Human Resource Management

Project on

Performance appraisal

GROUP MEMBERS

Aarti Thombare 01

Ashwini tembhurne 30

Ashutosh patil 19

Siddesh tandel

Mahesh mhatre.

Submitted to

Prof. Nilesh Manore

Introduction
 In the business world investment is made in machinery, equipment and services. Quite
naturally time and money is spent ensuring that they provide what their suppliers claim.
In other words the performance is constantly appraised against the results expected.

 When it comes to one of the most expensive resources companies invest in, namely
people, the job appraising performance against results is often carried out with the same
objectivity. Each individual has a role to play and management has to ensure that the
individual’s objectives translate into overall corporate objectives of the company.
Performance Management includes the performance appraisal process which in turn helps
identifying the training needs and provides a direction for career and succession planning.

 A performance appraisal, employee appraisal, performance review, or (career)

development discussion[1] is a method by which the job performance of an employee is
evaluated (generally in terms of quality, quantity, cost, and time) typically by the
corresponding manager or supervisor.[2]

 A performance appraisal is a part of guiding and managing career development. It is the

process of obtaining, analyzing, and recording information about the relative worth of an
employee to the organization.

 Performance appraisal is an analysis of an employee's recent successes and failures,

personal strengths and weaknesses, and suitability for promotion or further training. It is
also the judgement of an employee's performance in a job based on considerations other
than productivity alone

 The process of performance appraisal help the employee and the management to know
the level of employees performance compare to the standards level.

 It was useful to decide upon employees promotion, transpher salary determination and
the like.

 It indicate the level of desired performance level, level of actual performance and the gap
between these two.

 The process of hrd helps the employee to acquire and develop technical and managerial
and behaviourial knowledge sckills and abililty and moulds the values, beliefs and
attitudes necessary to perfoem present and future roles.

 Performance appraisal is essential to understand and improve the employee performance

through HRD.
Definition and meaning
What is Performance?

 Performance is synonymous with behaviour; it is what people actually do. Performance

includes those actions that are relevant to the organizational growth and can be measured
in terms of each individual’s proficiency (level of contribution). Effectiveness
Performance refers to the evaluation of results of performance that is beyond the
influence or control of the individual.

What is performance appraisal?

 Performance Appraisal is a method of evaluating the behavior of employee in the work

spot normally including both the qualitative and quantitative aspect of performance.

 Performance Appraisal (PA) refers to all those procedures that are used to evaluate the
personality, performance, potential, of its group members

 Performance appraisal is not job evaluation. It refers to how well someone is doing the
assigned job. Job evaluation determines how much a job is worth to the organization and,
therefore what range of pay should be assigned to the job.

 Performance appraisal is continuous process in every large scale organization.

 According to Delar Beach

o Performance appraisal is the systematic evaluation of individual with respect to

his performance on the job and his/ her potentials for development.

 According to Shubin

o Performance appraisal means a systematic appraisal of employees personality,

traits and performance on the job and is design to determine his contribution and
relative work to the organization.

 According to Scott, Scholleir and Sriengel

o Performance appraisal is a process of evaluating and employees performance of a

job in terms of its requirements.
Characteristic of Performance Appraisal
1. A well-developed evaluation process is one that has the support of top administration
within the organization and that is viewed as fair and productive by all who participate in
it.

2. Evaluation related to job description.

3. Clear criteria: Individual have a right to know the criteria by which they will be
evaluated.

 Employee must know who is responsible for evaluating their performance.

 The person evaluating be in the use of evaluation tool and be skilled in conducting
evaluation interview.

 Well-developed plans and well implemented plans for monitoring the evaluation process
and the tools

 It is a step by step process

 It examine the employee strengths and weaknesses

 Scientific and objective study

 Ongoing and continuous process

 Secure information for making correct decisions on employees

Need of performance appraisal

 Provide information about the performance rank basing on which decision regarding
salary fixation, confirmation, promotion, transfer and demotion are taken.

 Provide information which helps to counsel the subordinate.

 To prevent grievances and in disciplinary activities.

