360.Performance Appraisal
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CONTENTS
CHAPTER I Page No
INTRODUCTION 1 - 11
I.1 Objective of the stu!
I." Nee fo# the stu!
I.$ Sco%e of the Stu!
I.& 'ethoo(og!
I.) *i+itatio,s
CHAPTER II 1"-1
THEORETICA* RA'E /OR0
CHAPTER III "-$
CO'PAN2 PROI*E
CHAPTER I3
Data a,a(!sis $1-44
CHAPTER 3 45-5"
6.1 INDIN7S
6." SU77ESTIONS
6.$ CONC*USION
ANNE8URE
4.1 9I9*IO7RAPH2 5$
4." :UESTIONNAIRE 5&-5)
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INTRODUCTION
Hu+a, #esou#ce +a,age+e,t (HRM) is the strategic and coherent
approach to the management of an organization's most valued assets - the people
working there who individually and collectively contribute to the achievement
of the obectives of the business! "he terms #human resource management# and
#human resources# (HR) have largely replaced the term #personnel
management# as a description of the processes involved in managing people in
organizations! $n simple sense% HRM means employing people% developing their
resources% utilizing% maintaining and compensating their services in tune with
the ob and organizational re&uirement!
$n human resource management there are two functions i!e!% ! operating
function and ! managerial function.
Human resources management comprises several processes! "ogether they are
supposed to achieve the above mentioned goal! "hese processes can be performed
in an HR department% but some tasks can also be outsourced or performed by line-
managers or other departments! hen effectively integrated they provide
significant economic benefit to the company!
• orkforce planning
• Recruitment (sometimes separated into attraction and selection)
http://en.wikipedia.org/wiki/Strategichttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Strategichttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitment
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7lso during this time period% others e8plored the use of multi-rater feedback via
the concept of "-groups!
*ne of the earliest recorded uses of surveys to gather information about
employees occurred in the 591s at .sso Research and .ngineering ompany
(:racken% ;alton% organizational psychology% $6-eg#ee
feebac; % also known as #multi-rater feedback%# #multisource feedback%# or
#multisource assessment%# is feedback that comes from all around an employee!
#/01# refers to the /01 degrees in a circle% with an individual figuratively in the
center of the circle! 3eedback is provided by subordinates% peers% and supervisors!
$t also includes a self-assessment and% in some cases% feedback from e8ternal
sources such as customers and suppliers or other interested stakeholders! $t may be
contrasted with #upward feedback%# where managers are given
http://en.wikipedia.org/wiki/T-groupshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Industrial_and_Organizational_Psychologyhttp://en.wikipedia.org/wiki/Degree_(angle)http://en.wikipedia.org/wiki/T-groupshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Industrial_and_Organizational_Psychologyhttp://en.wikipedia.org/wiki/Degree_(angle)
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3eed back by their direct reports% or a #traditional performance appraisal%# where
the employees are most often reviewed only by their managers!
"he results from /01-degree feedback are often used by the person
receiving the feedback to plan training and development! Results are also used by
some organizations in making administrative decisions% such as pay or promotion!
hen this is the case% the /01 assessment is for evaluation purposes% and is
sometimes called a #/01-degree review!# However% there is a great deal of
controversy as to whether /01-degree feedback should be used e8clusively for
development purposes% or should be used for appraisal purposes as well (aldman
et al!% 55?)! "here is also controversy regarding whether /01-degree feedback
improves employee performance% and it has even been suggested that it may
decrease shareholder value!
http://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Training
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O9
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NEED OR THE STUD2
+tudy is need in order toB
• ,rovide information about the performance ranks
• ,rovide feedback information about the level of achievement and
behavior of the subordinates!
• ,rovide information% which helps to counsel the subordinates!
• ,rovide information to diagnose deficiency in the employee regarding
skills% knowledge% determine training and developmental needs and to
prescribe the means for employee growth provides information for
correcting placement!
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SCOPE O THE STUD2
"o know the function of the organization as a whole% work culture of the
organization and as well to know the policies are made and implemented and
conveyed to the employees! "he study is to know in brief about the following
departmentsB
• "raining and development center
• Human resource development department
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Research Methodology
Research methodology: The main aim of the research is to find out
whether the company is capable to retain its efficient employees in
organization. For this purpose there is a kind of methodology adopted
to ease the purpose of the study.
Steps:
• Research design,
• Sampling methods,
• Questionnaire,
• ata analyses and interpretation.
Research design
Data collection: ata is empowered information about the problem
chosen. !t is considered as raw material used in the interpretation part
of the pro"ect work which is used to find out the hidden problem of the
chosen topic. Thus the collected data is analyzed and interpreted to
find out the e#act reason for the problem and to gi$e out appropriatesuggestions to o$er come the problem. So in order to carry out the
analysis and interpretation as part of pro"ect work data collection with
rele$ance to the problem chosen is essential. ata is collected in two
ways:
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Primary data: The %uestionnaire is designed &circulated to personnel
across the company out of which we are recei$ed and it was aimed to
study the satisfactory le$el of employees in organization at both
super$isory and e#ecuti$e le$els in the organization. The
questionnaire and observation is used as the primary data in this
report.
a) Questionnaire: under this method a well'structured %uestionnaire
is prepared co$ered all aspects with respect to the related topic. This
may contain both open and close ended %uestions. The open'ended are
those where the respondents are free to gi$e their options. (hile in
close'ended the respondent has to answer the %uestions with in choice
specify by the richer. )y distributing it to the respondents the data is
collected.
b) Observation: here obser$ing the acti$ities being performed by the
organization collect the data. Focus should be on the employees who
are not satisfied and would lea$e the organization based on $arious
reasons.
Secondary data: the data that is already written and has gone
through some prior statistical analysis. This data can be collected from
$arious data banks, internet downloads, business articles business
periodicals, annual reports of the company etc.
