hr research on pa system
TRANSCRIPT
-
7/28/2019 HR Research on PA System
1/52
1
RESEARCH REPORT ON
Employee Perception towardsPerformance Appraisal System in Service
Industry in Delhi NCR region
In partial fulfillment of the requirements of Research Applications in
Business course of PGDM Programme
SUBMITTED TO: SUBMITTED BY:
Prof.Lata Singh Dipika Lakra, 23
Reema Kumari, 47
-
7/28/2019 HR Research on PA System
2/52
2
Table of Content
1. Introduction ...
Performance Appraisal.
Effective Appraisal Programme..
Performance Appraisals important in current scenario...
2. Objective of the study....
Research Methodology.
Research Design.
Sampling Plan..
Sources of Data..
Hypothesis
Data Analysis..
3. PAS- Its various Tools Applicable
Objective of Performance Appraisal..
Tools & technique of PA.
Advantages of PA.
4. Service Industry ...
Service Sector: An overview....
Service Sector in India..
5. Literature Review...
5.1 PAS- Its Importance.
5.2 PAS- The Currents Tools Applicable.
-
7/28/2019 HR Research on PA System
3/52
3
5.3 PAS- What other Researchers Says
5.5 PAS- what Employees says.
6. Data analysis.
6.1 Interpretation..
6.2 Hypothesis.
6.6. Sample profile: tool table
6.7. Sample profile: Awareness of PA process..
6.8. Sample profile : PA process..
6.9. Sample profile: Satisfaction level Table.
Hypothesis Testing Results
7.Findings and Suggestions...
8. Conclusions...
Reference and Bibliography..
Questionnaire.
-
7/28/2019 HR Research on PA System
4/52
4
1.Introduction
-
7/28/2019 HR Research on PA System
5/52
5
Introduction
The report embarks on the introduction about the company in Delhi NCR region, their profile
of the company, HR departments, its products and services, business and quality policies.
In todays competitive scenario, when achiever more with less and in minimum time is
mantra to success, every organization is using Performance Appraisal for their employees.
The project is undertaken to study the perception of employees towards Performance
Appraisal in their respective organization, in Delhi NCR region.
Performance appraisals are one of the most frequently criticized talent management practices. The
criticisms range from their being an enormous waste of time to their having a destructive impact on
the relationship between managers and their subordinates. A performance appraisal (PA),
performance review, performance evaluation, (career) development discussion, or
employee appraisal is a method by which the job performance of an employee is evaluated.
Performance appraisals are a part of career development and consist of regular reviews ofemployee performance within organizations. Human resource management (HRM) conducts
performance management. It consist of the activities and/or processes embraced by an
organization in anticipation of improving employee performance, and therefore, organizational
performance.
It has been studied quite extensively over the last few decades (Landy and Farr, 1980), yet
scholars continue to argue about the validity and merits of these systems. Due to the paradox
facets of performance appraisal system, major issues in related to an intricate dynamic
relationship between employee satisfaction and perception of fairness are raised (Allen and
Meyer, 1990).Traditionally, the focus of performance measurement has been on financial measures
only. By the late 1980s, studies had shown that historic financial data is not enough to
satisfy the PM in the new economy because of the increasing complexity of organizations
and the markets in which companies compete (Kennerley, Neely 2002).
Performance appraisal is an ongoing process that involves both managers and the
employees in:
(1) identifying the strategic vision, goals and objectives of the organization;
(2) identifying and describing essential job functions and relating them to the mission and goals
of the organization;
(3) developing realistic and appropriate target standards of performance;
(4) implementing ways of measuring actual, compared with target performance;
(5) communicating constructive performance evaluations; and
-
7/28/2019 HR Research on PA System
6/52
6
(6) planning development opportunities to sustain, improve or build on employee work
performance (Neely et al., 1996).
Performance appraisal is among the most important human resource (HR) practices and it is
one of the more heavily researched topics (Fletcher, 2002).
As organizations get bigger, a formal performance appraisal systems aids administrative
decision such as pay increases and promotion, redundancy or termination, development
needs, and for the employees the process may assits them in career choices and may
increases their commitment and satisfaction due to improvements in organizations
communications (Wiese & Buckley, 1998).
Effective appraisal programs are fair, credible, and transparent by providing for the following:
Alignment. Employee performance plans align with and are designed to support
organizational goals.
Results-focus. Employee performance plans hold employees accountable for achievingresults appropriate to their level of responsibility.
Credible Measures. Employee performance plans provide for balance, so that in
addition to measuring expected results, the performance plans include appropriate
measures, such as quality, quantity, timeliness, and/or cost-effectiveness, indicators of
competencies, and customer perspective. In addition, for managers and supervisors,
performance plans should also incorporate employee perspective.
Distinctions in levels of performance. The appraisal program provides for multiple
levels to appraise performance and rating officials use those levels to clearly describe
distinctive levels of performance and appropriately rate employee performance. Consequences. The result of appraisal is used for recognizing top performers and
addressing poor performance.
Employee Involvement. Employees are involved in the design of the appraisal program
and in the development of their performance plans.
Feedback and Dialogue. The appraisal program establishes a performance feedback
process that ensures a dialogue between supervisors, managers, and employees
throughout the year.