 Provide feedback about employees

 Provide database

 Diagnose the S & W of individuals

  Provide coaching, counseling, career planning to subordinates

 Provide information which helps to council the subordinate.

 To prevent grievances and in disciplinary activities as in the case of Glaxo.

 Provide information to diagnose deficiency in the employee regarding skill, knowledge,

determine training and developmental needs and to prescribe the means for employee
growth provides information for correcting placement.

Objectives of the performance appraisal

 To create and maintain a satisfactory level of performance.

 To contribute the employee growth and development through training, self and
management development programs. Tata power aims at employee development through
performance appraisal.

 To help the superior to have a proper understanding about their subordinates.

 To guide the job changes with the help to continuous ranking.

 To facilitate fair and equitable compensation based on performance.

 To provide information for making decisions regarding lay-off, retrenchment etc., as in

the case of Hyundai engineering.

 Data related to performance assessment of employees are recorded and store and use for
several purpose .

 The main purpose of employee assessment are

 To effect promotion base on competence and performance.

 To assess the training and development need of employees.

 P.A. provide format for dialogue between the superior and subordinate.

 Develop positive relation and reduce grievance

 Facilitates research in personnel management

5 terms in performance appraisal

 Performance Appraisal
Performance appraisal is a process of assessing, summarizing and developing the work
performance of an employee. In order to be effective and constructive, the performance
manager should make every effort to obtain as much objective information about the
employee's performance as possible. Low performance can push the organization back in
today’s tough competition scenario. The project is aimed at analyzing the performance
appraisal in companies.

 Rater
A person who determines the rating in the organizations for employee is called as Rater.

Rater is a person who has knowledge about the job content and who is capable to rate the
employee.

Rater is the immediate supervisor superior HR manager etc..

 Retie
Ratie is a person who is assessed by superior or who’s work done or job will be evaluate
by qualitative and quantitative aspects.

 Performance Appraisal Process

 The performance appraisal process is a process that evaluates employee performance. 
Normally it compares quality, quantity, cost, and time.  Some of the things that
performance appraisal are used to do would be.

 Give something tangible to the employee regarding their work performance.

 Shows what training employees need.

 Determines what the employees raise might be.

 Post-Performance Interview

It is the essential part of performance appraisal system. The employers gets useful
feedback information about how efficiently and effectively he is able to discharge the
assign duties.

It is also meet the objectives like

 To let employee the employee know where they stand

 To help employee to do a better job and what is expected by them.
 To plan opportunity for development and growth.

Steps in performance appraisal

There are some procedures that you should put in work at your work place. This will help the
employees know what you are expecting of them, and also establish a standard within your work
that everyone will be able to understand and follow.  Some of these things would be listed here.

 Establishing performance standards

 Communicate standards and expectations
 Set up a system that measures actual performance
 Compare employee with the standards implemented
 Discuss results with employee
 Make a decision on what you are going to do, or take corrective action.
 `

Now as an employee, you should not get nervous when you hear anything about a performance
appraisal or review.  As long as you have tried as hard as you can and done everything in your
capability to do your job duties, you can take what you hear from you employer and use it to help
yourself.  You can take what your employer tells you about the appraisal and use it to help you
do your job better. 

Now most Performance Appraisals are held annually, but it can be held whenever your employer
sees fit.  Most companies hold their evaluations once a year because they feel that it is too time
consuming.  Some feel that having it twice a year is better because you can let the employee
know if they are doing good, or if they are doing something that they could do better you can tell
them sooner then if it was help once a year.  One good idea is when you are doing the
evaluations with the employees it is really nerve racking for both the employee and for you.  One
good idea would be to make your it is a private room and you can handle the evaluation without
interruption and where the employee can feel comfortable asking questions.
If you are an employer you can find many examples of great strategies in creating a good
performance appraisal process all over the Internet.  There are many companies that just make
and implement these appraisals in your work place and train your managers on how to give them
out and will show you the best way to teach your employees about what you are expecting from
them.

Who are appraisers?

The appraiser are the people who have the thorough knowledge about job content ,job context
and job, they have to know what is more important and what is least important in performance of
employee.

• A person who has thorough knowledge about the job content, contents to be appraised,
std. of content and to who observe the employee while performing the job.

