A PROJECT REPORT ON

ROLE OF 360-DEGREE FEEDBACK AS A TOOL FOR PERFORMANCE MANAGEMENT

A CRITICAL ENQUIRY INTO THE EFFECTIVENESS OF 360DEGREE WITH RESPECT TO CAREERNET CONSULTING

SUBMITTED TO

ALL INDIA MANAGEMENT ASSOCIATION

CENTRE FOR MANAGEMENT EDUCATION
MANAGEMENT HOUSE, 14 INSTITUTIONAL AREA, LODHI ROAD, NEW DELHI-110003

JUNE 2008

By AMITA ROUT
REGISTRATION NO. 420820560

Guided By MRS. AMBILY SREEKUMAR

For the partial fulfilment of

Post Graduate Diploma in Management

CONTENTS
Chapter 1. INTRODUCTION 1.1 Introduction 1.2 360-degree appraisal feedback 1.3 Need of this in the organizations 1.4 Benefits 1.5 Introducing it in an organization 1.6 Uses 1.7 Components 1.8 360-degree performance appraisals 1.9 Pitfalls 1.10 Uses in other organizations Page No. 1

2. RESEARCH METHODOLOGY 2.1 Research Design 2.2 Research Design applied 2.3 Methodology for data-collection 2.4 Limitations of the study 3. PROFILE 3.1 Company Profile 3.2 Industry Profile 4. ANALYSIS & INTERPRETATION OF DATA 4.1 Supervisors 4.2 Subordinates 4.3 Peers 4.4 Customers

11

14

22

5. CONCLUSION & RECOMMENDATION 5.1 Findings & Conclusion 5.2 Recommendations BIBLIOGRAPHY ANNEXURE

59

LIST OF TABLES

Table Number 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 4.2.7 4.2.8 4.2.9 4.2.10 4.3.1 4.3.2 4.3.3 4.3.4 4.3.5 4.3.6 4.3.7 4.3.8 4.3.9 4.3.10 4.4.1 4.4.2 4.4.3 4.4.4 4.4.5 4.4.6

Page Number 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58

LIST OF GRAPHS

Graph Number 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 4.2.7 4.2.8 4.2.9 4.2.10 4.3.1 4.3.2 4.3.3 4.3.4 4.3.5 4.3.6 4.3.7 4.3.8 4.3.9 4.3.10 4.4.1 4.4.2 4.4.3 4.4.4 4.4.5 4.4.6

Page Number 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58

ACKNOWLEDGEMENT

I have had considerable help and support in making this project a reality. First and Foremost I wish to take this opportunity to express my deep sense of gratitude to Mrs. Ambily Sreekumar (Faculty Guide & Program Manager - PGDM) for her expert guidance and support towards the completion of this project. I sincerely thank Prof. Keirron.G.Reddy (Principal) and our Corporate & Public Relations Department, who have been constant sources of inspiration for my dissertation. I must thank the employees of CareerNet Consulting, for their support and valuable contribution in providing the required data. Finally it is my duty to thank my parents and all other people who helped me do my Industrial Training without which this report would not have been possible.

PREFACE

The performance review system is handled by more than one individual; the uniqueness of this system lies in the fact that it touches every individual within the organization personally and impacts his career not only within the particular organization but also beyond it. This is also a system which demands competencies from every individual member of the organization at the level of his personal self first and foremost an objectivity to view it in the right context, secondly the maturity to introspect and consequently create an ability to absorb feedback, the courage to speak the truth and a moral commitment to contribute towards the organizations growth and development. The performance review system should provide each staff member with a sense of achievement the knowledge and comfort of knowing where he/she stands vis--vis the expectations from him/her and what he/she should be doing to get closer to the goal. It should also serve to uplift the performance movement within the organization to the level of a self driven system where every individual staff member becomes his own driver. It is the responsibility of the organization to demonstrate expectations and to ensure that performance managed system is managed in . It is critical for the achievement of the organizations objectives, the system design, implementation, administration and outcome need to be managed with the utmost level of empathy, sensitivity, gentleness. This research deals with the study of performance management and the role of 360-degree feedback in an organization and how an organization is impacted by it.

CHAPTER-1
1.1 INTRODUCTION 1.2 360-DEGREE APPRAISAL FEEDBACK 1.3 NEED OF THIS IN THE ORGANIZATIONS 1.4 BENEFITS 1.5 INTRODUCING IT IN AN ORGANIZATION 1.6 USES 1.7 COMPONENTS 1.8 360-DEGREE PERFORMANCE APPRAISALS 1.9 PITFALLS 1.10 USES IN OTHER ORGANIZATIONS

CHAPTER 1 1.1 INTRODUCTION Performance appraisal is the process of assessing an employee's performance based on a set of standards. 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. For any organization to achieve its goals and to sustain its growth in the present competitive world, the performance of each and every individual employee plays a major role. The performance of the employees should assess continuously to make their contribution to higher extend. The process of measurement of the performance of employees at work is termed as performance appraisal. Performance appraisal has long been regarded as one of the most critical areas of human resource management. The Human Resource Department relies on evaluation results in determining the soundness of much developmental decision, which have direct impact on the business surplus. HISTORY OF PERFORMANCE APPRAISAL The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same, may be said about almost everything in the field of human resource. 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. APPROPRIATIVENESS AND BENEFITS OF PERFORMANCE APPRAISAL: It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Appraisals - in whatever form helps the management for decades, for good reasons.

The performance appraisals can achieve and contribute the following when they are properly managed like,

performance measurement - transparent, short, medium and long term

clarifying, defining, redefining priorities and objectives motivation through agreeing helpful aims and targets motivation though achievement and feedback training needs and learning desires - assessment and agreement

identification of personal strengths and direction - including unused hidden strengths

career and succession planning - personal and organizational team roles clarification and team building organizational training needs assessment and analysis Appraisee and managers mutual awareness and understanding.

IMPORTANCE OF PERFORMANCE APPRAISAL Employee knows how he/she is presently doing. It also helps the employee knows if he/she is doing something wrong (to improve future performance).Its a formal opportunity to speak with the employee.

1.2 360 DEGREE APPRAISAL FEEDBACK 360-degree feedback is a full circle system of obtaining information from peers, subordinates, and internal and external customers, about the employee's performance. 360-degree assessment is based on the assessment of an individual's management styles, competencies and behavior by colleagues horizontally and vertically by involving his boss, peers and direct reports in the organization.

FRAME WORK OF 360 DEGREE APPRAISAL Purpose [Developmental areas, strength and weakness, remuneration/promotions/training and development decisions.]

