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Project Report on "Performance Appraisal System


Findings AND ANALYSIS

Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks

 

Options

Response

Yes

84

No

16

 


 

Awareness of technique of Performance Appraisal being followed at BSNL among Employees

 

Options

Response

Yes

72

No

28

 


 

Number of Employees being appraised during their service period

Options

Response

Yes

68

No

32

 

 


 

 

 

 


Employees’ opinion as to the present appraisal system

 

 

Options

Responses (in %)

Fully Satisfied

2

Satisfied

24

Can’t Say

44

Dissatisfied

30

Employee perception as to the frequency of appraisal

 

 

Options

Response (in %)

Once During The Service Period

2

Continuous

92

Never

0

Can’t Say

6

If continuous appraisal – what should be the gap between two  appraisal period

 

 

 

Options

Response (in %)

Quarterly

20

Half Yearly

44

Yearly

36

How Performance Appraisal affects the productivity of the employees

 

 

Motivated

Indifferent

Demotivated

+ Feedback

 

 

38

 

12

 

-

-  Feedback

 

 

12

 

10

 

28

 

Neutral

 

 

24

 

21

 

5

 

 

 

Who should do the appraisal?

 

Options

Response ( in % )

Superior

24

Peer

0

Subordinate

0

Self Appraisal

8

Consultant

4

All of the above

48

Superior + Peer

16

 

 

.Does appraisal help in polishing skills and performance area?

 

Options

Response ( in % )

 Yes

74

 No

10

 Somewhat

16

If the process of appraisal does not lead to the improvement of the skills and proficiency of the employees, the very purpose of appraisal becomes illogical. In the survey conducted it was observed that nearly 74 % of the respondents agree that Performance Appraisal does leads to polishing the skills of the employees. Nearly 10 % of the respondents view that it does not serve this purpose and around 16 % were not able to respond as to whether it serve any such purposes or not.

Does personal bias creeps-in while appraising an employee

 

Options

Response ( in % )

    Yes

82

    No

18

 

In the process of appraising, both the parties are human being, that is, the one who is being apprised and the other who is appraising. Thus, there bound to be subjectivity involved, be it an objective way of appraising.

Thus, when asked from among the sample size of 50 respondents, as huge as 82 % respondended that personal bias do creep in while appraising an individual. Hence, it is inevitable to say that personal likings do not come in the process of appraisal. It is the extent to which the appraiser manages it so that it does not become very partial and bias.


 

If given a chance, would employees like to review the current appraisal technique?

Options

Response ( in % )

 Yes

72

 No

4

 Can’t Say

24

Appropriate method of conducting the performance appraisal

12%

0%

20%

58%

4%

6%

Rating Scale

Paired Comparison

Critical Incident

MBO

Assessment Centre

360 Degree

Options

Response ( in % )

Ranking Method

12

Paired Comparison

0

Critical Incidents

20

MBO

58

Assessment Centre

4

360 degree

6

Does performance appraisal leads to identification of hidden potential

Options

Response ( in % )

 Yes

96

 No

4

 

 

   

LIMITATIONS OF THE STUDY

 

A few limitations and constraints came in way of conducting the present study, under which the researcher had to work are as follows:

Ø      Although all attempts were made to make this an objective study, biases on the part of respondents might have resulted in some subjectivity.

Ø      Though, no effort was spared to make the study most accurate and useful, the “sample Size” selected for the same may not be the true representative of the Company, resulting in biased results.

Ø      This being the maiden experience of the researcher of conducting study such as this, the possibility of better results, using deeper statistical techniques in analyzing and interpreting data may not be ruled out.

 

Suggestions and CONCLUSION

 

After having analyzed the data, it was observed that practically there was no appraisal in the organization. To be an effective tool, it has to be on the continuous basis. This is the thing that has been mentioned time and again in the report, as, in the absence of continuity, it becomes a redundant exercise. Before actually deciding drafting what should be the kind of appraisal the following things should be taken care of:

1.    The very concept of performance appraisal should be marketed throughout the organization. Unless this is done, people would not accept it, be it how important to the organization.

2.    To market such a concept, it should not start at bottom, instead it should be started by the initiative of the top management. This would help in percolating down the concept to the advantage of all, which includes the top management as well as those below them. This means that the top management has to take a welcoming and positive approach towards the change that is intended to be brought.

3.    Further, at the time of confirmation also, the appraisal form should not lead to duplication of any information. Instead, detailed appraisal of the employee’s work must be done – which must incorporates both the work related as well as the other personal attributes that are important for work performance.

4.    It should be noted that the appraisal form for each job position should be different as each job has different knowledge and skill requirements. There should not be a common appraisal form for every job position in the organization.

5.    The job and role expected from the employees should be decided well in advance and that too with the consensus with them.

6.    A neutral panel of people should do the appraisal and to avoid subjectivity to a marked extent, objective methods should be employed having quantifiable data.

7.    The time period for conducting the appraisal should be revised, so that the exercise becomes a continuous phenomenon.

8.    Transparency into the system should be ensured through the discussion about the employee’s performance with the employee concerned and trying to find out the grey areas so that training can be implemented to improve on that.

Ideally in the present day scenario, appraisal should be done, taking the views of all the concerned parties who have some bearing on the employee. But, since a change in the system is required, it cannot be a drastic one. It ought to be gradual and a change in the mindset of both the employees and the head is required. 

        a) Fully Satisfied                         b) Satisfied

 

c) Can’t Say                            d) Dissatisfied

 

6.    Should the appraisal process be:

        a) Once during the service period            b) Continuous

        c) Never                                                d) Can’t Say

                                            

7.     What in your opinion should be the time period of conducting continuous     Appraisal?

a)    Quarterly       b) Half Yearly        c) Yearly

 

  Any specific reason………………………………  

8.  Does Performance Appraisal helps in improving the productivity of the employees?

 

Motivated

Indifferent

Demotivated

+ Feedback

 

 

 

-  Feedback

 

 

 

Neutral

 

 

 

                                                                  

9.     Who in your opinion should appraise the employee?                

a)    Superior                    b)  Peer

         c) Subordinates                    d) Self Appraisal

         e) Consultant                       f) All of the above    

10.    Does the appraisal system helps in polishing the skills or performance area?

                a)  Yes                     b) No             c)  Somewhat 

11.    Do you think personal bias creeps in while appraising an individual?

    a)  Yes              b) No

12.    If given a chance or an opportunity would you like that the current appraisal procedure should be reviewed?

         a) Yes                         b) No                c) Can’t Say

13.    What according to you should be the appropriate method for conducting performance appraisal?

a)    Rating the employee on number of traits along with the range of performance for each by the supervisor.        

b)    For every trait, each subordinate is paired with and compared to every other  Subordinate.

c)     Reviewing employees on the basis of  identified specific examples of good   Or poor performance.

d)    Setting specific measurable goals with each employee and periodically reviewing the progress made.

e)   Reviewing performance through case studies, presentations, role playing, etc.  for future performance.

f)      Receiving feedback from people whose views are considered helpful and relevant including the appraise himself.     

14.    Does Performance Appraisal leads to identification of hidden potential of the employees?

             a)  Yes                                                           b)  No           

15. Suggestions and views…………………………………...............................

…………………………………………………………

…………………………………………………………

…………………………………………………………

 

 

Thank you,                                                         Date --/--/--


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