• The appraiser should be capable of determine what is more imp. & what is relevant less.

Appraisers are

 Supervisors
 Peers
 Subordinates
 Consultants
 Users of services/customers
360o appraisal process
Managing human resource capital is now mission critical. One of the most effective tools for
managing human resources is the 360-degree evaluation process. Traditionally, an
employee is evaluated from a sole source (1 degree), namely the immediate supervisor or
manager. However, employees interact with numerous sources: Co-workers, customers,
Managers outside the employees department, vendors, contractors, and others. The 360-
degree evaluation process relies on these multiple sources, providing a more balanced and
objective approach to measuring employee performance. This leads to higher productivity,
better customer service, and enhanced organizational performance.

“Every published report recommends multiple as opposed to single raters for performance
appraisal.” – John Bernardin, Author & Expert on Performance Appraisal

When you tap into an employee's circle of influence, you will have a major impact on
changing employee behavior. Additionally, employees often respect the feedback of co-
workers more than their respective supervisor. A survey of Coca-Cola Foundation employees
indicates that over 90% of employees prefer evaluations that include both co-worker and
supervisor. Only 4% of employees chose to have their performance evaluations performed
by the supervisor only.

Surveys are often used for collecting the feedback used to evaluate the employee. It is very
important to keep surveys short and to the point. A few open comment questions can be
included. However, you need an objective way of scoring the surveys. It is also important to
maintain anonymity; i.e. receivers of the surveys should not know who provided the
information. Likewise, the information received must be controlled so that confidentiality is
maintained

Difference between traditional and 3600 appraisal process

The design of a 360-feedback process should actively enlist the employee. In fact, the
employee should select their own evaluation team, consisting of no more than six targets
(co-worker, supervisor, customer, etc.). Design of the surveys for feedback is also
important since traditional approaches will not fit:

Traditional Survey . . . . . . . . . . . . . . . . . . . . . . . 360 Feedback Survey

Single Target Audience . . . . . . . . . . . . . . . . . . . Numerous Targets (all employees)

Numerous Responses . . . . . . . . . . . . . . . . . . . . Few Responses (5 to 7) per target

Response Rates may be low . . . . . . . . . . . . . . . Need High Response Rate for Objectivity

Respondent may be known . . . . . . . . . . . . . . . . Respondents must be anonymous

Survey may be long . . . . . . . . . . . . . . . . . . . . . .Survey must be short (less than 20

minutes)

Distributed through traditional ways . . . . . . . . . . Electronic distribution is common

Control over surveys is low . . . . . . . . . . . . . . . . Control must be high for confidentiality

Consistent rules must be adopted to make sure the process is fair for all employees. For
example, you will need rules on when to throw out invalid survey responses. Some
companies consider a survey as invalid when the individual response is more than 50%
different than all other responses. Minimum levels are also needed for acceptance of
surveys. For example, a required response rate of 75% is common where employee
compensation is linked to 360 feedback results.

This article has touched on some of the basics behind the 360-feedback process. Multi-
source systems, such as the 360 feedback, are more objective, accurate, creditable, and
influential than traditional single source systems. By tapping into sources closet to the
employee, we can better motivate and manage the employee. And since employees are at
the center of organizational performance, we need fair and accurate methods for evaluating
employee performance. The 360-degree feedback model is one of the best methods for
driving employee performance and satisfaction.

Methods of appraisal process

Traditional method

1. Paired comparison Method

Paired-comparison techniques collect subjective information and generate relative