Training. The appraisal program requires that executives, managers, supervisors, and
employees receive adequate training and retraining on the performance appraisalprogram. In addition, supervisors must have the competencies necessary for managing
performance.
Organizational Assessment and Guidance. The appraisal program requires that
appropriate organizational performance assessments are made and communicated to
rating officials, and that guidance is provided by the head of the agency or designee on
-
7/28/2019 HR Research on PA System
7/52
7
how to incorporate organizational performance into the assessment process, especially
regarding the appraisal of managerial and supervisory employees.
Oversight and Accountability. The head of the agency or designee has oversight of the
results of appraisals and awards, ensures that the program operates effectively and
efficiently, and ensures that appraisals and awards are based on performance. In addition,managers and supervisors are held accountable for the performance management of their
subordinates.
Whether you have 10 employees or 10,000, using a performance appraisal system puts your
employees on the track to increased productivity and keeps them there. Important is to learn how
to get the most out of a performance appraisal system to direct your employees efforts to be
focused on what is necessary to make your company successful. The performance management
process provides an opportunity for the employees and
performance manager to discuss development goals and jointly create a plan for achievingthose goals. Development plans should contribute to organizational goals and the professional
growth of the employees (Carney, 1999).
Managing employees performance is an integral part of the work that all managers and rating
officials perform throughout the year. It is as important as managing financial and other
resources of the organisation because employees performance has a positive or negative impact
on the growth of the organisation as well as effect the proper utilisation of other resources of the
organisation. So to know about the performance of the employees a better way is to adopt
performance appraisal system i.e. widely accepted in organisations now a days for launching or
applying performance appraisal in the organisation the first step is to identify organisation goals
and explains them to the employees along with individual goal, the time period by which goals
must be achieved and ways or methods by which their performance is going to be evaluated. It
will bring transparency between employer and employee regarding the usage of performance
appraisal system in the organisation. Employees must be ensured that good performance will
bring some reward for them and in other cases, ways will be explained to improve the
performance to achieve the desired level.
Traditionally, the focus of performance measurement has been on financial measures
only. By the late 1980s, studies had shown that historic financial data is not enough to
satisfy the PM in the new economy because of the increasing complexity of organizations and
the markets in which companies compete (Kennerley, Neely 2002).
It may be concluded that performance appraisal is a window through which employer can look
deeply in to the professional life of their employees and may help to improve their performance
to achieve the desired standard. And through it will help the employees to know how they are
performing because their performance is going to be evaluated against a standard by a particular
method known to them in advance.
-
7/28/2019 HR Research on PA System
8/52
8
2.Objectives
-
7/28/2019 HR Research on PA System
9/52
9
Objectives
To find out various Performance Appraisal tools applicable in sampled organization.
To find out employees awareness about Performance Appraisal system in their
organization.
To find out employees satisfaction from the implementation of Performance Appraisal
procedure in their organization.
RESEARCH METHODOLOGY
5. 1. RESEARCH DESIGN
A research design is the determination and statement of the general research approach or strategyadopted for the particular project. It is the heart of the planning. If the design adheres to the research
objectives, it will ensure that the client need will be served.
Research design is a plan structured and strategies of investigation. It is the arrangement of conditionand analysis of data in a manner to combine relevance to the research purpose with economy inprocedure.
In order to achieve the objective it was necessary to talk to the employees to draw the conclusions
regarding the objective. For collecting the relevant information, a questionnaire was designed. Thequestionnaire was designed in such a manner as achieve the objective of the research.
The main aim of this survey is to know the employee satisfaction and perceptions towardsPerformance Appraisal System and find out the factors for employee satisfaction. Therefore,
descriptive research is being adopted to find out the employee satisfaction and perception ofemployees.
Descriptive research: 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 ideabehind 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 a situation. Descriptiveresearch is mainly done when a researcher wants to gain a better understanding of a topic forexample, a frozen ready meals company learns that there is a growing demand for fresh ready mealsbut does not know much about the area of fresh food and so has to carry out research in order to gain
a better understanding. It is quantitative and uses surveys and panels and also the use of probabilitysampling. Descriptive research is the exploration of the existing certain phenomena. The details ofthe facts wont be known. The existing phenomena facts are not known to the persons.
Primary data: The method of data collection was done by the way of survey. Primary data has been
collected through field survey with the help of structured questionnaires. We took the personalinterview of the employees who were coming out of the offices during lunch breaks. We also get the
questionnaire filled by them.
Secondary data: Secondary data is the data which has already been collected by someone else forthe same, similar or for different purpose. We have collected the secondary data from the past
reports, articles, journals , websites etc. We have used secondary data for the purpose of preparingquestionnaires, industry & company profiles.5. 2. SAMPLE DESCRIPTION
-
7/28/2019 HR Research on PA System
10/52
10
Sample size & Simple unit: 100 respondents from NCR region who work at Service sector in
NCR, Delhi. We have taken 100 respondents sample to know the approximate figures of employeesand employees perception and satisfaction towards Performance Appraisal System, tools andawareness about the Performance Appraisal System in their organization.