What is assessed? [Work behavior, values, attitudes, skills and career ambition]

Who assess? [Peers, subordinates, higher authority, supervisor, self-appraisal, internal customers/suppliers]

Who is assessed? [Staffs, executives, employees]

How it is assessed? [Score, grade]

How success is measured? [Evaluate the work, related behavior after the feedback has been given.]

1.3 NEED OF 360-DEGREE FEEDBACK IN ORGANIZATIONS Business is towards surplus generation. Without surplus no organization can grow. Here the effort to grow the business and the surplus should come from employee part. The performance of the employees is at work here matters in business development and organizational development. The performance of the employees should then align with the strategic decisions that integrate the business goals in an increasingly competitive environment. It is the responsibility of the Human Resource Management to integrate the culture of the organization with all available resources to the optimum out put. The 3600 Appraisal helps the HR Department to have better understanding of the competitive advantage and disadvantages of the current manpower resources and tune them towards performance excellence and productivity. In human resources, 360-degree feedback, also known as 'multi-rater feedback', 'multisource feedback', or 'multisource assessment', is employee development feedback that comes from all around the employee. "360" refers to the 360 degrees in a circle. The feedback would come from subordinates, peers, and managers in the organizational hierarchy, as well as self-assessment, and in some cases external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with upward feedback, where managers are given feedback by their direct reports, or a traditional performance appraisal, where the employees are most often reviewed only by their manager. The 360 degree appraisal has been used by more than 90% of Fortune 1000 companies, for the past 10 years. It is a boon to the corporate world though it has its drawbacks. The pros definitely outweigh the cons. While traditional feedback processes have failed miserably, the 360 degree feedback has proved to be magical. As opposed to the conventional appraisal system, wherein the immediate supervisor provides the employee with unidirectional comments, the 360 degree relies on a multi-dimensional feedback. The 360 degree performance feedback evaluates an employees performance by soliciting information and opinions about the individuals performance from peers, managers, direct reports as well as internal

and external customers. Also known as multi-perspective and peer-to-peer feedback, managers, supervisors and employees have found it to be effective in improving their performance The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. The results are also used by some organizations for making promotional or pay decisions, which are sometimes called "360-degree review."

1.4 BENEFITS

Individuals get a broader perspective of how they are perceived by others than previously possible. Increased awareness and relevance of competencies. Increased awareness by senior management that they too have development needs. More reliable feedback to senior managers about their performance. Gaining acceptance of the principle of multiple stakeholders as a measure of performance. Encouraging more open feedback. Reinforcing the desired competencies of the business. Provided a clearer picture to senior management of individuals real worth (although there tended to be some halo effect syndromes). Clarified to employees critical performance aspects. Opens up feedback and gives people a more rounded view of performance than they had previously. Identifying key development areas for the individual, a department and the organization as a whole. Identifying strengths that can be used to the best advantage of the business. A rounded view of the individuals/ teams/ organizations performance and what the strengths and weaknesses are. Raised the self-awareness of people managers of how they personally impact upon others positively and negatively. Supporting a climate of continuous improvement. Starting to improve the climate/ morale, as measured through the survey. Focused agenda for development. Forced line managers to discuss development issues.

Perception of feedback as more valid and objective, leading to acceptance of results and actions required.

1.5 INTRODUCING 360 FEEDBACK IN AN ORGANIZATION Before introducing 360 feedback in an organization the planning process must include the step addressing the benefits and perceived risks of all participants. Recipients of feedback and reviewers may have concerns about issues like confidentiality of reviews, how the completed reviews will be used in the organization and what sort of follow up they can expect. Communication and support provided throughout the project must take this into account if the program is to provide maximum value for the individuals and the organization using 360 degree feedback.

1.6 USES FOR 360 DEGREE FEEDBACK:

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

Assessing Employee Development: o Diagnosing training and career development needs. o Providing a basis for promotion, dismissal, job enrichment, job enlargement, job transfer, probation, etc. o Monetary and other rewards.

Organizational Climate Study: o Organizational environment improvement needs o Changes in the Managerial approaches, leadership, etc

Customer Satisfaction Study o Employees attitudinal change o Customer satisfaction improvements

1.7 360 DEGREE APPRAISAL HAS FOUR INTEGRAL COMPONENTS: 1. Self appraisal 2. Superiors appraisal 3. Subordinates appraisal 4. Peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superiors appraisal forms the traditional part of the 360 degree appraisal where the employees responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superiors ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees abilities to work in a team, co-operation and sensitivity towards others. Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree appraisals have high employee involvement and also have the strongest impact on behavior and performance. It provides a "360-degree review" of the employees performance and is considered to be one of the most credible performance appraisal methods.

360 degree appraisal is also a powerful developmental tool because when conducted at regular intervals it helps to keep a track of the changes others perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are Wipro, Infosys, Reliance Industries etc.

1.8 360 DEGREE PERFORMANCE APPRAISALS The process in which you evaluate yourself on a set of criteria, your manager evaluates you, as do your peers and direct reports. You receive a gap analysis between how you perceive yourself and how others perceive you. Effective 360-degree feedback processes also include develop planning and coaching sessions. PREREQUISITES * Top Management Support. * Confidence of employees on the appraisal methodology. * Objectives need to be measurable with performance requirements clearly * A detailed plan of implementation. * Collaboration between superior and subordinates. * Some prior experimentation and positive experiences clear organizational philosophy and policy objectives. stated.

1.9 PITFALLS OF 360-DEGREE FEEDBACK

A detailed plan of action, which ensure the transparent and clear implementation of appraisal with employee accountability.

Effective follow-up is the prime requirement of 360-degree feedback. Failure in follow-up may cause more harm than good. The 360-degree feedback is time consuming and cost consuming assessment process. Without having adequate resource to implement the process, it will end up nowhere and develop financial burden to organization.

The trust and confidence on the employees who undergo this feedback assessment process is a determinant factor in its outcome. Many consider this appraisal as tool for downsizing. The process involves a lot of paper work. There are high chances of subjectivity from the management and employee part in the feed back assessment. Many times the confidentiality of the appraisal cannot ensure from the HR department. Since the assessment is based on qualitative data many times it cannot ensure unambiguous, clear, specific, and observable and quantifiable formats.

1.10 USES OF 360 DEGREE APPRAISALS IN VARIOUS ORGANIZATIONS Many organizations have found the 360 degree appraisal to be useful in: Validating selection processes and development programs. Identifying training and development needs. Pinpointing skills and competencies. Making personnel decisions such as promotions, terminations, salary hike and probationary status. Career development. Employee coaching. Supervisory training. Management development. Style and leadership awareness. Needs assessment.

