An Evaluation of the Performance Appraisal System and its

effects on employee performance.

A project submitted

To the

Savitribai Phule Pune University

In partial Fulfilment, of

Bachelor of Business Administration

B.B.A. SEM-VI

By

Narayan N Nevgi

Under the guidance of Prof. Tanuja Devi

MES. Garware College of Commerce

Class: TY. B.B.A

(March 2020.)

Roll No:15222

Specialization Subject: Human Resource

1
 Acknowledgement

I, Mr Narayan N Nevgi, Roll No. 15222, from MES. Garware College of

Commerce, am very thankful to my Principal and teachers for giving me
this opportunity to work on the project.

I would like to extend my heartfelt gratitude to my Prof. Tanuja Devi

madam, my thesis supervisor whose advice, guidance and constructive
criticism propelled me in coming up with this material.

I am also very grateful to all the head of departments, co-ordinators,

teachers, and staff for investment of their time, knowledge, and support to
help bring this research to successful completion.

This experience gave me the opportunity to interact with various heads of

the institute and also gave me the platform to understand and learn the
different processes and activities from the management side.

I sincerely thank all the people who helped me.

Sign

Name: Narayan N Nevgi

2
 INDEX

SR.NO PARTICULARS

1 CHAPTER ONE: INTRODUCTION

• Introduction.
• Importance of the project.
• Meaning of performance appraisal.
• Objectives of the study.
• Aims of performance appraisal.
• Research methodology.
• Significance of performance appraisal.

2 CHAPTER TWO: LITERATURE REVIEW

• Introduction.
• Performance appraisal in educational institute.
• Necessity of performance appraisal in higher education.
• The concept of performance appraisal.
• Historical overview.
• The performance appraisal process.
• Effective performance appraisal process.
• Meaning of performance appraisal.
• Definition.
• Method of performance appraisal.
• Sense and purpose.
• Evaluation in business.
• Purpose of performance appraisal.
• Benefits of performance appraisal.

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3 CHAPTER THREE: COMPANY

• Reason for selecting the institution.

• About.
• Vision.
• Mission.
• Goals.
• Objectives.

4 CHAPTER FOUR: DATA ANALYSIS- I

• Introduction.
• Graphs.

CHAPTER FIVE: DATA ANALYSIS- II

• Introduction.
• Needs for improvement.
• Conclusion.

CHAPTER SIX:

• Major findings.
• Conclusion.
• Suggestions and recommendations.
• Limitations.

APPENDICES

• Questionnaire.
• Bibliography.

4
 CHAPTER ONE

Introduction:

Colleges and universities are people centres. If there are no students, faculty,
administrators, and staff, there cannot be a college or university. People are their
primary resource, and the development of these people is their raison d'être. Due to the
paramount importance of the people who are in higher education, it is essential to understand
how well these personnel are performing in their roles and if they are fulfilling the
responsibilities for which they were hired.

In higher education the stereotypical notions of performance, assessment, and

appraisal is most often applied to the students. Questions are asked concerning how
students are performing academically in their studies as well as how well they are
adapting to their new social environment in higher education. The academic success of
students is typically measured by grade point averages and professional examinations,
while students’ adaptation to their new social environment is measured through such
things as retention rates and graduation rates.

However, another important question to be answered in the area of appraisal

addresses the evaluation of the faculty, administrators, and staff of colleges and
universities. These employees are hired to enable these institutions to help accomplish
the goals for which the institutions have been established. A critical question deserving
a thorough answer is whether or not the employees are in fact fulfilling the
responsibilities and requirements of their positions. Do colleges and universities really
know how well their employees are performing, and is this information being conveyed
accurately and on a timely basis to their employees? Are there well-developed appraisal
systems in place that are used on a consistent basis? These are examples of some of
the basic questions that the present work investigated while focusing on the
performance appraisal of staff.

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Importance of the Project:

Managing Performance of employees plays a focal role in any organisation. The

current study identifies the need of an efficient and biased free Performance
management system in the Education Institutions. Performance Management plays a
vital role in motivating the employees to bring efficiency in the work place. Although
institutions and the management are aware of its relevance and the positive outcomes,
yet it remains more of a concept which is actually not implemented correctly. With the
helping of existing literature and data sources, this paper aims to highlight the
importance of Performance management systems. Also suggesting how to overcome
the various hindrances that are been faced in the institutions.

Which organisation is yours?

6
Meaning of Performance Appraisal:

A Performance Appraisal is a review and discussion of an employee’s

performance of assigned duties and responsibilities. The appraisal is based on results
obtained by the employee in his or her job, not on the employee’s personality
characteristics. According to Thomas F. Patterson, (1987) appraisal or performance
review is a method by which the job performance of an employee is evaluated
(generally in terms of quality, quantity, cost and time) typically by the corresponding
manager or supervisor.

Performance appraisal is a part of guiding and managing career development as

well as the process of obtaining, analysing and recording information about the relative
worth of an employee to the organisation. It can also be termed as an analysis of an
employee’s recent successes and failures, personal strengths and weaknesses and
suitability for promotion or further training. The appraisal again measures skills and
accomplishments with reasonable accuracy and uniformity. It provides a way to help
identify areas for performance enhancement and to help promote professional growth.
It should not however be considered the supervisor’s only communication tool.
Furthermore, each employee is entitled to a thoughtful and careful appraisal. The
success of the process depends on the supervisor’s willingness to complete a
constructive and objective appraisal and on the employee’s willingness to respond to
constructive suggestions and to work with the supervisor to reach future goals.

According to Beer (1978) performance appraisal serves a two-fold purpose

generally, thus, to improve the work performance of employees by helping them realise
and use their full potential in carrying out their firm’s mission and also to provide
information to employees and managers for use in making work-related decisions.
More specifically according to them, appraisals serve some purposes.

Firstly, they support personal decisions to promote outstanding performers in

order to weed out marginal or low performers and train, transfer or discipline others as
well as to justify merit increases. In short, appraisal serves as a key input for
administering a formal organisational reward and punishment system.

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 Secondly, appraisals provide feedback to employees and thereby serve as
vehicle for personal and career development. The development needs of employees are
identified, appraisals can help establish objectives for training programmes. Also, as a
result of the specification of performance levels, appraisals can help diagnose
organisational problems. They do so by identifying training needs and the knowledge,
abilities, skills and other characteristics to consider in hiring as well as provide a basis
for distinguishing between effective and ineffective performers. Appraisal therefore
represents the beginning of a process, rather than an end product. In spite of the
purposes of the performance appraisal system, it is beset by a lot of problems which
inhibit its progress.

A performance appraisal or coaching session is a way to give feedback and

define behaviours for improvement. Managers committed to the success of their team,
take the time to frequently coach and mentor employees. Providing guidance and input
on employee performance encourages positive behaviour. The key to performance
improvement begins with recognising employee contributions while helping plan for
future development and growth. Performance discussions should be timely, informative
and comprehensive.

The effective use of performance reports can result in improved productivity

and higher levels of job satisfaction. According to Entrepreneur.com, performance
appraisals are important because they boost motivation and help employees refine their
competitive edge

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Objectives of the Study:

The objectives of the study are categorized into main and specific objectives.

Main objective:

The main objective of the study was to evaluate the performance appraisal system and
its effect on teacher’s performance of the MES. Garware College of Commerce and
Abhasaheb Garware College.

Specific Objectives:

The following are the specific objectives of the study.

1. To study the performance appraisal processes and procedures.

2. To identify the main reasons for conducting performance appraisal in educational

institute.

3. To understand various problems associated with the conduct of Performance

appraisal.

4. To evaluate the impact of performance appraisal on employee performance and to

observe the opinions of the teachers.

5. To study the action expected post performance appraisal.

Relevance of each questions:

1.What are the performance appraisal processes and procedures?

2.What are the main reasons for conducting performance appraisals?

3. What are the main problems associated with the conduct of performance appraisal?

4. How are employees performance affected by the performance appraisal system?

5.What are the actions taken post performance appraisal?

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Aims of Performance Evaluation:

The main objectives of institutionalized evaluation systems, which aim not only to
assess, but also to innovate, motivate and differentiate, lie in the following areas:

Reward policy

Definition of training needs

Career and employment plans

Performance incentives

Elimination of weaknesses

More targeted leadership

Emphasizing strategic key issues

More efficient communication.

Rewarding employees through performance appraisal.

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Research Methodology:

Research Methodology is the process of systematic investigation of any

management problem it deals with research design, data collection method, sampling
plan, sampling method. “Research” means a scientific and systematic search for
pertinent information on a specific topic. Research is a careful investigation or inquiry
especially through search for new facts in any branch of knowledge. Research
comprises defining and redefining problems, formulating hypothesis or suggested
solution; collecting, organizing and evaluating data, making deductions and reaching
conclusions; and at last carefully testing the conclusions to determine whether they fit
the formulating hypothesis.

“Methodology” is defined as “the study of methods by which we gain

knowledge, it deals with cognitive processes imposed on research to the problem arising
from the nature of its subject matter”.

Research Design:

The study is to measure effectiveness of the performance appraisal system

carried out in the organisation. 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 idea behind 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 situation. Descriptive research is mainly done when
a research is mainly done when a research wants to gain a better understanding of a
topic. Descriptive research answers the questions who, what, where, when and how.
The researcher used both the primary and the secondary sources of data to collect the
needed data. The primary sources used for the data collection were interview and
questionnaires which comprised both the close-ended and the open-ended
questionnaires. The secondary sources for the data collection included the internet,
books, journals and newspapers.

