hr research on pa system

7/28/2019 HR Research on PA System

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RESEARCH REPORT ON

Employee Perception towardsPerformance Appraisal System in Service

Industry in Delhi NCR region

In partial fulfillment of the requirements of Research Applications in

Business course of PGDM Programme

SUBMITTED TO: SUBMITTED BY:

Prof.Lata Singh Dipika Lakra, 23

Reema Kumari, 47


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Table of Content

1. Introduction ...

Performance Appraisal.

Effective Appraisal Programme..

Performance Appraisals important in current scenario...

2. Objective of the study....

Research Methodology.

Research Design.

Sampling Plan..

Sources of Data..

Hypothesis

Data Analysis..

3. PAS- Its various Tools Applicable

Objective of Performance Appraisal..

Tools & technique of PA.

Advantages of PA.

4. Service Industry ...

Service Sector: An overview....

Service Sector in India..

5. Literature Review...

5.1 PAS- Its Importance.

5.2 PAS- The Currents Tools Applicable.


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5.3 PAS- What other Researchers Says

5.5 PAS- what Employees says.

6. Data analysis.

6.1 Interpretation..

6.2 Hypothesis.

6.6. Sample profile: tool table

6.7. Sample profile: Awareness of PA process..

6.8. Sample profile : PA process..

6.9. Sample profile: Satisfaction level Table.

Hypothesis Testing Results

7.Findings and Suggestions...

8. Conclusions...

Reference and Bibliography..

Questionnaire.


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1.Introduction


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Introduction

The report embarks on the introduction about the company in Delhi NCR region, their profile

of the company, HR departments, its products and services, business and quality policies.

In todays competitive scenario, when achiever more with less and in minimum time is

mantra to success, every organization is using Performance Appraisal for their employees.

The project is undertaken to study the perception of employees towards Performance

Appraisal in their respective organization, in Delhi NCR region.

Performance appraisals are one of the most frequently criticized talent management practices. The

criticisms range from their being an enormous waste of time to their having a destructive impact on

the relationship between managers and their subordinates. A performance appraisal (PA),

performance review, performance evaluation, (career) development discussion, or

employee appraisal is a method by which the job performance of an employee is evaluated.

Performance appraisals are a part of career development and consist of regular reviews ofemployee performance within organizations. Human resource management (HRM) conducts

performance management. It consist of the activities and/or processes embraced by an

organization in anticipation of improving employee performance, and therefore, organizational

performance.

It has been studied quite extensively over the last few decades (Landy and Farr, 1980), yet

scholars continue to argue about the validity and merits of these systems. Due to the paradox

facets of performance appraisal system, major issues in related to an intricate dynamic

relationship between employee satisfaction and perception of fairness are raised (Allen and

Meyer, 1990).Traditionally, the focus of performance measurement has been on financial measures

only. By the late 1980s, studies had shown that historic financial data is not enough to

satisfy the PM in the new economy because of the increasing complexity of organizations

and the markets in which companies compete (Kennerley, Neely 2002).

Performance appraisal is an ongoing process that involves both managers and the

employees in:

(1) identifying the strategic vision, goals and objectives of the organization;

(2) identifying and describing essential job functions and relating them to the mission and goals

of the organization;

(3) developing realistic and appropriate target standards of performance;

(4) implementing ways of measuring actual, compared with target performance;

(5) communicating constructive performance evaluations; and


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(6) planning development opportunities to sustain, improve or build on employee work

performance (Neely et al., 1996).

Performance appraisal is among the most important human resource (HR) practices and it is

one of the more heavily researched topics (Fletcher, 2002).

As organizations get bigger, a formal performance appraisal systems aids administrative

decision such as pay increases and promotion, redundancy or termination, development

needs, and for the employees the process may assits them in career choices and may

increases their commitment and satisfaction due to improvements in organizations

communications (Wiese & Buckley, 1998).

Effective appraisal programs are fair, credible, and transparent by providing for the following:

Alignment. Employee performance plans align with and are designed to support

organizational goals.

Results-focus. Employee performance plans hold employees accountable for achievingresults appropriate to their level of responsibility.

Credible Measures. Employee performance plans provide for balance, so that in

addition to measuring expected results, the performance plans include appropriate

measures, such as quality, quantity, timeliness, and/or cost-effectiveness, indicators of

competencies, and customer perspective. In addition, for managers and supervisors,

performance plans should also incorporate employee perspective.

Distinctions in levels of performance. The appraisal program provides for multiple

levels to appraise performance and rating officials use those levels to clearly describe

distinctive levels of performance and appropriately rate employee performance. Consequences. The result of appraisal is used for recognizing top performers and

addressing poor performance.

Employee Involvement. Employees are involved in the design of the appraisal program

and in the development of their performance plans.

Feedback and Dialogue. The appraisal program establishes a performance feedback

process that ensures a dialogue between supervisors, managers, and employees

throughout the year.

Training. The appraisal program requires that executives, managers, supervisors, and

employees receive adequate training and retraining on the performance appraisalprogram. In addition, supervisors must have the competencies necessary for managing

performance.

Organizational Assessment and Guidance. The appraisal program requires that

appropriate organizational performance assessments are made and communicated to

rating officials, and that guidance is provided by the head of the agency or designee on


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how to incorporate organizational performance into the assessment process, especially

regarding the appraisal of managerial and supervisory employees.

Oversight and Accountability. The head of the agency or designee has oversight of the

results of appraisals and awards, ensures that the program operates effectively and

efficiently, and ensures that appraisals and awards are based on performance. In addition,managers and supervisors are held accountable for the performance management of their

subordinates.

Whether you have 10 employees or 10,000, using a performance appraisal system puts your

employees on the track to increased productivity and keeps them there. Important is to learn how

to get the most out of a performance appraisal system to direct your employees efforts to be

focused on what is necessary to make your company successful. The performance management

process provides an opportunity for the employees and

performance manager to discuss development goals and jointly create a plan for achievingthose goals. Development plans should contribute to organizational goals and the professional

growth of the employees (Carney, 1999).

Managing employees performance is an integral part of the work that all managers and rating

officials perform throughout the year. It is as important as managing financial and other

resources of the organisation because employees performance has a positive or negative impact

on the growth of the organisation as well as effect the proper utilisation of other resources of the

organisation. So to know about the performance of the employees a better way is to adopt

performance appraisal system i.e. widely accepted in organisations now a days for launching or

applying performance appraisal in the organisation the first step is to identify organisation goals

and explains them to the employees along with individual goal, the time period by which goals

must be achieved and ways or methods by which their performance is going to be evaluated. It

will bring transparency between employer and employee regarding the usage of performance

appraisal system in the organisation. Employees must be ensured that good performance will

bring some reward for them and in other cases, ways will be explained to improve the

performance to achieve the desired level.