CHAPTER-2
2.1 RESEARCH DESIGN 2.2 RESEARCH DESIGN APPLIED 2.3 METHODOLOGY FOR DATA-COLLECTION 2.4 LIMITATIONS OF THE STUDY

CHAPTER 2

2.1 RESEARCH DESIGN

A planned and structured procedure for collecting and analyzing the information required for the solution of any specific problem was adopted. It provided for a scientific research investigation. This research design helped to get the most accurate result with the help of informal interviews with the employees who have undergone the 360 degrees feedback appraisal themselves. Here the interviews were focused on selected questions for which the responses were noted down. Also with informal interaction with the Human Resource team of Careernet Consulting, on selected questions for which the responses were noted down. 2.2 RESEARCH DESIGN APPLIED:

Primary data will be collected through informal interviews through face to face meetings. This piece of research will be exploratory in nature. Exploratory research is often relied on secondary research, such as reviewing available literature from various resources.

2.3 METHODOLOGY FOR DATA COLLECTION:

Primary data will be collected from middle level managers who have undergone 360 degree feedback themselves, through an informal interview on selected questions. Data will also be collected through interactions with the Human Resource team of Careernet Consulting which have designed and implemented the 360 degree feedback . Exploratory research often relies on secondary data, such as reviewing available literature from the following sources: i. ii. iii. Web based materials Books Journals

2.4 LIMITATIONS OF THE STUDY It is understood that the 360 appraisal system is still in preliminary stages. So this recommendation is also seen as preliminary. Validity and Reliability of the data obtained depends on the responses from the employees. The 360 degree appraisal mechanism can have an adverse effect on the motivation and the performance of the employees. Effective follow-up is the prime requirement of 360-degree feedback. Failure in follow-up may cause more harm than good. This survey is purely based on the opinion of the employees and staffs, which may be biased after the time of the study. Some of the respondents might not have revealed their actual opinion. Time and resource constraints.

CHAPTER-3
3.1 COMPANYS PROFILE 3.2 INDUSTRY PROFILE
3.2.1 DIVISION OF THE COSULTING INDUSTRY 3.2.2 ORIGIN OF HR CONSULTANCY 3.2.3 CORE FIELDS FOR HR CONSULTANCIES 3.2.4 MAJOR PLAYERS IN THE MARKET 3.2.5 WHEN ARE CONSULTANCIES NEEDED? 3.2.6 CRITICISM 3.2.7 FUTURE VIEW FOR HR COSULTANCY

CHAPTER 3

3.1 COMPANY PROFILE Established in 1999, CareerNet is the leading provider of Talent Acquisition and Recruitment Process Outsourcing solutions to the Technology, Knowledge Services, Banking and Financial Services sectors in India. The leadership team has several decades of collective experience working for global services and consulting firms and is alumni of premier educational institutions in India. CareerNet aims to provide fast, simple and cost-effective solutions for our clients, through strategic advice and solutions in the areas of Recruitment Process Outsourcing, Talent Acquisition Strategy and Planning, Compensation Advisory, University Recruitment, Leadership Acquisition, Talent Branding, Role Design, Performance Management Systems, Outplacement and Exit Management. WHAT MAKES IT DIFFERENT? Network of high quality professionals At CareerNet, we proactively build and maintain enduring relationships with high quality professionals through the lifecycle of their careers. We carefully nurture these relationships with the support of our world-class technology platform and provide personalized attention to each applicant; advising them on their career paths and helping them navigate through the recruitment process, enriching the overall relationship. Innovation in Talent Acquisition At CareerNet, we have always believed in creating newer business models and delivery mechanisms that create enhanced value for our clients and candidates. Some of our pioneering initiatives are redefining the way talent acquisition and management that is done in India. High quality technology-enabled experience Investments in a scalable and robust recruitment technology platform has made CareerNet a highly effective partner for our clients as well as a highly efficient operation. Users of the platform operate out of multiple regions to deliver consistent and high quality real time services to customers and candidates alike and contribute to their success.

Broad spectrum of customized solutions CareerNet has a breadth of solutions which are aimed at bringing together the best minds and the best organizations together. These talent acquisition solutions are custom-built to address the specific situation and span across the spectrum from university talent to occupants of the boardroom. Our Recruitment Process Outsourcing solutions are fully customized to the needs to our clients Risk-reward based services partnership CareerNet works on a risk-reward based partnership with our clients. We determine the balance between service levels and pricing, and incorporate this into our engagement models which are supported by robust service management processes. EXPERTISE: CareerNet's expertise lies in our deep understanding of our client's businesses, as well as our appreciation for the significant challenges that our clients face in various functional areas. Our teams are organized by industry sectors and functional areas of expertise which enhances our ability to provide our clients with highly impact talent acquisition solutions. INTEGRATED APPROACH: CareerNet's account teams consistently manage service delivery, through an integrated client service interface, which enables the fulfillment of each client's diverse requirements. CORPORATE ROLE: With many global players increasing their footprint in India and with many Indian companies growing strongly within India and outside, the demand for professionals in corporate roles has been on a steady rise. These corporate roles are key to effective communication within the organization and to the outside world, to managing employee motivation and development, to managing relationships with key stakeholders and the media, to leading the social responsibility initiatives and many others. These professionals are not only trusted advisors to executive managements and boards but are also subject matter experts in their respective functions who bring a wealth of knowledge, experience and leadership to these corporations. The professionals in these corporate roles are also responsible for adopting and communicating the global philosophy and practices of the

company by adding a local flavour to these, which becomes an interesting challenge in a country like India given its diversity.

Some of the important corporate role functions in an organization are:

Corporate Planning and Strategy. Corporate Development. Company Secretarial. Corporate Communications. Corporate Social Responsibility. Special Initiatives. Risk, Audit and Compliance.

Government and Regulatory. Having worked with many large corporations, CareerNet's team of human resource consultants and outplacement consultants understand the need and importance of these key corporate functions and the talent acquisition needs for each of its clients. Further, CareerNet's consultancy expertise in the Indian business context makes it an ideal partner for the recruitment of people for these roles, which require strong knowledge of the local environment and practices.

3.2 Industry profile Consulting is a great introduction to the world of business. Consultants can experience intense workloads and hours, however it can be rewarding in many ways. It can offer the opportunity for travel, work variety, high salaries, and bonuses. In addition, consulting firms are typically located in urban locations such as New York City, Boston, San Francisco, etc, which are often desirable places for recent graduates and business professionals. As a business service, consulting remains highly cyclical and linked to overall economic conditions. The consulting industry shrank during the 2001-2003 period, but had been experiencing slowly increasing growth since. In 2004, revenues were up 3% over the previous year, yielding a market size of just under $125 billion. Currently, there are three main types of consulting firms. First, there is large, diversified organization. The management consultancy industry shows a very fragmented picture with various segments and player groups. This is a business that does consulting for other businesses.