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a* +s to meet the set ob"ecti$es, the personnel manual has been
used to get the information regarding the system and structure.
b* )rowsed through se$eral websites to gather further informationand ournal on -R ha$e been studied to help in understanding
the basic principle.
Sampling plan: Sampling is the techni%ue where a small sample
would be considered and each of them would be considered as the
uni$erse. This method is used o$er the sur$ey method because of its
many ad$antages.
!n this pro"ect the size of the uni$erse is around /// out of which my
sample size representing the uni$erse was 0/. The sampling method
used was random method. !t will be selected from the uni$erse at
random. The sample elements need not be related to each other.
Sample unit: 1eople belonging to all designation.
Sample size: The sample size for the study is 0/.
Sample technique: This techni%ue used was simple random
sampling.
Method o analysis: + statistical techni%ue used for the analysis of
%uestionnaire is by percentage analysis and is represented with the
use of tables and graphs. .
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*I'ITATIONS O THE STUD2
7s the study revolves around the performance appraisal of human
resources aspects the overall organization performance cannot be ascertained! $n
spite of giving honest and sincere efforts there are several limitations% which are
as followsB
• "he perception bias or attitude of the respondents may also act as hurdles to
the study!
• "he period of study is only for @9 days% which is a maor constraint!
• sample size taken for the research is small due to the constraint of time!
• "ime is maor limitation!
• +ome of the employees could not reveal much of the information for the fear
of the management!
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Cha%te#-"
THEORITICA* RA'E/OR0=
CONCEPT O PEROR'ANCE APPRAISA*=
7ppraisal is the evaluation of worth% &uality% or merit! $n the
organization conte8t performance appraisal is a systematic evaluation of
personnel by superiors or others familiar with their performance! ,erformance
appraisal is also described as merit rating in which one individual is raked as
better or worse in comparison to others! "he basic purpose in this merit rating is
to ascertain an employeeCs eligibility for promotion! However% performance
appraisal is more comprehensive term for such activities May be training and
development% salary increase% transfer% discharge% etc= besides promotion! 7
formal definition of performance appraisal is as follows=
Dit (performance appraisal) is the process of evaluating the
performance and &ualifications of the employee in terms of the re&uirements of
the ob for which he is employed% for the purpose of administration including
placement% selection for promotion% providing% financial rewards% and other
actions which re&uire differential treatment among the members of a group as
distinguished from actions affecting all members e&ually!E
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INTRODUCTION O $6-DE7REE APPRAISA*=
/01-degree feedback is a full circle system of obtaining information from peers%
subordinates% and internal and e8ternal customers% about the employee's
performance! /01-degree assessment is based on the assessment of an individual's
management styles% competencies and behaviour by colleagues horizontally and
vertically by involving his boss% peers and direct reports in the organization!
360-degree feedback
$s a multi source assessment% which includes
F +elf%
F +upervisor
F $nternal ustomers>peers>+taffs
F .8ternal ustomers
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Need of 360-degree feedback in organizations
:usiness is towards surplus generation! ithout surplus no organisation can grow!
Here the effort to grow the business and the surplus should come from employee
part! "he performance of the employees is at work here matters in business
development and organisational development! "he performance of the employees
should then align with the strategic decisions that integrate the business goals in
an increasingly competitive environment! $t is the responsibility of the Human
Resource Management to integrate the culture of the organisation with all
available resources to the optimum out put! "he /011 7ppraisal helps the HR
;epartment to have better understanding of the competitive advantage and
disadvantages of the current manpower resources and tune them towards
performance e8cellence and productivity!
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Prerequisites
F"op management +upport
F onfidence of employees on the appraisal methodology
F *bectives need to be measurable with performance
re&uirements clearly stated!
F 7 detailed plan of implementation
F ollaboration between superior and subordinates
F +ome prior e8perimentation and positive e8periences
lear organisational philosophy and policy obectives
Uses for 360 Degree Feedback include:
• Performance Araisal
o Recognition of performance!
o ,roviding feedback on individual performance!
o ,roviding a basis for self-evaluation!
• Assessing !mlo"ee De#eloment =
• Diagnosing training and career development needs.
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,roviding a basis for promotion% dismissal% ob enrichment% ob
enlargement% ob transfer% probation% etc!
Monetary and other rewards!
• $rganizational %limate &tud":
*rganisational environment improvement needs
hanges in the Managerial approaches% leadership% etc
• %ustomer &atisfaction &tud":
.mployees attitudinal change
ustomer satisfaction improvements
'o( 360-degree feedback s"stem adds #alue)
/01 degree feedback enables an organization to focus on developmental
efforts% at the individual and group level% in the present business environment
where the success of the company depends on continuous revolution% which is
possible through organizational development! /01-degree feedback facilitates the
alignment of individual capabilities and behaviors with organizational strategies!
$t adds value to the organization indifferent waysB-
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• /01-degree feedback provides a better understanding of individuals
performance at work
•
/01-degree feedback provides a multifaceted view about the
employees from different sources
• /01-degree feedback provides a better understanding of employed
developmental needs
• /01-degree feedback provides increased the understanding about
one's role e8pectations!
• /01-degree feedback provides increased the understanding of
competence and competency in various roles
• /01-degree feedback e8tends better morale to those who perform
and contribute well to the organisation
• /01-degree feedback reduces training costs by identifying common
development needs!
• /01-degree feedback increases the team's ability to contribute to
the organizations goals
•
/01-degree feedback helps everyone to work for a common
standard and institutionalize performance management!
• /01-degree feedback ensure better interpersonal relationship and
group cohesiveness
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• $t promotes self-directed learning and provides a road map for
employee's development planning!
• $t promotes better ommunication within departments!
• /01-degree feedback $ncreases the team's ability to contribute to
the organizations goals develop better bottom line through boosting
the capability of the organization to meet its obectives!
&tes ma" be taken to gauge t*e readiness of an organization
for 360-degree feedback:
• $dentification of the problem!
• 7nalysis of the organizational conte8t for finding a solution to the
problem!