importance information as ratio data (Saaty, 1980; Vidulich, 1989). An example of
relative importance ratio data would be the case in which a subject considered Item A to
be twice as important as Item B. The importance is relative given that the values for both
Item A and Item B are unknown. The benefit of ratio data is that they provide
information beyond merely rank order information; they provide information about how
far apart a person perceives the items to be. For example, two people can rank three items
(A, B, and C) in the same order. However, one person can view Item A to be twice as
much as Item B and five times as much as Item C, whereas the second person can view
Item A to be four times as much as Item B and six times as much as Item C.
The problem is that this type of ratio data (not to be confused with ratio data that refer to
interval data that have a true zero point) cannot be analyzed using parametric statistical
analyses. Ratio data can be analyzed only using multiplication and division and cannot be
analyzed using addition and subtraction (which are used extensively in parametric
statistics). This article presents a new paired-comparison technique, the linear paired-
comparison (LPC) method, which produces relative importance information as interval
data so that they can then be analyzed using parametric statistics. Paired comparisons
 have been successfully used in such diverse evaluations as measuring the world influence
of nations (Saaty, 1980), assigning overhead costs to products (Partovi, 1991), and
evaluating workload (Vidulich, 1991). When a measure of the relative importance
between each of several conditions is desired, such as in the case of workload
evaluations, paired-comparison techniques have an advantage over rating scales.

2. Ranking method

Ranking methods compare one employee to another, resulting in an ordering of

employees in relation to one another. Rankings often result in overall assessments of
employees, rather than in specific judgments about a number of job components. Straight
ranking requires an evaluator to order a group of employees from best to worst overall or
from most effective to least effective in terms of a certain criterion. Alternative ranking
makes the same demand, but the ranking process must be done in a specified manner (for
example, by first selecting the best employee in a group, then the worst, then the second-
best, then the second-worst, etc.).
Comparative evaluation systems such as ranking are rarely popular. No matter how close
a group of employees is in the level of their performance, and no matter how well they
perform on the job, some will rank high and some will end up at the bottom. Evaluators
are often reluctant to make such discriminations. Also, rankings are unable to compare
employees across different groups. For example, it is difficult to say whether the second-
ranked employee in unit A is as good as or better than the second-ranked employee in
unit B. Despite the problems of ranking methods, if an organization has a very limited
number of promotions or dollars to allocate, rankings can be very useful in differentiating
among employees.

3. Graphic Rating method

Graphic rating scales are one of the most common methods of performance appraisal.
Graphic rating scales require an evaluator to indicate on a scale the degree to which an
employee demonstrates a particular trait, behavior, or performance result. Rating forms
are composed of a number of scales, each relating to a certain job or performance-related
dimension, such as job knowledge, responsibility, or quality of work. Each scale is a
continuum of scale points, or anchors, which range from high to low, from good to poor,
from most to least effective, and so forth. Scales typically have from five to seven points,
though they can have more or less. Graphic rating scales may or may not define their
scale points.

Acceptable rating scales should have the following characteristics:

1. Performance dimensions should be clearly defined.
2. Scales should be behaviorally based so that a rater is able to support all ratings with
 objective, observable evidence.
3. Abstract trait names such as "loyalty," "honesty," and "integrity" should be avoided
unless they can be defined in terms of observable behaviors.
4. Points, or anchors, on each scaled dimension should be brief, unambiguous, and
relevant to the dimension being rated. For example, in rating a person's flow of words, it
is preferable to use anchors such as "fluent," "easy," "unimpeded," "hesitant," and
"labored," rather than "excellent," "very good," "average," "below average," and "poor."

Carefully constructed graphic rating scales have a number of advantages:

1. Standardization of content permitting comparison of employees.
2. Ease of development use and relatively low development and usage cost.
3. Reasonably high rater and ratee acceptance.

A disadvantage of such rating scales is that they are susceptible to rating errors which
result in inaccurate appraisals. Possible rating errors include halo effect, central tendency,
severity, and leniency. The halo effect occurs when a rating on one dimension of an
appraisal instrument substantially influences the ratings on other dimensions for the same
employee. As a result of the halo effect, an employee is rated about the same across all
performance dimensions. Central tendency is a lack of variation or difference among
ratings of different subordinates, wherein most employees tend to be rated as average.
Leniency refers to an evaluator's tendency to rate most employees very highly across
performance dimensions, whereas severity refers to the tendency to rate most employees
quite harshly.

4. Checklist method

A behavioral checklist is a rating form containing statements describing both effective

and ineffective job behaviors. These behaviors relate to a number of behavioral
dimensions determined to be relevant to the job.