Professionals wanting to become more engaged in business decisions rather than making recommendations tend to leave consulting. The consulting industry can be greatly affected by the economy. Consultants may experience extreme highs and lows in the amount of projects in their workload. Temporary or permanent layoffs may occur when the project load is light.

3.2.1 The Consulting Industry can be divided into the following areas:

Management Consulting: Focus is on how a company or organization works to achieve its stated goals. This can include working on strategy, operations, and information technology.

Strategy Consulting: Focus is on identifying the direction, goals, and growth of a company or organization within a specific industry. It helps an enterprise to formulate strategies appropriate to its business and implement them. Examples - McKinsey & Co., BCG etc.

Information Technology (IT) Consulting: Focus is on using technology to help an organization become more efficient and achieve its goals.

Industry Specific Consulting: Focus is on a specific industry and can include strategy, management, IT, scientific or technical consulting.

Finance Consultants: Help an enterprise to prepare proper budget and to make proper use of available resources.

Legal Consultants: Help an enterprise to analyze the legal environment of its business, and help formulate and implement Legal strategies related to its business. Examples Many leading Law firms who provide these services. Among these HR consulting industry is one of the fast growing industries. The service sector contributes to more than 50% of India's economy. Human resources are one of the most central strategic assets in the consultancy industry, ensuring competitive advantage and organizational success. Due to this important issue, access to HR-related information is relatively restricted.

3.2.2 Roots of origin of HR consultancy

When multi-nationals started their set-up in India, they realized that the menial yet tedious work like pay-rolls, recruitment, and performance records, etc., were taking a lot of time, due to which organizations were unable to devote the time with other strategic aspects of the functions. They wanted to have experienced people for that, and in lieu of not spending extra time and money on that, they thought why not to outsource it to someone who has everything for the purpose right from experienced and skilled workforce to established systems for the same.

Further, incidents like frauds happening in BPO sector, and corporate getting aware of the need to have a background check of each recruited person aggravated the need to have someone for this work. This grew up and became one of the important activities in IT and ITES sector too, to hire consultants for the peripheral work of the organization, so as not to lose track of the main business concerned. Human resource consulting is an $18.4 billion industry that has emerged from management consulting, as clients' needs have become more complex and specialized, widening the gap between HR needs and work force capabilities, and thus accentuating the ability of HR management consulting firms to fill this gap. The multi-faceted nature of business sometimes causes overlap in consulting industries (i.e., with regards to human resources, general management, and information technology).

Nowadays well-established, perceptive, innovative, and discerning HR Consultancy organization are extending a rather comprehensive & exclusive range of expedient services to both the employers & employees of all sectors of India & abroad, and at all junctures of their career & profession. Their paramount and cherished objective is to support client both optimally for the most efficacious HR recruitments & placements, better efficiency, and well-rounded progress & prosperity. To carry out HR consultancy services, organization should have good human resources experts and consultants who are experienced and qualified.

3.2.3 The following are core fields around which most HR consultancies are based: Human Capital: Including remuneration (also called total rewards), employee rewards and incentive programs, and talent acquisition and management. Health & Benefits: Orchestrating optimal employee health plans with the carriers themselves. Mergers & Acquisitions: Examining fit across culture, job-type, transaction costs, etc.

Communication: Including surveying employee attitudes, satisfaction, engagement, and other employee behaviors, retirement, outsourcing. Services may also include legal counseling, global initiatives, investments consulting, and the implementation of HR technologies to facilitate human capital management. The HR consulting industry also employs more actuaries than any other in order to assist in their services. HR consultancy services are focused towards enhancing the performance of the companies.

3.2.4 Major players in the market: HR consultancies vary in their ranges of services and sizes, with many consultants and academicians breaking off to form their own practices. A 2007 Workforce Management study identifies the top five revenue producing HR consultancies as followingHR consultancies Mercer Deloitte Watson Wyatt Aon PricewaterhouseCoopers Contribution $2.4 billion $1.6 billion $1.4 billion $1.3 billion $1.6 billion

Other major players include Towers Perrin, Hewitt Associates, Hay Group and Buck Consultants. Recruitment Firms in India

Larger companies are also outsourcing HR tasks, but they more typically go with specialty firms. The most commonly outsourced function is employee assistance, and outplacement services. ABC International Placement Services Times International Inc Bhardwaj & Company Chartered Accountants International Manpower Resources Pvt. Ltd. Total Strategic Solutions India Pvt. Ltd. Designing Solutions, Gurgaon Esource Global HR BRAINSTORM PLACEMENTS Suven Consultants M-Power HR Solution

Cindy Placements & consultancy Smart Serve H.R. Consultant Horizon hr Solution Pvt. Ltd. M.K.CONSULTANT JOBKOMPASSE

3.2.5 When does a company need help of consultancies?

a) Many times, when a company is considering making an acquisition, they will bring in a consulting company to help evaluate all aspects of the deal, including the proper price to offer, the projected changes that the new owner would make in the new business, etc. b)There are many consultancies who do things as specialized as corporate name changes, new logos, etc.

3.2.6 Criticism

Management consultants are often criticized for overuse of buzzwords, reliance on management fads and a failure to develop executable plans that can be followed through. A number of highly critical books about management consulting argue that the mismatch between management consulting advice and the ability of business executives to actually create the change suggested results in substantial damages to existing businesses.

3.2.7 Future View for HR Consultancy

The HR function has gone through, and is still going through, a transition from being an administrative overhead, a non-profitable department, to a strategic business partner. Consulting in HR is no more a want but it's a need based want that drives the performance further. The sun of HR Consulting is now in full light... The game begins NOW!!

CHAPTER-4
ANALYSIS & INTERPRETATION OF DATA
4.1 SUPERVISORS 4.2 SUBORDINATES

4.3 PEERS 4.4 CUSTOMERS

CHAPTER 4 Analysis & Interpretation of Data 4.1 Supervisors: Table 4.1.1 Table showing satisfaction with the appraisal method

Satisfaction with appraisal method Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Number of respondents 2 5 2 1 0 10

Graph4.1.1 Graph showing satisfaction with the appraisal method

Inference: Out of 10 respondents, 20% are highly satisfied, 50% are satisfied, 20% are neutral and the rest 10% are dissatisfied with the current Appraisal System.

Table 4.1.2 Table showing effectiveness of appraisal method

Effectiveness of appraisal method Highly effective Effective Neutral Ineffective Highly ineffective Total

Number of respondents 2 4 3 1 0 10

Graph 4.1.2 Graph showing effectiveness of appraisal method

Inference: As depicted in the Chart, 20% of the respondents found the Appraisal Method to be highly effective, for 40% of the Supervisors it was effective, 30% were neutral towards it and rest of the 10% found it to be ineffective.

