Professional Documents
Culture Documents
ON
“Performance
Appraisal”
IN
Submitted to Submitted by
1
ACKNOWLEDGEMENTS
First and foremost, I extend my deepest thanks to my mentor and guide Ms. Ritu
Arora for giving me this opportunity to work in such a prestigious organization as well
as for giving me a wonderful project. Without his constant guidance and feedback, I
would have never been able to complete the project in the fashion, I did.
I thank Ms. Mridul Maheshwari, whose consistent support and cooperation showed
the way towards the successful completion of the project His views, advices and
I thank Ms. Meera Arora, for their support and encouragement. My special thanks to
HR executives of the company whose priceless inputs and direction have paved the
2
TABLE OF CONTENTS
Company Profile
Company Profile……………………………………………………………….5
Board of Directors……………………………………………………9
Worldwide helps for victim…………………………………………11
Purchasing…………………………………………………………..12
Product……………………………………………………………....12
Innovation……………………………………………………………13
System rail vehicle………………………………………………….14
System of commercial vehicle…………………………………….28
Regional offices………………………………………………….….31
Introduction
Management appraisal …………………………………………….35
Terms related to performance appraisal ………………………....36
P. A. Process …………………………………………………….....37
P.A Format…………………………………………………………..38
Techniques of P.A ……………………………………………..……39
Tradition problems with appraisal……………………………….…58
Significance of the problem …………………………………….….60
Review
Review of literature …………………………………………….……62
Focus of project……………………………………………………..64
3
Objective of study…………………………………………………...64
Research Methodology
Research design……………………………………………….…..66
Methods of research……………………………………………….67
Primary Data……………….. ……………………..….68
Secondary Data……………………………………….68
4
COMPANY
PROF ILE
5
Company profile
The second main area of activity for Knorr-Bremse emerged in 1922, when company
moved into pneumatic braking systems for commercial road vehicles. Knorr-Bremse
was the first European company to develop a new kind of pneumatic system that
applied the brakes simultaneously to all four wheels of a truck as well as its trailer.
The resultant reduction in braking distances made a significant contribution to
improving road safety.
Detailed below are some of the milestones in 100 years of company history.
Georg Knorr
6
As the world's leading manufacturer of braking systems for rail and commercial
vehicles, Knorr- Bremse has been pioneering development, production and
marketing of modern braking systems for a variety of applications for 100 years,
making an important contribution to improved safety on the railways and the roads.
The company also produces door systems for rail vehicles and torsion dampers.
In 2003 the Group's workforce of over 11,000 achieved world-wide sales of EUR 2.2
billion. The key to our market success is our local presence and high flexibility - the
result of decentralized, transparent corporate structures, internationally co-
coordinated development and manufacturing operations, and a global service
network. As a forward-looking company we rely on the innovative skills and
commitment of our workforce to retain our lead in the development of state-of-the-art
technologies for rail and commercial road vehicles.
In 2005 the Group's workforce of over 12,100 achieved world-wide sales of EUR 2.7
billion. The key to our market success is our local presence and high flexibility - the
result of decentralized, transparent corporate structures, internationally co-
coordinated development and manufacturing operations, and a global service
network. As a forward-looking company we rely on the innovative skills and
commitment of our workforce to retain our lead in the development of state-of-the-art
technologies for rail and commercial road vehicles.
7
Board Of Director
Executive Board of Knorr-Bremse AG
8
Worldwide help for victim of disaster
Knorr-Bremse Global Care e.V. has taken on the task of financing local, direct and
concrete relief projects in the respective crisis areas with donations. The measures
shall be suitable to give the concerned persons again the possibility to independently
earn their living in order to support their families. The most important criterion
future.
Product
9
Expertise and passion - combined with 100 years of experience with braking
systems - these are the ingredients in the Knorr-Bremse success story. As the
preferred supplier of manufacturers and operators of rail vehicles throughout the
world, we not only produce complete braking systems for all types of rail vehicles but
also door systems, toilets, air-conditioning, couplings and windscreen wipers.