• 7llocation of resources for the purpose in terms of time and
finances!
• 7 detailed plan of implementation!
• 3ollow up
Pitfalls of 360-degree feedback
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• 7 detailed plan of action% which ensure the transparent and clear
implementation of appraisal with employee accountability!
• .ffective follow-up is the prime re&uirement of /01-degree
feedback! 3ailure in follow-up may cause more harm than good!
• "he /01-degree feedback is time consuming and cost consuming
assessment process! ithout having ade&uate resource to
implement the process% it will end up nowhere and develop
financial burden to organisation!
• "he trust and confidence on the employees who undergo this
feedback assessment process is a determinant factor in its outcome!
Many consider this appraisal as tool for downsizing!
• "he process involves a lot of paper work!
• "here are high chances of subectivity from the management and
employee part in the feed back assessment!
• Many times the confidentiality of the appraisal cannot ensure from
the HR department!
• +ince the assessment is based on &ualitative data many times it
cannot ensure unambiguous% clear% specific% and observable and
&uantifiable formats!
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%onclusion
/01-degree feedback is sometimes referred to as multi-rater appraisals%
multi-source feedback or /01 degree profiling! $t is essentially a process%
which enables a person to receive feedback from a number of people
around them (see diagram)! "he purpose of the feedback is usually varied
from organisation to organisation! /01-degree feedback not only acts as
tool for organisational development but also to help an individual
determine areas they need to develop! "he success of the appraisal depends
on the transparency and clear obectives of its need and its clear cut
intimation to the employees even at the bottom level of the organisation!
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THE PROCESS O $6 DE7REE APPRAISA*S IN
DR*
+ntroduction of 360 degree araisal:
, Purose:
3eed back is essential to personal development! $t provides us with information
about the way we work with others! $t can act both as a stimulus to change
behavior %and as a catalyst to facilitate change!
"o be more effective% we need to be aware of the conse&uences of our behavior%
so that we can decide whether or not the conse&uences match our intentions!
. /lossar":
&elf: "he individual undergoing the /01 degree feedback process
&ueriors: "he individualCs functional>administrative supervisor
(reporting toBi!e!%AG) or person or more levels up identified as superior
without having a direct reporting relationship! $t can also include the AG
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Peers: olleagues of the individual from the same or other departments
(including internal customers) with whom the individual has a working
relationship &ubordinates: ;irect reports% those whom the individual is directly
supervising! $t may also include uniors from other functions>departments in
some cases! +ubordinates who have given an individual the /01 degree feedback
in the present cycle 360 degree1ie2 ot*ers: "he group of superiors% peers and subordinates
who have given an individual the feedback in the present cycle
%omarati#e /rouB 7ll the members in the same work-level (e!g!Bwork
level-@ or work level-9 or work level-0) who are receiving the /01 degree
feedback in the present cycle
3 4ating scale:
+cores by self and responses received together from superiors% peers and
subordinates (referred to as D/01 degreeE or othersC) to each of the &uestions
are shown as an average score on the five-point scale shown belowB
! Inacceptable
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! Jeeds improvement
/! .merging
@! .ffective
9! .8ceptional
"he self vs! the /01 degree groups scores shows the relative standing of the
individual with respect to the mean scores of his or her group of superiors% peers
and subordinates taken together on the parameters and elements of the ;RA
leadership model!
"he &ualitative remarks on your strengths>areas of improvement 4 suggestions
are also summarized (verbatim) towards the latter part of this report!
3 'o( t*e reort is organized :
$#erall icture of the scores (your self scores and how others have
scored you) on the parameters of the ;RA leadership model! $t also includes
your scores with reference to your comparative group!
/ra*ical reresentation of your self scores against the /01 degree
scores on the nine sub-parameters of the leadership model! 7ll scores are simple
averages% unless mentioned otherwise!
!lement-(ise 5360 degree0 scores and scoring trends
$en-ended feedback on strengths and areas of improvement captured
verbatim from self and othersC(/01degree) comments Anneure on 4ating &cales% which attempts to e8plain the meaning of
the scale
7 'o( to interret "our feedback)
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:egin with the overall representation! +tudy the gap between the self-
assessment and the feedback given by the relevant group!
Je8t% note the highest and lowest scoring parameters with reference to
the feedback given by the /01 degree group! "hese will comprise your relative
strengths ad areas of improvement! ,repare an action plan
o to leverage your strengths% and%
o to work towards reducing your weaknesses
*n some of the dimensions you may have been assessed by different
groups of respondents!
Kou are advised to discuss with your superior on ay of these parameters
or elements (DunacceptableE or Dneeds improvementE) where you are rated low!
$t could be indicative of very high e8pectations from your working environment!
$n case you feel that you are doing your best and yet% you have been rated low% it
could be indicative of a communication gap and>or a bias! "he best way to
clarify a bias is through a discussion clarifying the observations and
e8pectations! ommunication is crucial for effective feedback! Refer to the anne8ure on rating scales for an understanding of the same%
while reading this report!
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E8ECUTI3E SU''AR2B
. &cores (it* reference to t*e arameters of t*e D48 leaders*i
model
;rives
*rganizational
:uilding
Revels in
.ntrepreneurship 4
$nnovation
Aeads by
.8ample
Kour self-score !6 !? /
Kour /01 degree
score
!?6 !5? /
+cores of
your
comparative
group
(wrt! /01
degree
scores)
Min
!
!1 !16 !9
7vg
!
!65 !? !?0
Ma8
!
/!/5 /!@9 /9
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3 &cores (it* reference to t*e nine sub-arameters of t*e D48
leaders*i model
;rives *rganizational :uilding Revels in .ntrepreneurship 4
$nnovation
Aeads by .8ample
+ub-
parameter
+core +ub-
parameter
+core +ub-parameter +core
self /01
deg
ree
self /01
deg
ree
self /01
degree
ollaborate
s and
leverages
resources%
knowledge
and
relationship
s to achieve
organizatio
nal
priorities
!0 !?