Table 4.1.3 Table showing Impact of negative feedback on the future performance

Negative feedback on future Number of respondents performance Strongly Disagree 0 Disagree 2 Neither 4 Agree 1 Strongly Agree 3 Total 10 Graph 4.1.3 Graph showing Impact of negative feedback on the future performance

Inference: As visible in the Graph, 20% of the Respondents disagree that there would be any impact of negative feedback, 40% neither agree nor disagree, 10% agree and 30% strongly agree that there would be an impact of the negative feedback on the future performance.

Table 4.1.4 Table showing the Degree of Communication Gap between the Appraisers and the Appraisees

Degree of Communication Gap Very High High Low Very Low Total

Number of Respondents 0 3 5 2 10 Graph 4.1.4

Graph showing the Degree of Communication Gap between the Appraisers and the Appraisees

Inference: Among the respondents 30% have responded that there exists high communication gap, 50% have responded that there exists low degree of communication gap, and 20% have responded that there exists very low degree of communication gap.

Table 4.1.5 Table showing the Interest of employees in employing this Appraisal Method

Interest of the employees Yes No Total

Number of Respondents 6 4 10 Graph 4.1.5

Graph showing the Interest of employees in employing this Appraisal Method

Inference: As visible in the Chart, 60% of the Supervisors are interested in employing the 360-degree feedback method in the organization, whereas 40% are against it.

Table 4.1.6 Table showing Happiness with the fairness and confidentiality of the Appraisal System

Happiness with the Appraisal Number of respondents System Very Happy 2 Happy 5 Neutral 1 Unhappy 2 Very Unhappy 0 Total 10 Graph 4.1.6 Graph showing Happiness with the fairness and confidentiality of the Appraisal System

Inference: As seen, 20% of the respondents are very happy with the fairness and the confidentiality of the Appraisal System. 50% are happy, 10% are neutral whereas 20% are unhappy with its fairness and confidentiality.

Table 4.1.7 Table showing the Main Use of the feedback collected

Main Use of the feedback collected Compensation Training & Development Personal Development Feedback All of the above Total

Number of respondents 1 1 1 3 4 10

Graph 4.1.7 Graph showing the Main Use of the feedback collected

Inference: As it can be seen in the graph, 10% of the respondents felt that the feedback from the appraisal was used for Compensation calculation, other 10% felt it was for Training & Development, another 10% felt it was for the appraisees personal development. 30% of the respondents felt it was just for the sake of giving them feedback on their performance and the rest of the 40% felt that it was for all these reasons.

Table 4.1.8 Table showing the Reasons behind the Appraisals Failure

Reason for Appraisal Failure Manager not taking the Appraisal seriously Manager not prepared Employees not receiving feedback Management practices Total

Number of Respondents 2 1 2 5 10

Graph 4.1.8 Graph showing the Reasons behind the Appraisals Failure

Inference: Among the respondents, 20% felt that managers not being serious about the appraisal, was the main reason behind its failure. 10% of them felt that the failure occurred as the managers were not prepared for the appraisal, 20% felt it was because employees were not receiving the feedback whereas rest 50% blamed the management practices for the failure.

Table 4.1.9 Table showing Constructive Feedback offered by the Supervisors

Offering Constructive Feedback Never Rarely Sometimes Often Always Total

Number of respondents 0 1 2 4 3 10

Graph 4.1.9 Graph showing Constructive Feedback offered by the Supervisors

Inference: As it can be seen in the Chart, 10% of the Supervisors felt that they rarely gave a constructive feedback, 20% of them felt they gave it sometimes, 40% said that they used often give a constructive feedback and rest 30% said that they always gave a constructive feedback.

Table 4.1.10 Table showing Instrumentalism of the feedback in enhancing Appraisees knowledge and expertise

Instrumentalism of the feedback Never Rarely Sometimes Often Always Total

Number of respondents 0 1 2 4 3 10

Graph 4.1.10 Graph showing Instrumentalism of the feedback in enhancing Appraisees knowledge and expertise

Inference: Out of 10 respodents, 20% felt that the feedback was rarely instrumental in enhancing the appraisees knowledge and expertise, 30% felt it happened sometimes, 40% felt that it happened often and the rest 10% felt it happened always.

4.2 Subordinates: Table 4.2.1 Table showing satisfaction with the appraisal method

Satisfaction with appraisal method Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Number of respondents 2 4 3 1 0 10

Graph 4.2.1 Graph showing satisfaction with the appraisal method

Inference: Out of 10 respondents, 20% are highly satisfied, 40% are satisfied, 30% are neutral and the rest 10% are dissatisfied with the current Appraisal System.

Table 4.2.2 Table showing effectiveness of appraisal method

Effectiveness of appraisal method Highly effective Effective Neutral Ineffective Highly ineffective Total

Number of respondents 1 5 3 1 0 10

Graph 4.2.2 Graph showing effectiveness of appraisal method

Inference: As depicted in the Chart, 10% of the respondents found the Appraisal Method to be highly effective, for 50% of the Subordinates it was effective, 30% were neutral towards it and rest of the 10% found it to be ineffective.

Table 4.2.3 Table showing Impact of negative feedback on the future performance

Negative feedback on future performance Strongly Disagree Disagree Neither Agree Strongly Agree Total

Number of respondents 1 1 2 4 2 10

Graph 4.2.3 Graph showing Impact of negative feedback on the future performance

Inference: As visible in the Graph, 10% of the respondents strongly disagree that there would be any impact of negative feedback, 10% disagree, 20% neither agree nor disagree, 40% agree and 20% strongly agree that there would be an impact of the negative feedback on the future performance.

Table 4.2.4 Table showing the Degree of Communication Gap between the Appraisers and the Appraisees

Degree of Communication Gap Very High High Low Very Low Total

Number of Respondents 1 2 4 3 10 Graph 4.2.4

Graph showing the Degree of Communication Gap between the Appraisers and the Appraisees

Inference: Among the respondents, 10% felt that the degree of communication was very high, 20% have responded that there exists a high communication gap, 40% have responded that there exists low degree of communication gap, and 30% have responded that there exists very low degree of communication gap.

Table 4.2.5 Table showing the Interest of employees in employing this Appraisal Method

Interest of the employees Yes No Total

Number of Respondents 6 4 10 Graph 4.2.5

Graph showing the Interest of employees in employing this Appraisal Method

Inference: As visible in the Chart, 60% of the Supervisors are interested in employing the 360-degree feedback method in the organization, whereas 40% are against it.