Sample selection procedure: We used multistage sample selection technique. At first stage we
used random sampling technique to select Service Sectors in NCR, Delhi because it was not possibleto select all the Organisations in the city due to shortage of time. At second stage we usedconvenience sampling technique to take responses from the respondent because respondents are not
easily available and it was not possible to sort out respondent on the basis of their coming out theiroffices. It took 3 weeks time to collect responses from the respondents.
Target respondent:
The target respondents were both the male and female employees.
The age group be in between 20-35 &above.
Respondents were taken from outside the offices, NCR, Delhi
5. 3. DATA COLLECTION METHODS AND TECHNIQUES
To collect the responses and data from the respondents we choose questionnaire. We prepared a
structured questionnaire for the collection of data from various respondents who were coming outtheir offices and we took the responses from them.
5. 4. DATA INTERPRETATION AND ANALYSIS TOOLS AND TECHNIQUES
We are using SPSS which is a latest tool for easily analyzing the data. We entered data in Excel sheetand prepared chart and graphs on the basis of the data. To calculate the Hypothesis we used the test.
HypothesisHypothesis is a proposition about the nature of the world that makes predictions about the resultsof an experiment. For a hypothesis to be well formed there must be some experiment whose
outcome could prove it to be false.
In this research report we are finding some of the outcomes on the basis of prediction andassumptions. For this purpose we formed some hypothesis:
H1: There is significant difference in the employee awareness towards tools of
PA applicable in their organization.
H2: There is significant difference in the employee awareness towards the
procedure of the performance appraisal methods.
H3: There is significant difference in the employee satisfaction levels from the
implementation of performance appraisal procedure.
-
7/28/2019 HR Research on PA System
11/52
11
3.PerformanceAppraisal System
-
7/28/2019 HR Research on PA System
12/52
12
Performance Appraisal System
The performance appraisal process has become the heart of the human resource management system in
the organisations. Performance appraisal defines and measures the performance of the employees and the
organisation as a whole. It is a tool for accessing the performance of the organisation.
According to Flippo, a prominent personality in the field of Human resources, "performance appraisal isthe systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to
his present job and his potential for a better job." Performance appraisal is a systematic way of reviewing
and assessing the performance of an employee during a given period of time and planning for his future.
It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze
his achievements and evaluate his contribution towards the achievements of the overall organizational
goals.
Objectives of Performance Appraisal
Performance Appraisal can be done with following objectives in mind:
1. To maintain records in order to determine compensation packages, wage structure,
salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men on right job.
3. To maintain and assess the potential present in a person for further growth and
development.
4. To provide a feedback to employees regarding their performance and related status.
5. To provide a feedback to employees regarding their performance and related status.
6. It serves as a basis for influencing working habits of the employees.
7. To review and retain the promotional and other training programmes.
Advantages of Performance Appraisal
It is said that performance appraisal is an investment for the company which can be justified by following
advantages:
1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes
for efficient employees. In this regards, inefficient workers can be dismissed or demoted in case.
2. Compensation: Performance Appraisal helps in chalking out compensation packages for
employees. Merit rating is possible through performance appraisal. Performance Appraisal tries
to give worth to a performance. Compensation packages which includes bonus, high salary rates,
extra benefits, allowances and pre-requisites are dependent on performance appraisal. The criteria
should be merit rather than seniority.
3. Employees Development: The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programmes. It helps to analyse strengths and
weaknesses of employees so that new jobs can be designed for efficient employees. It also helps
in framing future development programmes.
-
7/28/2019 HR Research on PA System
13/52
13
4. Selection Validation: Performance Appraisal helps the supervisors to understand the validity and
importance of the selection procedure. The supervisors come to know the validity and thereby the
strengths and weaknesses of selection procedure. Future changes in selection methods can be
made in this regard.
5. Communication: For an organization, effective communication between employees and
employers is very important. Through performance appraisal, communication can be sought for in
the following ways:
a. Through performance appraisal, the employers can understand and accept skills of
subordinates.
b. The subordinates can also understand and create a trust and confidence in superiors.
c. It also helps in maintaining cordial and congenial labour management relationship.
d. It develops the spirit of work and boosts the morale of employees.
All the above factors ensure effective communication.
6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance
of employees, a persons efficiency can be determined if the targets are achieved. This very wellmotivates a person for better job and helps him to improve his performance in the future.
Following are the tools used by the organizations for Performance Appraisals of their employees:
1. Ranking
2. Paired Comparison
3. Forced Distribution
4. Confidential Report
5. Essay Evaluation
6. Critical Incident
7. Checklists8. Graphic Rating Scale
9. BARS
10.Forced Choice Method
11.MBO
12.Field Review Technique
13.Performance Test
-
7/28/2019 HR Research on PA System
14/52
14
Important performance appraisal tools and techniques in
detail.
1. Ranking Method
The ranking system requires the rater to rank his subordinates on overall performance. This
consists in simply putting a man in a rank order. Under this method, the ranking of an employee
in a work group is done against that of another employee. The relative position of each employee
is tested in terms of his numerical rank. It may also be done by ranking a person on his job
performance against another member of the competitive group.