Items from a behavioral checklist for a salesperson's job

Instructions: Please check those statements descriptive of an employee's behavior.
1. Calls on customers immediately after hearing of any complaints
2. Discusses complaints with customer
3. Gathers facts relevant to customers' complaints
4. Transmits information about complaints back to customers and resolves problems to
their satisfaction
5. Plans each day's activities ahead of time
6. Lays out broad sales plans for one month ahead
7. Gathers sales information from customers, other salesmen, trade journals, and other
relevant sources
Behavioral checklists are well suited to employee development because they focus on
behaviors and results, and use absolute rather comparative standards. An advantage of
 behavioral checklists is that evaluators are asked to describe rather than evaluate a
subordinate's behavior. For this reason, behavioral checklists may meet with less
evaluator resistance than some other methods. An obvious disadvantage of behavioral
checklists is that much time and money must be invested to construct the instrument.

5. Forced choice rating method

Forced distribution is a form of comparative evaluation in which an evaluator rates

subordinates according to a specified distribution. Unlike ranking methods, forced
distribution is frequently applied to several rather than only one component of job
performance.
Use of the forced distribution method is demonstrated by a manager who is told that he or
she must rate subordinates according to the following distribution: 10 percent low; 20
percent below average; 40 percent average; 20 percent above average; and 10 percent
high. In a group of 20 employees, two would have to be placed in the low category, four
in the below-average category, eight in the average, four above average, and two would
be placed in the highest category. The proportions of forced distribution can vary. For
example, a supervisor could be required to place employees into top, middle, and bottom
thirds of a distribution.
Forced distribution is primarily used to eliminate rating errors such as leniency and
central tendency, but the method itself can cause rating errors because it forces
discriminations between employees even where job performance is quite similar. For
example, even if all employees in a unit are doing a good job, the forced distribution
approach dictates that a certain number be placed at the bottom of a graded continuum.
For this reason, raters and ratees do not readily accept this method, especially in small
groups or when group members are all of high ability

Modern method
1. Human Resource accounting Technique

Human Resource Accounting is a method to measure the effectiveness of personnel

management activities and the use of people in an organization.
Approaches to Human resource accounting was first developed 1691 the next stage was
during 1691-1960 and third phase post-1960. There are two approaches to HRA. Under
the cost approach, also called human resource cost accounting method or model, there is
a) Acquisition cost model and b)replacement cost model. Under the value approach
there are a) present value of future earnings method, b) discounted future wage model, c)
competitive bidding model
2. Appraisal by result (MBO)

Management by objectives (MBO) involves setting specific measurable goals with each
employee and then periodically discussing his/her progress toward these goals. The term
MBO almost always refers to a comprehensive organization-wide goal setting and
appraisal program that consist of six main steps:

1.Set the organizations goals. Establish organization-wide plan for next year and set
goals.

2. Set departmental goals. Here department heads and their superiors jointly set goals for
their departments

3. Discuss and allocate department goals. Department heads discuss the department's
goals with all subordinates in the department (often at a department-wide meeting) and
ask them to develop their own individual goals; in other words, how can each employee
contribute to the department's attaining its goals?

4. Define expected results (set individual goals). Here, department heads and their
subordinates set short-term performance targets.

5. Performance review and measure the results. Department heads compare actual
performance for each employee with expected results.

6. Provide feedback. Department heads hold periodic performance review meetings with
subordinates to discuss and evaluate progress in achieving expected results

3. Assessment centre

An Assessment Center consists of a standardized evaluation of behavior based on multiple

evaluations including: job-related simulations, interviews, and/or psychological tests. Job
Simulations are used to evaluate candidates on behaviors relevant to the most critical aspects
(or competencies) of the job.

Several trained observers and techniques are used. Judgments about behavior are made and
recorded. These judgments are pooled in a meeting among the assessors or by an averaging
process. In discussion among assessors, comprehensive accounts of behavior, often including
ratings, are pooled. The discussion results in evaluations of the performance of the assessees
on the dimensions or other variables.
 Leaderless Group Discussion

A. The leaderless group discussion is a type of assessment center exercise where groups of
applicants meet as a group to discuss an actual job-related problem. As the meeting
proceeds, the behavior of the candidates is observed to see how they interact and what
leadership and communications skills each person displays (Schultz & Schultz, 1994).
B. Problems with this technique:
1. This type of exercise was not feasible for selecting candidates from a potential
applicant pool of 8000 individuals because of the time and cost involved with
training the individuals rating the applicants.
2. Since every group would be different, individuals could argue that the process is
biased or unfair.
3. The process is not standardized.