Traditionally, the focus of performance measurement has been on financial measures

only. By the late 1980s, studies had shown that historic financial data is not enough to

satisfy the PM in the new economy because of the increasing complexity of organizations and

the markets in which companies compete (Kennerley, Neely 2002).

It may be concluded that performance appraisal is a window through which employer can look

deeply in to the professional life of their employees and may help to improve their performance

to achieve the desired standard. And through it will help the employees to know how they are

performing because their performance is going to be evaluated against a standard by a particular

method known to them in advance.


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2.Objectives


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Objectives

To find out various Performance Appraisal tools applicable in sampled organization.

To find out employees awareness about Performance Appraisal system in their

organization.

To find out employees satisfaction from the implementation of Performance Appraisal

procedure in their organization.

RESEARCH METHODOLOGY

5. 1. RESEARCH DESIGN

A research design is the determination and statement of the general research approach or strategyadopted for the particular project. It is the heart of the planning. If the design adheres to the research

objectives, it will ensure that the client need will be served.

Research design is a plan structured and strategies of investigation. It is the arrangement of conditionand analysis of data in a manner to combine relevance to the research purpose with economy inprocedure.

In order to achieve the objective it was necessary to talk to the employees to draw the conclusions

regarding the objective. For collecting the relevant information, a questionnaire was designed. Thequestionnaire was designed in such a manner as achieve the objective of the research.

The main aim of this survey is to know the employee satisfaction and perceptions towardsPerformance Appraisal System and find out the factors for employee satisfaction. Therefore,

descriptive research is being adopted to find out the employee satisfaction and perception ofemployees.

Descriptive research: Descriptive research is also called Statistical Research. The main goal of this

type of research is to describe the data and characteristics about what is being studied. The ideabehind this type of research is to study frequencies, averages, and other statistical calculations.

Although this research is highly accurate, it does not gather the causes behind a situation. Descriptiveresearch is mainly done when a researcher wants to gain a better understanding of a topic forexample, a frozen ready meals company learns that there is a growing demand for fresh ready mealsbut does not know much about the area of fresh food and so has to carry out research in order to gain

a better understanding. It is quantitative and uses surveys and panels and also the use of probabilitysampling. Descriptive research is the exploration of the existing certain phenomena. The details ofthe facts wont be known. The existing phenomena facts are not known to the persons.

Primary data: The method of data collection was done by the way of survey. Primary data has been

collected through field survey with the help of structured questionnaires. We took the personalinterview of the employees who were coming out of the offices during lunch breaks. We also get the

questionnaire filled by them.

Secondary data: Secondary data is the data which has already been collected by someone else forthe same, similar or for different purpose. We have collected the secondary data from the past

reports, articles, journals , websites etc. We have used secondary data for the purpose of preparingquestionnaires, industry & company profiles.5. 2. SAMPLE DESCRIPTION


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Sample size & Simple unit: 100 respondents from NCR region who work at Service sector in

NCR, Delhi. We have taken 100 respondents sample to know the approximate figures of employeesand employees perception and satisfaction towards Performance Appraisal System, tools andawareness about the Performance Appraisal System in their organization.

Sample selection procedure: We used multistage sample selection technique. At first stage we

used random sampling technique to select Service Sectors in NCR, Delhi because it was not possibleto select all the Organisations in the city due to shortage of time. At second stage we usedconvenience sampling technique to take responses from the respondent because respondents are not

easily available and it was not possible to sort out respondent on the basis of their coming out theiroffices. It took 3 weeks time to collect responses from the respondents.

Target respondent:

The target respondents were both the male and female employees.

The age group be in between 20-35 &above.

Respondents were taken from outside the offices, NCR, Delhi

5. 3. DATA COLLECTION METHODS AND TECHNIQUES

To collect the responses and data from the respondents we choose questionnaire. We prepared a

structured questionnaire for the collection of data from various respondents who were coming outtheir offices and we took the responses from them.

5. 4. DATA INTERPRETATION AND ANALYSIS TOOLS AND TECHNIQUES

We are using SPSS which is a latest tool for easily analyzing the data. We entered data in Excel sheetand prepared chart and graphs on the basis of the data. To calculate the Hypothesis we used the test.

HypothesisHypothesis is a proposition about the nature of the world that makes predictions about the resultsof an experiment. For a hypothesis to be well formed there must be some experiment whose

outcome could prove it to be false.

In this research report we are finding some of the outcomes on the basis of prediction andassumptions. For this purpose we formed some hypothesis:

H1: There is significant difference in the employee awareness towards tools of

PA applicable in their organization.

H2: There is significant difference in the employee awareness towards the

procedure of the performance appraisal methods.

H3: There is significant difference in the employee satisfaction levels from the

implementation of performance appraisal procedure.


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3.PerformanceAppraisal System


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Performance Appraisal System

The performance appraisal process has become the heart of the human resource management system in

the organisations. Performance appraisal defines and measures the performance of the employees and the

organisation as a whole. It is a tool for accessing the performance of the organisation.

According to Flippo, a prominent personality in the field of Human resources, "performance appraisal isthe systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to

his present job and his potential for a better job." Performance appraisal is a systematic way of reviewing

and assessing the performance of an employee during a given period of time and planning for his future.

It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze

his achievements and evaluate his contribution towards the achievements of the overall organizational

goals.

Objectives of Performance Appraisal

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage structure,

salaries raises, etc.

2. To identify the strengths and weaknesses of employees to place right men on right job.

3. To maintain and assess the potential present in a person for further growth and

development.

4. To provide a feedback to employees regarding their performance and related status.

5. To provide a feedback to employees regarding their performance and related status.

6. It serves as a basis for influencing working habits of the employees.

7. To review and retain the promotional and other training programmes.

Advantages of Performance Appraisal

It is said that performance appraisal is an investment for the company which can be justified by following

advantages:

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes

for efficient employees. In this regards, inefficient workers can be dismissed or demoted in case.

2. Compensation: Performance Appraisal helps in chalking out compensation packages for

employees. Merit rating is possible through performance appraisal. Performance Appraisal tries

to give worth to a performance. Compensation packages which includes bonus, high salary rates,

extra benefits, allowances and pre-requisites are dependent on performance appraisal. The criteria

should be merit rather than seniority.

3. Employees Development: The systematic procedure of performance appraisal helps the

supervisors to frame training policies and programmes. It helps to analyse strengths and

weaknesses of employees so that new jobs can be designed for efficient employees. It also helps

in framing future development programmes.