The customer is the central focus of all our activities - and sales and service centers
in 22 different countries around the globe mean we are always available when
needed. Whatever you require, we offer an expert, one-stop, locally based service
Quality
Brake systems from Knorr-Bremse play a crucial role in vehicle safety, and stringent quality
standards are applied throughout all development, production and delivery processes. But
10
our responsibility continues even after the customer has taken delivery: we offer quality-
focused training and service throughout a product’s entire life. To be able to offer such
levels of quality we have to ensure complete control of all core business processes, together
with associated management and support functions, and subject these to continuous
improvement.
Rail vehicle manufacturers and operators all have their own distinctive profiles - profiles as
unique as the external overhaul, maintenance, and repair needs of their vehicles. Through
railservices, Knorr-Bremse offers the ideal customized service package for every
conceivable requirement - for freight cars, streetcars, metros or commuter rail networks,
locomotives or high-speed trains. Performance, quality, and proximity are the cornerstones
Performance
The railservices portfolio offers exactly what rail vehicle
manufacturers and operators want: value-for-money solutions
tailored to their specific needs - from repairs of brake cylinders to
complete overhauls of complex braking systems. And the focus
is always on getting the vehicles back on the track as fast as
possible - without compromising on quality.
Quality
Locomotives and freight or passenger cars should be out and
about - not standing in the workshop. The uncompromising high
quality offered by railservices ensures maximum availability of
rail vehicles in the passenger and freight sectors alike.
11
Proximity
Regardless of the size and scope of their operations, rail vehicle
manufacturers and operators all appreciate a service partner with
a local presence. The railservices portfolio is available right
where the customer needs it: close at hand.
Platform screen doors are closed glass constructions in underground stations that form a
barrier between the platform edge and the track that protects passengers from the moving
train and effectively eradicates the danger of anyone falling on to the rails by accident. They
also reduce the air turbulence as the train enters or leaves the station by isolating the
platform from the tunnel. This makes it possible to heat or air-condition the waiting area
much more economically than before. Platform screen doors make underground stations
safer, cleaner, quieter and therefore more attractive for the travelling public.
Advantages
- passenger management
- enhanced comfort
Windscreen wipers
12
All clear ahead
times.
We can supply systems for every kind of rail vehicle - from trams and metros to locomotives
or high-speed trains. Products range from compact systems to one, two or three-arm wipers.
And, of course, all of them are exclusively equipped with components tried and tested by
Knorr-Bremse.
Advantages
Knorr-Bremse windscreen wiper and washer systems are virtually maintenance-free and
therefore extremely economical to operate. They also take up very little space and minimize
Functions (optional):
Train safety
13
Better safe than sorry
enhance the active safety of rail vehicles: an electronic and a pneumatic system,
Applications
- multiple units
HVAC
Breathingfreely
Whatever the climate, whatever part of the world you are in, air conditioning,
ventilation and heating systems from MERAK have been offering flexible solutions
for high-speed trains, coaches, urban and underground trains for almost forty years.
And from the very outset, environmental protection has been a priority in all
14
Main product
- electronic systems
Furtherinformation
We will be pleased to answer any questions you may have about particular systems or
MERAK
e-mailmerak@merak-sa.com
www.merak-sa.com/
Quality
15
Knorr-Bremse systems are of crucial importance for vehicle safety and therefore
have to meet the most stringent quality requirements. This applies to more than just
the development, production and delivery process - our responsibility continues even
after delivery. We offer quality-focused training and service throughout the entire life
of our products.
Expertise
A combination of decades of experience of braking technology and the company’s global
development activities has enabled Knorr-Bremse to gather a vast quantity of specialist
expertise and innovative capacity. All our development projects draw on our combined skills
in three main areas of technology – mechanical and electronic engineering and pneumatics.
State-of-the-art development tools, simulations and rigorous testing ensure that the
name Knorr-Bremse remains synonymous with extremely rugged systems offering
safe and reliable braking even under the harshest conditions.
Innovative products such as the ESP electronic stability program, pneumatic disc
brakes and compressors equipped with energy-saving devices set new standards in
brake technology.