2. Forced Distribution method
This is a ranking technique where raters are required to allocate a certain percentage of rates to
certain categories (eg: superior, above average, average) or percentiles (eg: top 10 percent,
bottom 20 percent etc). Both the number of categories and percentage of employees to be allottedto each category are a function of performance appraisal design and format. The workers of
outstanding merit may be placed at top 10 percent of the scale, the rest may be placed as 20 %
good, 40 % outstanding, 20 % fair and 10 % fair
3. Critical Incident techniques
Under this method, the manager prepares lists of statements of very effective and ineffective
behaviour of an employee. These critical incidents or events represent the outstanding or poor
behaviour of employees or the job. The manager maintains logs of each employee, whereby he
periodically records critical incidents of the workers behaviour. At the end of the rating period,
these recorded critical incidents are used in the evaluation of the workers performance. Example
of a good critical incident of a Customer Relations Officer is : March 12 - The Officer patiently
attended to a customers complaint. He was very polite and prompt in attending the customers
problem
4. Checklists and Weighted Checklists
In this system, a large number of statements that describe a specific job are given. Each statement
has a weight or scale value attached to it. While rating an employee the supervisor checks all
those statements that most closely describe the behaviour of the individual under assessment. The
rating sheet is then scored by averaging the weights of all the statements checked by the rater. Achecklist is constructed for each job by having persons who are quite familiar with the jobs.
These statements are then categorized by the judges and weights are assigned to the statements in
accordance with the value attached by the judges.
5. Paired comparison analysis
Paired comparison analysis is a good way of weighing up the relative importance of
-
7/28/2019 HR Research on PA System
15/52
15
options. A range of plausible options is listed. Each option is compared against each of
the other options. The results are tallied and the option with the highest score is the
preferred option.
6. Graphic rating scales
The Rating Scale is a form on which the manager simply checks off the employees level
of performance.
This is the oldest and most widely method used for performance appraisal.
7. Essay Evaluation
This method asked managers / supervisors to describe strengths and weaknesses of an
employees behavior. Essay evaluation is a non-quantitative technique
This method usually use with the graphic rating scale method.
8. Behaviorally anchored rating scales
This method used to describe a performance rating that focused on specific behaviors or
sets as indicators of effective or ineffective performance.
It is a combination of the rating scale and critical incident techniques of employee
performance evaluation.
9. Performance ranking method
Ranking is a performance appraisal method that is used to evaluate employee
performance from best to worst. Manager will compare an employee to another
employee, rather than comparing each one to a standard measurement.
10. Management By Objectives (MBO)
MBO is a process in which managers / employees set objectives for the employee,
periodically evaluate the performance, and reward according to the result.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods)
11.360 degree feedback
It is also known as multi-rater feedback or multi-dimensional feedback or multi-source
feedback. It is a very good means of improving an individuals effectiveness (as a leader
and as a manager). It is a system by which an individual gets a comprehensive/collective
feedback from his superiors, subordinates, peers/co-workers, customers and various other
-
7/28/2019 HR Research on PA System
16/52
16
members with whom he interacts. The feedback form is in a questionnaire format, which
contains questions that are significant to both individual as well as organization from
performance aspect. It is filled by anonymous people. The number of people from whom
feedback is taken can range from 6 - 20. The individuals own feedback is also taken, i.e.,
he self-rates himself and then his rating is compared with other individuals ratings. Self
ratings compel the individual to sit down and think about his own strengths andweaknesses.
There is a view that the content of appraisal discussions should be confidential to the
individual and the appraiser. But increasing pressure to provide information to assess the
contribution of people to organisational value makes it desirable that performance data be
recorded and stored in such a way that it can be used to feel into indicators of human
capital value
A good appraisal system is that:
Discuss the strengths and weakness of the appraisee.
Feedback of the appraisee is encouraged.
Explains the ways to improve the performance.
A bad appraisal system is that:
Focuses on omissions and failures only.
No proper attention to what the appraisee says
Leads to full disagreement between appraiser and appraisee and lost the trust of the employees.
Results of performance appraisal may be beneficial for an organisation in a variety of ways
like-
For promotion, separation and transfer decisions.
Feedback to employees regarding how the organisation viewed the employee's
performance.
To evaluate the contribution made by the individual and entire department in achieving
organisation goals.
To decide about training and development programme. To know about the weakness of employees that must be removed.
-
7/28/2019 HR Research on PA System
17/52
17
4. SERVICE INDUSTRY
-
7/28/2019 HR Research on PA System
18/52
18
SERVICE INDUSTRY: AN OVERVIEW
Every economy consists of three sectors. They are primary sector (extraction such as mining,
agriculture and fishing), secondary sector (manufacturing) and the tertiary sector (service sector).
Economies tend to follow a developmental progression that takes them from a heavy reliance onprimary, toward the development of manufacturing and finally toward a more service based
structure. Historically, manufacturing tended to be more open to international trade andcompetition than services. As a result, there has been a tendency for the first economies toindustrialize to come under competitive attack by those seeking to industrialize later. The
resultant shrinkage of manufacturing in the leading economies might explain their growing
reliance on the service sector. However, currently and prospectively, with dramatic costreduction and speed and reliability improvements in the transportation of people and the
communication of information, the service sector is one of the most intensive international
competition. The service sector is the most common workplace in India.