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4. Selection Validation: Performance Appraisal helps the supervisors to understand the validity and

importance of the selection procedure. The supervisors come to know the validity and thereby the

strengths and weaknesses of selection procedure. Future changes in selection methods can be

made in this regard.

5. Communication: For an organization, effective communication between employees and

employers is very important. Through performance appraisal, communication can be sought for in

the following ways:

a. Through performance appraisal, the employers can understand and accept skills of

subordinates.

b. The subordinates can also understand and create a trust and confidence in superiors.

c. It also helps in maintaining cordial and congenial labour management relationship.

d. It develops the spirit of work and boosts the morale of employees.

All the above factors ensure effective communication.

6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance

of employees, a persons efficiency can be determined if the targets are achieved. This very wellmotivates a person for better job and helps him to improve his performance in the future.

Following are the tools used by the organizations for Performance Appraisals of their employees:

1. Ranking

2. Paired Comparison

3. Forced Distribution

4. Confidential Report

5. Essay Evaluation

6. Critical Incident

7. Checklists8. Graphic Rating Scale

9. BARS

10.Forced Choice Method

11.MBO

12.Field Review Technique

13.Performance Test


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Important performance appraisal tools and techniques in

detail.

1. Ranking Method

The ranking system requires the rater to rank his subordinates on overall performance. This

consists in simply putting a man in a rank order. Under this method, the ranking of an employee

in a work group is done against that of another employee. The relative position of each employee

is tested in terms of his numerical rank. It may also be done by ranking a person on his job

performance against another member of the competitive group.

2. Forced Distribution method

This is a ranking technique where raters are required to allocate a certain percentage of rates to

certain categories (eg: superior, above average, average) or percentiles (eg: top 10 percent,

bottom 20 percent etc). Both the number of categories and percentage of employees to be allottedto each category are a function of performance appraisal design and format. The workers of

outstanding merit may be placed at top 10 percent of the scale, the rest may be placed as 20 %

good, 40 % outstanding, 20 % fair and 10 % fair

3. Critical Incident techniques

Under this method, the manager prepares lists of statements of very effective and ineffective

behaviour of an employee. These critical incidents or events represent the outstanding or poor

behaviour of employees or the job. The manager maintains logs of each employee, whereby he

periodically records critical incidents of the workers behaviour. At the end of the rating period,

these recorded critical incidents are used in the evaluation of the workers performance. Example

of a good critical incident of a Customer Relations Officer is : March 12 - The Officer patiently

attended to a customers complaint. He was very polite and prompt in attending the customers

problem

4. Checklists and Weighted Checklists

In this system, a large number of statements that describe a specific job are given. Each statement

has a weight or scale value attached to it. While rating an employee the supervisor checks all

those statements that most closely describe the behaviour of the individual under assessment. The

rating sheet is then scored by averaging the weights of all the statements checked by the rater. Achecklist is constructed for each job by having persons who are quite familiar with the jobs.

These statements are then categorized by the judges and weights are assigned to the statements in

accordance with the value attached by the judges.

5. Paired comparison analysis

Paired comparison analysis is a good way of weighing up the relative importance of


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options. A range of plausible options is listed. Each option is compared against each of

the other options. The results are tallied and the option with the highest score is the

preferred option.

6. Graphic rating scales

The Rating Scale is a form on which the manager simply checks off the employees level

of performance.

This is the oldest and most widely method used for performance appraisal.

7. Essay Evaluation

This method asked managers / supervisors to describe strengths and weaknesses of an

employees behavior. Essay evaluation is a non-quantitative technique

This method usually use with the graphic rating scale method.

8. Behaviorally anchored rating scales

This method used to describe a performance rating that focused on specific behaviors or

sets as indicators of effective or ineffective performance.

It is a combination of the rating scale and critical incident techniques of employee

performance evaluation.

9. Performance ranking method

Ranking is a performance appraisal method that is used to evaluate employee

performance from best to worst. Manager will compare an employee to another

employee, rather than comparing each one to a standard measurement.

10. Management By Objectives (MBO)

MBO is a process in which managers / employees set objectives for the employee,

periodically evaluate the performance, and reward according to the result.

MBO focuses attention on what must be accomplished (goals) rather than how it is to be

accomplished (methods)

11.360 degree feedback

It is also known as multi-rater feedback or multi-dimensional feedback or multi-source

feedback. It is a very good means of improving an individuals effectiveness (as a leader

and as a manager). It is a system by which an individual gets a comprehensive/collective

feedback from his superiors, subordinates, peers/co-workers, customers and various other


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members with whom he interacts. The feedback form is in a questionnaire format, which

contains questions that are significant to both individual as well as organization from

performance aspect. It is filled by anonymous people. The number of people from whom

feedback is taken can range from 6 - 20. The individuals own feedback is also taken, i.e.,

he self-rates himself and then his rating is compared with other individuals ratings. Self

ratings compel the individual to sit down and think about his own strengths andweaknesses.

There is a view that the content of appraisal discussions should be confidential to the

individual and the appraiser. But increasing pressure to provide information to assess the

contribution of people to organisational value makes it desirable that performance data be

recorded and stored in such a way that it can be used to feel into indicators of human

capital value

A good appraisal system is that:

Discuss the strengths and weakness of the appraisee.

Feedback of the appraisee is encouraged.

Explains the ways to improve the performance.

A bad appraisal system is that:

Focuses on omissions and failures only.

No proper attention to what the appraisee says

Leads to full disagreement between appraiser and appraisee and lost the trust of the employees.

Results of performance appraisal may be beneficial for an organisation in a variety of ways

like-

For promotion, separation and transfer decisions.

Feedback to employees regarding how the organisation viewed the employee's

performance.

To evaluate the contribution made by the individual and entire department in achieving

organisation goals.

To decide about training and development programme. To know about the weakness of employees that must be removed.


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4. SERVICE INDUSTRY


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SERVICE INDUSTRY: AN OVERVIEW

Every economy consists of three sectors. They are primary sector (extraction such as mining,

agriculture and fishing), secondary sector (manufacturing) and the tertiary sector (service sector).

Economies tend to follow a developmental progression that takes them from a heavy reliance onprimary, toward the development of manufacturing and finally toward a more service based

structure. Historically, manufacturing tended to be more open to international trade andcompetition than services. As a result, there has been a tendency for the first economies toindustrialize to come under competitive attack by those seeking to industrialize later. The

resultant shrinkage of manufacturing in the leading economies might explain their growing

reliance on the service sector. However, currently and prospectively, with dramatic costreduction and speed and reliability improvements in the transportation of people and the

communication of information, the service sector is one of the most intensive international

competition. The service sector is the most common workplace in India.