@
Recognizes
opportunitie
s and takes
risks
intelligently
!5
9
7ccepts and
delivers on
stretch goals to
achieve
breakthrough
performance
/ !6?
oaches
and
develops
more
leaders
!9 !?
6
;isplays
fle8ibility
and drives
change
effectively
!/
/
!5
5
$nspirational
yet
unassuming
/!/
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7ligns and
adapts
structure%
processes
and
systems to
strategic
direction
/ !5
3osters a
climate of
innovation
and e8ecutes
on
opportunitie
s
!9 !5
5
Aives and
champions
;RACs value
/ /!
59 &elf #s 360 degree
+elf *thers
," !0 !?@
," !9 !?6,"/ / !5
,"@ !59
,"9 !// !55
,"0 !9 !55
,"6 / !6?
,"? / /!
,"5 / /!
8egend:
,"B ollaborates and leverages resources% knowledge and relationships to
achieve organizational priorities
,"B oaches and develops more leaders
,"/B 7ligns and adapts structure% processes and systems to strategic direction
,"@B Recognizes opportunities and takes risks intelligently,"9B ;isplays fle8ibility and drives change effectively
,"0B 3osters a climate of innovation and e8ecutes on opportunities
,"6B 7ccepts and delivers on stretch goals to achieve breakthrough performance,"?B $nspirational yet unassuming
,"5B Aives and champions ;RACs value
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5% &cores of 360 degree grou on !lements of t*e D48 8eaders*i odel in
descending order .
.lement!
Jo!
.A.M.J" /01
;.2R..
+*R.
;$M.J+$*J
(;>R>A)
3acilitates effective utilization of all
available resources across the
organization
!0 ;
reates and shares knowledge across
the organization
/!10 ;
/ onsciously attempts to induct%
engage and retain talented
employees
!?/ ;
@ :uilds and nurtures relationships 4
leverages knowledge% e8pertise and
resources to create greater value
across the organization
!0@ ;
9 3osters the spirit of collaboration 4
teamwork in organization
/!10 ;
0 ;elegates appropriately and allows
team members to take decisions with
an element of calculated risk
/!9 ;
6 $nvests time and effort in the growth
and development of team members
!?0 ;
5 ;rives perfect in letter and spirit to
get the best out of people
/ ;
1 Leeps abreast of the latest
developments and practices in the
industry! $ntroduces change wherever
appropriate
/!@ ;
Inderstands organization
communication priorities and drives
them appropriately
!6 ;
onsciously attempts to build thedesired culture in the organization
!@@ ;
/ $s able to spot trends>discontinuities
to identify immediate business
improvements and long
term>opportunities
/ R
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@ 2enerates creative alternatives when
faced with problems! "akes
calculated risks!
!5 R
9 :alances between systems and
innovation to gain &uantum growth
in business while having strategy in
place to mitigate downside risks
!?5 R
0 Aogically analyses available
information amidst high ambiguity
and uncertainty
/ R
6 Makes an effort to appreciate and
integrate cross cultural teams
!69 R
? hallenges complacency! ;oes not
shy away from taking tough
decisions
!6 R
5 elcome change and implements
initiatives with sincerity and
commitment
/!@ R
1 3osters a climate of innovation by
challenging status &uo! reates an
environment where new ideas are
welcomed! "olerates genuine
mistakes
/!9 R
"akes a result oriented approach%
leading to effective e8ecution
!6 R
Inderstands internal and e8ternal
customers>suppliers re&uirements!
Responds to their needs on priority
!5@ A
/ Motivates team to accept and deliver
on stretch goals! +trives for
breakthrough performance
!5@ A
@ ;elivers on stretch goals as
committed! orks towards
transferring skills to colleagues 4
e8ecutes on succession planning
!/0 A
9 Maintains consistency and a high
degree of obectivity while making
people decisions (rewards%
promotions% placements etc)
/!1? A
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0 Aeads by personal e8ample 4 walks
the talk
/ A
6 2ives full credit to contributing team
members
/!9 A
? +hows humility in word and action!;oes not use power inappropriately
/!6 A
5 +trives for e8cellence in everything
he thinks% says or does
!56 A
/1 $s dedicated to achieving the highest
levels of &uality of delight internal 4
e8ternal customers
!?/ A
/ Ipholds the self-esteem 4 dignity of
all colleagues! reates an open
culture conducive for e8pression of
views and ideas irrespective of
hierarchy
/!9? A
/ reates an environment of
innovation 4 learning! 3osters a
desire to e8cel and willingness to
e8periment
/!1? A
// +eeks opportunities to build
relationships 4 leverages
knowledge% e8pertise and resources
to create greater value across the
organization
!0@ A
/@ "akes utmost care to protect our
natural environment 4 initiatives to
serve the communities in which we
operate
/!10 A
/9 Maintains the highest ethical
standards of truth% integrity 4
transparency
/!9? A
; ;rives *rganizational :uilding RRevels in .ntrepreneurship 4
$nnovation A Aeads by
.8ample
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3 360 degree F!!D9A%; &U4-?+&! &%$4!&
@ >4!ND&
"his section displays the scores (as average) of self and respondents (/01degree)
and also gives a glimpse of the rating trends on each element of the parameters
of the ;RA leadership model
Rating scaleB 1Inacceptable= Jeeds improvement= .merging=
/.ffective= @.8ceptional
, Dri#es organizational 9uilding
5P>, %ollaborates and le#erages resources2 kno(ledge and relations*is to
ac*ie#e organizational riorities
+!
