .agazines #revious records

WEBSITE
+++.BPL AUTO.($& +++.BPL WORLD.($& WWW.BPL.CO.IN

ANNEXURE
.UESTIONNAIRES
PART E1
A. PERSONAL INFORMATION: 1. Eame of the respondents, 0. 3ender, .aleH?emale 2. Age Ain years9,

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a9 *elow 21 c9 :) ;1 :. 5ducation qualification, a9 Diploma c9 #ost graduation

b9 2) :1 d9 ;)C above

b9 3raduation d9 Any other Aspecify9

;. $ork experience Aincluding past experience9, a9 *elow ;years c9 )) ); <. .other tongue, a9 Fannada c9 Tamil e9 -rdu =. Designation C department, >. .arital status, .arriedH-nmarried *.K+* D5TAIB", /. Do you have a performance appraisal system in your companyO a9 Mes b9 Eo c9 Eot known b9 %indi d9 5nglish b9 < )1 d9 );C above

)1. %ave you got any incentives based on your performanceO a9 Mes b9 Eo

)). 8an periodic performance feedback helps to improve your current performanceO a9 Mes b9 Eo <;

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)0. 8ould performance appraisal impact on your career developmentO a9 Mes )2. Are you happy with the present rating systemO a9 Mes b9 Eo b9 Eo

):. Do you think motivation plays a vital role in improving your performance at workO a9 Mes b9 Eo

);. Do you think that performance appraisal techniques which assess persons attributes, weakness Cstrength a9 Mes b9 Eo c9 Eot sure

)<. %as present performance appraisal a strong linkage between performance C rewards, a9 Mes b9 Eo c9 Eot sure

)=. Do you think performance appraisal is useful for developmentO a9 Mes b9 Eo c9 Eot sure

)>. Do you think that your appraisal helps to reach the ob!ectives of the organizationO a9 Mes )/. %ow often performance appraisal is essentialO a9 .onthly c9 %alf yearly b9 Quarterly d9 Mearly b9 Eo

01. %as performance appraisal helped in your personal developmentO a9 Agree c9 Disagree b9 "trongly agree d9 strongly disagree <<

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0). #erformance appraisal system helps to identify the training C development needs of the employee a9 Agree c9 Disagree b9 "trongly agree d9 strongly disagree

00. Did you agree that the performance appraisal helps to develop new skills C knowledgeO a9 Agree c9 Disagree b9 "trongly agree d9 strongly disagree

02. $hat is your opinion about present performance appraisal systemO a9 Jery good c9 "atisfactory 0:. %ow is your relationship with your subordinatesO a9 3ood b9 "atisfactory c9 -nsatisfied b9 3ood d9 Dissatisfactory

0;. Influencing factors on performance of an employee are, a9 "alary c9 +rganization cultureH$ork environment 0<. $hich is best method of performance appraisalO a9 2<1 degree appraisal c9 &anking method 0=. %ow for is performance appraisal system helpful to youO a9 #ersonality development c9 Kob skills b9 8areer development d9 "alary C promotion b9 "elf appraisal d9 .*+ A.anagement *y +b!ective9 b9 8areer opportunity d9 Eon monetary benefit

0>. #lease find listed below certain statements of the appraisal system.

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a9 Is the basis for promotion b9 Is the basis for salary revision c9 Identify the potential in the individual d9 %elps in improving ones performance e9 %elps in achieving the personal ob!ectives. Thank you for your co operation to my studies

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<>