Services
We offer more
As well as supplying innovative products, Knorr-Bremse offers a comprehensive
support program throughout their operating life that includes product training,
diagnostic and repair tools and a comprehensive spare part supply network.
16
Regional offices
Munich (Germany)
Berlin (Germany)
Switzerland
Modling (Austria)
United kingdom
France
Italy
Spain Sweden
Hungary
Poland
NY (USA)
MD (USA)
Canada
Brazil
South Africa
Tokyo (Japan)
South Korea
17
INRODUCTION
18
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
modern human resources management.
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, a basic human tendency to make judgments about those one is
working with, as well as oneself.” The human inclination to judge can create
serious motivational, ethical and legal problems in the workplace. Without a
structured appraisal system, there is title chance of ensuring that the judgments
made will be lawful, fair, defensible and accurate.
was found to be less than ideal, a cut in pay would follow. On the other hand, if their
performance was better that the supervisor excepted, a pay rise was in order. Little
felt that a cut in pay or a rise, should provide the only required impetus for an
19
For example, early motivational researchers were aware that different people with
roughly equal work abilities could be paid the same amount of money and yet have
These observations were confirmed in empirical studies. Pay rates were important,
yes; but they were not the only element that had an impact on employee
performance. It was found that other issues, such as morale and self-esteem,
could also have a major influence. As a result, the traditional emphasis on reward
outcomes was progressively rejected. In the 1950s in the United States, the potential
MODERN APPRAISAL
In many organizations- but not all- appraisal results are used, either directly or
indirectly, to the help determine reward outcomes. That is, the appraisal results are
used to identify the better performing employees who should get majority of
available merit pay increases, bonuses and promotions. By the same token,
appraisal results are used to identify the poorer performers who may required some
form of counseling, or in extreme cases, demotion, dismissal or decreases in pay.
20
TERMS RELATED TO PERFORMANCE APPRAISAL
performance.
other, so that there is a best, a second best and so on. This is REAL SERIOUS
judgment
21
PERFORMANCE APPRAISAL PROCESS
Performance Information
Evaluation performance
Areas
Supervisor Reviews
Appraisal
HR Reviews Appraisal
Appraisals/ Presentation of
Documents to HR Appraisal
22
Defined by schneier and Beatty as,” ….the process of identifying, measuring
tries to:
actions, etc.
APPRAISAL FORMATS
Many different formats and procedures have tried to meet these multiple objectives.
For each of these purposes, someone in the organization must make some
evaluated and about the manner in which the evaluation will be done, by whom, and
how well. There are relatively few special rules or special principals applicable only
23
Regardless of the types of format used, the following criteria are recommended as
performance;
upcoming year;
Essay appraisal.
Graphic rating scale.
Field review.
Forced- choice rating.
Critical incident appraisal.
Management- by- objectives approach.
Work- standards approach.
Ranking methods.
Assessment centers.
24
Each of these has its own combination of strengths and weaknesses, and none is
able to achieve all the purposes for which management institutes performance
appraisal system. Nor is any one technique able to evade all of the pitfalls. The best
Essay Appraisal
In the essay method approach, the appraiser prepares a written statement about the
employee being appraised.
The statement may be written and edited by the appraiser alone, or it be composed
This technique may not yield the depth of an essay appraisal but it is more
unsatisfactory) and on a variety of other factor that vary with the job but usually
include personal traits like reliability and cooperation. It may also include specific
25
The graphic scales have come under frequent attack, but remain the most widely
used rating method. In a classic comparison between the “ old- fashioned “ graphic
scales and the much more sophisticated forced- choice technique, the former proved
to be fully as valid as the best of the forced-choice forms, and better than most of
them. It is also cheaper to develop and more acceptable to raters than the
forced- choice form. For many purposes there is no need to use anything more
Field Review
When there is reason to suspect rater bias, when some raters appear to be using
graphic ratings are often combined with a systematic review process. The field
review is one of one of several techniques for doing this. A member of the
personnel or central administrative staff meets with small groups of raters from each
supervisory unit and goes over each employee’s rating with them to (a) identify
areas of inter-rater disagreement, (b) help the group arrive at a consensus, and (c)
This group- judgment technique tends to be more fair and more valid than
individual ratings and permits the central staff to develop an awareness of the
different departments. On the negative side, the process is very time consuming.