J
+uccess
7ttribute
;escription of
:ehavior
+elf /01
degree
(others)
Rating "rends of
/01degree (others)
Resource
*ptimizatio
n
3acilitates
effective
utilization of all
available
!0 +upNpeerNsubOsup
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resources across
the organization
Lnowledge
Management
reates and
sharesknowledge
across the
organization
/ !10 +upOpeerNsubOsup
/ .ye for
"alent
onsciously
attempts to
induct% engage
and retain
talented
employees
/ !?/ +upOpeerNsubOsup
@ Relationship
*rientation
:uilds and
nurtures
relationships
with key
e8ternal and
internal
stakeholders
!0@ +upNpeerNsubOsup
9 ollaboratio
n 4
"eamwork
3osters the
spirit of
collaboration 4
teamwork in
organization
/!10 /!10 +upOpeerNsubOsup
umulative
7verage score
!0 !?@
5P>. %oac*es and de#elos more leaders
+r!
Jo
!
+uccess
7ttribute
;escription of
:ehavior
+elf /01
degree
(others)
Rating "rends of
/01degree (others)
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0 ;elegation ;elegates
appropriately
and allows
team members
to take
decisions with
an element of
calculated risk
/ /!9 +uppeerNsubOsup
6 ,eople
development
$nvests time
and effort in
the growth and
development
of team
members
/ !?0 +upOpeerNsubOsup
? +uccession
planning
orks towards
transferring
skills to
colleagues 4
e8ecutes on
succession
planning
!/0 +upNpeerNsubOsup
5 ,erformance
oaching
;rives perfect
in letter andspirit to get the
best out of
people
/ +uppeersubsup
umulative
7verage +core
!9 !?6
5P>3 Aligns and adats structure2 rocesses and s"stems to
strategic direction
+r!
Jo
!
+uccess
7ttribute
;escription of
:ehavior
+elf /01degr
ee
(others)
Rating "rends of
/01degree
(others)
1 +ystems and Leeps abreast of the / /!@ +upOpeerNsubNs
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process
orientation
latest developments and
practices in the
industry! $ntroduces
change wherever
appropriate
up
communicati
on
Inderstands
organization
communication
priorities and drives
them appropriately
/ !69 +upNpeerNsubOs
up
ulture
building
onsciously attempts to
build the desired culture
$n the organization
/ !9? +upOpeerNsubNs
up
umulative 7verage
+core
/ !5
. 4e#els in !ntrereneurs*i @ +nno#ation
5P>7 4ecognizes oortunities and takes risks intelligentl"
+!no +uccess
7ttribute
;escription of :ehavior +elf /01
degree
(others)
Rating "rends of
/01degree (others)
/ :usiness
7cumen
$s able to spot
trends>discontinuities to
identify immediate
business improvements
and long
term>opportunities
/ +uppeersubsup
@ Risk "aking 2enerates creative
alternatives when faced
with problems! "akes
calculated risks!
!5 +uppeerOsubNsup
9 Risk
Mitigation
:alances between
systems and innovation
to gain &uantum growth
in business while
!?5 +upOpeerNsubsup
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5P>6 Fosters a climate of inno#ation and eecutes on
oortunities
+r!
Jo
!
+uccess
7ttribute
;escription of
:ehaviour
+elf /01 degree
(others)
Rating "rends of
/01degree (others)
1 $nnovation
orientation
3osters a climate of
innovation by
challenging status
&uo! reates an
environment where
new ideas are
welcomed!
"olerates genuine
mistakes
/ /!9 +uppeerNsubOsup
.8ecution "akes a result
oriented approach%
leading to effective
e8ecution
!6 +upNpeerNsubOsup
umulative
average score
!9 !55
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3 8eads b" !amle
5P>B Accets and deli#ers on stretc* goals to ac*ie#e breakt*roug*
erformance
+r!
Jo
+uccess
7ttribute
;escription of
:ehavior
+elf /01
degree
(others)
Rating "rends of /01
degree (others)
ustomer
3ocus
Inderstands
internal and
e8ternal
customers>suppli
ers re&uirements!
Responds to their
needs on priority
/ !5@ +upOpeerNsubOsup
/ ,erforman
ce mindset
Motivates team
to accept and
deliver on stretch
goals! +trives for
breakthrough
performance
/ !5@ +upOpeerNsubOsup
@ Result*rientatio
n
;elivers onstretch goals as
committed
/ !5@ +upOpeerNsubOsup
umulative
7verage score
/ !6?
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5P>C +nsirational "et unassuming
+r!
Jo
+uccess
7ttribute
;escription of :ehavior +elf /01
degree
(others)
Rating "rends of
/01 degree (others)
9 3airness 4
impartiality
Maintains consistency and a
high degree of obectivity
while making people
decision (rewards%
promotions% placements etc)
/ /!1? +uppeerNsubOsup
0 $nspirational Aeads by personal e8ample
4 walks the talk
/ / +uppeersubsup
6 redit
sharing
2ives full credit to
contributing team members
/ /!9 +uppeerNsubOsup
? Inassuming +hows humility in word and
action! ;oes not use power
inappropriately
/ /!6 +uppeerNsubOsup
umulative 7verage score / /!
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5P>1 8i#es and c*amions D48s #alue
+r!
Jo
+uccess
7ttribute
;escription of :ehavior +elf /01
degree
(others)
Rating "rends of
/01 degree (others)
5 .8cellenc
e
+trives for e8cellence in
everything the thinks%
says or does
/ !56 +upOpeerNsubOsup
/1 Puality
*rientatio
n
$s dedicated to
achieving the highest
levels of &uality to
delight internal 4
e8ternal customers
/ !?0 +upOpeerNsubOsup
/ Respect
for the
individual
Ipholds the self-esteem
4 dignity of all
colleagues! reates an
open culture conducive
for e8pression of views
and ideas irrespective if
hierarchy
/ /!9? +upOpeerNsubNsup
/ $nnovatio
n
reates an environment
of innovation 4
learning! 3osters a
desire to e8cel and
willingness to
e8periment
/ /!1? +uppeerNsubOsup
// ollaborat
ion 4
"eamwork
+eeks opportunities to
build relationships 4
leverages knowledge%
e8pertise and resources
/ !0@ +upNpeerNsubOsup
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to create greater value
across the organization
/@ Harmony
4 +ocial
responsibi
lity
"akes utmost care to
protect our natural
environment 4
initiatives to serve the
communities in which
we operate
/ /!10 +upOpeerOsubNsup
/9 "ruth 4
integrity
Maintains the highest
ethical standards of
truth% integrity 4
transparency
/ /!9? +upOpeerNsubNsup
umulative 7verage
+core
/ /!