The service sector consists of the soft parts of the economy such as insurance, government,

tourism, banking, retail, education, and social services.. In soft-sector employment, people use

time to deploy knowledge assets, collaboration assets, and process-engagement to create

productivity, effectiveness, performance improvement potential and sustainability. Service

industry involves the provision of services to businesses as well as final consumers. Services

may involve transport, distribution and sale of goods from producer to a consumer as may

happen in wholesaling and retailing, or may involve the provision of a service, such as in pest

control or entertainment. Goods may be transformed in the process of providing a service, as

happens in the restaurant industry or in equipment repair. However, the focus is on people

interacting with people and serving the customer rather than transforming physical goods.

4.2. Service sector in India

Service Sector in India today accounts for more than half of India's GDP. According to data forthe financial year 2006-2007, the share of services contributes to 55.1 per cent of the GDP,where as industry, and agriculture in shares 26.4 per cent, and 18.5 per cent respectively. This

shows the importance of service industry to the Indian economy and as service sector now

accounts for more than half the GDP marks a watershed in the evolution of the Indian economyand takes it closer to the fundamentals of a developed economy. There was marked acceleration

in the growth of services sector in the nineties. While the share of services in India's GDP

increased by 21 per cent points in the 50 years between 1950 and 2000, nearly 40 per cent of that

increase was concentrated in the nineties. While almost all service sectors participated in this

boom, growth was fastest in communications, banking, hotels and restaurants, communityservices, trade and business services. One of the reasons for the sudden growth in the services

sector in India in the nineties was the liberalization in the regulatory framework that gave rise toinnovation and higher exports from the services sector. In the current economic scenario it looksthat the boom in the services sector is here to stay as India is fast emerging as global services

hub. Indian service industry covers a wide gamut of activities like trading, banking & finance,

infotainment, real estate, transportation, security, management and technical consultancy amongseveral others.


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The major sectors that combine together to constitute service industry in India are listed below.

and recreation

ntific and technical services


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5) Literature Review


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5.1 Performance Appraisal SystemIts importance

There are few comprehensive definitions of Performance Appraisal. HM Treasury describe

Performance Management as Managing the Performance of an organisation or individual1

.

Whilst this is not a precise definition grounded in literature it demonstrates the breadth of

performance management and hence the difficulties in defining its scope, activities and practices.It demonstrates that performance management is concerned with the management of

performance throughout the organisation and as a result is a multidisciplinary activity.

Regular feedback facilitates better communication in the workplace. Performance Management

helps you to identify your strengths and weaknesses. It also allows for opportunities to hear and

exchange views and opinions away from the normal pressures of work. Most importantly it gives

you a better understanding of how your performance is being assessed and monitored. This

builds employee confidence and adds to your contribution in the workplace. Performance

management can be a motivational tool, fostering you to not only feel more satisfied, but to go

beyond the expected. If supervisors and employees arent talking throughout the year, the systemwont work, so we must ensure we have a performance feedback process that facilitates a

dialogue between supervisors, managers, and employees throughout the year. Performance

management is not something thats looked at only at the beginning and end of the rating cycle,

with just one mid-cycle review its a continuous, ever changing process, reflecting and

measuring the work employees are performing for the agency.

From the HR field Executive Management Team should discuss and agree a mechanism that

ensures the outcomes of performance appraisal are incorporated into the wider performance

management regime more comprehensively. This mechanism should identify how the results of

individual and team performance relate to organisational performance and objective setting.

Armstrong and Baron3

highlight the importance of performance management being strategic,

integrated (vertical, functional, HR integration and integration of individual needs), concerned

with performance improvement and concerned with development.

The area which is most indicative of the evolution of performance management, and the area

perhaps has the most identifiable stream of literature is that of performance measurement, and in

particular that of the Balanced Scorecard, with which in many peoples eyes it has become

synonymous. The Balanced Scorecard began life as an operational tool designed to measure and

help improve operational performance in a manufacturing organisation. Once discovered by an

accounting Professor, Bob Kaplan, its scope broadened to the measurement of organisational

performance. It has now developed from a measurement tool into a strategic performance

management approach of which measurement is but a small part. Balanced Scorecard is a much

used, and abused term, in the field but it is the most identifiable concept.

The performance management process provides an opportunity for the employees

andperformance manager to discuss development goals and jointly create a plan for achieving

those goals. Development plans should contribute to organizational goals and the professional


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growth of the employees (Carney, 1999).

Jurjen J.A. Kamphorst and Otto H. Swank derived a couple of results in his study of the role of

performance appraisal in motivating his employees. First, he has shown that even though a

performance appraisal is cheap-talk, it may contain information that is relevant for the employee.

Second, for a wide range of parameters the managers tend to give positive appraisals. Third, on

average, a positive appraisal motivates an employee more than a negative appraisal. Fourth, theeffect of appraisals on an employees. Future performance depends on the employees perception

of the ability of the manager to assess his performance.

As organizations get bigger, a formal performance appraisal systems aids administrative decisionsuch as pay increases and promotion, redundancy or termination, development needs, and for the

employees the process may assits them in career choices and may increases their commitment

and satisfaction due to improvements in organizations communications (Wiese & Buckley,

1998).

Performance appraisal (PA) is one of the human resource management (HRM) tools used to

evaluate the job performance of employees (Dessler, 2011; Mondy et al. 2002; and Tompkins,

1995). The ultimate goal of PA is to maintain better performance by fostering employeesmotivation, which would depend upon the situations in the workplace, such as reward system,

rules and regulations. This is pertinent to Herzbergs two-factor theory, which constitutes two

variants about motivation. According to Bateman and Snell (2011), the first one focuses on

motivators such as the nature of the job, duties and responsibilities, and job satisfaction to

determine motivation. The second one known as hygiene factors includes working

circumstances, compensation, supervision and the policy of an organization. The theory suggests

that these factors should adequately be administered in order to motivate employees, and to serve

several HRM purposes such as promotion or termination. The results of the PA are measured

based on a number of appraisal methods such as category scaling and comparative methods

(Mathis and Jackson, 2006). The category scaling facilitates the measurement of performance of

employees on a certain form by checking categorically grouped levels such as highest and

lowest. The comparative appraisal methods entail the ranking and comparison of performance

ratings of employees of a particular work unit.