4. Bars (behavioral anchored Rating Scale)

Behaviorally anchored rating scales (BARS) are rating scales whose scale points are
defined by statements of effective and ineffective behaviors. They are said to be
behaviorally anchored in that the scales represent a continuum of descriptive statements
of behaviors ranging from least to most effective. An evaluator must indicate which
behavior on each scale best describes an employee's performance.
BARS differ from other rating scales in that scale points are specifically defined
behaviors. Also, BARS are constructed by the evaluators who will use them. There are
four steps in the BARS construction process:
1. Listing of all the important dimensions of performance for a job or jobs

2. Collection of critical incidents of effective and ineffective behavior

3. Classification of effective and ineffective behaviors to appropriate performance

dimensions

4. Assignment of numerical values to each behavior within each dimension (i.e., scaling
of behavioral anchors)

Sample of BARS
INTERPERSONAL SKILL DESCRIPTION:
 Develops and maintains a friendly rapport with others; demonstrates a sensitivity to their
feelings; respects the dignity of others and responds with empathy to their own sense of
self-worth.

Ratings 1 and 2:
Demonstrates the ability to get along well with subordinates, managers, and peers;
strives to achieve work group objectives. Can express own ideas, thoughts, and feelings
and considers the needs, ideas, and feelings of others.
Ratings 3 and 4:
Demonstrates the ability to apply factors of effective listening, on a one-to-one basis,
such as displaying interest, not interrupting when another is speaking, and withholding
judgments. Consistently provides honest (both positive and negative) feedback and
provides constructive criticism when appropriate.
Ratings 5 and 6:
Demonstrates the ability to consistently consider and respond to the needs and ideas of
others which encourages and stimulates further communication. Effectively listens in
group or one-to-one situations involving distractions, stress, complex information, or
when the person speaking is emotional/distraught. Creates/maintains a positive working
environment that encourages expression of thoughts, ideas, and feelings.

Why appraisals are important

• Recognize accomplishments

• Guide progress

• Improve performance

For middle level managers

• Departmental performance

• Coordination among employees

• Degree of upward communication from supervisors

• Degree of clarity about corporate goals and policies

For superior

• Quality and quantity of output in a given period

 • Labor cost per unit of output in a given period

• Material cost per unit in a given period

• Rate of absenteeism and turnover of employees

• No of accidents in a given period

Appraisals benefits
• Appraisals offer the company:

 Documentation

Performance appraisal process give the very essential documentation to the

organizations that can help to the organization for future purpose.

 Employee Development

Performance appraisal offers an excellent opportunity - perhaps the best that will
ever occur - for a supervisor and subordinate to recognize and agree upon
individual training and development needs.

During the discussion of an employee's work performance, the presence or

absence of work skills can become very obvious - even to those who habitually
reject the idea of training for them
  Feedback

 Legal protection

 Motivation system

Performance appraisal can have a profound effect on levels of employee

motivation and satisfaction - for better as well as for worse.

Performance appraisal provides employees with recognition for their work efforts.
The power of social recognition as an incentive has been long noted. In fact, there
is evidence that human beings will even prefer negative recognition in preference
to no recognition at all.

