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PERFORMANCEAPPRAISAL
INTRODUCTION TO PERFORMANCE APPRAISAL
Performance Appraisal is a method of evaluating the behavior of employees in a
work place , 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 individuals job. Performance is measured in terms of
results . Thus, Performance appraisal is the process of assessing the performance or
progress of an employee , or a group of employees on the given job , as well as
his potential for future development . Thus, Performance appraisal comprises all
formal procedures used in organization to evaluate contributions , personality , and
potential of individual employees . In other words , performance appraisal includes
the comparison of performance scales of different individuals holding similar areas
of work responsibilities and relate to determination of worth of scales for the
achievement of organizational objective .
PERFORMANCE APPRAISAL PROCESS
It can be said that performance appraisal is an important tool of personnel
management . It is a judgment of characteristics , traits , and performance of
employees and has a wide range of utility .
Various steps in appraising performance of employees are as follows :
1. ESTABLISHING PERFORMANCE STANDARD : The process of
evaluation begins with the establishment of Performance Standards . While
designing a job and formulating a job description , performance standards
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are usually developed for the position . These standards should be very
clear and vague and objective enough to be understood and measured .
These standards should be discussed with the supervisors to find out
which different factors are to be incorporated . Weights and points to be
given to each factor and then these should be indicated on the Appraisal
Form , and later on used for appraisal the performance of the employees.
2. COMMUNICATING PERFORMANCE EXPECTIONS TO FCs : The
next important step is to communicate the aforesaid standards to the
concerned employees . Their jobs and jobs-related behavior should be
clearly explained to them . It should be noted that the job related
behaviors are those critical behaviors that constitute job success . The
employee should not presumed to guess what is expected from him . It
should be noted that here communication means that the standards
have been transmitted to the employee and he has received and
understood them a two-way communication , i.e., transference of
information from the manager to the subordinate regarding expectations
and feedback from the subordinate to the manager that this information
has been received and understood in the same context and contents .
3. MEASURING ACTUAL PERFORMANCE : The third step is the
measurement of actual performance to determine what actual performance
is , it is necessary to acquire information about it we should be
concerned with how we measure and what we measure . Four sources of
information are frequently used to measure actual performance : personal
observation , statistical reports , oral reports and written reports .
4. COMPARING ACTUAL PERFORMANCE WITH STANDARDS : The
next step is comparison of actual performance with the standards . By
doing so the potentiality for growth and advancement of an employee
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can be appraised of and judged . Efforts are made to find out deviations
between standard performance and actual performance .
5. INITIATING CORRECTIVE ACTION : The final step is the initiation
of corrective action whenever necessary . immediate corrective action can
be of two types . One is immediate and deals predominantly with
symptoms. The other is basic and deals into causes . Immediate
corrective action is often described as putting out fires whereas basic
corrective action gets to source of deviation and seeks to adjust the
difference permanently . Coaching and counseling may be done or
special assignments and projects may be set . Persons may be deputed for
formal training courses , and decision making responsibilities and
authority may be delegated to the subordinates . Attempts may be also
made to recommend for salary increases or promotions , if these
decisions become possible in the light of appraisals.
BENEFITS OF PERFORMANCE APPRAISAL
1. It helps he evaluation of capability of different managerial personnel .
2. It helps in evaluating the relevancy of training programmes being
organized for managerial development . It also helps in estimating the
need of improvement in the training programmes .
3. It helps in the promotion of managerial executives .
4. It provides an opportunity to the managerial executives aware of their
duties in the enterprise .
5. It provides an opportunity to the managerial executives to develop
themselves so that they may be promoted to higher levels . Thus , it
offers a challenge to the managerial executives for development .
6. It helps feeling of loyalty among the managerial executives towards the
enterprise , which increases their morale .
7. On the basis of results of managerial appraisal , modern techniques of
management may easily and effectively be implemented in the enterprise
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ROLE OF PERFORMANCE APPRAI SAL
Performance Appraisal has been considered as a most significant and
indispensable tool for an organization . The information it provides is highly
useful in making decisions regarding various aspects such as promotions .
Performance measures also link information gathering and decisions-making
processes which provides a basis for judging the effectiveness of personnel
sub-divisions such as recruiting , selection , training , and compensation .
Accurate information plays a vital role in the organization as a whole . They
help to pinpoint weak areas in the primary systems . It is easier for managers
to see which employees need training or counseling .