5.2 Performance Appraisal System the current tools applicable.

Most appraisal methods used throughout the world today are based, to some extent at least upon

the following techniques: Graphic rating scales; behaviorally anchored rating scales (BARS),

behavioural observation scales (BOS); mixed standard rating scales; and management by

objectives (MBO). Most commentators agree that goal-based appraisal systems, in which an

employees work performance is measured against specific goals, are the most satisfactory

(Dorfman et al., 1986; Locke and Latham, 1984; Latham and Wexley, 1981).

The following quote by John F. Welch, Jr., CEO, GE was taken from the book

360 DEGREE FEEDBACK (Edwards & Ewen, 1996, pg. 3).


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Any company thats going to make it in the 1990s and beyond has got to find a way to engage

the mind of every single employee. If youre not thinking all the time about making every person

more valuable, you dont have a chance. Whats the alternative? Wasted minds? Uninvolved

people? A labor force thats angry or bored? That doesnt make sense.

Employee engagement is a relatively new term in HR literature and really started tocome to prominence from 2000 onwards. Melcrum Publishing (2005) found that from a

global survey of over 1,000 communication and HR practitioners 74% began to formally

focus on the issue between 2000 and 2004.

The defining distinction is that employee engagement is a two-way

interaction between the employee and the employer, whereas the earlier focus tended to view

the issues from only the employees point of view.

Definitions of engagement, or characteristics of an engaged workforce, focus on motivation,

satisfaction, commitment, finding meaning at work, pride and advocacy of the organisation

(in terms of advocating/recommending either the products or services of the organisation, or

as a place to work). Additionally, having some connection to the organisations overallstrategy and objectives and both wanting and being able to work to achieve them, are key

elements of engagement.

5.3 Performance Appraisal System - what other researches says?

Katsanis et al. (1996) provide several recommendations on the basis of their research for the

development of performance appraisal methods:

Gain support of both human resources and top management; Use qualitative versus quantitative criteria;

Allow for input when developing performance standards and criteria;

Make sure the performance appraisal system is not dated;

Ensure managers take ownership of the performance appraisal system;

Attempt to eliminate internal boundary spanning by creating direct reporting relationships

where possible;

Utilize performance targeting (Halachmi, 1993) to appraise PMs;

Be aware and act on environmental forces as they affect the organization.

According to Muezyk and Gahle (1987), an organization's success or failure may be determined

by the ways in which performance is managed.

The guidance indicated that performance appraisal was just as much about development (forward

looking) as review of performance ( backward looking). Rose and Lawton (1999) noted how

stressful it was at that time for managers to have to introduce new management practises, whilst


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continuing to deliver for customers, with little or no additional resources to facilitate

implementation.

Also Fletcher (2004) suggested that performance appraisal provide a platform for employees to

look forward their tough goals and objectives, which leads them in successful completion of their

job. The positive feedback receive from the mangers in appraisal interview will motivate

employees in improving their performance likely. Martin and Jackson, (2000) appraisal is also amethod of enhancing employee training and development as it provide information about the

strength and weaknesses in performance, which create a debate how to improve the performance

of employee. In the end it helps the employees to understand their overall contribution in

achieving organization goals (Martin and Jackson, 2000).

5.4. Performance Appraisal System - what employee says?

A competency based performance management system establishes skills and behaviors

necessary for an employees success and future development. This system includes a set of core

competencies required of all employees, with specific sets of skills attributed to certain roles.

This system is transparent in its identification of performance criteria to be mastered in order tobe considered for advancement. The core competencies reflect both the cultural and

organizational goals (Martone, 2003).Outstanding efforts do not go unnoticed. Performance Management offers a variety of awards

that show gratitude for a job well done, such as time off and bonuses. The prospect of a better

than Fully Successful Performance Appraisal gives you the incentive to perform well and mayopen the door to career advancements in the future.

Employee satisfaction towards performance appraisal has been the most frequently measured

(Keeping and Levy, 2000) and it has been primarily conceptualized in three ways: (a)

satisfaction with the performance appraisal interview, (b) satisfaction with the appraisal

system, and (c) satisfaction with performance ratings. Keeping and Levy (2000) argued that itis necessary to address employees reactions toward their performance appraisal for many

reasons, including (a) the notion that reactions represent a criterion of great interest to

practitioners and (b) the fact that reactions have been theoretically linked to determinants of

appraisal acceptance and success but have been relatively ignored in research.

Behavioral based performance management systems require intense job analysis to identify

specific behaviors that may be attributed to successful performance in a given role. Thisperformance management system compares an employees behaviors with a description of

possible behaviors (SHRM, 2004). Behaviorally based performance management systems clearly

present to employees what behaviors should or should not continue. This system also recognizes

and accommodates great job complexity (Latham, G, Almost, J., Mann, S. and Moore, C., 2005).Behaviors become the common reference points by which employees are appraised (SHRM,

2004).

Better understanding of the perceptions of the fairness based on the concepts of procedural,

distributive, informational and interpersonal justice of performance appraisal and related

employee reactions to such systems should provide decision makers with more specific

information needed to improve the effectiveness of the system in achieving organizational goals.


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5. DATA ANALYSIS ANDINTERPRETATION


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DATA ANALYSIS AND INTEREPRETATION

This research was mainly focused on the employees who work in the Service Industry to measure

their satisfaction level with the help their responses given.

6.1 Sample Profile: IndustryTable 1: Industry Wise Sample Profile

Industry No. of Responses Percentage (%) of Responses

FMCG 32 32.0

Software 30 30.0

BPO 13 13.0

Academics 13 13.0

Others 12 12.0

TOTAL 100 100.0

In our research 100 respondents participated with different service industry. FMCG sector and

Software sector comprises the most of the respondents ie.32 and 30 which is 32% and 30% of the

total respondents.BPO sector and Academics constitutes 13% each and other sector 12% the totalrespondents of employees.

Figure 1: Industry

32%30%

13% 13% 12%

0%

5%

10%

15%

20%

25%

30%

35%

FMCG Software Academics BPO Others

Industry

FMCG

Software

Academics

BPO

Others


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6. 2. Sample Profile: Gender basisThis research was mainly focused on the gender of the employees who work in the service sector and

their perception and satisfaction level accordingly.

Table 2:Gender

In our research there are 100 respondents participated in which most of the respondent ie 75 which

is 75% of the total respondents are male and 25 which is 25% of the total respondents are females.

Figure 1: Industry

75%

25%

Gender

Male

Female

Gender No. of Responses Percentage (%) of Responses

Male 75 75.0

Female 25 25.0

TOTAL 100 100.0


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6. 3. Sample Profile: Age basis

Age group is an important aspect to know the sample profile of respondents. Our main purpose toknow about respondents age group was to know that which age group peoples are satisfied with the

tools used for measuring in Performance Appraisal System.