OPEN ENDED EED9AC0 B
Kou and your respondents had the opportunity to write comments on your work
style in the 3eedback Puestionnaire! "hese comments have been &uoted
verbatim in se&uence!
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+trengths 7reas of $mprovement
• illingness to
e8periment
• Aogical as well
as Aateral "hinking%
useful in problem
solving
• $s a good mentor
and a effective
• communicator!
• Respect for
individual
• Lnowledge in
,harma "rends 4
Marketing
• Qery strong on
concepts% strategy and
pharma industry
perspectives 4 insights!
• 2ood team
player
•
,roduct>Molecule>"herapy knowledge
• .8cellent
knowledge of the
concerned subect
• Humility
• ,eople
Management mentorship which is
complemented by
empathy
• 2ives full
freedom to work and
keeps a strong support
by constant feedbacks
and guidance!
• ommunication
• +hould improve on integrating
myself into the organization
• J7
• He should be more and more
assertive
• Result *rientation
• Jeed to be more decisive and
closureC and deliveryC oriented!
Aeverage skills of persuasion > influence
to get comple8 cross functional tasks
carried out in a matri8 environment!
$mprove sharpness of verbal
communication!
• ,ositive attitude
• :ack .nd Inderstanding
• "o use his position more
effectively to get best results
• :usiness realities in various
markets
• +hould stop cribbing about role
clarity and get into close for each
assignment>proect
• J7
• Risk taking ability
• "eam :uilding
• 7bility to shoulder responsibility
and self-priorities without too much
support from superiors!
• Managing contacts
• :etter team work involving
everyone
• ,eople management
• +hould stop to be udgmental
• J7
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). ANNE8UREB
4A>+N/ &%A8!& B "he scores% range of ratings and the meanings associated
with each dimension is common to all the /9 elements of the ;RA Aeadership
model!
+cale
(score)
1 / @
Range of
ratings
unacceptable Jeeds
improvement
.merging .ffective .8ceptional
Jearest
meaning
in
actionable
of the
above
ratings
Resistant Inaware 7ware 7ware
and does
7ware and
does
consistently
/e(co+e to I,teg#a( Net>o#;
So(utio,s
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*verview of +7, history and evolution of +7,
:>:$ product is briefed! $n a +7, life we are full
time user>developer of +7, and we have spent lot of
time in understanding the components and features
of +7, but in this competitive environment $ don't
know how many people tried to know about the
history of +7,!
urrently we operate as three strategic business units focusing on $" "raining% $"
+ervices and $" +taffing! *ur technological e8pertise% high &uality standards%
creativity and efficiency are combined in our services to deliver ma8imum value
to our customers!
Our Story so far
INS was founded by JDR in the year 200 based at the !"ity of Destiny#
$angalore and we aim to become one of the premium recruitment and
manpower solutions. %e provide talent management solutions across
a number of verticals and cater to range clients from young dynamic
companies to &ortune '00 companies. (ur result)oriented approach
has also helped us earn nearly *00+ clients referrals.
Our Strengths
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INS speciali,es in helping clients -uicly within de/ned turn)around
time to cost)eectively meet their hiring needs for various levels across
all management disciplines and across industries with -uality
professionals on a permanent as well as contract basis. INS supportsclients with round 1the)cloc solutions in talent management solutions
covering all the core management disciplines across a multitude of
industry domains.
TRAININ7
INS has been established with primary obective in $" training services to support
in various ore business organizations!
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training!
SER3ICES
Ou#Tea+
$J+% the leader provider of talent management solutions% prided itself in building
a team of recruitment professionals who have established a global reputation for
e8cellence! *ur recruitment specialists have been successfully providing &uality
placements in multiple markets and industries for over a decade! *ur team of
recruitment professionals% over the years% as built strong and time-tested
relationships with the best in class talent across verticals so that we can provide
the best &uality talent solutions on time and on demand!
As a (eai,g Ta(e,t 'a,age+e,t So(utio, fi#+? >e at INS Co,su(ti,g=
Recognize that each organization has uni&ue challenges and create "alent
Management solutions that are best suited for them! ,rovide an outside
perspective to complement your internal human resources (HR) efforts! ;eliver
innovative human resources and change management solutions that provide
measurable and cost-efficient results! ;esign solutions that recognize cultural
diversity inherent in global clients!
At INS Co,su(ti,g? >e %#ovie the fo((o>i,g ava,tages to each of ou# c(ie,ts
i, eve#! assig,+e,t >e u,e#ta;e.
*ur e8pertise% combined with our reputation for e8ceptional customer service has
one clear benefitB we are the people you can trust for desired results!
/e >o#; i, Pa#t,e#shi% >ith ou# c(ie,ts
e work closely with client companies% identifying needs% culture%
economic%factors% and market trends% and then shouldering the responsibility in
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providing a "alent Management solution that will add value to the client! e
understand our customers need fast% efficient and cost effective people solutions!
7nd we deliver constantly and consistently!
OUR HR SER3ICES
/e %#ovie 'a,%o>e# Se#vices fo# fo((o>i,g Secto#s=
• ITES @ 9PO @ 0PO
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• 9AN0IN7 INANCIA* SER3ICES
• EN7INEERIN7 'ANUACTURIN7
• 9IO TECHNO*O72 @ *IE SCIENCES
• ENTERTAIN'ENT @ 'EDIA @ PU9*ISHIN7
• HOTE*S @ RESTAURANTS
• HOSPITA*S @ HEA*THCARE
Ou# 'ethoo(og!
$J+ team works with clients to understand their needs and uses various strategic
ways to source 4 select candidates by synchronizing technology in each search!