26
Forced- choice rating
Like the field review, this technique was developed to reduce bias and establish
objective standards of comparison between individuals, but it does not involve the
intervention of a third party. Although there are many variations of this method,
the most common one asks raters to choose from among groups of statements
those which best fit the individual being rated and those which least fit him. The
statements are then weighted or scored, very much the way a psychological test is
scored. People with high scores are, by definition, the better employees; those with
low score are poorer ones. Since the rater does not know what the scoring weights
for each statement are, in theory at least, he cannot play favorites. He simply
describes his and someone in the personal department applies the scoring weights
The rationale behind this technique is difficult to fault. It is same rationale used in
method tends to irritate raters, who feel they are not being trusted. They want to
say openly how they rate someone and not be second- guessed or tricked into
A few clever raters have even found ways to beat the system. When they want to
give average employee Harry Smith a high rating, they simply describe the best
employee they know. If the best employee is Elliott Jones, they describe Jones on
Smith’s forced-choice from. Thus, Smith gets a good rating and hopefully a raise. An
27
additional drawback is the difficulty and cost of developing forms.
levels where the jobs are sufficiently similar to make standard or common form
feasible.
The critical incident technique looks like a Natural to some people for performance
with an employee. Supervisors are asked to keep a record, a “little black book”, on
Instead of arguing over traits, the discussion deals with actual behavior.
There are, however, several drawbacks to this approach. It requires that supervisor
jot down incidents on a daily or, at the very least, a weekly basis. This can
become a chore. Furthermore, the critical incident rating technique need not, but
Finally, the supervisor sets the standards. If they seem unfair to a subordinate, might
he not more motivated if he at least has some say in setting, or at least agreeing to,
28
Management by Objectives (Results Method)
The use of management objectives was first widely advocated in the 1950s by the
Usually the objectives are established jointly by the supervisor and subordinate.
once an objective is agreed, the employee is usually expected to self- audit; that is
Typically they do not rely on others to locate and specify their strengths and
weaknesses. They are expected to monitor their own development and progress.
Advantages
the employee meets or exceeds the set objectives, then he or she has demonstrated
outcomes, and not on their potential for success, or on someone’s subjective opinion
29
The guiding principle of the MBO approach is that direct results can be
observed, whereas the traits and attributes of employees (which may or may
MBO advocates claim that the performance of employees cannot be broken up into
so many consitituent parts- as one might take apart an engine to study it. But put all
the parts together and the performancemay be directly observed and measured.
Disadvantages
autonomy and achievement. But on the downside, they can lead to unrealistic
Supervisors and subordinates must have very good “reality checking” skill to use
MBO appraisal methods. They will need these skills during the initial stage of
objective setting, and for the purposes of self-auditing and self monitoring.
Unfortunately, reasearch studies have shown repeatedly that human beings tend
to lack the skills needed to do their own “reality checking”. Nor are these skills
30
One of the strenghts of the MBO method is the clarity of purpose that flows from
has become very appearent that the modern organisation must be flexible to
organizations set measured daily work standards. In short the work standards
To be effective, the the stadards must be visible and fair. Hence a good deal of time
is spent observing employees on the job, simplifying and improving the job where
It is not clear, in case, that work satndards have been integrated with an
standards program provides each employee with a more or less complete set of his
job duties, it would seem only natural that supervisors will eventally relate
performance appraisal and interveiw comments to these duties. The use of work
standards should make performance interveiws less threating than use of personal,
31
The most serious drawback appears to be problem of comparability. If people are
evaluated on different standards, how can the ratings be brought together for
Ranking Methods
The rating scale method offers a high degree of structure for appraisals. Each
employee traits or characteristic is rated on a scale that usually has several points
skill) competence. The nature and scope of the traits selected for inclusion is
limited only by the imagination of the scales designer, or by the organization’s need
to know.