1. FOR MANITAINING INVENTORY : Performance appraisal enables an
organization to maintain an inventory of the number and quality of all
managers and to identify and meet their training needs and aspirants .
2. FOR DETERMINING INCREMENTS : This method aims at determining
increment , rewards and provide a reliable index for promotions and transfer
to positions of greater responsibility .
3. FOR MAINTAINING INDIVIDUAL AND GROUP DEVELOPMENT : The
objective of performance appraisal is to maintain individual and group
development by informing the employees of his performance standards .
4. FOR SUGESSTING WAYS OF IMPROVEMENT : This system helps in
suggesting ways of improving the employees performance when he is not
found to be up to the mark during the review period .
5. FOR IDENTIFYING TRAINING NEEDS : The aim of performance
appraisal is to identifying training and development needs and to evaluate
effectiveness of training and development programmes .
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6. FOR PLANNING CAREER DEVELOPMENT : The other objective of
performance appraisal is to plan career development planning based on
potentialities .
IMPORTANCE OF THE SELF APPRAISAL
AS A F.C :
Chance to measure own skills and performance.
Opportunity to document accomplishments and identify areas for improvement.
Opportunity to write goals for coming year.
Helps facilitate appraisal meeting.
AS A MANAGER :
Gives you insight into FCs view of his/her own strengths and weaknesses.
Helps you gauge FCs understanding of expectation and standards.
Reminds you of forgotten/overlooked accomplishments.
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STEPS OF THE PERFORMANCE
APPRAISAL PROCESS
1. PREPARE YOUR EVALUATION
The appraisal you write will be in the FCs personnel file for years to come. You have a
responsibility, therefore, to write an evaluation that is accurate, objective, fair, and free of
exaggerations about the FCs performance.
Try to give specific examples to support your rating(s).
Review the FCs performance through the entire evaluation period of time; refer to
notes made throughout the year, if necessary.
Complete the appropriate appraisal form, including all ratings, rating justifications,
development plans, etc.
Review the appraisal with your supervisor/manager and obtain all necessary
signatures prior to delivery.
2. SCHEDULE THE REVIEW
Choose a private place for the review meeting, free from distractions and/or
interruptions.
Notify the FC of the date and time.
Prepare in advance. Develop a game plan of points to cover and anticipate problems.
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3. CONDUCT THE FACE-TO-FACE PERFORMANCE APPRAISAL
MEETING
Welcome the FC by putting them at ease and setting a positive tone.
Introduce the topic of the meeting by explaining the process and reasons for
discussion. Stress that this is an opportunity to help the FC grow. Invite their
questions.
RESEARCH METHODOLOGY
OBJECTIVES
The topic of this project is A STUDY OF PERFORMANCE APPRASIAL SYSTEM
AT AXIS BANK . In order to achieve the above stated subject various objectives were
set.
THESE OBJECTIVES WERE:
1. To examine the, determination underlying the F.CS preferences towards selling of
banking policy.
2. To study the relative importance of various factors that influences the F.Cs in
selling banking policy
3. To study the impact of social, culture and demographic factors on F.Cs
preferences towards banking policy.
4. To frame guidelines for formulating marketing strategies for united banking
a. Policy dependent on market analysis based on certain factors viz.
demographic
b. Policy related, premium etc.
5. To determine the message content and media most appropriate to be chosen for
promoting banking policy. Like i.e. that AXIS BANK.
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6. To examine the market share of banking policy.
7. To examine the consumer satisfaction to words AXIS BANK policy.
RESEARCH DESIGN
A research design is purely and simply the framework of plan for a study that guides the
collection and analysis of data research design is some statement or specification of
procedures for collecting and analyzing the information required for the solution of some
specific problem. It provides scientific framework for conducting some research
investigation. Anticipating and specification are the main characteristics in a research
design. It provides information for decision making.
Decision regarding what, where, when and how much and by what means concerning an
enquiry as a research study constitutes in research design.
For defining the problem conclusive research design was used. The first reason for
selecting such design is that we seek to estimate the proportions of people in a specified
population who behave a certain way with respect to banking policy.
The research design must be able to explain the reason why readers exhibit this
particular buying behavior. It can be explained by showing or finding the cause and
effect relationship among various factors.
Research design
Data Source Primary data ,Secondary data
Research approach Telephonic Method
Research instrument Schedule Technique
Sample Areas Bareilly
Contact Method Through Personal Interviews done
Through schedule