Table 4.2.6 Table showing Happiness with the fairness and confidentiality of the Appraisal System

Happiness with the Appraisal System Very Happy Happy Neutral Unhappy Very Unhappy Total

Number of respondents 2 5 1 1 1 10

Graph 4.2.6 Graph showing Happiness with the fairness and confidentiality of the Appraisal System

Inference: As seen, 20% of the respondents are very happy with the fairness and the confidentiality of the Appraisal System. 50% are happy, 10% are neutral, 10% are unhappy and rest of the 10% are very unhappy with its fairness and confidentiality.

Table 4.2.7 Table showing the Main Use of the feedback collected

Main Use of the feedback collected Compensation Training & Development Personal Development Feedback All of the above Total

Number of respondents 1 2 4 1 2 10

Graph 4.2.7 Graph showing the Main Use of the feedback collected

Inference: As it can be seen in the graph, 10% of the respondents felt that the feedback from the appraisal was used for Compensation calculation, other 20% felt it was for Training & Development, another 40% felt it was for the appraisees personal development. 10% of the respondents felt it was just for the sake of giving them feedback on their performance and the rest of the 20% felt that it was for all these reasons.

Table 4.2.8 Table showing the Reasons behind the Appraisals Failure

Reason for Appraisal Failure Manager not taking the Appraisal seriously Manager not prepared Employees not receiving feedback Management practices Total

Number of Respondents 2 3 4 1 10

Graph 4.2.8 Graph showing the Reasons behind the Appraisals Failure

Inference: Among the respondents, 20% felt that managers not being serious about the appraisal was the main reason behind its failure. 30% of them felt that the failure occurred as the managers were not prepared for the appraisal, 40% felt it was because employees were not receiving the feedback whereas rest 10% blamed the management practices for the failure.

Table 4.2.9 Table showing Instances of Feedback being influenced

Feedback being influenced Never Rarely Sometimes Often Always Total

Number of respondents 4 2 2 1 1 10

Graph 4.2.9 Graph showing Instances of Feedback being influenced

Inference: As it can be seen in the Chart, 40% of the subordinates felt that there were never any instances of the feedback being influenced, 20% of them felt that it rarely happened, 20% of them felt it sometimes, 10% said that it was often whereas the rest 10% said that they always saw instances of the feedback being influenced.

Table 4.2.10 Table showing If the feedback has improved the Organizations Performance

Feedback Never Rarely Sometimes Often Always Total

Number of respondents 0 1 4 3 2 10

Graph 4.2.10 Graph showing If the feedback has improved the Organizations Performance

Inference: As visible in the Graph, 10% of them felt that it rarely happened that the feedback had helped in improving the organizations performance, 40% of them felt it sometimes, 30% said that it was often whereas the rest 20% said that they always saw instances wherein the feedback has improved the organizations performance.

4.3 Peers

Table 4.3.1 Table showing satisfaction with the appraisal method

Satisfaction with appraisal method Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Number of respondents 3 5 1 1 0 10

Graph 4.3.1 Graph showing satisfaction with the appraisal method

Inference: Out of 10 respondents, 30% are highly satisfied, 50% are satisfied, 10% are neutral and the rest 10% are dissatisfied with the current Appraisal System.

Table 4.3.2 Table showing Effectiveness of appraisal method

Effectiveness of appraisal method Highly effective Effective Neutral Ineffective Highly ineffective Total

Number of respondents 2 6 1 1 0 10

Graph 4.3.2 Graph showing Effectiveness of appraisal method

Inference: As depicted in the Chart, 20% of the respondents found the Appraisal Method to be highly effective, for 60% of the peers it was effective, 10% were neutral towards it and rest of the 10% found it to be ineffective.

Table 4.3.3 Table showing Impact of negative feedback on the future performance

Negative feedback on future performance Strongly Disagree Disagree Neither Agree Strongly Agree Total

Number of respondents 1 1 2 4 2 10

Graph 4.3.3 Graph showing Impact of negative feedback on the future performance

Inference: As visible in the Graph, 10% of the respondents strongly disagree that there would be any impact of negative feedback, 10% disagree, 20% neither agree nor disagree, 40% agree and 20% strongly agree that there would be an impact of the negative feedback on the future performance.

Table 4.3.4 Table showing the Degree of Communication Gap between the Appraisers and the Appraisees

Degree of Communication Gap Very High High Low Very Low Total

Number of Respondents 1 2 4 3 10 Graph 4.3.4

Graph showing the Degree of Communication Gap between the Appraisers and the Appraisees

Inference: Among the respondents, 10% felt that the degree of communication gap was very high, 20% have responded that there exists a high communication gap, 40% have responded that there exists low degree of communication gap, and 30% have responded that there exists very low degree of communication gap.

Table 4.3.5 Table showing the Interest of employees in employing this Appraisal Method

Interest of the employees Yes No Total

Number of Respondents 7 3 10 Graph 4.3.5

Graph showing the Interest of employees in employing this Appraisal Method

Inference: As visible in the Chart, 70% of the subordinates are interested in employing the 360-degree feedback method in the organization, whereas 30% are against it.

Table 4.3.6 Table showing Happiness with the fairness and confidentiality of the Appraisal System

Happiness with the Appraisal System Very Happy Happy Neutral Unhappy Very Unhappy Total

Number of respondents 1 5 3 1 0 10

Graph 4.3.6 Graph showing Happiness with the fairness and confidentiality of the Appraisal System

Inference: As seen, 10% of the respondents are very happy with the fairness and the confidentiality of the Appraisal System. 50% are happy, 30% are neutral and the rest 10% are unhappy with its fairness and confidentiality.

Table 4.3.7 Table showing the Main Use of the feedback collected

Main Use of the feedback collected Compensation Training & Development Personal Development Feedback All of the above Total

Number of respondents 1 1 1 3 4 10

Graph 4.3.7 Graph showing the Main Use of the feedback collected

Inference: As it can be seen in the graph, 10% of the respondents felt that the feedback from the appraisal was used for Compensation calculation, other 10% felt it was for Training & Development, another 10% felt it was for the appraisees personal development. 30% of the respondents felt it was just for the sake of giving them feedback on their performance and the rest of the 40% felt that it was for all these reasons.

Table 4.3.8 Table showing the Reasons behind the Appraisals Failure

Reason for Appraisal Failure Manager not taking the Appraisal seriously Manager not prepared Employees not receiving feedback Management practices Total

Number of Respondents 4 3 2 1 10

Graph 4.3.8 Graph showing the Reasons behind the Appraisals Failure

Inference: Among the respondents, 40% felt that managers not being serious about the appraisal was the main reason behind its failure. 30% of them felt that the failure occurred as the managers were not prepared for the appraisal, 20% felt it was because employees were not receiving the feedback whereas rest 10% blamed the management practices for the failure.