Table 2: Age Group

Age group No. of Responses Percentage (%) of Responses

20-25years 54 54.0

26-30years 27 27.0

31-35years 13 13.0

above 35years 6 6.0

TOTAL 100 100.0

According to the research, most of the 54 respondents which comprises the 54% of total

respondents fall under the age group of 20-25years. It is more than half of the employees . 27

respondents which are 27% fall under the age group of 26-30 years. 13 respondents which are 13%

of total respondents fall under the age group of 31-35 years. There are only 6 respondents which is

6% of total respondents fall under the age group of above 35 years.

Figure 3: Age Group

54%

27%

13%6%

0%

10%

20%

30%

40%

50%

60%

20-25years 26-30years 31-35years above 35years

Age Group

20-25years 26-30years 31-35years above 35years


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6. 4. Sample Profile: Duration Basis

Duration is an important aspect to know the sample profile of respondents are how much experiencedin their field of work. Our purpose to know about respondents duration or period of work done was

to know their satisfaction level of Performance Appraisal System followed in their organization.

Table 2: Duration

Duration No. of Responses Percentage (%) of Responses

05-10years 66 66.0

10-15years 23 23.0

15-20years 6 6.0

More than 20years 5 5.0

Figure : Duration

66%

23%

6% 5%

0%

10%

20%

30%

40%

50%

60%

70%

05-10years 10-15years 15-20years More than 20years

Duration

05-10years

10-15years

15-20years

More than 20years


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6. 5. Sample Profile: Awareness of PA Tools

Research is done to explore the awareness level of employees about the Performance Appraisal toolsapplied in their organization in the service Industry.

Table 5:Awareness of PA Tools

As per the responses, 49 respondents of the total i.e. 49% of the employees are partially aware of the

tools those are used by their organization in the Performance Appraisal system. 40 respondentscomprise the 40% of the employees who are fully aware of the tools used for their PerformanceAppraisal .8% are not aware of any such tools in their organization and 3% could not say anythingabout Performance Appraisal system in their organization.

Figure 5 :Awareness of PA Tools

40%

49%

8%3%

0%

10%

20%

30%

40%

50%

60%

Fully aware Partially aware Not aware Can't say

Awareness of PA Tools

Fully aware

Partially aware

Not aware

Can't say

Awareness of PA Tools No. of Responses Percentage (%) of Responses

Fully aware 40 40.0

Partially aware 49 49.0

Not aware 8 8.0

Can't say 3 3.0


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6. 6. Sample Profile: Tools

The research here shows the different tools used in organization to measure the performance atdifferent levels i.e. Top level, Middle level, Lower level of employees by the Performance Appraisal

System applied in their organization in the service Industry.

Table 6:Tools

Tools No. of Responses

Top Level Middle Level Lower Level

Self Assessment 67% 28% 3%

Graphic RatingScale

42% 52% 0%

Check List 36% 50% 0%

BehaviorallyAnchored Rating

43% 45% 0%

Forced Choice 27% 57% 13%

360 Degree 27% 45% 7%

180 Degree 37% 45% 12%

Critical Incident 43% 43% 10%

Essay Evaluation 34% 50% 12%

Confidential Report 44% 46% 7%

According to the respondents, Top level of employees use the tool Self assessment which comprises

the 67% of the total respondents. Confidential Report, Critical Incident, Graphic Rating Scale comprise44%, 43% and 42% of the respondents, according to them these tools are used in the Top level. Rest ofthe Top level tools for measurement comprise Check List, 180 Degree, Forced Choice, 360 Degree whichare supported by relatively lesser number of employees i.e. 36%, 37%,27% and 27%.

At the Middle level, Graphic Rating Scale, Check List and Essay Evaluation comprise more than 50% ofthe respondents, according to them these tools are generally used for middle level employees while allother tools mentioned in the table are also opted by 40% of overall employees.

At lower level, Forced Choice, 180 Degree, Essay Evaluation comprise 13%, 13% and 12% of therespondents, according to them these tools are generally used for assessing performance of lower levelof employees.


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Figure5 :Tools at different levels

67%

42%

36%

43%

27% 27%

37%

43%

34%

44%

28%

52%50%

45%

57%

45% 45%43%

50%46%

3%0% 0% 0%

13%

7%

12%10%

12%

7%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Tools at different levels

Top Level

Middle Level

Lower Level


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6. 7. Sample Profile: Awareness of PA ProcessThis help us know to how much the employees working in service sector are aware about the processfollowed by their organization about their Performance appraisal.

Table 7:Tools

Awareness of PA Process No. of Responses Percentage (%) of Responses

Fully aware 46 46.0

Partially aware 47 47.0

Not aware 5 5.0

Can't say 2 2.0

100 100.0

47 responses comprise the 47% of the Total respondents who are partially aware of the process followedby their organization. Only 1% less i.e. 46% of the respondents are fully aware of the PA process .While5% are not aware and 2% are could not say anything about their PA process.

Figure7 : Awareness of PA Process

46% 47%

5%2%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Fully aware Partially aware Not aware Can't say

Awareness of PA Process

Fully aware

Partially aware

Not aware

Can't say


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6. 8. Sample Profile: PA ProcessesThis tells us about the key factors of the PA process followed by the organization about their Performanceappraisal.

Table 8: PA Processes

66% and 58% of the respondents say that there is KRA in their organization and those are been

conveyed in time while 24% and 26% of respondents disagree with it. 51% agree that they are

provided training in case required. 48% agree that it is useful in measuring actual performance and

47% says they feel free to convey their disagreement to their seniors while 33% of employees

disagree with them.

Figure 8: PA Processes

66%

58%

51%48% 47%

24%26%

30%

22%

33%

9%

14%17%

23%

16%

1% 2% 2%7% 4%

0%

10%

20%

30%

40%

50%

60%

70%

Organization KRA Convey in time Provide training Measure actual

performance

Expressing

disagreement

PA Processes

Yes

No

Sometimes

Can't say

PA Processes Yes No Sometimes Can't say

OrganizationKRA

66% 24% 9% 1%

Convey in time 58% 26% 14% 2%

Provide training 51% 30% 17% 2%

Measure actualperformance

48% 22% 23% 7%

Expressingdisagreement

47% 33% 16% 4%


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6. 9. Sample Profile: Satisfaction levelIt shows the satisfaction level of employees through tools, parameters etc. 5 points are given for the mostsatisfaction and 1 point for the least satisfaction.