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Data Collection Method:

Primary Data:

Primary data is known as data collected for the first time through field survey. Such
data are collected with specific set objectives. Primary data always reveals the cross-
section picture of anything studied. This is needed in research to study the effect or
impact any policy.

Secondary Data:

Secondary data refers to the information or facts already collected. Such data are
collected with the objectives of understanding the past status of any variable data
collected and reported by some source is accessed and used for the objectives of the
study. The secondary data were collected from:

• Magazine
• Books
• Journals
• Records maintained by HR department
• Company websites.
• It considers both the job performance as well as the personal qualities of an
employee.

Collecting responses and primary data

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Significance of performance appraisal:
From the beginning and through the career, you need to know how good you are
in terms of particular fields of activity. It is difficult to give yourself an objective
evaluation. Performance appraisal system is a useful management tool which helps to
gain feedback, review and estimate whether the performance is effective and discuss
what needs to be done for it to become so. Managers perform evaluations to benefit
both employees and the employer. The most significant benefit of the appraisal system
for the manager or the head of department is that it provides a document of employee
performance over a specific period. Here is a list of the benefits of the performance
appraisal system:

1. Every employee’s individual performance influences how all the team or even the
firm (especially if it is small) is doing.
2. It clarifies the employee’s role and status in the organization. Some workers like
to know where they stand regarding their job performance and want to see what
else (useful) they can do for the company.
3. Self-development is the most important benefit for the employee. Performance
appraisal allows you to provide positive feedback as well as identifying areas for
improvement. An employee can discuss and even create a developmental
(training) plan with the manager so he can improve his skills.
4. It motivates employees if supported by a good merit-based compensation system.
Best performers get better pay and benefits packages. Similarly, those employees
that lag behind get penalized.
5. It provides a structured process for an employee to approach the management for
discussions, identify problems, clarify expectations and plan for the future. It lets
both manager and employee set up long- and short-term goals. The statistics can
be used to monitor the success of the organization’s recruitment and induction
practices.
6. Performance appraisal system also helps the management in deciding about the
promotions, transfers and rewards of the employee.
7. It is easy to identify the under-performers and decide whether you want to keep
them hoping for improvement or sometimes have to let them go.

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8. Both manager and employee, keep performance appraisal records and can
retrospectively review the changes in the performance in future.
9. If you use the performance appraisal system correctly and smartly, the results
won’t leave you indifferent. Undoubtedly, there are disadvantages in the
performance appraisal system as nothing is ideal, but it provides a lot of useful
information for the company and employee itself that can’t be acquired from other
sources. Furthermore, years of experience show the efficiency of using
performance appraisal system in practice.

Performance appraisal has become a very vital HR instrument owing to its

immense contribution to organisations today. There is therefore the need to study and
evaluate the system on employee performance at the MES. Garware College of
Commerce and Abhasaheb Garware College. As a result of this, the research will help
the Board of Governors of the schools, the Directors of Education, headmasters,
teachers, parents and even students identify the need for performance appraisals to be
made a regular feature in college. The research is intended to assist authorities of
college to identify the specific training and development needs of the staff as well as
the essence of motivating them. Besides, the research is expected to help the authorities
to identify the strengths and weaknesses inherent in the conduct of performance
appraisals and how to improve upon the system.

Ultimately, the research is also designed to help become a scholarly document

for further studies by students who might have the opportunity of making further
findings on Performance appraisal.

14
 CHAPTER TWO

THEORETICAL BACKGROUND

Introduction:

Today, most organisations attempt to develop the outlook and performance of

its employees by using multiple and complex training and educational programmes. In
comparison to this, several academicians, researchers and professionals hold that the
personality of employees is generally developed when they learn several dimensions of
job while working. Similarly, it is also believed that proper development of the
personality of an employee by exercising on the job will be more useful when the
organisation simultaneously gets related feedback through a systematic method of
performance appraisal.

Performance appraisal is a process of obtaining, analysing and recording

information about the relative worth of an employee. It is a systematic, periodic and an
impartial rating of an employee’s excellence in matters pertaining to his present job and
his potential for a better job. A good appraisal system provides right feedback about the
performance of an employee. In spite of dislike by several employees, Performance
appraisal has become an inescapable feature.

It imparts benefits not only to the employees but also on supervisors and
management.

Performing Performance Appraisal

15
Performance Appraisal in Educational Institute:

The value on the nations not only relies to natural resources but also it depends
on people, management and government. Education plays a basic role in future of
nations. Now days, governments identify the importance of higher education. It is
obvious that knowledge and education have effective roles in business environment so
that many organizations have identified the significant of strategy such as
benchmarking to reach a competitive merit. In today’s competitive environment, better
performance and commitment to achieve a competitive advantage is essential for
universities as the places for knowledge worker, knowledge direction and education.
Higher education institutions gradually altered to institutions which are led by
competitive market stimulus, commercial and economical necessities, then they get
away from their governmental identity. On the other hand, to achieve the final target of
organization, performance evaluation that is an assessment model could help
organizations to compare past plans and executions of strategies and sketch future
strategies and set up performance targets of employees. Performance appraisal also
possesses the function of responding policy and unifying the target of organizations and
individuals. Green and Keim stated that ‘‘performance evaluation is for achieving the
entire target”.

It is important to recognize how to examine the performance evaluation of

universities and how to improve them. There are many studies that evaluate the method
about operating evaluation. Some literatures recognized key performance indicators,
including tangible and intangible aspect. Focusing on financial accounting examines,
such as payback period has been criticized as the root reason for problem in industries.
The aim of this paper is to show the importance of performance evaluation of higher
education in developing countries. In this regard, the significance of higher education
and its benefits such as economic, health, knowledge society, and industrial
development will be discussed and finally, the necessity of the performance appraisal
is described.

16
Necessity of appraisal in higher education:

Traditionally there has been little competition within higher education systems.
Generally, competition promotes beneficial innovations and overall quality
improvements. In competitive society all the organization is attempting to achieve
stability development and survival. With considering of expanding number of
universities and shortage of education sources, universities for gaining profits through
offering social service have to add business purpose in to their targets. It is related that
outcomes of the international competition and overcrowded of higher education caused
to change the basis upon, that this research has been done. As much as young people
are ambition to take part to universities, so the massification of higher education is
occurred. Higher education systems, now, are under great pressure to improve the
quality of the education they offer but also to educate increasing numbers of students.
On the other hand, no treatment of higher education is complete without a discussion
of financing. In financial terms, the global higher education section is considerable and
development rapidly.

Universities are trying to how to improve university effectiveness and

efficiency. They are going to provide better education for rising number of students
with lower cost. Institutions attempt to improve accountability while dealing with the
more difficult and complex issue of how to improve university effectiveness. As much
as higher education help to commercial and cultural development of our societies and
for social cohesion. On the other hand, universities will have effective role in economic
development. It is obvious that, nowadays universities will play an importance role in
providing the knowledge and resource knowledge and the educated citizen ability of
appealing for prosperity, security and social well-being. Besides that, performance
appraisal and reward scheme are caused to their staff focus on hard working and as well
as self-improvement be implemented in organization. Therefore, the performance
evaluation and appraisal plan are vital to universities. Whereas performance evaluation
applies and access the vital strategies of the organization are main function of
management and performance appraisal is unessential needs of universities. With
considering to Clark (1998) statement the universities have entered a period of infinite
turmoil that has been raised. Therefore, knowing the university difficulties and
assessment of their operating are important.

17
 In today’s knowledge-based economy, higher education institutions as the
centres for developing human resource play an essential role in countries economic
development and growth. Education is widely concurred as a guide appliance for
elevating economic development. Higher education may create to increase savings and
investment, and lead to a more entrepreneurial society. It can also improve contribute
to reduced population growth and improve technology. In order to compete in todays
competitive surroundings, many organizations have identified benchmarking as being
of strategic important in the drive for better performance and commitment to gain a
competitive merit.

Without a general understanding of past events, there will be no permanent

change and improvement. Therefore, without the performance evaluation based on key
factors, there will be no permanent improvement in the enhancement of the quality of
the universities. Rich measurement information will have a positive and desirable effect
on the quality of management decisions. Performance appraisal has become a
fundamental part of organizations. It came from the need of organizations to observe
how it performs certain actions and operations that aims to reach its goals.

Efficient workplace due to Performance Appraisal

18
The concept of performance appraisal:

Performance appraisal can be viewed as the process of assessing and recording

staff performance for the purpose of making judgments about staff that lead to
decisions. It is undertaken to discover how productive an employee is and whether the
employee can continue to perform in future to help achieve organisational goals. It
constitutes an essential part of the HRM process and is a factor in determining the
crucially important dimensions of employee and organisational effectiveness for
success. An appraisal evaluates not only the employees‟ performance but also the
potential for development.

The primary objectives of an appraisal are to assess part performance, identify

training needs, set and agree on future objectives and standard as well as to facilitate
the achievement of these goals. Jon Clemens for example argued that the “purpose of
reviews should be to drive better business results for the organisation making sure that
the daily efforts of employees directly contributes to both their team’s goals and the
goals of the organisation”.

McGregor’s Theory X postulates that the average person is lazy and has an
inherent dislike for work. As a result of this people must be coerced, controlled, directed
and threatened with punishment if the organisation is to achieve its objectives. Naturally
when people know that their performance is monitored and that their continued
existence, promotion, pay rise, training and development are dependent on the results
of their assessment, they would be motivated to work hard. Performance appraisal
systems are a major issue for most employers and different authors have put forward a
wide range of responses on their essence and importance.

Creamer et al (1997) notes that, performance appraisal is not about a single

event such as completing a standard review form but rather a process that is ongoing.
Appraisal activities as an ongoing process should connect the process to organisational
functions and have as their focus staff improvement and not simply salary adjustment
and or disciplinary action.