The service sector consists of the soft parts of the economy such as insurance, government,
tourism, banking, retail, education, and social services.. In soft-sector employment, people use
time to deploy knowledge assets, collaboration assets, and process-engagement to create
productivity, effectiveness, performance improvement potential and sustainability. Service
industry involves the provision of services to businesses as well as final consumers. Services
may involve transport, distribution and sale of goods from producer to a consumer as may
happen in wholesaling and retailing, or may involve the provision of a service, such as in pest
control or entertainment. Goods may be transformed in the process of providing a service, as
happens in the restaurant industry or in equipment repair. However, the focus is on people
interacting with people and serving the customer rather than transforming physical goods.
4.2. Service sector in India
Service Sector in India today accounts for more than half of India's GDP. According to data forthe financial year 2006-2007, the share of services contributes to 55.1 per cent of the GDP,where as industry, and agriculture in shares 26.4 per cent, and 18.5 per cent respectively. This
shows the importance of service industry to the Indian economy and as service sector now
accounts for more than half the GDP marks a watershed in the evolution of the Indian economyand takes it closer to the fundamentals of a developed economy. There was marked acceleration
in the growth of services sector in the nineties. While the share of services in India's GDP
increased by 21 per cent points in the 50 years between 1950 and 2000, nearly 40 per cent of that
increase was concentrated in the nineties. While almost all service sectors participated in this
boom, growth was fastest in communications, banking, hotels and restaurants, communityservices, trade and business services. One of the reasons for the sudden growth in the services
sector in India in the nineties was the liberalization in the regulatory framework that gave rise toinnovation and higher exports from the services sector. In the current economic scenario it looksthat the boom in the services sector is here to stay as India is fast emerging as global services
hub. Indian service industry covers a wide gamut of activities like trading, banking & finance,
infotainment, real estate, transportation, security, management and technical consultancy amongseveral others.
-
7/28/2019 HR Research on PA System
19/52
19
The major sectors that combine together to constitute service industry in India are listed below.
and recreation
ntific and technical services
-
7/28/2019 HR Research on PA System
20/52
20
5) Literature Review
-
7/28/2019 HR Research on PA System
21/52
21
5.1 Performance Appraisal SystemIts importance
There are few comprehensive definitions of Performance Appraisal. HM Treasury describe
Performance Management as Managing the Performance of an organisation or individual1
.
Whilst this is not a precise definition grounded in literature it demonstrates the breadth of
performance management and hence the difficulties in defining its scope, activities and practices.It demonstrates that performance management is concerned with the management of
performance throughout the organisation and as a result is a multidisciplinary activity.
Regular feedback facilitates better communication in the workplace. Performance Management
helps you to identify your strengths and weaknesses. It also allows for opportunities to hear and
exchange views and opinions away from the normal pressures of work. Most importantly it gives
you a better understanding of how your performance is being assessed and monitored. This
builds employee confidence and adds to your contribution in the workplace. Performance
management can be a motivational tool, fostering you to not only feel more satisfied, but to go
beyond the expected. If supervisors and employees arent talking throughout the year, the systemwont work, so we must ensure we have a performance feedback process that facilitates a
dialogue between supervisors, managers, and employees throughout the year. Performance
management is not something thats looked at only at the beginning and end of the rating cycle,
with just one mid-cycle review its a continuous, ever changing process, reflecting and
measuring the work employees are performing for the agency.
From the HR field Executive Management Team should discuss and agree a mechanism that
ensures the outcomes of performance appraisal are incorporated into the wider performance
management regime more comprehensively. This mechanism should identify how the results of
individual and team performance relate to organisational performance and objective setting.
Armstrong and Baron3
highlight the importance of performance management being strategic,
integrated (vertical, functional, HR integration and integration of individual needs), concerned
with performance improvement and concerned with development.
The area which is most indicative of the evolution of performance management, and the area
perhaps has the most identifiable stream of literature is that of performance measurement, and in
particular that of the Balanced Scorecard, with which in many peoples eyes it has become
synonymous. The Balanced Scorecard began life as an operational tool designed to measure and
help improve operational performance in a manufacturing organisation. Once discovered by an
accounting Professor, Bob Kaplan, its scope broadened to the measurement of organisational
performance. It has now developed from a measurement tool into a strategic performance
management approach of which measurement is but a small part. Balanced Scorecard is a much
used, and abused term, in the field but it is the most identifiable concept.
The performance management process provides an opportunity for the employees
andperformance manager to discuss development goals and jointly create a plan for achieving
those goals. Development plans should contribute to organizational goals and the professional
-
7/28/2019 HR Research on PA System
22/52
22
growth of the employees (Carney, 1999).
Jurjen J.A. Kamphorst and Otto H. Swank derived a couple of results in his study of the role of
performance appraisal in motivating his employees. First, he has shown that even though a
performance appraisal is cheap-talk, it may contain information that is relevant for the employee.
Second, for a wide range of parameters the managers tend to give positive appraisals. Third, on
average, a positive appraisal motivates an employee more than a negative appraisal. Fourth, theeffect of appraisals on an employees. Future performance depends on the employees perception
of the ability of the manager to assess his performance.
As organizations get bigger, a formal performance appraisal systems aids administrative decisionsuch as pay increases and promotion, redundancy or termination, development needs, and for the
employees the process may assits them in career choices and may increases their commitment
and satisfaction due to improvements in organizations communications (Wiese & Buckley,
1998).
