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Summer Internship Program Report On: Performance Appraisal of Employee Program at Murali Fortune Park
Summer Internship Program Report On: Performance Appraisal of Employee Program at Murali Fortune Park
REPORT ON
PERFORMANCE APPRAISAL OF EMPLOYEE
PROGRAM AT MURALI FORTUNE PARK
TARGETS
1. To know about the company structure and its functioning.
2. To have a knowledge about the parent company and its functionality.
3. To achieve the objectives of the SIP.
4. To study various departments in the organization.
5. To prepare a SWOT analysis regarding the company.
6. To do the assigned work within the time frame.
7. To learn about the performance appraisal in the company.
8. To understand the process and ways adapted by the company for evaluating the
performance of the employees.
9. To gather information from the employees regarding the working environment in the
company with the help of a questionnaire.
STRATEGIES
Utilize Performance Management Software
Monitoring employee performance with check-ins and meetings
Offering rewards and praise for good performance and addressing poor performance
Regularly rating performance through summaries and reviews
Set Regular Meetings to Discuss Outcomes and Results
PERFORMANCE APPRAISAL
spot, normally including both quantitative and qualitative aspects of job performance.
The success of a company requires that both boss and subordinate staff regularly evaluate
their on-the-job performance. If they don’t know how well they are doing, then the manager
would have missed a key step in developing an environment that will consistently produce
The manager here at Murali fortune makes sure that it conducts at least an annual
employee evaluation.
Murali Fortune occurs at the end of a probationary period, anywhere from 30 to 90 days after
The point is to review, as well as those to follow, have the potential to be the most
meaningful opportunities you will have to provide information subordinates can use to
Performance appraisal should be a positive experience and contribute to the overall welfare
Self-appraisal
Analysis
Discussion
Final assessment
Appraisal Process:
Each step in the process is crucial and is arranged logically. Many organizations make
every effort to approximate the ideal process, resulting in first-rate appraisal systems.
Unfortunately, many others fail to consider one or more of the steps and, therefore have less-
effective appraisal system.
Objectives of
Performance appraisal
Establish job
Expectations
Design an appraisal
Program
Appraise performance
Performance
Interview
appropriate purpose
1. Objectives of Appraisal:
The second step in the appraisal process is to establish job expectations. This
includes informing the employee what is expected of him or her on the job.
Designing an appraisal program posses several questions which need answers. They
are (i) Formal versus informal appraisal; (ii) Whose performance is to be assessed? (iii) Who
are the raters? (iv)What problems are encountered? (v) How to solve the problems? (vi)
What should be evaluated? (vii) When to evaluate? (viii) What methods of appraisal are to
be used?
4. Performance Interview:
Performance interview is another step in the appraisal process. Once appraisal has
been made of employees, the raters should discuss and review the performance with the
rates, so that they will receive feedback about where they stand in the eyes of superiors.
The final step in the evaluation process is the use of evaluation data. The data and
information generated through performance evaluation must be used by the HR department.
Methods of Performance Appraisal at Murali Fortune hotel:
Traditional Methods
One reason for the popularity of the rating scales is its simplicity, which permits
many employees to be quickly evaluated. Such scales have relatively low
Design cost and high in case of administration. They can easily pinpoint significant
dimensions of the job. The major drawback to these scales is their subjectivity and low
reliability. Another limitation is that the descriptive words often used in such lies may have
different meanings to different raters.
2) Ranking Method:
Under this method the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the highest performance and the
employees with the lowest performance in that particular job category and rates the former as
the best and the later as the poorest. Then the rater selects the next highest and next lowest
and so on until he rates all the employees in that group. Ranking can be relatively easy and
inexpensive, but its reliability and validity may be open to doubt. It may be affected by rater
bias or varying performance standards. Ranking also means that somebody would always be
in the backbench. It is possible that the low ranked individual in one group may turnout to be
superstar in another group. One important limitation of the ranking method is that size of the
different between individuals is not well defined. For instance, there may be little difference
between those ranks third and fourth.
This method is relatively simple. Under this method, the appraiser ranks the
employees by comparing one employee with all other employees in the group, one at a time.
As illustrated, this method results in each employee being given a positive comparison total
and a certain %age total positive evaluation.
Example: A B C D E
A - A A A A
B - - C D E
C - - - D E
D - - - - E
E - - - - -
To compute Employee's positive evaluations:
(4/4)* 100=100% (0/4)* 100=0% (2/4)* 100=50% (1/4)* 100=25% (3/4) * 100 = 75%
Modern Methods
The Behaviourally Anchored Rating Scales (BARS) method combines elements of the
traditional rating scales and critical incidents methods. Using BARS, job behaviours from
critical incidents - effective and ineffective behaviours are described more objectively. The
method employs individuals who are familiar with a particular job to identify its major
components. They then rank and validate specific behaviours for each of the components.