19
Historical overview:

The history of performance appraisal is quite brief. Its roots in the early 20th
century can be traced to Taylor’s Pioneering Time and Motion studies. As a distinct
and formal management procedure used in the evaluation of work performance,
appraisal really dates from the time of the world war II- not more than 60 years ago.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of
things historical, it might well lay claim to being the world’s second oldest profession.
Dulwich, (1989) noted that there is a basic human tendency to make judgment about
those one is working with as well as about oneself. Appraisal it seems, is both inevitable
and universal. In the absence of a carefully structured system of appraisal, people will
tend to judge the work performance of others including subordinates, naturally,
informally and arbitrarily. The human inclination to judge can create serious
motivational, ethical and legal problems in the workplace. Without a structured
appraisal system, there is little chance of ensuring that the judgment made will be
lawful, fair, defensible and accurate.

Performance appraisal systems began as simple methods of income

justification. Thus, appraisal was used to decide whether or not the salary or wage of
an individual employee was justified. The process was firmly linked to material
outcomes. If an employee’s performance was found to be less than ideal, a cut in pay
would follow. On the other hand, if their performance was better than the supervisor
expected, a pay rise was in order. Little considerations if any were given to the
developmental possibilities of appraisal. It was felt that a cut in pay or a rise should
provide the only impetus for an employee to either improve or continue to perform well.
These observations were confirmed in empirical studies. Pay rates were important, yes,
but they were not the only element that had an impact on employee performance. As a
result, the traditional emphasis on reward outcomes was progressively rejected. In the
1950s in the United States, the potential usefulness of appraisal as a tool for motivation
and development was gradually recognised. The general model of performance
appraisal as it is known today began from that time.

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The performance appraisal process:

The performance appraisal process consists of six inter-related steps as follows:

Establishing performance
standard

Communicating standards
and expectations

Measuring the actual

performance

Comparing with
standards

Discussing results
(providing feedback)

Decision making(taking
corrected reactions)

The performance appraisal process

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Establishing performance standards:

The first step in the process of PA is the setting up of the standards which will be used
as the base to compare the actual performance of the employees. This step requires
setting the criteria to judge the performance of the employees as successful or
unsuccessful and the degrees of their contribution to the organisational goals and
objectives. The standards set should be clear, easily understandable and in measurable
terms. In case the performance of the employees cannot be measured, great care should
be taken to describe the standards.

Communicating the standards:

Once set, it is the responsibility of the management to communicate the standards to all
the employees of the organisation. The employees should be informed and the standards
should be clearly explained to them. This will help them to understand their roles and
to know what exactly is expected from them. The standards should also be
communicated to the appraisers or evaluators and if required, the standards can also be
modified at this stage itself according to the relevant feedback from the employees or
the evaluators.

Measuring the actual performance:

The most difficult part of the performance appraisal process is measuring the actual
performance of the employees that is, the work done by the employees during the
specified period of time. It is a continuous process which involves monitoring the
performance throughout the year. It requires careful selection of the appropriate
techniques of measurement taking care that personal bias does not affect the outcome
of the process and providing assistance rather than interfering in an employee’s work.

22
Comparing the actual with the desired performance:
The actual performance is compared with the desired or the standard performance. The
comparison tells the deviations in the performance of the employees from the standards
set. The result can show the actual performance more than the desired performance or
if the actual performance is less than the desired performance, it depicts a negative
deviation in the organisational performance. It includes recalling, evaluating and
analysis of data related to the employee’s performance.

Discussing results:

The results of the appraisal are communicated and discussed with the employees on
one-on one basis. The focus of this discussion is on communication and listening. The
results, the problems and the possible solutions are discussed with the aim of problem
solving and reaching consensus. The feedback should be given with a positive attitude
as this can have an effect on the employee’s future performance. The purpose of the
meeting should be to solve the problems faced and motivate the employees to perform
better.

Decision making:

The last step of the process is to take decisions which can either improve performance
of the employees, take the required corrective actions or the related HR decisions such
as rewards, promotions, demotions, transfers etc. The above steps provide a framework
for the study to evaluate the performance appraisal system on the employees of the
Ghana Education Service.

23
Effective performance appraisal process:

In order that performance appraisal system can achieve its intended purpose, steps must
be taken to ensure that all the pre-requisites that make it effective are adhered to. Firstly,
clear performance criteria must be set. Longenecker, (1997) intimated that appraising
employee performance is destined to fail without having clearly established
performance criteria by which to judge their performance. If ambiguity surrounds the
job description, goals, traits or behaviours that will be the basis for the evaluation, the
process is bound to fail. Communication is an important part of the performance
appraisal process. An effective two-way communication which outlines the desired
behaviour or the expected results should be communicated to the employees as well as
the evaluators. An effective performance appraisal standard should be related to the
strategic objectives of the organisation. The standard should include the whole range of
the employee’s responsibilities. performance appraisal must also meet certain legal
requirements such as reliability, fairness and validity since they constitute one basis for
HRM actions, (Apekey 2006).

According to Deborah, (2004) in most Ghanaian organisations, Performance appraisals

are based on supervisory ratings and this encourages subjectivity in the performance
appraisal process, thus, an appropriate rating instrument must support the appraisal
process. The instrument should be tailored to capture critical desired behaviour and
outcomes with corresponding meaningful performance standards and metrics,
(Longenecker, 1997). Continuously noting and documenting the performance of an
employee is also important for effective performance appraisal. Managers are expected
to monitor employee’s performance on an ongoing basis in order to be in a position to
know what the subordinates are actually doing. Longenecker, (1997) points out that, to
increase the effectiveness of the evaluation process, regular performance feedback is
needed. According to Armstrong, (2006) feedback should be based on factual evidence
and should be presented in a manner that enables individuals to recognise and accept
its factual nature. The purpose of the feedback should be developmental rather than
judgmental. Longenecker, (1997) notes that employees want ongoing performance
feedback to reinforce appropriate actions and to be in a position to make adjustments

24
when their performance needs improvement. People are more likely to work to improve
their performance and

develop their skills if they feel empowered by the process, (Armstrong, 2006).
According to Piggott-Irvine (2003), effectiveness occurs when appraisal interactions
are non-controlling, non-defensive, supportive, educative and yet confidential.
Effectiveness is also linked to appraisal processes and information that have clarity,
objectivity, high integrity and where deep development is a goal. It is imperative
therefore for every organisation to ensure that appraisers and appraisees agree on
realistic targets. Besides, the criteria for review performance must be based on
employees‟ actual performance and must be devoid of non-performance related
characteristics. This, to a large extent will help employees perceive the performance
appraisal process as a fair one and invariably be satisfied with.

Providing feedback to the employees

25
Meaning of performance appraisal:

Performance appraisal is an exercise they typically do once a year to identify

and discuss job-relevant strengths and weaknesses of individuals or work teams.
Performance appraisal is a method of evaluating the behaviour of employees in the
work spot, normally including both the quantitative and qualitative aspects of job
performance. Performance here refers to the degree of accomplishment of the tasks that
make up an individual’s job. It indicates how well an individual is fulfilling the job
demands. Often, the term is confused with effort, but performance is always measured
in terms of results and not efforts. Some of the important features of performance
appraisal may be captured thus:

• Performance appraisal is the systematic description of an employee’s job

relevant strength and weakness.
• The basic purpose is to find out how well the employee is performing the job
and establish a plan of improvement.
• Appraisals are arranged periodically according to a definite plan.
• Performance appraisal is not job evaluation. It refers to how well someone is
doing the assigned job.
• Performance appraisal is a continuous process in every large-scale organization.

Robert Owen, a Scottish mill owner in the early 19th century, first evolved the
system of merit rating. Merit rating or performance appraisal is concerned with
measuring and evaluating employee performance after he is placed on a job. In those
days the task of measuring the employee’s efficiency was left to the judgment and
opinion of the managers. But in modern times, a scientific approach is needed to find
out the qualities and merit of the performance of the individual employee. The merit
rating technique provides for a systematic and scientific assessment of the ability of the
employee. Performance appraisal is the systematic evaluation of the performance of
employees and to understand the abilities of a person for further growth and
development. Performance appraisal is generally done in systematic ways which are as
follows:

26
1) The supervisor measures the pay of employees and compares it with target and plans.

2) The supervisor analysis the factors behind work performance of employees.

3) The employees are in position to guide the employees for a better performance.

Performance appraisal also means an appraisal of the growth potential of an

employee, with a view to providing information to the organization leading to positive
action and enabling feedback to the individual aimed at his performance improvement,
personal growth and job satisfaction. In short, we can say that performance appraisal to
result in an assessment of:

a) Growth potential of employees.

b) Corresponding training needs for the employee.

c) Capabilities for their placement in higher posts.

d) Conduct of disciplines of the employees.

Performance appraisal systems have always played a very important role in human
resource management. The performance appraisal is critical mechanisms for
organizational control, through which the employees can view, see their past
performance and take action for improvement.

Performance Appraisal Results and Records

27
Definitions:

“Performance appraisal is the systematic evaluation of the individual with regard to his
or her performance on the job and their potential for development” - BEACH

According to DALE YODGER,” Performance appraisal to all formal procedures

aimed working organization to evaluate personalities and contribution of one potential
group members”.

EDWIN B. FILIPPO, defined has the term performance appraisal as” A systematic,
periodic and so far, as humanly possible, an impartial rating of an employee’s
excellence in matters pertaining to his present to his present job and his potentialities
for a better job “.