Performance appraisal (PA) is one of the human resource management (HRM) tools used to
evaluate the job performance of employees (Dessler, 2011; Mondy et al. 2002; and Tompkins,
1995). The ultimate goal of PA is to maintain better performance by fostering employeesmotivation, which would depend upon the situations in the workplace, such as reward system,
rules and regulations. This is pertinent to Herzbergs two-factor theory, which constitutes two
variants about motivation. According to Bateman and Snell (2011), the first one focuses on
motivators such as the nature of the job, duties and responsibilities, and job satisfaction to
determine motivation. The second one known as hygiene factors includes working
circumstances, compensation, supervision and the policy of an organization. The theory suggests
that these factors should adequately be administered in order to motivate employees, and to serve
several HRM purposes such as promotion or termination. The results of the PA are measured
based on a number of appraisal methods such as category scaling and comparative methods
(Mathis and Jackson, 2006). The category scaling facilitates the measurement of performance of
employees on a certain form by checking categorically grouped levels such as highest and
lowest. The comparative appraisal methods entail the ranking and comparison of performance
ratings of employees of a particular work unit.
5.2 Performance Appraisal System the current tools applicable.
Most appraisal methods used throughout the world today are based, to some extent at least upon
the following techniques: Graphic rating scales; behaviorally anchored rating scales (BARS),
behavioural observation scales (BOS); mixed standard rating scales; and management by
objectives (MBO). Most commentators agree that goal-based appraisal systems, in which an
employees work performance is measured against specific goals, are the most satisfactory
(Dorfman et al., 1986; Locke and Latham, 1984; Latham and Wexley, 1981).
The following quote by John F. Welch, Jr., CEO, GE was taken from the book
360 DEGREE FEEDBACK (Edwards & Ewen, 1996, pg. 3).
-
7/28/2019 HR Research on PA System
23/52
23
Any company thats going to make it in the 1990s and beyond has got to find a way to engage
the mind of every single employee. If youre not thinking all the time about making every person
more valuable, you dont have a chance. Whats the alternative? Wasted minds? Uninvolved
people? A labor force thats angry or bored? That doesnt make sense.
Employee engagement is a relatively new term in HR literature and really started tocome to prominence from 2000 onwards. Melcrum Publishing (2005) found that from a
global survey of over 1,000 communication and HR practitioners 74% began to formally
focus on the issue between 2000 and 2004.
The defining distinction is that employee engagement is a two-way
interaction between the employee and the employer, whereas the earlier focus tended to view
the issues from only the employees point of view.
Definitions of engagement, or characteristics of an engaged workforce, focus on motivation,
satisfaction, commitment, finding meaning at work, pride and advocacy of the organisation
(in terms of advocating/recommending either the products or services of the organisation, or
as a place to work). Additionally, having some connection to the organisations overallstrategy and objectives and both wanting and being able to work to achieve them, are key
elements of engagement.
5.3 Performance Appraisal System - what other researches says?
Katsanis et al. (1996) provide several recommendations on the basis of their research for the
development of performance appraisal methods:
Gain support of both human resources and top management; Use qualitative versus quantitative criteria;
Allow for input when developing performance standards and criteria;
Make sure the performance appraisal system is not dated;
Ensure managers take ownership of the performance appraisal system;
Attempt to eliminate internal boundary spanning by creating direct reporting relationships
where possible;
Utilize performance targeting (Halachmi, 1993) to appraise PMs;
Be aware and act on environmental forces as they affect the organization.
According to Muezyk and Gahle (1987), an organization's success or failure may be determined
by the ways in which performance is managed.
The guidance indicated that performance appraisal was just as much about development (forward
looking) as review of performance ( backward looking). Rose and Lawton (1999) noted how
stressful it was at that time for managers to have to introduce new management practises, whilst
-
7/28/2019 HR Research on PA System
24/52
24
continuing to deliver for customers, with little or no additional resources to facilitate
implementation.
Also Fletcher (2004) suggested that performance appraisal provide a platform for employees to
look forward their tough goals and objectives, which leads them in successful completion of their
job. The positive feedback receive from the mangers in appraisal interview will motivate
employees in improving their performance likely. Martin and Jackson, (2000) appraisal is also amethod of enhancing employee training and development as it provide information about the
strength and weaknesses in performance, which create a debate how to improve the performance
of employee. In the end it helps the employees to understand their overall contribution in
achieving organization goals (Martin and Jackson, 2000).
5.4. Performance Appraisal System - what employee says?
A competency based performance management system establishes skills and behaviors
necessary for an employees success and future development. This system includes a set of core
competencies required of all employees, with specific sets of skills attributed to certain roles.
This system is transparent in its identification of performance criteria to be mastered in order tobe considered for advancement. The core competencies reflect both the cultural and
organizational goals (Martone, 2003).Outstanding efforts do not go unnoticed. Performance Management offers a variety of awards
that show gratitude for a job well done, such as time off and bonuses. The prospect of a better
than Fully Successful Performance Appraisal gives you the incentive to perform well and mayopen the door to career advancements in the future.