The one major provision in selecting traits is that they should be in some way
Assessment Centers
in any placement decision and even more so in promotion decision, some prediction
of future performance is necessary. How can this kind of prediction be made most
validly and most fairly? One widely used rule of thump is that “ what a man has done
32
is the best predictor of what he will do in the future”. But suppose you are picking a
man to be a supervisor and this person has never held supervisory responsibility?
Or suppose you are selecting a man for a job from among a group of candidate,
none of whom has done the job or one like it? In these situations, many
accurately.
Typically, individuals from different departments are brought together to spend two
or three days working on individual and group assignments similar to the observers-
of- merit ranking for each participant. Less structured, subjective judgments are also
made.
There is a good deal of evidence that people chosen by assessment center methods
work out better than those not chosen by these methods. The center also makes it
possible for people who are working for department of low status or low visibility in
center, show how they stack up against people from more well- known departments.
This has the effect of equalizing opportunity, improving morale, and enlarging the
33
3600-degree performance Appraisal
Boss
Self Tea
Peer
m
Client
The individual first complete a self- assessment, rating themselves over a serious
e.g. Manager, Colleagues, and Team Member. Each selected person then assesses
the individual for their current performance under the same series of behaviors using
The feedback is then summarized and collected for the individual as a series of
reports. Each report is deigned to emphasize a different aspect of the feedback e.g.
strengths, Development Areas, opinion differences. Once the individual has received
the report they are in a position to identify which behaviors are seen as in need of
used as a support aid for management development training. Managers can use the
34
360 report to focus on areas of the course which have been highlighted by
colleagues.
managers with key information which they would otherwise find hard to obtain.
supervisor can hardly know, in a very adequate way, just what each of 20, 30, or
Standards and ratings tent to vary widely and, often, unfairly. Some raters
are tough, others are lenient. Some departments have highly competent people;
35
Because of lack of communication, employees may not know how they are
decisions, until the people being appraised know what is expected of them and
making the rating. Rather than confront their less effective subordinates with
salary increases, supervisors often take more comfortable way out and give
employees. Negative feedback not only fails to motivate the typical employee,
but also can cause him to perform worse. Only those employees who have a
performance.
the supervisor by placing him in the role of judge, thus countering his equally
organizational climate.
36
Traditional problems with appraisals
Halo Effect:- One trait of the individual affects the others bias. Graphic
their staff.
will fit practice to purpose when setting goals and selecting appraisal techniques to
achieve them. Then he shows how they can be used singly and in cobination with
undertake this matching effort, many familiar pitfalls of appraisal programs can be
avoided.
37
Improve organization development by identifying people with promotion
It has been estimated that over three fourths of U.S. companies now have
lost hope, and they point to scores of problems and pitfalls are evidence.
But considering the potential of appraisal programs, the issue should not be
whether to scrap them; rather, it should be how to make them better. One reason
for failures is that companies often select indiscriminately from the wide battery of
38
SIGNIFICANCE OF THE PROBLEM
problem and yet one of the most critical responsibilities of human resources
to, how often, and who should give performance feedback to a worker.
Experts and researchers that the have analyzed performance appraisal have
with performance appraisals. Since organizations will most likely continue to make
reconciled. Hence, the purpose of the study is the determine whether effective
communication took place during the appraisal process from both the managerial
39
REVIEW OF LITRATURE
and research. Performance appraisals also play a central role in most personnel
The performance appraisal process has been known to leave employees embittered,
dejected, and unfit for productive work for many weeks after the rating. They have
practitioners and
research.
Many researchers have suggested that appraisal reactions play an important role in
the appraisal process because they are vital to the acceptance and use of an
40
Thus, it seems vital to organizations that researchers continue to address the issue
of employee appraisal reactions to help bridge the gap between science and
evaluations, any appraisal system will be doomed for failure. If not accepted and
The study highlighted some of the benefits associated with allowing performance
employee satisfaction with the appraisal session, the appraisal system, perceived utility
the system. There were at least five ways empirically identified including allowing employees
to voice their opinions (e.g. value- expressive participation), allowing them to influence the
41
appraisal through voicing their opinions ( instrumental participation), allowing influence the
appraisal, and allowing them to participate in goal setting in then appraisal process.