Table 9: Satisfaction level

Satisfactionlevel

1 2 3 4 5

Establishmentof PA Stds

6% 18% 28% 30% 18%

Communicationof Stds

6% 17% 18% 48% 11%

Interpersonalrelation withraters

6% 6% 18% 37% 19%

Authenticity 5% 14% 29% 34% 18%

Tools 5% 10% 32% 34% 19%

Parameters 4% 12% 12% 36% 18%

Transparency 4% 18% 26% 39% 13%

Fairness 1% 18% 23% 44% 14%

Feedback 14% 14% 22% 36% 22%

Actions taken 4% 17% 32% 30% 17%

The respondents have given different rates to the different tools, parameters set for appraisal ofemployees. 48%,44% and 39% of the respondents are relatively satisfied with the /communication ofstandards, fairness and transparency of the process.while there are less than 10% of the totalrespondents who are not satisfied with the procedure of the Performance Appraisal system in theirorganization.


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Figure 9: Satisfaction level

6% 6% 6% 5% 5% 4% 4%1%

14%

4%

18% 17%

6%

14%

10%12%

18% 18%

14%17%

28%

18% 18%

29%32%

12%

26% 23% 22%

32%30%

48%

37%34% 34%

36%39%

44%

36%

30%

18%

11%

19% 18% 19% 18%

13% 14%

22%

17%

0%

10%

20%

30%

40%

50%

60%

AxisTitle

Satisfaction level

Series1

Series2

Series3

Series4

Series5


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HYPOTHESES TESTING RESULTS

H1: there is a significant difference in the employee awareness towards tools

of PA applicable in their organization.

Table 10:employee awareness towards tools of PA applicable in their organization.

ANOVA

Sum of

Squares

df Mean

Square

F Sig.

6. Please tick the

Performance Appraisal

tools which are

applicable in your

organization at different

levels of administration.

[Self Assessment]

Between

Groups

.037 4 .009 .031 .998

Within Groups 28.167 93 .303

Total 28.204 97

6. Please tick the


tools which are

applicable in your



[Graphic Rating Scale]

Between

Groups

2.234 4 .558 1.617 .176


Total 35.040 99

6. Please tick the


tools which are

applicable in your



[Check List]

Between

Groups

.956 4 .239 .591 .670


Total 37.326 94

6. Please tick the


tools which are

applicable in your



[Behaviorally Anchored

Rating ]

Between

Groups

2.979 4 .745 1.846 .127


Total 40.082 96

6. Please tick the


Between

Groups

1.895 4 .474 1.208 .313


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tools which are

applicable in your



[Forced Choice ]


Total 37.979 96

6. Please tick the


tools which are

applicable in your



[360 Degree]

Between

Groups

1.716 4 .429 1.123 .351


Total 36.105 94

6. Please tick the


tools which are

applicable in your



[180 Degree]

Between

Groups

2.756 4 .689 1.549 .195


Total 42.351 93

6. Please tick the


tools which are

applicable in your



[Critical Incident]

Between

Groups

.847 4 .212 .472 .756


Total 41.656 95

6. Please tick the


tools which are

applicable in your



[Essay Evaluation]

Between

Groups

1.881 4 .470 1.095 .364


Total 40.958 95

6. Please tick the


tools which are

applicable in your



[Confidential Report]

Between

Groups

.511 4 .128 .323 .862


Total 36.887 96


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From the above table we found that F value is not significant at P


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5=most), your

satisfaction level from

the applicable tools of

performance appraisal

system in your

organization.

[Interpersonal

Relationship with the

Raters of the Standard]

Within

Groups

127.989 95 1.347

Total 138.510 99

9. Please Rate the

followings (1=least,

5=most), your




system in your

organization.

[Authenticity of the

Standard]

Between

Groups

8.748 4 2.187 1.887 .119

Within

Groups

110.092 95 1.159

Total 118.840 99

9. Please Rate the


5=most), your




system in your

organization. [The

various tools used for

P.A. ]

Between

Groups

1.902 4 .475 .407 .803

Within

Groups

111.058 95 1.169

Total 112.960 99

9. Please Rate the


5=most), your




system in your

organization. [Various

parameters set for

appraising your

performance]

Between

Groups

4.843 4 1.211 1.105 .359

Within

Groups

104.117 95 1.096

Total 108.960 99


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9. Please Rate the


5=most), your




system in your

organization.

[Transparency ]

Between

Groups

5.801 4 1.450 1.325 .266

Within

Groups

103.989 95 1.095

Total 109.790 99

9. Please Rate the


5=most), your




system in your

organization. [Fairness]

Between

Groups

7.344 4 1.836 1.991 .102

Within

Groups

87.616 95 .922

Total 94.960 99

9. Please Rate the


5=most), your




system in your

organization. [Timely

and accurate feedback

on your performance

and growth]

Between

Groups

2.588 4 .647 .472 .756

Within

Groups

130.252 95 1.371

Total 132.840 99

9. Please Rate the


5=most), your




system in your

organization. [Actions

taken after the

evaluation of P.A.]

Between

Groups

4.885 4 1.221 1.046 .388

Within

Groups

110.905 95 1.167

Total 115.790 99


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7. FINDINGS OF THESTUDY


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FINDINGS OF THE STUDY

Based on the summary of the analysis and interpretation of data as per study, the following are thefindings to improve the Performance Appraisal System :

1.It was observed that most of the employees work in FMCG sector of the service industry.

2. It was observed that the majority of the employees working in the service sector, NCR Delhibelong to the age group of 20-25 years.

3. It was observed that the number of male employees is more than the number of female employees.

4. It was observed that the majority of the employees had work experience of 5-10 years.

5. It is observed that most of the employees were partially aware about the Performance Appraisaltools prevailing in the Organization.

6. Top level of employees use the tool Self assessment which comprises the 67% of the totalrespondents. .

7. Graphic Rating Scale, Check List and Essay Evaluation comprises tools which are generally used formiddle level employees assessment of Performance Appraisal.

8. Forced Choice, 180 Degree, Essay Evaluation tools are generally used for assessing performance oflower level of employees.

9. More than half of the employees find the parameters in the Organization KRA standards and otherfeatures used in PA procedure suitable.

10. Employees are relatively not satisfied with the different PA standards.


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8.CONCLUSION

CONCLUSION OF THE STUDY

After having analyzed and interpreted the findings, it is concluded that employee perception towardsthe Performance Appraisal System in Service Industry in Delhi NCR regionplay a significant role


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to enhance the Performance Appraisal System in the organization and provide satisfaction to theemployees..

The dimensions like various Performance Appraisal tools applicable, its awareness ,its procedure

in sampled organization, all play a vital role in the relation between oganization and its employees .