Employee satisfaction towards performance appraisal has been the most frequently measured
(Keeping and Levy, 2000) and it has been primarily conceptualized in three ways: (a)
satisfaction with the performance appraisal interview, (b) satisfaction with the appraisal
system, and (c) satisfaction with performance ratings. Keeping and Levy (2000) argued that itis necessary to address employees reactions toward their performance appraisal for many
reasons, including (a) the notion that reactions represent a criterion of great interest to
practitioners and (b) the fact that reactions have been theoretically linked to determinants of
appraisal acceptance and success but have been relatively ignored in research.
Behavioral based performance management systems require intense job analysis to identify
specific behaviors that may be attributed to successful performance in a given role. Thisperformance management system compares an employees behaviors with a description of
possible behaviors (SHRM, 2004). Behaviorally based performance management systems clearly
present to employees what behaviors should or should not continue. This system also recognizes
and accommodates great job complexity (Latham, G, Almost, J., Mann, S. and Moore, C., 2005).Behaviors become the common reference points by which employees are appraised (SHRM,
2004).
Better understanding of the perceptions of the fairness based on the concepts of procedural,
distributive, informational and interpersonal justice of performance appraisal and related
employee reactions to such systems should provide decision makers with more specific
information needed to improve the effectiveness of the system in achieving organizational goals.
-
7/28/2019 HR Research on PA System
25/52
25
5. DATA ANALYSIS ANDINTERPRETATION
-
7/28/2019 HR Research on PA System
26/52
26
DATA ANALYSIS AND INTEREPRETATION
This research was mainly focused on the employees who work in the Service Industry to measure
their satisfaction level with the help their responses given.
6.1 Sample Profile: IndustryTable 1: Industry Wise Sample Profile
Industry No. of Responses Percentage (%) of Responses
FMCG 32 32.0
Software 30 30.0
BPO 13 13.0
Academics 13 13.0
Others 12 12.0
TOTAL 100 100.0
In our research 100 respondents participated with different service industry. FMCG sector and
Software sector comprises the most of the respondents ie.32 and 30 which is 32% and 30% of the
total respondents.BPO sector and Academics constitutes 13% each and other sector 12% the totalrespondents of employees.
Figure 1: Industry
32%30%
13% 13% 12%
0%
5%
10%
15%
20%
25%
30%
35%
FMCG Software Academics BPO Others
Industry
FMCG
Software
Academics
BPO
Others
-
7/28/2019 HR Research on PA System
27/52
27
6. 2. Sample Profile: Gender basisThis research was mainly focused on the gender of the employees who work in the service sector and
their perception and satisfaction level accordingly.
Table 2:Gender
In our research there are 100 respondents participated in which most of the respondent ie 75 which
is 75% of the total respondents are male and 25 which is 25% of the total respondents are females.
Figure 1: Industry
75%
25%
Gender
Male
Female
Gender No. of Responses Percentage (%) of Responses
Male 75 75.0
Female 25 25.0
TOTAL 100 100.0
-
7/28/2019 HR Research on PA System
28/52
28
6. 3. Sample Profile: Age basis
Age group is an important aspect to know the sample profile of respondents. Our main purpose toknow about respondents age group was to know that which age group peoples are satisfied with the
tools used for measuring in Performance Appraisal System.
Table 2: Age Group
Age group No. of Responses Percentage (%) of Responses
20-25years 54 54.0
26-30years 27 27.0
31-35years 13 13.0
above 35years 6 6.0
TOTAL 100 100.0
According to the research, most of the 54 respondents which comprises the 54% of total
respondents fall under the age group of 20-25years. It is more than half of the employees . 27
respondents which are 27% fall under the age group of 26-30 years. 13 respondents which are 13%
of total respondents fall under the age group of 31-35 years. There are only 6 respondents which is
6% of total respondents fall under the age group of above 35 years.
Figure 3: Age Group
54%
27%
13%6%
0%
10%
20%
30%
40%
50%
60%
20-25years 26-30years 31-35years above 35years
Age Group
20-25years 26-30years 31-35years above 35years
-
7/28/2019 HR Research on PA System
29/52
29
6. 4. Sample Profile: Duration Basis
Duration is an important aspect to know the sample profile of respondents are how much experiencedin their field of work. Our purpose to know about respondents duration or period of work done was
to know their satisfaction level of Performance Appraisal System followed in their organization.
Table 2: Duration
Duration No. of Responses Percentage (%) of Responses
05-10years 66 66.0
10-15years 23 23.0
15-20years 6 6.0
More than 20years 5 5.0
Figure : Duration
66%
23%
6% 5%
0%
10%
20%
30%
40%
50%
60%
70%
05-10years 10-15years 15-20years More than 20years
Duration
05-10years
10-15years
15-20years
More than 20years
-
7/28/2019 HR Research on PA System
30/52
30
6. 5. Sample Profile: Awareness of PA Tools
Research is done to explore the awareness level of employees about the Performance Appraisal toolsapplied in their organization in the service Industry.
Table 5:Awareness of PA Tools
As per the responses, 49 respondents of the total i.e. 49% of the employees are partially aware of the
tools those are used by their organization in the Performance Appraisal system. 40 respondentscomprise the 40% of the employees who are fully aware of the tools used for their PerformanceAppraisal .8% are not aware of any such tools in their organization and 3% could not say anythingabout Performance Appraisal system in their organization.
