Performance Appraisal n

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RATIONAL FOR THE STUDY

Human Resource Management (HRM) is the management of an organization's

employees. While human resource management is sometimes referred to as a "soft" management

skill, effective practice within an organization requires a strategic focus to ensure that people

resources can facilitate the achievement of organizational goals. Effective human resource

management also contains an element of risk management for an organization which, as a

minimum, ensures legislative compliance.

Definition

Process by which a manager or consultant (1) examines and evaluates an employee's work

behaviorby comparing it with preset standards, (2) documents the results of the comparison, and

(3) uses the results to provide feedbackto the employee to show where improvements are needed

and why. Performance appraisals are employed to determine who needs what training, and who

will be promoted, demoted, retained, or fired.

PERFORMANCE APPRAISALS ARE A REGULAR REVIEW OF EMPLOYEE

PERFORMANCE WITH IN ORGANIZATIONS.

Generally, the aims of a scheme are;

Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards. Form a basis for personnel decisions: salary increases, promotions Disciplinary actions,

etc.

Provide the opportunity for organizational diagnosis and development.
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OBJECTIVE OF THE STUDY

Every task is undertaken with an objective. Without any objective a task is rendered

meaningless. The main objectives for undertaking this project are:

To judge the effectiveness of the other human resource functions of the organization suchas recruitment, selection, training and development.

To study the procedure of performance appraisal implemented in Dhampur Sugar Mill,Dhampur

To analyse the methods of performance appraisal used in Dhampur Sugar Mill, Dhampur To analyse how to calculate the gap between the actual and desired performance To explore how the individual use their strength and weakness so that their performance

may be appraised

To study how performance appraisal linked with T&D needs To study how performance appraisal is a tool to strong them relationship and

communication between superiors and subordinates


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RESEARCH METHODOLOGY

Research Design

The research design is the conceptual structure with in which research is conducted it

consist the blue print of the collection measurement and analysis of data.

In that project the research design was adopted for the Descriptive cum Analytical The

main purpose of such studies is that of formulating a problem for more precise investigation or of

developing the working hypothesis from an operational point of view

Research design is simply the framework or plan for a study, used as a guide in collecting and

analyzing data. There are three types of Research Design:-

1. Exploratory Research Design:- The major emphasis in exploratory Research designis on discovery of ideas and insights.

2. Descriptive Research Design:- The Descriptive Research Design Study is typicallyconcerned with determining the frequency with which something occurs or the

relationship between two variables.

3. Causal Research Design:- A Causal Research Design is concerned withdetermining cause and effect relationship.

Descriptive cum Analytical Research Design is used in my project report .

DATA COLLECTION

I have taken the primary data for this project report since the data is secondary

nature so test of sampling have not undertaking

Instrument used: Questionnaire

Sample Size: 50

Population of Interest: Employees.

Sampling Technique: Convenience.


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THE EXPECTED CONTRIBUTION FROM THE STUDY

PERFORMANCE APPRAISAL METHOD

Performance appraisal methods include 11 methods / types as follows:

1. Critical incident method

The critical incidents for performance appraisal is a method in which the manager writes down

positive and negative performance behavior of employees throughout the performance period

2. Weighted checklist

This method describe a performance appraisal method where rater familiar with the jobs being

evaluated prepared a large list of descriptive statements about effective and ineffective behavior

on jobs

3. Paired comparison analysis

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

4. 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.
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5. Essay Evaluation

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

employees behavior. Essay evaluation is a non-quantitative techniqueThis method usually use

with the graphic rating scale method.

6. 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.

7. 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.

8. 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)
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9. 360 degree performance appraisal

360 Degree Feedback is a system or process in which employees receive confidential,

anonymous feedback from the people who work around them.

10.Forced ranking (forced distribution)

Forced ranking is a method of performance appraisal to rank employee but in order of forced

distribution.

For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80

percent in the middle, and 10 percent in the bottom.

11. Behavioral Observation Scales

Behavioral Observation Scales is frequency rating of critical incidents that worker has

performed.

PURPOSE OF PERFORMANCE APPRAISAL

Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal

and potential appraisal also form a part of the performance appraisal processes.

Typically, Performance Appraisal is aimed at:

To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. To diagnose the training and development needs of the future.

Provide information to assist in the HR decisions like promotions, transfers etc.
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During the appraisal interview the appraise first do a Target based review for the appraiseand he should appraise the appraise on the important parameters that have been identified.

The appraiser should explain to the appraise why he/she has been given a particular scoreagainst a particular parameter and point out the appraisers strengths and weaknesses.

The targets for the next year should be retained by the Department Head for mid-termreview.

The appraiser should keep a copy of his/her self-evaluation and performance appraisal formand note the areas for improvement


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PROCESS OF PERFORMANCE APPRAISAL


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LIMITATION

Relevance : The data may not fit into the needs of investigation. There may be differencein the units of measurement, there may be surrogate data, discrepancy of class & data

may pertain to some other period of time.

All areas could not be included in the sample. Lack of financial assistance was another constraint. Difficulties in the identification of the source. Difficulty to find secondary data that exactly the needs of some specific research

investigation.

Error may be there in recording or transferring information from secondary sources.

Performance Appraisal n

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