The value- expressive explanation suggests that employees perceive the chance for self-
that attitudes are affected because the opportunity to voice one’s opinions is a desired end
in itself. Value- expressive participation was more strongly related to positive reactions than
will be looking at satisfaction with the appraisal session in the context of communication.
The project has been designed mainly to focus on to understand the performance
performance management system for the organization keeping in view the practical
42
Objectives of the project
the organization.
management system.
levels viz…
ii.) Supervisory
43
iii.) Managerial ( Executive)
Research Methodology
44
What is research?
application with the help of such fact6s, laws or theories. The term “research” is also
information needed. It is overall operation pattern and the framework of the project
that stipulates what information is to be collected from which source and by what
procedure.
services agencies in two mid- sized American cities is the subject of this study
For present study the research design has been descriptive. It is descriptive
45
Methodology research design
organization.
viz…
2.) Supervisory
46
Universe & survey population
For the accomplishment of the project the universe and the survey smple both are
the organization itself. The universe is the organization in the sense that the project
of performance appraisal is designed for the company and so the survey sample is
Data collection
The data collected for the research is undertaken through primary as well secondary
Primary data
The primary data has been collected from the various mediums like:
Telephone survey.
Survey data
The secondary data has been collected from the mediums like:
47
Micro
Analysis
48
Table No. 1
Is performance appraisal necessary
RESPONDENTS PERCENTAGE
Yes 36 72
No 14 28
TOTAL 50
49
IS P E R F O R M A N C E A P P R A IS A L N E C E S S A R Y
No
28%
Y es
No
Y es
72%
Table No. 2
Importance of performance appraisal
RESPONDENTS PERCENTAGE
Motivation 26 52
Competitive feel 8 16
Distinction 16 32
50
52% respondents think that performance appraisal is important to motivate an employee,
32% think that performance appraisal helps to distinguish between efficient staff from non-
efficient ones.
32%
Motivation
C om petitive feel
52% D is tinction
16%
Table No. 4
Form of performance appraisal
RESPONDENTS PERCENTAGE
Monetary rewards 13 26
Non monetary 37 74
51
F O R M O F P E R F O R M A N C E A P P R A IS A L
M o n e t a ry re w a rd s
26% 74% N o n m o n e t a ry re w a rd s
Table No. 5
Method for performance appraisal
52
40% respondents prefer ranking method to be adopted, 36% are in favour of graphic rating
scale and the least are in favour of group appraisal.
M E T H O D F O R P E R F O R M A N C E A P P R A IS A L
14%
10% 36%
G ra p h ic ra t in g s c a le
R a n k in g m e t h o d
P a ire d c o m p a ris o n m e t h o d
G ro u p a p p ra is a l
40%
Table No. 6
Type of performance appraisal
RESPONDENTS PERCENTAGE
Group appraisal 9 18
Individual appraisal 41 82
53
T Y P E O F P E R F O R M A N C E A P P R A IS A L
18%
G ro u p a p p ra is a l
In d ivid u a l a p p ra is a l
82%
Table No.7
Considerations during performance appraisal
54
Considerations during performance appraisal:
30 % officials consider leadership important for performance appraisal, 22% consider
teamwork important and achievement is considered as least important for performance
appraisal.