Problems in performance appraisal process

1. Errors In rating

 Halo effects

 Stereotyping

 Central tendency

 Constant error

 Personal bias

 Spill over effect

2. Incompetence

3. Negative approach

4. Multiple objectives

5. Resistance
 6. Lack of knowledge

Essential of an effective appraisal process

 Mutual trust

 Clear objectives

 Standardizations

 Training

 Job relatedness

 Documentation

 Feedback and participation

 Individual differences

 Post appraisal review

 Review and appeal

 Questions for Appraisee

Name: ___________________________ Contact No: __________________________

1. What do you expect from a Performance appraisal :

(Rank the options from 1 to 6; 1 being most preferred & 6 being least preferred)

Detail Rank

Salary Administration and Benefits

Determination of promotion or transfer

Decision on layoff

Assistance in goal

Guideline for training Plan

 An insight into your strengths and weakness

2. Do you know what exactly is expected from you at work?

a. Yes b. No

3. Are you satisfied with the appraisal system?

1 2 3 4 5

(1 = Least satisfied; 5 = Most satisfied)

4. Are you aware of performance ratings?

a. Yes b. No

5. Do you think you should be given an opportunity to rate your own performance?
a. Yes b. No

6. Are you given a chance to rate your own performance?

a. Yes b. No

7. Timing of Appraisals
a. Monthly
b. Quarterly
c. Half Yearly
d. Annual
e. Anytime

8. Does the credibility of Appraiser affect the Performance Appraisal System?

a. Yes b. No

9. Is there a complaint channel for the employees who are dissatisfied with the performance
appraisal system?
a. Yes b. No

10. Are the standards on the basis of which the performance appraisal is carried out
communicated to the employees before hand?
a. Yes b. No

11. Who conducts the performance appraisal”?

 a. Immediate supervisor
b. Peer appraisal
c. Rating committees
d. Self-rating
e. Appraisal by subordinates

12. Is the performance Appraisal successful in giving a clear understanding of the appraisee’s
job to both appraiser and appraise?
a. Yes b. No

13. Are the objectives of appraisal system clear to you?

a. Yes b. No

14. Does the appraisal system provide a good communication between the top-management
plans and business goals to staff below?
a. Yes b. No

15. Do you want your comments and suggestions to be taken into consideration during
appraisal?
a. Yes b. No

16. Is there a post appraisal interview conducted?

a. Yes b. No

Questions for Appraiser

Name: ___________________________ Contact No: __________________________

1. Purpose of Performance appraisal :

(Rank the options from 1 to 6; 1 being main purpose & 6 being last purpose)

Detail Rank
Salary Administration and Benefits
Retain performing employees
Determination of promotion or transfer
Decision on layoff
Assistance in goal
Guideline for training Plan

2. Is the Performance Appraisal helping you to plan your work well?

 1 2 3 4 5

(1 = Least helpful; 5 = Most helpful)

3. Does the system provide you a chance to communicate the support you need from your
subordinate to perform the job well.

a. Yes b. No

4. Which appraisal system is being employed in the company?

a. Assessment centre
b. MBO
c. BARS
d. 360 degree feedback
e. Balance scorecard

5. Performance Appraisal criteria

a. Quantitative outcome criteria (Sales volume, Sales price, Productivity, Goal
accomplishment rate)
b. Qualitative process criteria (Quality of product or service, Customer satisfaction)
c. Quantitative process criteria (Efficiency, Cost/expenses, Attendance)
d. Qualitative process criteria (Judgment, Work attitude, Leadership, Conduct
/Trait)

6. Timing of Appraisals
a. Monthly
b. Quarterly
c. Half Yearly
d. Annual
e. Anytime

7. What do you think is the effect of a poor appraisal system

a. De-motivation
b. Retention
c. Ineffective teamwork

8. Does the appraisal system provide a good communication between the top-management
plans and business goals to staff below?
a. Yes b. No
9. Does it give insight to appraisee regarding his strength or weakness?
a. Yes b. No

10. Are employee’s comments and suggestions taken into consideration before the appraisal?

a. Yes b. No

11. Who conducts the performance appraisal”

a. Immediate supervisor
b. Peer appraisal
c. Rating committees
d. Self-rating
e. Appraisal by subordinates

12. Is the performance Appraisal successful in giving a clear understanding of the appraisee’s
job to both appraiser and appraise?
b. Yes b. No

13. Are the standards on the basis of which the performance appraisal is carried out
communicated to the employees before hand?
a. Yes b. No

14. Do you give an opportunity to the appraisee to rate his own performance?
a. Yes b. No

15. Do you act upon the results of your performance appraisal?

a. Yes b. No

16. If yes, then mention the remedial measures taken?