*ur Recruiters use proprietary database with customized recruitment technology
solutions to pair the deserving candidates with matching client re&uirements! e
make sure that our Recruiters speak with candidates before sending their short-
listed profiles to respective clients! Hence% our clients benefit from dealing with
consultants who have detailed knowledge of the profession and the market place!
Ou#Tea+
$J+% the leader provider of talent management solutions% prided itself in building
a team of recruitment professionals who have established a global reputation for
e8cellence! *ur recruitment specialists have been successfully providing &uality
placements in multiple markets and industries for over a decade! *ur team of
recruitment professionals% over the years% as built strong and time-tested
relationships with the best in class talent across verticals so that w
DATA ANA*ISIS AND INTERPRETATION
1. E+%(o!ee iea about $6 eg#ee a%%#aisa( %#ocess.
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
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Kes 61
Jo /
;oubt ful ? 6
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N B
0
10
2030
40
50
60
70
80
Yes No Doubt ful
+nterretation:
"he above table reveals that the 61S of employees well aware of /01
degree appraisal system process!
".'ethoo(og! a%%(ie fo# a%%#aisa(.
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
M:* /
ompetency mapping /
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3actor comparison method @
/01 degree appraisal method 6 51
"otalB /1 11
7RAPHICA* REPRESENTATIONB
0
10
20
30
40
50
60
70
80
90
100
MBO competency
mapping
factor
comparison
360 degree
appraisal
interretation: "he above table reveals that 51S of the employees said that
/01 degree appraisal system is used by the organization for measuring the
performance of the employees!
$.The facto# >hich is so goo of %e#fo#+a,ce a%%#aisa( s!ste+
ao%te b! the o#ga,iBatio,.
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+* pen feedback ? 6
"ransparency in evaluation @ @6
Recognition for work 9 0
$mpartiality / 1
"otal B /1 11
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0
510
15
2025
3035
4045
50
open feedback transparency
in evaluation
reconition for
!ork
i"partiality
I,te#%#etatio,=
"he above table reveals that @6S of the employees said that transparency
in evaluation is in their performance appraisal!
&. E+%(o!ee satisfactio, o, a%%#aisa( s!ste+ ao%te b! the
o#ga,iBatio, !
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
+atisfied 9 ?/
,artially satisfied 9 6
;issatisfied 1 1"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N:
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0
10
20
30
40
5060
70
80
#0
satisfied partially
satisfied
dissatisfied
+nterretation:
"he above table reveals that ?/S of the employees satisfied with this
/01 degree appraisal system adopted by the organization!
) imact of 360 degree araisal on erformance of t*e emlo"ee
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
+trong ? 01
,artially @1
,oor 1 1
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N:
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0
10
20
30
40
50
60
70
stron partially poor
+nterretation:
"he above table reveals that the 01S of the employees said that the
impact of /01 degree appraisal on their performance is strong!
6t*e reasons for t*e organization *as adoted t*e 360 degree
araisal s"stem
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
7ccurate results 5 0/
:ecause it is modern
method of appraisal
system
5 /1
:ecause all MJCs are
following
6
"otalB /1 11
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/4AP'+%A8 4!P4!&!N>A>+$N B
01020304050
6070
accurate
results
because it is
"odern
"et$od of
appraisal
because all
%N&'s are
follo!in
+nterretation: "he above table reveals that 0/S of the employees said that
the accurate results are possible through this /01 degree appraisal system thatCs
why the organization adopted this method!
B >raining rogrammes attended to imro#e erformance of t*e
emlo"ee B
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
Jone 5 /1
to / ? 01
/ to 9 / 1
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N B
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0
10
20
30
40
50
60
70
none 1 to 3 3 to 5 +
nterretation:
7bove the table reveals that 01S of the employees attended the training
programmes ( to /) to improve their performance!
CAe committee is in#ol#ed in deciding emlo"ees grades!
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
1-/9S / 1
/0-61S 5 0/
6-11S ? 6
"otalB /1 11
/4AP'+%A8 4!P4!&!>A>+$N B
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0
10
20
30
40
50
60
70
0(35) 36(70) 71(100)
+nterretation:
7bove table reveals that 0/S of employees said that /0-61S% the ape8
committee involving in deciding employees grades!
1!mlo"ee agrees (it* t*e ae committee results
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
+trongly agree 6
7gree ? 5/
;isagree 1 1
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N B
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0
10
20
30
40
5060
70
80
#0
100
*tronly aree +ree Disaree
+nterretation:
"he above table reveals that 5/S of the employees said that they are
agree with the ape8 committee results!
,0 Araisal s"stem moti#ates t*e erformance of t*e emlo"ee!
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
Kes /1 11
Jo 1 1
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N B
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0
20
40
60
80
100
120
Yes No
+nterretation:
"he above table reveals that the 11S employees said thatemployees
performance is motivated by the (/01 degree) performance system adopted by
the organization!
,,Araisal s"stem is *elful to minimize t*e (eaknesses of t*e
emlo"ee
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
"o a great e8tent 6 /
Ip to some e8tent ? 017verage 9 6
:elow average 1 1
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N:
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0
10
20
30
40
50
60
70
,o a reat
e-tent
.p to so"e
e-tent
+verae /elo! averae
+nterretation:
"he above table reveals that the 01S of the employees said that the
appraisal system is helpful to minimize their weaknesses!
,.Performance of t*e emlo"ee is imro#ed b" 360 degree
araisal
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
1-/9S /1
/0-61S @ ?1
6-11S 9 6
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N:
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0
10
20
30
40
50
60
70
80
#0
0(35) 36(70) 71(100)
+nterretation:
"he above table reveals that ?1S of the employees said that their
performance is improved by /01 degree appraisal !