Table 4.3.9 Table showing Instances of Feedback being influenced by each other

Feedback being influenced Never Rarely Sometimes Often Always Total

Number of respondents 2 3 4 1 0 10

Graph 4.3.9 Graph showing Instances of Feedback being influenced by each other

Inference: As it can be seen in the Chart, 20% of the peers felt that there were never any instances of the feedback being influenced by each other, 30% of them felt that it rarely happened, 40% of them felt it sometimes whereas the rest 10% said that they often saw instances of the feedback being influenced by each other.

Table 4.3.10 Table showing Negative Impact on the Relationship

Negative Impact on the future performance Strongly Disagree Disagree Neither Agree Strongly Agree Total

Number of respondents 3 4 2 1 0 10

Graph 4.3.10 Graph showing Negative Impact on the Relationship

Inference: As visible in the Graph, 30% of the respondents strongly disagree that there would be any negative impact of the feedback on their relationship, 40% disagree, 20% neither agree nor disagree and 10% agree that there would be a negative impact of the feedback on their relationship.

4.4Customers: Table 4.4.1 Table showing effectiveness of appraisal method

Effectiveness of appraisal method Highly effective Effective Neutral Ineffective Highly ineffective Total

Number of respondents 2 4 3 1 0 10

Graph 4.4.1 Graph showing effectiveness of appraisal method

Inference: As depicted in the Chart, 20% of the respondents found the Appraisal Method to be highly effective, for 40% of the customers it was effective, 30% were neutral towards it and rest of the 10% found it to be ineffective.

Table 4.4.2 Table showing effectiveness of organizational performance

Effectiveness of organizational performance Highly effective Effective Neutral Ineffective Highly ineffective Total

Number of respondents 1 6 2 1 0 10

Graph 4.4.2 Graph showing effectiveness of organizational performance

Inference: As visible in the Graph, 10% of the respondents found that the Appraisal Method was highly effective for the organizational performance, for 60% of the customers it was effective, 20% were neutral towards it and rest of the 10% found it to be ineffective for the organizational performance.

Table 4.4.3 Table showing satisfaction with the appraisal method

Satisfaction with appraisal method Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Number of respondents 0 7 2 1 0 10

Graph 4.4.3 Graph showing satisfaction with the appraisal method

Inference: Out of 10 respondents, 70% are satisfied, 20% are neutral and the rest 10% are dissatisfied with the current Appraisal System.

Table 4.4.4 Table showing contribution of the appraisal method in employees performance improvement

Contribution of the appraisal method Never Rarely Sometimes Often Always Total

Number of respondents 0 1 3 4 2 10

Graph 4.4.4 Graph showing contribution of the appraisal method in employees performance improvement

Inference: As it can be seen in the Chart, 10% of the customers felt that it rarely happened that the appraisal contributed in to employees performance improvement, 30% of them felt it to be sometimes, 40% felt it to happen often whereas the rest 20% said that they always saw instances of the feedback contributing to the employees performance improvement.

Table 4.4.5 Table showing influence of the appraisal method on the Services provided by the Appraisees

Influence of the appraisal method Never Rarely Sometimes Often Always

Number of respondents 0 0 3 6 1

Graph 4.4.5 Graph showing influence of the appraisal method on the Services provided by the Appraisees

Inference:

As depicted in the Graph, 30% of the customers felt that appraisal sometimes influenced the services being provided , 60% felt it to happen often whereas the rest 10% said that they always saw instances of the feedback influencing the services provided by the appraisees.

Table 4.4.6 Table showing Opinion if 360-degree method is the best tool to improve Performance Services Standards

Opinion Strongly disagree Disagree Neutral Agree Strongly Agree

Number of respondents 0 1 2 7 0 Graph 4.4.6

Graph showing Opinion if 360-degree method is the best tool to improve Performance Services Standards

Inference: As visible in the Graph, 10% of the respondents disagree that the 360-degree method is the best tool to improve the Performance Services Standards, 20% neither agree nor disagree and the rest 70% agree with it.

CHAPTER-5
5.1 FINDINGS & CONCLUSION 5.2 RECOMMENDATIONS

CHAPTER 5

5.1 FINDINGS & CONCLUSION

Findings:

Majority of the respondents (which includes 50% supervisors, 40% subordinates, 50% peers and 70% customers) were satisfied with this appraisal method. 40% of the subordinates and 40% of the peers agreed that negative feedback has an impact on future performance. Whereas 40% of the supervisors neither agreed nor disagreed with this fact. Most of the respondents (50% supervisors, 40% subordinates and 40% peers) felt that the degree of communication gap between the appraisers and the appraisees was low. 40% of the respondents said that the 360-degree feedback method contirbuted towards the employees performance improvement. Majority of the employees (60% supervisors, 60% subordinates and 70% peers) were interested in employing this appraisal method. Most of the employees (50% supervisors, 50% subordinates and 50% peers) were happy with the fairness and the confidentiality of the 360-degree feedback method. 40% of the subordinates and 40% of the peers felt that the main use of the feedback was for their personal development, but 40% of the supervisors felt that its main use was for compensatory purposes, Training & Development, personal development as well as for providing the feedback. 50% of the supervisors blamed the Management Practices, 40% subordinates said it was employees not receiving feedback and 40% of the peers blamed the Managers of not being serious about the appraisals, as the factors that led to the failure of the appraisals. Majority of the respondents (which includes 40% supervisors, 50% subordinates, 60% peers and 40% customers) found 360-degree appraisal method to be effective. The analysis and the interpretation of the data shows that the Performance Management System in Careernet Consulting has got four components the Supervisors, the Subordiantes, the Peers and the Customers.

Conclusion: The 360-degree performance appraisal method is perceived to be used by management to help the organization in many ways such as supervisory skills improvement and communication improvement. The success of the appraisal depends on the transparency and clear objectives of its need and its clear cut intimation to the employees even at the bottom level of the organization In a 360-degree appraisal, there is vital feedback given to the supervisor by the subordinate. The subordinate can point at certain skills that the supervisor needs to improve upon. The 360 appraisal can also help individuals recognize strengths and weaknesses of their co-workers. It also has the potential to improve the employees performance. 360-degree feedback is an effective method which can become an important tool in designing a Performance Management System since it takes into account a rounded view of the major stakeholders, connected to the role. 360-degree feedback has phenomenal potential in identifying the various competencies and training needs and developing into leaders. Today, employees take greater responsibility for managing their own performance and 360-degree feedback is more like a guide or road map, that will help employees make personal development plans which is wholeheartedly supported by the management/organization. The impetus is on the individual to make optimum use of the feedback. From the study we can also infer that 360-degree feedback is mainly used to identify weaknesses in performance and for developing their skills and competencies.