According to JOHN A. SHUBIN defined as “Merit rating is a systematic appraisal of

the employee’s personality and performance on the job and is designed to determine
his contribution and relative worth to the firm”.

In the words of L. A. LARKIN, “Performance appraisal is the systematic assessment

by merit factors of the behaviour and /or ability of workers in their work and a means
whereby each worker may be rewarded a percentage in addition to his wage according
to his assessed merit value”.

ALFORD AND BEATTY say "It is the evaluation or appraisal of the relative worth to
the company of a man's service on the job".

FLIPPER says, "Performance Appraisal is a systematic, periodic and so far, as

humanly possible and impartial rating of employee's excellence of matters pertaining
to his potentialities for a better job". Performance appraisal has been defined in many
ways. The simplest way to understand the meaning of performance appraisal is as
follows:

“A regular and continuous evaluation of the quality, quantity and style of the
performance along with the assessment of the factors influencing the performance and
behaviour of an individual’s called performance appraisal”.

28
Cleveland, Murphy, and Williams (1989) argued that there is a relationship between
organizational characteristics and the uses of a performance appraisal system. Stonich
(1984) also argued that performance measurement in an organization should be in tune
with its structure and culture. Since the nature of the enterprises in which each industry
is engaged varies, its organizational type, business policy, internal and external
environment are also usually different. The purpose of this study is to conduct a direct
comparative analysis of performance appraisal system in the service and manufacturing
industries.

Hallmarks of a good performance appraisal system.

29
Methods of performance appraisal

With the evolution and development of the appraisal system, a number of

methods or techniques of performance appraisal has been developed. The importance’s
among them are presented.

• Graphic Rating Scales

• Ranking Methods
• Paired Comparison Method
Traditional • Forced Distribution Method
Methods • Checklist Method
• Essay or Free Form Apprisal
• Group Appraisal
• Confidential Reports

• Behaviorally Anchored Rating Scales

• Assessment Center
• Human Resource Accounting
• Management By Objective
Modern
• Behavior Observation Skills
Methods
• Psychological Appraisal
• Result Method
• Productivity Measures
• Balance Score Card

30
 Traditional Methods:

• Graphic Rating Scales:

Graphic rating scales compare individual performance to an absolute standard.

In this method, judgments about performance are recorded on a scale. This is the oldest
and widely used technique. This method is also known as linear rating scale or simple
rating scale. The appraisers are supplied with printed forms, one for each employee.
These forms contain a number of objectives, behaviour and trait-based qualities and
characters to be rated like quality and volume of work, job knowledge, dependability,
initiative, attitude etc.

• Ranking Method:

Under this method, the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the highest performance and the
employees with the lowest performance in that particular job category and rates the
former as the best and later as the poorest. Then the rater selects the next highest and
next lowest and so on, until he rates all the employees in that group.

• Paired Comparison Method:

This method is relatively simple. Under this method, the appraiser ranks the
employees with all other employees in the group, one at time. Paired comparison does
not force distribution of employees in each department. For instance, if a department
has two outstanding employees and six average employees and paired comparison is
correctly utilized, then those employees will get a much higher percentage of positive
comparison than the other six. Paired comparison method could be employed fairly
easily where the number of employees is less.

31
 • Forced Distribution Method:

The rater may be his employees at the higher or at the lower end scale under
the earlier methods. Forced distribution method is developed to prevent the raters from
rating too high or too low. Under this method, the rater after assigning the points to the
performance of each employee has to distribute his ratings in a pattern to conform to
normal frequency distribution. Thus, similar to the ranking technique, forced
distribution require the raters to spread their employee’s evaluations in a prescribed
distribution. This method eliminates central tendency and leniency biases. However, in
this method, employees are placed in certain ranked within the categories.

• Checklist Method:

The checklist is a simple rating technique in which the supervisor is given a list
of statement or words and asked to check statement representing the characteristics and
performance of each employee. There are three types of checklist methods.

1) Simple checklist method:

The checklist consists of large number of statements concerning employee

behaviour. The rater checks to indicate if the behaviour of an employee is positive
or negative to each statement may appear to be virtually identical in describing the
employee. The words or statement may have different meaning to different raters.

2) Weighted Checklist:

The weighted checklist method involves weighted different items in the Checklist,
having a series of statement about an individual, to indicate that some are important
than others. The rater is expected to look into the questions relating to the employee’s
behaviour, the attached rating scale (or simply positive/ negative statement where such
a scale is not provided) and tick those traits that closely describe the employee
behaviour.

32
3) Forced Choice Method:

This method was developed at the close of World War II. Under this method, a
large number of statements in groups are prepared. Each group consists of four
descriptive statements concerning employee behaviour. Two statements are most
descriptive and two are least descriptive of each tetrad. Sometimes, there may be five
statement in each group out of which one would be neutral. The actual weight age of
the statement is kept secret.

• Essay or Free Form Appraisal:

This method requires then manager to write a short essay describing each
employee’s performance during the rating period. This format emphasizes evaluation
of overall performance, based on strengths/weaknesses of employee performance rather
than specific job dimensions. By asking supervisors to enumerate specific examples of
employee behaviour, the essay technique minimizes supervisory bias and the halo
effect.

• Group Appraisal:

Under this method, an employee is appraised by a group of appraisers. This

group consists of the immediate supervisor of the employee to other supervisors who
have close contact with the employee’s work, manager or head of the department and
consultants. The head of the department or manager may be the chairman of the group
and the immediate supervisor may act as the coordinator for the group activities. This
group uses any one or multiple techniques discussed earlier.

33
 • Confidential Reports:

Assessing the employee’s performance confidentially is a traditional method of

performance appraisal. Under this method, the supervisor appraises the performance of
his subordinates based on his observation, judgment and intuitions. The supervisor
keeps his judgment and report confidentially. In other words, the superior does not
allow the employee to know the report and his performance. The superior keeps his
judgment and report confidentially. In other words, the superior does not allow the
employee to know the report and his performance.

Confidential reports, forms and checklists.

34
 Modern Methods:

• Behaviourally Anchored Rating Scales:

The Behaviourally Anchored Rating Scales (BARS) method combines elements

of the traditional rating scales and critical incident methods. Using BARS, jobs
behaviours from critical incidents - effective and ineffective behaviours are described
more objectively. The method employs individual who are familiar with a particular
job to identify its major components. They then rank and validate specific behaviour
for each of the respondents.

• Assessment Centre:

This method of appraising was first applied in the German Army in1930.Later,
business and industrial houses started using this method. This is not a technique of
performance appraisal by itself. In fact, it is a system or organization, where assessment
of several individual is done by various experts by using various techniques. These
techniques include the methods in addition to in basket, role playing, and case studies,
stimulation in sight, transactional analysis etc.

• Human Resource Accounting:

Human Resource Accounting deals with cost of and contribution of human

resource to the organization. Cost of the employee includes cost of manpower planning,
recruitment, selection, induction, placement, training, development, wages and
benefits. Employee contribution is the money value of employee service which can be
measured by labour productivity or value added by human resource.

35
 • Management by Objectives:

Management by Objectives (MBO) is a process whereby the superior and

subordinate managers of an organization jointly its common goals, define each
individual’s major areas of responsibility in terms of results expected of him and use
these measures of guides for operating the unit and assessing the contribution of its
members. Thus, MBO focuses attention on participative set goals that are tangible,
verifiable and measurable. The emphasis is on what must be accomplished rather than
how it is to be accomplished. The subordinate and superior jointly determine goals to
be during the appraisal period and what level of performance is necessary for the
subordinate to satisfactory achieve specific goals. During the appraisal period, the
superior and subordinate update and alter goals as necessary due to changes in the
business environment. Both superior and subordinates jointly discuss whether the
subordinate achieved the goals or not. If not, they should identify the reasons for
strike/lock-out, market change etc.

• Behaviours Observation Scales (BOS):

The appraiser, under this method, measures how frequently each of the
behaviour has been observed. Appraiser plays the role of observer rather than a judge
and provides the feedback to the appraise continuously.

i) Maintain objectivity
ii) Differentiate good performers from poor performers
iii) Provides feedback and
iv) Identify training needs better than those chosen by other methods.

• Psychological Appraisal:

Psychological appraisals are conducted to assess the employee’s potential.

Psychological appraisals consist of in-depth interviews, psychological tests,
consultations and discussions with the employees, discussions with the superior,
subordinates and peers, and reviews of other evaluations.

36
 • Result Method:

Organizations of the contemporary periods evaluate employee performance

based on accomplishments they achieve rather than behavioural factors/traits.
Employee accomplishments include sales turnover, number of units produced, and
number of customers served, number of complaints settled and the like.

• Productivity Measures:

Under the productivity measures of performance appraisal, employees are

appraised based on the ratio of output they turned out to the input they used. Examples
sales to employee salary and benefits, number of clients served per day etc. These
measures are not free from limitations as measurement of all kinds of output as well as
all kinds of input would be difficult.

• The Balance Scorecard:

The balanced scorecard was developed by Robert Kaplan and David Norton. It
brings the linkages among financial, customer, processes and learning. Learning and
people management contribute to the enhancement of internal processes. Internal
processes are critical for enhancing customer satisfaction and loyalty. Customer
satisfaction leads to customer value creation, which drives financial performance and
profitability.