C O N S ID E R A T IO N D U R IN G P E R F O R M A N C E A P P R A IS A L
12%
18%
A c hievem ent
Leaders hip
Team work
18% 30%
P res entation s k ills
C us tom er orientation
22%
55
Table No.8
Grades & achievements
RESPONDENTS PERCENTAGE
Yes 18 36
No 32 74
G R AD ES & AC H IEV E M E N TS
36%
Ye s
No
64%
56
Table No.9
Best Form to give appraisal
B E S T F O R M T O G IV E A P P R A IS A L
18%
30%
P ro m o tio n
12% B onus
C h a lle n g in g p ro je c ts
To k e n o f a p p re c ia t io n
40%
57
Table No.11
Prime factor to measure performance
P R IM E F A C T O R T O M E A S U R E P E R F O R M AN C E
22% 26%
A ttend anc e
P unc tuality
E x ec utio n of plans
C onvin c ing pow er
14%
3 8%
58
Table No.12
Major problem during appraisal
M A J O R P R O B L E M D U R IN G P E R F O R M A N C E A P P R A IS A L
34%
38%
Lac k of c om petenc e
B ia s n e s s
R e s is t a n c e
28%
59
OBSERVATIONS & SUGGESTIONS
60
OBSERVATIONS & SUGGESTIONS
Yearly performance reviews are critical. Organizations are pressed to find good
reasons why they can’t dedicate an hour- long meeting once a year to ensure the
mutual needs of employee and organization are being met. Performance reviews
help supervisors feel more honest in their relationship with their subordinates and
feel better about them self in their supervisor roles. Subordinates are assured clear
understanding of what expected from them their own personnel strengths and area
of development and solid sense of their relationship with their supervisors. Avoiding
management’s time to do what isn’t being done properly. Conduct the following
activities.
performance planning and appraisal state that the ;law requires that performance
appraisal be:
Not biased against any race, color, sex, religion, or nationality and;
61
Performed by people who have adequate knowledge of the person or job. Be
She has been dealt with unfairly in an appraisal process, e.g. that the
following
Dates specifying the time interval, over which the employee is being
evaluated,
any assigned goals from the strategic plan, along with needed skill, such
Space for commentary for each dimension, a final section for overall
commentary,
A final section for action plans to address improvements, and lines for
Signature may either specify that the employee aspects the appraisal or
62
3. Schedule the first performance review for six months after the employee
starts employment. Schedule another six months later, and then every year
4. Initiate the performance review. Tell the employee that you’re imitating a
5. Have the employee suggest any update to the job description and provide
Have them record their input on their own sheets (their feedback will be
You and the employee can exchange each of your written feedback in the
received the job descriptions and goals well in advance of the review, i.e
year before.
and associated formal goal for basis of review. Be sure you are familiar with the
job requirements and have sufficient contact with the employee to be making valid
judgments
63
Don’t comment on the employee’s race, sex, religion, nationality, or a
according to the dimensions on the appraisal from, and suggest actions and
Use example of behaviors, whereas you can in the appraisal to help avoid
counting on hearsay.
The best way to follow this guideline is to consider what you saw with your
eyes. Be sure to address only the behaviors of that employee, rather than
exchanging feedback and coming to action plans, where necessary. In the meeting
let the employee speak first and give their input. Respond with your own input. Then
Attempt to avoid defensiveness; admitting how you feel at the present time,
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Try to end the meeting on a positive note.
commentary on to the from. Note that if the employee wants to add attach written
input to the final from, he or she should be able to do so. The supervisor signs the
from and asks the employee to sign it. The form and its action plans are reviewed
every few months, usually during one- on- one meeting with the employee.
9. Notes that if that supervisor has been doing a good job supervising, then
performance issue should have been conveyed when they occurred, so nothing
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LIMITATIONS
The report had to work under some constraints and limitations, as nobody is
interested in disclosing the HR related policies and procedures and when it comes to
Respondents may not have been true in answering various questions and may be
biased to certain other questions. Some respondents were however not willing to
share there views and were reluctant to give any information. Also as the
performance appraisal was designed for exiting organization, the sample size was
Respondents were also reluctant to answer some questions are they took thm as
personal.
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But all is well that ends well …. In spite of the above limitation I was able to complete
the project successfully and it was highly appreciated as a sincere effort of my hard
work.
Bibliography
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Bibliography
www.hrm.neu.edu/from/paform
www.perfomance-appraisal.com
www.knorr-bremse.com
www.unep.org
www.acas.org.uk.
www.qualintra.com
www.businessballs.com
www.tata.com
www.indiacars.com
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