With reference to the objectives of study, analysis of employee perceptions and satisfaction: an

empirical study of increase in employee productivity comes forth .

The study shows that almost majority of the respondents are relatively not satisfied with respect to

appraisal provided by the organizations.

RECOMMENDATIONS OF THE STUDY

As we have found that 46% of the respondents were partially aware about the

performance appraisal process, so their information level of the performance appraisalshould be enhanced through seminars, lectures, brochures, etc.

Number of training session should be increased as it has been found in the study that only51% of the respondents were facilitated with training when required.


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ReferenceFletcher, 200224. Fletcher, C. 2002. Appraisal: An Individual Psychological Analysis. In

Psychological Management of Individual Performance , Edited by: Sonnentag, S. 11535.

Chichester: John Wiley.

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Study at PT. Telkom Indonesia, Malang Regional Office) 2011 International Conference on

Economics, Trade and Development

IPEDR vol.7 (2011) (2011) IACSIT Press, Singapore

The Role of Performance Appraisals in Motivating Employees Jurjen J.A. Kamphorst Otto H.

Swank: Erasmus School of Economics, Erasmus University Rotterdam, and Tinbergen Institute.

Tinbergen Institute is the graduate school and research institute in economics of Erasmus

University Rotterdam, the University of Amsterdam and VU University Amsterdam.

Wiese, D.S., & Buckley, M.R.(1998). The Evolution of Performance Appraisal Process. Journal of

Management History, 4(3), 233-249.

Bowles, M.L., & Coates, G. (1993). Image and Substance: The Management of Performance as

Rhetoric or Reality? Personal Review, 22(2), 3-21.

Edwards, M. R., and Ewen, A. J., (1996). 360-Degree Feedback: The Powerful New Model For

Assessment And Performance Improvement. New York: AMACOM

Dorfman, Peter W., Walter G. Stephan, and John Loveland. (1986), Performance Appraisal

Behavior: Supervisor Perceptions and Subordinate Reactions. Personnel Psychology 39,Autumn, 57998.

Levy, P. E. and Williams, J. R. (2004), "The social context of performance appraisal: A review and

framework for the future", Journal of Management, 30, 881 905.

http://www.enotes.com/performance-appraisal-and-standards-reference/performance-

appraisal-and-standards

Gosselin, A., Wemer,J, M,, & Halle, N. (1997), "Ratee preferences concerning performance

management and appraisal", Human Resource Development Quarterly, 8. 315-333

Levy, P. E. and Williams, J. R. (2004), "The social context of performance appraisal: A review and

framework for the future", Journal of Management, 30, 881905.

Prince, j , B,, & Lawler. E, E, (1986), "Does salary discussion hurt the developmental performance

appraisal?", Organizational Behavior and Human Resource Decision Processes. 37. 357-375,
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Wendy R. Boswelljohn W. Boudreau, (2000), Employee Satisfaction with Performance

Appraisals and Appraisers: The Role of Perceived Appraisal Use, Human Resource

development, Quarterly, vol. 11. no.3, Fall.

Performance Appraisals 101: A Universal Guide for Higher Education and Student Affairs,

University of Georgia.

Annals of the University of Petroani, Economics, 10(4), 2010, 215-224 215.Organizational Justice and Performance Appraisal

http://www.ibimapublishing.com/journals/JHRMR/2012/159467/m159467.pdf

(Schneier, Shaw & Beattie, 1991, p.298; Schneier, Beattie & Baird 1986 (a), p. 42).

Strategies for improving individual performance and job satisfaction at meadowvale health

Teresa Marchant.

Effects of performance appraisal quality on job satisfaction in multinational companies in

Malaysia (MahdiehDarehzereshki, Faculty of Management, Multimedia University, Cyberjaya,Malaysia.)

International Journal of Enterprise Computing and Business SystemsISSN (Online) : 2230-8849, -Volume 2 Issue 1 January 2013.

Perceived fairness of and satisfaction with employee performance appraisal -ByMarie Burns

Walsh, B.S., Louisiana State University, (1981)

Examining the Relationship of Performance Appraisal System and Employee Satisfaction ( Rabia

Karimi).

Analysing The Performance Appraisal Systems Performance Commerce Essay

http://www.ukessays.com/essays/commerce/analysing-the-performance-appraisal-systems-

performance-commerce-essay.php

Employee Engagement in the public sector, DTZ Consulting & Research, One Edinburgh Quay 133Fountainbridge, Edinburgh, EH3 9QG, Scottish Executive Social Research, (May 2007)

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the gaps between expectations and experience, -by john mooney,( December 2009)

Armstrong, M. (2000) Performance Management ( 2nd Ed) London, Kogan Page.

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Commerce essay
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QUESTIONNAIRE


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Questionnaire

Questionnaire for the Employee Perception Towards the Performance Appraisal

System in Service Industry in Delhi NCR Region.

1.Your organization belongs to which industry?

FMCG Software

BPO Academics

Others

2 .Gender : Male Female

3.Age group : 20-25 years 26-30 years

31-35 years above 35 years

4.Since how many years have you been working with this organization?

05-10 yrs 10 -15 yrs

15-20 yrs more than 20 yrs

5.Are you aware of Performance Appraisal tool prevailing in your organization?

Fully aware Partially aware Not aware Cant say

6.Please tick the performance appraisal tools which are applicable in your organization.

TOOLS LEVEL

TOP MIDDLE LOWER

Self Assessment

Graphic Rating Scale

Check List

Behaviorally Anchored

Rating

Forced Choice

360 Degree

180 Degree

Critical Incident

Essay Evaluation

Confidential Report


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7.Are you aware of the entire process of performance appraisal system in your organization?

Fully aware Partially aware Not aware Cant say

8.Please tick the correct option.

9.Please Rate the followings (1=most, 5=least), your satisfaction level from the applicable tools of

performance appraisal system in your organization.

SATISFACTION LEVEL RATINGS

1 2 3 4 5Establishment of Performance Standards

Communication of Standards

Interpersonal Relationship with the

Raters of the Standard

Authenticity of the Standard

The various tools used for P.A.

Various parameters set for appraising

your performance

Transparency

Fairness

Timely and accurate feedback on myperformance and growth

Actions taken after the evaluation of

P.A.

PARTICULARS YES NO SOMETIMES CANT

SAY

Does your organization establish certain standard (KRA)

for employees to achieve?

If established do they convey their employee about the

said standard to achieve in set period of time?

Do they provide training in case there is need to achieve

the standard?

Does it measure your actual performance?

Do you feel free to express your appraiser your

disagreement regarding the appraiseal decisions?

hr research on pa system

Documents