• 360 Degrees Feedback:

According to Ward (1995), 360°feedback is the systematic collection and

feedback of performance data on an individual or group derived from a number of the
stakeholders on their performance. 360 degrees which is also called multi-source
assessment or multi-rater feedback generates its performance data on individual from
their peers (team members or colleagues in other parts of the organization), supervisors

37
(those one reports to), subordinates (those who report to the individual), customers, self
and team. Also, according to Mathias and Jackson (2004), 360 degrees feedback
recognises that the manager is no longer the sole source of PA information. Instead,
various colleagues and constituencies supply feedback about the employee to manager,
thus, allowing the manager to obtain input from a variety of sources. Mathias and
Jackson (2004) again postulate that, the sole purpose of 360 degrees feedback is not to
increase reliability by soliciting like-minded views but rather to capture the various
evaluations of the individual employees‟ different roles.

360 degree feedback

38
Sense and Purpose:

The point of performance appraisals is to see if the people under contract are
performing as well as they can, and also to assess whether they are being fairly rewarded
(their remuneration, like their duties, is subject to contractual agreement). This limits
evaluations to the level of concrete, or at least verifiable, facts. However, there are
numerous relevant factors that, although they may only be indirectly related to
performance, should nevertheless not be underestimated. These additional factors will,
either officially or unofficially, play a part in evaluations. They include how the
performance level was reached, whether the conditions were favourable or
unfavourable, which abilities, strengths or weaknesses emerged on the day, whether
similar, higher or lower levels of performance could be expected or encouraged in the
future, what feedback would be sensible or perhaps even timely, whether the person
concerned should be encouraged or held back, whether some specific performance has
perhaps been achieved at the cost of other work. These considerations and countless
others besides play a more or less palpable role. Evaluation is not in any sense a
phenomenon unique to the world of work. On the contrary, forming judgements,
assessing other people, situations, possibilities, expectations, threats, opportunities and
dangers is such an integral part of our lives that it is self-evident that people cannot live
without evaluating. It is a crucial part of human survival strategies. We have constantly
to judge and evaluate, making decisions not only in our careers but in every aspect of
our lives about what we should do, what we should not do or which options we should
choose. Sometimes it is very difficult to make the right choice. It is also not always
easy to have all the relevant criteria for judgements and decisions to hand. Our
judgement processes, however, often seem to run automatically, without our having
constantly to explain them to ourselves. One might suppose that, because evaluations
form such an integral part of our normal routine and experience, evaluating the
performance of others would not present any difficulties at all. That this is not the case
has a whole host of reasons. The most important are:

Performance evaluation does not only concern just the appraisee and employer. It has
an effect, sometimes even a considerable one, on the appraisee’s, i.e. the employee’s,
interests. This can bear on income, future work, promotion and, of course, also self-
esteem, security and status.

39
Whether the results are clear-cut or not, there must be feedback on performance
evaluations. That means that it is often difficult both to carry out and be subject to
appraisals, and can also cause problems of communication and perception.

Evaluations take place on a level of interaction. Such interactions often demonstrate

differences in power and agenda, which increases the potential for conflict.

It is therefore not surprising that everyone involved in these essential and fundamentally
normal judgements and evaluations has to apply a considerable and rather complex
degree of effort.

Rating and Rewarding of employees

40
Evaluation in Business:

The principles of evaluation, in terms of how they are discussed in this book,
apply not only to market enterprises but to all organizations where people work together
to achieve levels of performance that will bring about the desired results. These
organizations may be intent on making a profit, or they may be non-profit-making
organizations such as charitable institutions, hospitals, theatres, health insurance
companies, interest groups, political parties or cooperatives, to name just a few.

In every type of business and organization, evaluation is an important

management tool. It has great significance for the efficiency of a business, for the
utilization of available resources, for the management of business processes and finally
for the very achievement of the business objectives.

At the same time evaluation is one of the basic requirements for a successful human
resource policy – provided that it works. Whether or not it works, however, depends on
many variables. These are mainly:

• business culture
• management style
• the form and objectives of the chosen system
• The role played by both parties in the official evaluation process
• the way in which the evaluation results are used
• The support and assistance offered by advisors and helpers.

41
Purposes of Performance Appraisal:

Performance appraisal has become a term used for a variety of activities through which
organizations seek to assess employees and develop their competence, improve
performance, and allocate rewards identified the following purposes of performance
appraisal:

1. Providing feedback to employees about their performance.

2. Facilitating decisions concerning pay increases, promotions, layoffs.

3. Encouraging performance improvement.

4. Setting and measuring goals.

5. Determining individual and organizational training and development needs.

6. Confirming that good hiring decisions are being made.

7. Improving overall organizational performance.

Thomas and Bretz (1994) provide several additional purposes for performance
appraisal including motivating employees, assessing employee potential, improving
working relationships, assigning work more efficiently, and assisting in long-range
planning. Generally speaking, performance appraisal serves two basic purposes: the
first is evaluative (or administrative) as the term “appraisal” implies, and the second is
developmental.

The evaluative function refers to the extent to which there has been progress
toward goals as a result of the employee’s efforts. It is backward looking where past
performance is reviewed in light of the results achieved. It can include the use of
performance appraisal for salary management, promotions, terminations, layoffs, and
identifying poor performance. It is used to not only enable organizations to make
decisions about individuals, but also to compare candidates on some type of objective
basis. The developmental function is forward looking, directed towards increasing the
capacity of employees to be more productive, effective, efficient and satisfied in the
future. It covers such things as job skills, career planning, employee motivation and
effective coaching between mangers and subordinates.

42
Benefits of Performance Appraisal:

Widespread attention has been given in recent years to the function of the formal
appraisal process because of the idea that a well designed and implemented appraisal
system can create many benefits for organizations. Mohrman, Resnick-West and
Lawler (1989) found that the appraisal process can:

a) provide a managerial instrument for goal setting and performance planning with
employees.

b) improve employee motivation and productivity.

c) encourage interaction concerning employee growth and development.

d) make available a basis for wage and salary changes.

e) generate information for a variety of human resource decisions.

Murphy and Cleveland (1995) defined four ways in which performance

appraisal can help organizations. First, performance appraisal can improve
organizational decisions including reward allocation, promotions, layoffs and transfers.

Second, performance appraisal can improve individual career decisions and

decisions about where to focus one’s time and effort. Individual employees must make
many decisions concerning their present and future roles in an organization. They must
decide how, or if, they will develop future strengths and what sort of career goals they
should pursue. Performance appraisal can provide accurate, timely and detailed
feedback to assist in the quality of these decisions.

A third way that Murphy and Cleveland (1995) suggest that performance
appraisal can assist organizations is by providing a set of tools for evaluating the
effectiveness of current or planned ways of operating.

Finally, performance appraisal can impact employees’ views of and

commitment to their organization. The quality of performance appraisal and feedback
has a role in the perceptions of the fairness, legitimacy, and rationality of a wide range
of organizational practices. Oberg (1972) noted that appraisals can help encourage
supervisors to observe their employees more closely and to do a better job of managing

43
them. None of these four benefits will automatically accrue to an organization due to
the mere presence of a performance appraisal system (Murphy & Cleveland). However,
an organization that does a good job at performance appraisal may incur some or all of
these benefits.

•Improved Performance due to effective

communication
•Increased sense of cohesiveness and better
management-staff relationships.
•Training and Development needs identified
more clearly.
•A culture of kaizen – continuous
Organisation improvement.
•Competitive Advantage in the Market place.
•Employee Satisfaction as a sense that
employees are valued is spread.

•Enhanced relationships with line managers.

•Increased job satisfaction.
•A better understanding of expectations.
•Greater knowledge of strengths and
weaknesses.
Staff

•Better relationship with employees – trust.

•Stronger knowledge of what is going on in
the organisation.
•Better knowledge of employees – knowing
their individual strengths and weaknesses.
•Facilitate management in decisions including
Manager
pay rises, promotions, redundancies etc.

44
 CHAPTER THREE

Information about the Institute

Reason for selecting the institute:

While pursuing the project on the topic Evaluation of Performance Appraisal

System and to understand the effect of it on employee’s performance, I had a choice to
select an organisation or company from any industry. During my study I learned that
performance appraisal system is not just beneficial in various multinational companies
from various sectors but is as well as important in an educational institute. Higher
education has vital role for developing human resource in the economic and
development growth of countries. Thus, in order to gain the better future, containing
strategic planning is essential.

Now I was very eager to learn, whether the institute where I am pursuing my
B.B.A. follows good performance appraisal system or not? So, I decided instead of
analysing some foreign organisation, why not let’s study our own institute first?

Secondly, as being my own institute, it helped me in collecting primary data and

responses from the various head of departments, co-ordinators, principals and other
management bodies.

Also, a thought that if proper system of performance appraisal is not carried out
in this institute then this small project might bring attention of staff, students as well as
the management to enforce a proper system.

45
About MES’s Garware College of Commerce:

Garware College of Commerce was established in 1967 as an independent commerce

college on the campus of the then ‘M.E.S. Arts and Science College’ which started in
1945. Initially commerce classes were started in Arts College. The College was
renamed as “M.E.S. Garware College of Commerce” in 1971. It was the second largest
and independent commerce college imparting higher education in Commerce in Pune.

Being centrally located, it proved to be very convenient for students in city. At present
the College provides education up to Ph.D. level. The strength of students is about 3000.
Various optional and special subjects in Commerce and Administration curricula are
taught in the college, including vocational course in taxation. The College has a team
of devoted and qualified staff.

Several alumni of the College occupy high positions in various fields like business and
industry, banking, chartered and cost accounting, self-employment, education, social
service, music, drama, sports etc. The College has adequate infrastructure that includes
excellent buildings & library, well equipped computer laboratories, reading halls,
hostel, gymnasium, gymkhana, audio-visual equipment’s and teaching aids. The
College receives regular grants for books, projects, seminars and faculty development
programmes from the University Grants Commission. The College organizes variety of
co-curricular and extra-curricular activities for the benefit of students.