,3 !mlo"ee oinion on 360 degree araisal
,7R"$IA7R+ JIM:.R *3
R.+,*J;.J"+
,.R+.J"72. *3
R.+,*J;.J"+
Qery good @ /
2ood 0 ?6
7verage 1 1
,oor 1 1
"otalB /1 11
/4AP'+%A8 4!P4!&!N>A>+$N:
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0)
10)
20)
30)
40)
50)
60)
70)
Yes No
+nterretation:
"he bove table reveals that 01S of the employees said that there is no
consideration to take the feedback of them while givining the appraisal of
superior .
Cha%te#-&
INDIN7S
o Most of the employees said that the /01 degree appraisal system
adopted by the organization is very good!
o "he /01 feedback process is well known to every employee in the
organization!
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o "he weaknesses of the employees are minimizes by the /01 degree
appraisal adopted by the organization
o "he ape8 committee is involved in deciding the employees final
grades! "heir role is very important in this appraisal process
o $n ;RA the employees are attended the training programes to /
times in a month! "he organization is mainly focused on the training
programmes!
SU77ESTIONS
! Ise of counseling as a tool to improve performance can help the employees
provided it is devoid of severe criticisms% suppression of domination!
! 7ppreciation for good performance and proper guidance for improvement is
a must!
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/! 7ppraisal linked to promotions and increments will motivate the employee
towards work culture!
@! 7s the appraisal is directly linked to promotions or career progressions of an
employee there should be transparency in discussing the appraisal report!
9! *bective and fair assessment can induce seriousness towards appraisal and
help increase motivation among employees!
0! Jew performance methods to be implemented in appraising the performance
of the employees!
6! 7 clear feedback should be given to the employees in knowing their
drawbacks!
?! .8ecutives should be provided some monetary benefits basing on their
performance!
5! +eparate methods to be used for managerial and non-managerial level!
7ccordingly content to be selected to measure!
SU''AR2
;r! ReddyCs works towards providing patients access to high &uality
generic medicines at affordable prices% and secondly% helps develop new
treatments that satisfy unmet medical needs and are improvements over
currently e8isting therapies!
$ncreased awareness% acceptance of generics and favorable legislation% have
together with the large volume of branded products losing patent protection over
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the coming years% led to continued e8pansion of the generic pharmaceuticals
market
"he company using the H!R tools to strength its man power meets its
targeted goals and as a part of this% employeeCs performance appraisal utilized
for evaluation of its manpower potential and builds a good team! $n this activity
the company H!R department had chosen /01 degree appraisal method!
"he process of employeeCs performance appraisal in ;r! ReddyCs
pharmacy ltd% Hyderabad is carried out according to principleCs of /01 degree
appraisal method! "hese appraisal method would be evaluated by
superiors>managers of bottom to top rank effectively and appro8imately 59S of
the employees are being satisfied with good increments and promotions!
"he data generated on employees performance appraisal as well as
increment and promotion will be utilized in future for remuneration
administration% employee training and development programmers% transfers H!R
planning and validation of selection programmers!
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CONC*USION
$n this growing competitive world it is very essential for any employee
to become more efficient! +o% it is the responsibility of the employee to increase
the efficiency of the employees! +o% in order to measure the efficiency of the
people various methods have come into e8istence! *ne such method is /01
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degree appraisal! 7s the name itself indicator it appraises the overall
performance of the employee which will be satisfactory for him!
"o make this more successful a separate committee is being maintained
called D7pe8E committee! "hrough which they can be get motivated and in turn
improves their efficiency and finally leads to both personal and organizational
development!
9I9*IO7RAPH2
S.NO AUTHOR 9OO0NA'E EDITION PU9*ICATION 2EAR
,rof! "!Q! Rao Human resource;evelopment
th Himalaya publications
11
!:! Mamoria ,ersonnel and human
resource Management
/rd Himalaya
publications
116
/ ,! +ubba Rao Human Resource
Management
@th Himalaya
,ublications
110
@ R! "homas and !
Mabey
;eveloping Human
Resources
/rd Himalaya
,ublications
116
9 7run Monappa ,ersonnel Management 0th Himalaya 11@
http://s.no/http://s.no/
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,ublications
.li8er of ;r!ReddyCs Aaboratories !Atd
www!drl!com
www!drreddys!com
:UESTIONNAIRE
! hat is your opinion regarding /01 degrees appraisal system ( )
http://www.drl.com/http://www.drreddys.com/http://www.drl.com/http://www.drreddys.com/
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7! very good :! good ! average ;! poor
! ;o you know why organization has adopted the /01 degrees
7ppraisal ( )
7! 7ccurate results :! :ecause it is modern method of appraial
/! hich parties are involved in /01 degrees appraisal at your
organization ( )
7! Management by obective :! ompetency mapping
! 3actor compensation method ;!/01 degrees appraisal
@! hat is so good about your performance appraisal systems ( )
7! *pen feedback :! "ransparency in evaluation
! Recognition for work ;! $mportiality
9! $s there any impact of /01 degrees appraisal on your performance (
)
7 +trong :! ,artial
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! ,oor
0! "o what e8tent the appraisal system is helpful to improve your
.fficiency by ( )
7! "o great e8tent :! Ipto some e8tent
! 7verage ;! :elow average
6! How much percentage of performance improved by this method
(/01 degrees ) of appraisal system ( )
7! 1 "* /9S :! /0 "o 61S
! 6 "o 11S
?! ;oes feedback system is effective in your organization ( )
7! Kes :! Jo
5! ;oes self appraisal system is there in your organization ( )
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7! Kes :! Jo
1! ;o you feel that appraisal system motivates your performance ( )
7! Kes :! Jo
! ;oes performance reviewed by supervisor in your organization ()
7! Kes :! Jo
! ;ependency of management in taking decisions based on reports
(in
Kour organization) ( )
7! Kes :! Jo
/! hich of the obective is of performance appraisal system in your
*rganization ( )
7! ontrolling the behavior :! ;evelopment of employee managerial
decision
! Reward ;! ,romotion
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@! 7re you satisfied by the appraisal system adopted by your
organization ( )
7! +atisfied :! ,artially satisfied ! dissatisfied