But we cannot say that by introducing 360-degree feedback is the panacea to all ills plaguing the previous appraisal system. Instead we need to look at 360-degree feedback holistically so as to gain maximum value by administering it.

5.2 RECOMMENDATIONS The management should try to create awareness about performance appraisal techniques. Appropriate Delivery of Feedback and imparting healthy climate is very much essential. Management shall make sure that the employees and their managers understand how to create S.M.A.R.T. goals - Specific, Measurable, Attainable, Realistic and Timely. All the employees shall work together without any personal grievances. Appraiser shall be trained properly and consistent efforts shall be made to improve the performance appraisal method. Manager involvement to avoid and reduce biases among the employees can also improve performance appraisal method. Company should develop better reward system for good and peak performers.

BIBLIOGRAPHY
Books 1. 360 Degree feedback and performance management system Volume I by T. V. Rao and Raju Rao, T.V. Rao Learning Systems Pvt. Ltd., Excel books, New Delhi, 2002. 2. 360 Degree feedback and performance management system Volume II by T.V. Rao, Gopal Mahapatra, Raju Rao, Nandini Chawla. T.V. Rao Learning Systems Pvt. Ltd., Excel books, New Delhi, 2003. 3. 360 Degree feedback A Management tool by Peter Ward. Jaico Books, Prakash Books India (P) Ltd. 2004. 4. 360 Degree feedback, Competency Mapping and Assessment Centers by Radha R Sharma. Tata Mcgraw-Hill publications, 2001. 5. Performance Management System by Michael Armstrong. Kogan Page Publishers, 2 edition, 2000. Webliography 1. http://www.performance-appraisal.com/home.html 2. www.citehr.com

3. www.hrvillage.com 4. www.hrguide.com 5. www.360degree.com

ANNEXURE - QUESTIONNAIRE FOR DATA-COLLECTION

Questionnaire for Supervisors: 1. Are you satisfied with the 360 degree performance appraisal method? (a) Highly satisfied (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly dissatisfied

2. State the effectiveness of this appraisal method. (a) Highly effective (b) Effective (c) Neutral (d) Ineffective (e) Highly ineffective

3. If there is a negative feedback, do you feel that it is likely to impact future performance? (a) Strongly disagree (b) Disagree (c) Neither (d) Agree (e) Strongly agree 4. Degree of communication gap between the appraisers and the appraisees. (a) Very high (b) High (c) Low (d) Very Low 5. Are the employees interested in implementing this appraisal method? (a) Yes (b) No

6. Are you happy with the fairness and confidentiality of the appraisal system? (a) Very happy (b) Happy (c) Neutral (d) Unhappy (e) Very unhappy 7. Main use of the feedback collected: (a) Compensation (b) T&D (c) Personal Development (d) Feedback (e) All of the above 8. Why do the appraisals fail? (a) Manager not taking appraisal seriously (b) Manager not prepared (c) Employees not receiving feedback (d) Management practices 9. Do you offer constructive feedback when appropriate? (a) Never (b) Rarely (c) Sometimes (d) Often (e) Always 10. Is the feedback instrumental in enhancing the appraisees knowledge and expertise in an effective manner? (a) Never (b) Rarely (c) Sometimes (d) Often (e) Always

Questionnaire for Subordinates: 1. Are you satisfied with the 360 degree performance appraisal method? (a) Highly satisfied (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly dissatisfied

2. State the effectiveness of this appraisal method. (a) Highly effective (b) Effective (c) Neutral (d) Ineffective (e) Highly ineffective

3. If there is a negative feedback, do you feel that it is likely to impact future performance? (a) Strongly disagree (b) Disagree (c) Neither (d) Agree (e) Strongly agree 4. Degree of communication gap between the appraisers and the appraisees. (a) Very high (b) High (c) Low (d) Very Low 5. Are the employees interested in implementing this appraisal method? (a) Yes (b) No

6. Are you happy with the fairness and confidentiality of the appraisal system? (a) Very happy (b) Happy (c) Neutral (d) Unhappy (e) Very unhappy 7. Main use of the feedback collected: (a) Compensation (b) T&D (c) personal Development (d) Feedback (e) All of the above 8. Why do the appraisals fail? (a) Manager not taking appraisal seriously (b) Manager not prepared (c) Employees not receiving feedback (d) Management practices 9. Have there been instances where your feedback has been influenced? (a) Never (b) Rarely (c) Sometimes (d) Often (e) Always 10. Do you feel that your feedback has improved the organizations performance level? (a) Never (b) Rarely (c) Sometimes (d) Often (e) Always

Questionnaire for Peers: 1. Are you satisfied with the 360 degree performance appraisal method? (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly dissatisfied

(a) Highly satisfied 2.

State the effectiveness of this appraisal method. (b) Effective (c) Neutral (d) Ineffective (e) Highly ineffective

(a) Highly effective

3. If there is a negative feedback, do you feel that it is likely to impact future performance? (a) Strongly disagree (b) Disagree (c) Neither (d) Agree (e) Strongly agree 4. Degree of communication gap between the appraisers and the appraisees. (a) Very high (b) High (c) Low (d) Very Low 5. Are the employees interested in implementing this appraisal method?

(a) Yes

(b) No

6. Are you happy with the fairness and confidentiality of the appraisal system? (a) Very happy (b) Happy (c) Neutral (d) Unhappy (e) Very unhappy 7. Main use of the feedback collected: (a) Compensation (b) T&D (c) personal Development (d) Feedback (e) All of the above 8. Why do the appraisals fail? (a) Manager not taking appraisal seriously (b) Manager not prepared (c) Employees not receiving feedback (d) Management practices 9. Is your feedback influenced by each other? (a) Never (b) Rarely (c) Sometimes (d) Often (e) Always 10. Is there any negative impact of the feedback on their relationship? (a) Strongly disagree (b) Disagree (c) Neither (d) Agree (e) Strongly agree

Questionnaire for Customers: 1. State the effectiveness of this appraisal method. (a) Highly effective (b) Effective (c) Neutral (d) Ineffective (e) Highly ineffective

2. How effective is the organizations performance? (a) Highly effective (b) Effective (c) Neutral (d) Ineffective (e) Highly ineffective

3. Satisfaction with the fairness of this appraisal method: (a) Highly satisfied (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly dissatisfied

4. Does your feedback contribute to employees performance improvement? (a) Never (b) Rarely (c) Sometimes (d) Often (e) Always

5. Does your feedback influence the services being provided by the appraisees? (a) Never (b) Rarely (c) Sometimes (d) Often (e) Always 6. Do you feel that 360 degree performance appraisal is the best tool to improve performance service standards in the organization? (a) Strongly disagree (b) Disagree (c) Neither (d) Agree (e) Strongly agree