Considering the increasing need for management and computer education, the College
promoted an institute named as ‘Institute of Management and Career Courses’ (IMCC)
in 1983. Today it is an independent institute affiliated to Savitribai Phule Pune
University. (Formerly known as University of Pune).

Success of IMCC enabled us to enter into yet another endeavour. As a part of it, the
College has started Bachelor in Business Administration (B.B.A.), Bachelor in
Business Administration – International Business (B.B.A.-I.B.) [earlier called as BBM-
IB]; Bachelor in Business Administration – Computer Application (B.B.A.-C.A.)
[earlier called as B.C.A.] courses.

46
It has also established the research centre (Ph.D.-Commerce), namely, Department of
Research, Innovations and Consultancy (DRIC).

The College is permanently affiliated to the Savitribai Phule Pune University and has a
rich tradition of meritorious students in academics and social fields. In the re-
accreditation process, our College bagged the prestigious ‘A’ grade from the National
Assessment and Accreditation Council (NAAC), scoring the appreciable grade points
3.45 out of 4. It is also the recipient of the Best College Award of Savitribai Phule Pune
University.

In the era of globalization of education, it is necessary to give global exposure to

students. Considering the need of an hour, the College has taken initiative to provide
overseas educational opportunities to the students in collaboration with Douglas
College, Vancouver, Canada. Moreover, there is a presence of more than 65
international students from 11 countries on the College campus.

Vision:

As a well-acclaimed seat of higher learning in the faculty of Commerce, we are

committed to educate and deliver to the future of India, a file of performers who are
competent, industrious, entrepreneurial and socially responsible human beings.

47
 Mission:

1. To train, transform and empower the minds of our students by providing them high
quality education.

2. To impart various Life skills and Management skills to the students in order to
acquaint them with the world beyond textbooks.

3. To nurture and develop entrepreneurial competence among the students.

4. To enhance research culture among the staff and the students.

5. To groom our students into ethically sound, socially responsible and nationally
committed professionals.

Goals:

As we strive to fulfil this mission, we aim to foster the young minds to achieve

1. Academic excellence
2. Social peace and harmony
3. Professional success
4. Global environmental balance
5. Personal happiness

48
Objectives:

• To create an environment for effective teaching-learning

• To induct highly qualified, competent, trained and motivated faculty and

administrative staff.

• Establishing and excellent support facilities required for good education on

continuous basis.

• Global environmental balance.

• To provide an opportunity for updating knowledge of faculty through faculty

exchange from other premium institutions and industry.

• Establishing the procedures and methodologies for regular monitoring and control
of quality of academic programs.

• To motivate the faculty to take part in all kinds of research and extension activities.

• To have active participation of Alumni in overall development of the college.

• Organizing and nominating the faculty for in-house and outside training
programmes, seminars and conferences.

• To establish a research centre in the field of commerce and management.

• To offer solutions to local problems of the society.

• To take efforts for entrepreneurship development.

49
 CHAPTER FOUR

Data Analysis

Introduction:

This chapter will present the data collected from the surveys completed by the head of
departments of the institution and go on to discuss the research findings. The researcher
used graphs and charts to display the findings in order to make it easier for the reader
to analyse the results. The chapter will first look at the demographic statuses of
employees surveyed their age, gender and length of service, it will then go on to
examine and discuss the responses to the questions asked and the statements that were
presented to the respondents in the questionnaire. The findings will look at how
effective the appraisal is according to the head of departments; this will be measured
using their answers to the survey questions. This is to establish if the results support an
existing knowledge on the subject matter of the study or provide a new knowledge and
ways of improving upon the already existing performance appraisal in the institute.

50
 Analysis of Results

1. Gender of respondent:

Gender of Respondent

30%

70%

Male Female

Graph No 1

The figure above shows that out of the total 10 respondent 7 are female and 3 are male.

In analysing the data, the study revealed that there were more female respondents than
males. This goes to confirm the fact that there are few male teachers in the institute at
heading departments as compared to their female counterparts. The researcher therefore
sampled the few who were available at the time of the questionnaire distribution.

51
 2. Age of the respondent:

Respondent Age Group

10%

40%

50%

30-40 years 40-50 years 50-60 years

Graph No 2

In analysing the data, the study showed that the highest number of respondents fell
within the

age group of 40-50 years with the lowest falling within the group 30-40 years.

Out of the total ten respondent 5 were from 40-50 years, 4 from the 50-60 years and 1
from the 30-40 age group.

Following from the age distribution of the head of departments sampled, the study
revealed that the highest numbers came from those who fell within age groups 40-50
and 50-60 years and above respectively.

52
 3. Departments under the study:

Lanuguage Microbiology BBA CA Chemistry

Biotechnology BBA IB Botany BBA

Business Law MBA

Various different departments were taken under the study. Responses were collected
from the head of the department and respective co-ordinators mentioned above. From
the total departments the two deparments in grey colour shade i.e B.B.A. and M.B.A.
does not have proper system of performance apprisal in the department.

53
 4. Length of service:

Length of service

10 years and above 5

5-9 years 1

1-4 years 4

Less than one year 0

0 1 2 3 4 5 6

Graph No 3

Question:

How long have you been heading the deaprtment?

For this question, of the total 10 respondents, 5 is the highest number of respondent in
the age group of 10 years and above, there is 1 respondent from the age group of 5-9
years and 4 respondentsfro 1-4 years of age.

An employee’s length of service can have a forceful influence on how they perceive
Performance Appraisals. If an employee is with the company less than a year and has
only has one appraisal meeting then they may have a different view on it that someone
who is with the company over 20 years. This can be a problem in many elements of the
appraisal, in particular when looking at whether the system is of benefit to the
employees. Someone in the same position and in the same organisation for a long length
of time may feel that there is not as much to gain from Performance appraisal as
someone who is new to the company. They may find it difficult to keep setting goals
and may find the systems less valuable than others. As a result, they may have a
negative view on performance appraisal.

54
 5. Performance appraisal system:

Does any system of performance appraisal take place

in your department?
No
20%

Yes
80%

Yes No

Graph No 4

Of the 10 respondents, 8 answered yes to the question of whether any system of

performance appraisal takes place in the institution? Therefore, only 2 employees
surveyed advised they did not complete a performance appraisal process. The
researcher found this interesting, as previously discussed it is vital that organisations
involve in the appraisal system. If 8 of the departments are having a proper performance
appraisal system than it is very essential to the departments which lacks to improve or
initiate efforts to bring an effective performance appraisal system.

55
 6. How often are employees evaluated:

How often do you appraise or evaluate teachers?

7

5
Responses

0
Once in term Twice in term As and when it is No evaluation is done
needed

Graph No 5

The above graph states that, out of the 10 departments under the study, 6 department
evaluate their teachers or staff once in a term, 2 departments evaluate their staff as and
when it is needed, and no evaluation is done in remaining 2 department.

In analysing the data, it was revealed from the study that teachers were not evaluated
and appraised periodically as the case should be but instead performance appraisals
were conducted as and when it was deemed necessary to do so or done once in a term.
This position however speaks about the need of evaluation of teachers on periodical
basis.

56
 7. Views on Performance appraisal system:

0
Ineffective Useful Very useful

Graph No 6

Out of the 10 respondent, 7 respondents responded that having a good performance

appraisal system is very useful and beneficial to the organisation, 3 of them answered
it as useful, whereas none of them responded as ineffective one which tells that the
respondents are well aware of the importance of having a good performance appraisal
system in the organisation. This is a good result.

57
 8. Guidelines for performance appraisal:

DOES YOUR INSTITUTION HAVE A CLEAR-CUT

POLICY ON THE CONDUCT OF PERFORMANCE
APPRAISALS / TEACHERS EVALUATION?

No
40%

Yes
60%

Graph No 7

The above pie diagram shows that out of the 10 departments under study, 6 departments
have clear cut policies and guidelines for conduct of performance appraisal or
evaluation of teachers and remaining 4 departments do not have. Having clear cut
policies and guidelines are very essential while performing any task, it helps in proper
evaluation.

The 6 department heads were now provided questions regarding the performance
appraisal system that was carried out in their institution.

58
 9. Training to the head:

ARE YOU TRAINED AND ORIENTED TO

IMPLEMENT THE PERFORMANCE APPRAISAL?

No
33%

Yes
67%

Graph No 8

The above pie diagram states that out of the 6 respondent that answered, 4 of the
respondents were trained and oriented to perform performance evaluation and
appraisal, but the 2 respondents were not trained which points out the area of
improvement. Performance appraisal should not just be implemented for name sake,
but with proper guidelines for its overall benefits.

59
 10. Reasons of performance appraisal:

Which of the following is/are among the main reasons

for conducting performance appraisal in your
institution?
6

0
Correcting Giiving feedback to Promotion Training and Wage and salary
deficiences of work staff development administration

Graph No 9

Performance Appraisal can be used for numerous reasons, the above elements are the
most common aims of performance appraisal. Performance Appraisals are used as a
basis for decisions such as correcting deficiencies of work, giving feedback to the staff,
promotion, training and development and providing incentives i.e. wage and salary
administration. The objectives of Performance Appraisal are to review past
performance, to assess training needs, to set targets for future performance and to help
with disciplinary and other administrative decisions.

Out of the total 6 respondents, all of them have many objectives in common with
promotion having a highest feedback. All above mentioned factors are very important
and are achieved through practising good performance appraisal system in the
institution.