BARS require considerable employee participation; its acceptance by both supervisors and
their subordinates may be greater. Proponents of BARS also claim that such a system
differentiates among behaviour, performance and results, and consequently is able to provide
a basis for setting developmental goals for the employee. Because it is job - specific and
identities observable and measurable behaviour, it is more reliable and valid method for
performance appraisal.
2) Assessment Centre:
This method of appraising was first applied in German Army in 1930. Later business
and industrial houses started using this method. This is not a technique of performance
appraisal by itself. In fact it is a system or organization, where assessment is done by several
individuals and also by various experts by using various techniques.
In this approach individual from various departments are brought together to spend two or
three days working on an individual or a group assignment similar to the ones they'd be
handling when promoted. All assess get an equal opportunity to show their talents and
capabilities and secure promotion based on merit. An assessment model is shown below.
Human Resource Accounting deals with cost of and contribution of human resource
to the organization. Cost of the employee includes cost of manpower planning, recruitment,
selection, induction, placement, training, development, wages and benefits etc. employee
contribution is the money value of employee service which can be measured by labour
productivity or value added by human resources.
3) Management by objectives:
■ The subordinate and superior jointly determine goals to be accomplished during the
appraisal period and what level of performance is necessary for the subordinate to
satisfactory achieve specific goals.
■ During the appraisal period the superior and subordinate update and later goals as
necessary due to changes in the business environment.
Problems with Performance Appraisal
1) Compare/contrast error
When appraising employees, it is important never to compare their abilities and using it to
make a judgment.
Each employee is gifted in their unique way and thus has different strengths and weaknesses.
When you try to compare or contrast their abilities, it means that you will not get a fair
review because high performers will certainly make relatively low performers for particular
tasks to look below average, which on some occasions is never the case.
Of essence is to ensure that you appraise every worker by their performance against
established standards and criteria, individually.
2) Similarity error
In every organization, some employees have a resemblance of different aspects with the
manager. Now some managers usually find it easy to reward such employees highly
compared to those who portray contrasting behaviour or opinion.
As a manager, it would be significant to ensure that you perform your employee appraisal
objectively and considering that diversity should be respected, try to carry out the appraisal
process based on performance and results that they provide and not primarily by
similarity/dissimilarity that you have.
3) Bias
Bias is also one of the problems with performance appraisal managers often encounter. As a
matter of fact, everyone has some biases towards someone or something irrespective of how
we portray them. However, as a manager, it is imperative not to let the biases hinder the
manner in which you approach performance evaluation process.
Your biases can manipulate the objectivity of appraisal hence it is important to ensure that
you keep it off as much as possible to make sure that you do not compromise the results of
your findings. Biases may also lead to inconsistencies among different employees bearing in
mind that the key element for attaining best results from appraisal is consistency.
If you do not like someone it will not be right to use that feeling in making review judgment,
it is unprofessional.
4) Stereotyping
Stereotyping is closely related to biases only that in this case, you tend to make your
judgment by your predetermined mindset towards a particular employee’s race, gender,
political affiliation, religious background, culture and other characteristics.
What you need to know is that stereotyping can also be positive or negative and thus can
significantly influence your judgment respectively. It is only ideal to look beyond the labels
and evaluate the employee by set standards and performance.
ACHIEVEMENTS
LIMITATIONS
As the study revolves around the performance appraisal of human resources aspects the
overall organization performance cannot be ascertained. In spite of giving honest and sincere
efforts there are several limitations, which are as follows:
The period of study is only for about 2months, which is a major constraint.
The perception bias or attitude of the respondents may also act as hurdles to the study.
The study cannot be oriented with all HRM practices followed by MURALI
FORTUNE PARK because of the paucity of time requirements.
The sample size taken for the research is small due to the constraint of time.
CONCLUSION
It has been a wonderful experience working with MURALI
FORTUNE PARK HOTEL as they have given me an opportunity to learn about
the human resource management sector of the company. I have been to various
departments in the company and knowing about all the operations of the
organization. I have visited various clients, managers and employees who
explained about the various things and methods of performance appraisal which
the company uses to evaluate its employees. It is very important to maintain good
relations in the world of business to ensure survival. An effective time
management allows us to do our assignment efficiently and meet our schedules on
time which thus increases the credibility of the employees. In working
environment, teamwork is vital in contributing to a strong organization. Teamwork
is also essential in reaching the goals of the organization as an entity. Thus,
communicating and sharing is much needed in the working environment among the
employees as well as between the various levels of the company. This is because
working together as a team is easier in reaching our targets, rather than operating
individually.