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 11. Motivation and Performance appraisal:

DO YOU THINK PERFORMANCE APPRAISAL

REALLY HELPS TO MOTIVATE THE STAFF?
No
17%

Yes
83%

Graph No 10

The above pie diagram states that the majority of respondent think that performance
appraisal system really helps to motivate employees in many different ways.

Out of the 6 respondents, 5 of then answered it yes and remaining 1 disagreed to the
statement. Performance appraisal system plays a very important role in motivating
employees as it rewards to the ones who are actually liable for it based on their
performance in the organisation.

Thus, the management must first have a clear idea and goals regarding performance
appraisal and have confidence on it.

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 12. Action Taken:

What does the management do to staff whose

performances fall below expectation?
6
5
5
4
4
3
3

1
0
0
They are cautioned They are demoted They are given training nothing is done

Graph No 11

The above graph shows the statistics of what kind of action is taken by the management
to the staff whose performance falls below expectations.

Out of the total 10 respondents, it was seen that, if the performance low they are first
cautioned, then further given training for the same but are never demoted.

The graph also reflects the negative part of the institution is that if someone’s
performance is low 5 of the respondents have answered that nothing is done to them.
This highlights the poor management.

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 13. Problems faced:

Do you face any problem in implementing

performance appraisal system?
6
5
5

4
3
3

2
1 1
1
0
0
Low commitement Low management Performance No problem in Other
of employees accountablity appraisal is not current system
directly linked to
promotion and
reward

Graph No 12

The above graph speaks about the problems that are faced in implementing effective
performance appraisal system. Out of the 10 respondents, the majority of votes are for
the point that performance appraisal system is not directly linked to promotion and
reward, thus is a barrier. Along with-it other problems like low management
accountability and more are seen.

The concern in this graph is that people voting for no problem in current system. People
should always be ready for the changes and show their adaptability. Seeing no problem
is as similar to having no progress or development. People are dynamic and thus
systems regarding people must be dynamic which helps to tackle problems.

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 14. Training need:

Series 3

Should good performance appraisal system be implemented in your institution, how

strongly do you support?

0
YES AND STRONGLY AGREE NO

Graph No 13

The above questions were answered by 4 of the total respondents, these respondents
didn’t have any proper system of performance appraisal system in their institution.

The above graph states that 4 out of 4 respondents would like to take training for
effective implementation of performance appraisal system which is highlighted in blue
colour, whereas 3 out of 4 respondents strongly support to the idea that good
performance appraisal system must be implemented the remaining one has neutral
thoughts which is highlighted in grey colour.

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 15. Recommendations from responents:

What recommendation will you make to introduce the

performance appraisal system in your institution?

Evaluation By Peers In The Field Of Specialization

It is important to conduct appraisall for the teachers. It will be

encouraging to staff if incentives and perks are given (not always in
terms of Monterey benefits ) . This will also be beneficial for
improvement of the performance but as well as their commitment
towards students and society. The appraisal should be based not only
on students feed back but also on over all participation in activities as a
team member as well as organizing a activity. The behaviour of the
teacher with students and colleagues should also taken into
consideration. Appraisal can be conducted once ayear

Continuous appraisal,online feedback system for students,and action

should be taken to improvise n not demotion .

The above infographics shows some of the recommendations given by the respondent.
It suggests that performance appraisal system that is currently used has benefits but also
requires developments and upgradations to sustain to the changes.

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 CHAPTER FIVE

Data Analysis- II

Introduction:

This chapter presents the summary of the study, the conclusion and the
recommendations comprehensively. The main objective of the study was to evaluate
the performance appraisal system and its effect on performance of employees i.e.
teachers. The study has therefore come up with a scholarly material which is worth
scrutinising by all people interested in studying more on the performance appraisal
system.

Needs for Improvement:

1. The institution should construct a clear-cut policy on the conduct of

performance appraisal system in the various departments.
2. There should be one appraisal structure for all the departments in the
institutions.
3. To work on the current barriers and difficulties that are obstructing the conduct
of good appraisal system in the institution and resolve them.
4. To encourage employee’s engagement in the appraisal process.
5. To formulate innovative rewards and promotions than monetary rewards.
6. Training of the appraiser.
7. Goal, objective setting with the appraiser and the staff.
8. Regular feedback to the staff performance.

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Conclusions:

The aim of the dissertation was to examine the effectiveness of performance appraisal
in the organisation according to the perception of the head of the departments and in
doing this establish:

1. What is the performance appraisal processes and procedures?

2. What are the main reasons for conducting performance appraisals?
3. What are the main problems associated with the conduct of performance
appraisal?
4. How are employee’s performance affected by the performance appraisal
system?
5. What are the actions taken post performance appraisal?

To complete this aim the researcher reviewed literature on the area of performance
appraisal and related areas comprehensively and then conducted a survey with head of
the departments and coordinators of the institution. The survey analysed the current
system in place in the institution.

A vast amount of the literature on performance appraisal demonstrated the benefits of

having performance appraisal systems in place and looked at how they can be used for
a variety of purposes.

More recent academics discussed the ineffectiveness appraisal processes can have and
the negative impact on the system and the organisation as a whole. They also mentioned
how important it is to have a good system in place so that it does do what it sets out to.
The research revealed that the majority of the departments in the institution complete
performance appraisal and for the most part, have an appraisal meeting once a year, out
od the 10 departments under study 6 of them followed a good appraisal system.

The findings of the research have shown that the Performance Appraisal system in the
organisation does contain many of the important elements that make the system

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effective, but these elements are intermittent and not present in every appraisal that is
carried out. The analysis of the survey responses has revealed that, according to the
heads that Performance Appraisal is effective. They system is a worthwhile tool; it
motivates staff and improves their performance. The organisations appraisal also
includes the vast majority of effective performance appraisal objectives. While the
system has its flaws and needs a lot of improving to get it to where it needs to be, it is
going in the right direction and has some positive results.

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 CHAPTER SIX

Major Findings, Conclusions and Suggestions

Major Findings:

The study revealed the following findings:

• Reasons for conducting performance appraisal

Performance appraisal has been given notable recognition by many organisations the
world over by virtue of its relevance to accomplishing organisational goals. As a
result, the study found some reasons which are said to underpin the effective conduct
of performance appraisal and these are as follows.

In the first place, the study found that promotion of employees was one of the reasons
for conducting performance appraisal. It was observed from the study that
performance appraisal would help employers or appraisers identify good performers
as well as poor performers and based on their quality of work and competence,
promote or reward them.

Secondly, it was found from the study that one of the reasons for conducting
performance appraisal was for heads to give feedback to staff on their performance at
work. It was observed that through feedback, heads can inform teachers about their
progress, discuss what areas they need to develop and identify development plans.

It was also found from the study that one reason for conducting performance
appraisal was to correct the deficiencies of teachers work. Some teachers work
according to their routine schedules and become oblivious of any deficiencies
pertaining to their normal duties at work. It is therefore performance appraisal that
would help correct such anomalies.

69
Another reason for conducting performance appraisal as found from the study was
employee motivation. It was observed from the study that performance appraisal helps
employers identify the need to motivate employees to give off their best in realising
the goals of the organisation.

Again, the study found out that one reason for conducting performance appraisal was
for employee training and development needs. It was observed from the study that
performance appraisal enables employers identify the strengths and weaknesses of
employees and the need to recommend appropriate training for employees in order for
them to develop their full potentials.

Another reason in the conduct of performance appraisal was for salary administration
as found from the study. Performance appraisal according to the study helps
employers in administering salaries to employees often based on their performance.

• Policy on performance appraisal

It was revealed from the study that the institution did not have a clear-cut policy on
performance appraisal as to the time and the regularity with which it should be
conducted in various departments. This has led to a situation where there is no fixed
period and that performance appraisals are conducted as and when they are badly
needed in colleges, particularly during the time for promotions.

In the survey conducted out of the total 10 departments under study it was found that
only 6 of the departments had clear cut policy on conduct of performance appraisal in
the institution, whereas 4 departments had no policy regarding it, which shows the
drawback of the institution.

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 • Difficulties associated with performance appraisal

The study identified some difficulties associated with the conduct of performance
appraisals in the departments which are as follows.

It was observed from the study that employee’s low commitment to the performance
appraisal process was one of the difficulties which beset its conduct. This situation
was as a result of the little impact made by performance appraisal on the performance
of employees and also the way it was conducted.

The study again revealed that low management accountability was one of the
difficulties associated with performance appraisal. Due to the absence of a clear-cut
policy on the conduct of performance appraisal, managers of schools or headmasters
do not attach any importance to the appraisal process and therefore not accountable to
any authority notable for performance appraisal. It was again seen from the study that
another one difficulty in the appraisal process was the inability to directly link
performance appraisal to promotion and rewards.

Apparently, since performance appraisal is considered as a vehicle that drives

employees poise for work and effective performance, they expect to achieve their
work’s worth by way of promotions and rewards at the end of the exercise, but are
often frustrated. This situation dampens the very spirit of employees in giving off
their possible best.

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Conclusions:

The researcher’s main objective for undertaking the study was to evaluate the
performance appraisal system and its effect on employee performance in an educational
institute. Again, the study sought to delve deep into the reasons for conducting
performance appraisal, the difficulties associated with conducting performance
appraisal and the various factors that can be employed to improve the performance
appraisal system being followed in various departments of the institution. It could
therefore be concluded that the performance appraisal system was well implemented in
some of the departments, out of the 10 departments under study only 6 of them had
performance appraisal system been conducted.

72
Suggestions and Recommendations:

The findings have revealed numerous potential weaknesses that are preventing the
effectiveness of the system. A number of challenges have been identified and need to
be manifested if the whole process is to be beneficial and fair to all involved. The
organisation needs to improve the appraisal accordingly if it is to be successful in
carrying out its objective.

• Policy on performance appraisal

It was revealed from the study that the institution did not conduct performance appraisal
based on the strategic objectives of the organisation as this was evident in the absence
of a policy on the conduct of performance appraisal in some of the departments.
Therefore, it is recommended that the institution should develop a clear-cut policy on
the conduct of performance appraisal which would be in harmony with the strategic
objectives of the organisation.

Also, in order for the institution to get the full participation of all teachers in the
performance appraisal process, education should be intensified on the relevance and
purposes of performance appraisal on employee performance.

• A consistent, one-for-all appraisal structure institution wide

The most obvious issue with the current appraisal system in place in the organisation is
the level of inconsistency that exists with how appraisals are carried out. The result of
the survey showed that some appraisal is carried out once or twice a year or even as and
when it is needed, but then there were some of the departments that did not do even
once . There is also inconsistency in relation to who is setting the goals, what the goals
are based on and whether employees feel the appraisal is efficient or inefficient. The
organisation should look to introduce a framework for Performance Appraisal within
the company that sets out a number of important objectives such as fairness,

73
confidentiality, employee development and mutual involvement. This framework
would need to be explained to all involved in the process and training provided so as to
ensure managers and employees are aware of how the system works and can stick to
the guidelines.

• Training, promotions and rewards

The study again revealed that performance appraisal was not linked to training,
promotions and rewards mainly because there was no policy to that effect. It is therefore
recommended that as a way of effectively utilising performance appraisal results,
performance appraisal should directly link to training, promotions and rewards. By this,
the institution is expected to use performance appraisal results to train teachers whose
performances are below expectation in their area of specialisation. Again, the institution
should as a matter of urgency and without delay, promote teachers due for promotion
and whose performances match with the set standards. The institution again should
endeavour to give financial rewards in the form of allowances to deserving teachers, all
based on the performance appraisal results taken on teacher’s performances.

It is also recommended that innovative rewards in non-monetary form must be designed

to attract the staff when the head it is not able to provide monetary benefits.

• Feedback on employee performance

The study revealed that appraisers did not give feedbacks to appraisees anytime
performance appraisal was conducted on the appraisees performances. The study
therefore recommends that there should be effective communication and information
dissemination to appraisees immediately after the performance appraisal is conducted.
In this case, feedback should be promptly given and properly discussed with teachers,
a move that would enable them identify their strengths and weaknesses and the
opportunities available for continuous improvement. This would also serve as a
motivation to teachers who would in turn give off their best in their area of work.

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 • Skill training for appraisers/headmasters

It is recommended that training sessions be organised for heads of institution for them
to develop the necessary training skills and competence in order to equip them for an
effective and meticulous conduct of performance appraisals in their institutions. This
recommendation comes in the light of the low commitment of appraisers and appraisees
to the process as well as the clear lack of training skills to conduct effective performance
appraisal in the schools.

• Greater Employee Involvement

For the appraisal to reach its potential and be of benefit to all involved there needs to
be a higher level of employee involvement in the system than there is at present. Rankin
& Kleiner (1988) specified that one of the key factors of Performance Appraisal was to
have the manager and employee jointly identify ways to improve the employee’s
performance, and establish a development plan to support the employee in achieving
their goals.

When employees are involved, they take a greater interest as they are given more of a
voice. Greater employee participation is known to create an atmosphere of cooperation,
reduces tension and rater – ratee conflict which could be caused by the appraisal.

• More Development of employees in the appraisal

With poor results from the research in terms of how the appraisal developed the
employees being appraised and how its enhanced performance, the organisation needs
to ensure the system spends more time helping to develop employees, from identifying
training needs, providing coaching and giving more accurate, constructive feedback.
The ultimate purpose of performance appraisal is to allow employees to improve
continuously.

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 • Suggestions for further research

It is suggested that more research work be conducted on the performance appraisal

system being followed at the basic as well as the tertiary levels of education in order to
discover more facts about its conduct and further the course of providing scholarly
materials for future references. It is also suggested that more research be done to
intensify education on performance appraisal as a tool to increase employee
commitment in its conduct and to improve employee performance in organisations. It
is again suggested that further research be done in other private sectors on the conduct
of performance appraisals in order to do comparative analysis on the system prevailing
in those sectors.

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Limitations of research:

This research is accurate in terms of the organisation studied, but as the research was
limited only 10 departments were taken under study and thus it cannot be applied to
other organisations and industries. Each company has its own way of measuring staff
performance and so this research will not necessarily apply across the board.

To carry out the research, the researcher used qualitative research methods alone; this
was chosen as it suited the aims and objectives of the research. In hindsight, if the
researcher was to carry this investigation again, they would look at using both
quantitative and qualitative research methods in a combined approach Combining both
types of research methods is known to give a more rounded view and can look at the
research aims more comprehensively.

The researcher would have like to look at the perspective of the employees i.e. teachers
also, but due to restrictions, they were unable to get this, for future research it may be
interesting to look at both the head and staff’s perspectives and analyse them in contrast.
The correlation between length of service and acceptance of performance appraisal
systems showed up as area of interest which could be a subject for further examination.

Future research, by utilizing quantitative research techniques and a examining a greater

population could investigate the effectiveness of performance appraisal across a larger
industry and encompass more than one organisation. This would give the research more
validity in the findings.

This research is accurate in terms of the organisation studied, but as the research was
limited it cannot be applied to other organisations and industries. Each company has its
own way of measuring staff performance and so this research will not necessarily apply
across the board.

77
 APPENDICES

• Questionnaire

An Evaluation of the Performance Appraisal System and its effect on

employee performance.

Respected Teachers,

I am Narayan Nevgi, a student of TYBBA of Garware College of Commerce,

pursuing a project on Performance Appraisal.

The Objective of my project is to know the process of performance appraisal

conducted in the educational institute.

This research is conducted for academic purposes and you are assured of
confidentiality and anonymity of the information you provide, your responses will
help me.

1. Name and Designation:

2. Gender:

• Male
• Female

3.Age:

4.Name of Department:

78
5.How long have you been heading the department?

• Less than one year

• 1-4 years
• 5-9 years
• 10 years and above

6.Does any system of performance appraisal take place in your Institution? *

• Yes
• No

7.How often do you appraise or evaluate teachers?

• Once in term Twice in term

• Once in academic year
• As and when it is necessary
• No evaluation is done

8.What is your opinion about having a good performance appraisal system in an

Institution?

Ineffective 1 2 3 4 Very useful

9.Does your institution have a clear-cut policy on the conduct of performance

appraisals / teacher’s evaluation?

• Yes Skip to question 10

• No Skip to question 18

79
 • Congratulations! On having clear cut policy on conduct of performance
appraisal in your institution.

10.How do you rate the performance appraisal system used in your institution? *
• Very fair • Unfair
• Fair • Very unfair

11.Were you involved in the development of the performance appraisal system?

• Yes
• No

12.Are you trained and oriented to implement the performance appraisal?

• Yes
• No

13.Which of the following is/are among the main reasons for conducting performance
appraisal in your institution? * Please tick as many as are relevant

• Correcting deficiencies of work

• Giving feedback to the staff
• Promotion
• Training and development
• Wage and Salary administration

80
14.Do you think Performance appraisal really helps to motivate the staff? *

• Yes
• No

15.What does the management do to staff whose performances fall below

expectation? *Please tick as many as are relevant

• They are cautioned

• They are demoted
• They are given training
• Nothing is done

16.Do you face any problem in implementing the current performance appraisal
system? * Tick all that apply.

• Low commitment of staff

• Low management accountability
• Performance appraisal not directly linked to promotion and reward
• No problem in current system

17.What recommendation will you make to help improve the performance appraisal
system?

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Oops! Having clear cut policy on conduct of performance appraisal is very useful.

18.How do you evaluate teacher’s performance? *Select as many methods you use

• Feedback from students

• Feedback from teachers
• Feedback from parents
• Feedback from external members
• Feedback from results and student performance
• Any others

19.Would you like to take training for implementation of performance appraisal

system in your institution?

• Yes
• No

20.What does the management do to staff whose performances fall below

expectation? * Please tick any 2

• They are cautioned

• They are demoted
• They are given training
• Nothing is done

21.Should good performance appraisal system be implemented in your institution;

how strongly do you support? *
• Strongly agree • Disagree
• Agree • Strongly disagree
• Neutral

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22.In your opinion what difficulties are associated with performance appraisal being
followed? *Tick all that apply

• Low commitment of employees

• Low management accountability
• Performance appraisal not directly linked to promotion and reward
• Other

23.What recommendation will you make to introduce the performance appraisal

system in your institution?

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 BIBLIOGRAPHY

Books Referred:

1. Performance management_ getting results from your performance planning

and appraisal system- Roger J. Plachy with Sandra J. Plachy.
2. Improving Employee Performance Through Appraisal and Coaching- Donald
L. Kirkpatrick Foreword by Dick Grote.
3. Dick Grote - The Performance Appraisal Question and Answer Book_ A
Survival Guide for Managers -AMACOM (2002).
4. Human resource management- VSP Rao
5. Human resource management- Fisher Shaw
6. Human resource management- Subba Rao
7. An investigation into Performance Appraisal effectiveness from the perception
of Employees in an Irish Consumer Services Company-Amie Farrell.
8. An evaluation of the performance appraisal system and its effect on employee
performance: a case study of selected senior high schools in the kwahu-south
district by patrick sackey adofo.

Websites:

1. www.pdfdrive.com
2. www.books.google.com
3. gcc.mespune.in
4. www.hr-guide.com

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