Figure 5 :Awareness of PA Tools
40%
49%
8%3%
0%
10%
20%
30%
40%
50%
60%
Fully aware Partially aware Not aware Can't say
Awareness of PA Tools
Fully aware
Partially aware
Not aware
Can't say
Awareness of PA Tools No. of Responses Percentage (%) of Responses
Fully aware 40 40.0
Partially aware 49 49.0
Not aware 8 8.0
Can't say 3 3.0
-
7/28/2019 HR Research on PA System
31/52
31
6. 6. Sample Profile: Tools
The research here shows the different tools used in organization to measure the performance atdifferent levels i.e. Top level, Middle level, Lower level of employees by the Performance Appraisal
System applied in their organization in the service Industry.
Table 6:Tools
Tools No. of Responses
Top Level Middle Level Lower Level
Self Assessment 67% 28% 3%
Graphic RatingScale
42% 52% 0%
Check List 36% 50% 0%
BehaviorallyAnchored Rating
43% 45% 0%
Forced Choice 27% 57% 13%
360 Degree 27% 45% 7%
180 Degree 37% 45% 12%
Critical Incident 43% 43% 10%
Essay Evaluation 34% 50% 12%
Confidential Report 44% 46% 7%
According to the respondents, Top level of employees use the tool Self assessment which comprises
the 67% of the total respondents. Confidential Report, Critical Incident, Graphic Rating Scale comprise44%, 43% and 42% of the respondents, according to them these tools are used in the Top level. Rest ofthe Top level tools for measurement comprise Check List, 180 Degree, Forced Choice, 360 Degree whichare supported by relatively lesser number of employees i.e. 36%, 37%,27% and 27%.
At the Middle level, Graphic Rating Scale, Check List and Essay Evaluation comprise more than 50% ofthe respondents, according to them these tools are generally used for middle level employees while allother tools mentioned in the table are also opted by 40% of overall employees.
At lower level, Forced Choice, 180 Degree, Essay Evaluation comprise 13%, 13% and 12% of therespondents, according to them these tools are generally used for assessing performance of lower levelof employees.
-
7/28/2019 HR Research on PA System
32/52
32
Figure5 :Tools at different levels
67%
42%
36%
43%
27% 27%
37%
43%
34%
44%
28%
52%50%
45%
57%
45% 45%43%
50%46%
3%0% 0% 0%
13%
7%
12%10%
12%
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Tools at different levels
Top Level
Middle Level
Lower Level
-
7/28/2019 HR Research on PA System
33/52
33
6. 7. Sample Profile: Awareness of PA ProcessThis help us know to how much the employees working in service sector are aware about the processfollowed by their organization about their Performance appraisal.
Table 7:Tools
Awareness of PA Process No. of Responses Percentage (%) of Responses
Fully aware 46 46.0
Partially aware 47 47.0
Not aware 5 5.0
Can't say 2 2.0
100 100.0
47 responses comprise the 47% of the Total respondents who are partially aware of the process followedby their organization. Only 1% less i.e. 46% of the respondents are fully aware of the PA process .While5% are not aware and 2% are could not say anything about their PA process.
Figure7 : Awareness of PA Process
46% 47%
5%2%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Fully aware Partially aware Not aware Can't say
Awareness of PA Process
Fully aware
Partially aware
Not aware
Can't say
-
7/28/2019 HR Research on PA System
34/52
34
6. 8. Sample Profile: PA ProcessesThis tells us about the key factors of the PA process followed by the organization about their Performanceappraisal.
Table 8: PA Processes
66% and 58% of the respondents say that there is KRA in their organization and those are been
conveyed in time while 24% and 26% of respondents disagree with it. 51% agree that they are
provided training in case required. 48% agree that it is useful in measuring actual performance and
47% says they feel free to convey their disagreement to their seniors while 33% of employees
disagree with them.
Figure 8: PA Processes
66%
58%
51%48% 47%
24%26%
30%
22%
33%
9%
14%17%
23%
16%
1% 2% 2%7% 4%
0%
10%
20%
30%
40%
50%
60%
70%
Organization KRA Convey in time Provide training Measure actual
performance
Expressing
disagreement
PA Processes
Yes
No
Sometimes
Can't say
PA Processes Yes No Sometimes Can't say
OrganizationKRA
66% 24% 9% 1%
Convey in time 58% 26% 14% 2%
Provide training 51% 30% 17% 2%
Measure actualperformance
48% 22% 23% 7%
Expressingdisagreement
47% 33% 16% 4%
-
7/28/2019 HR Research on PA System
35/52
35
6. 9. Sample Profile: Satisfaction levelIt shows the satisfaction level of employees through tools, parameters etc. 5 points are given for the mostsatisfaction and 1 point for the least satisfaction.
Table 9: Satisfaction level
Satisfactionlevel
1 2 3 4 5
Establishmentof PA Stds
6% 18% 28% 30% 18%
Communicationof Stds
6% 17% 18% 48% 11%
Interpersonalrelation withraters
6% 6% 18% 37% 19%
Authenticity 5% 14% 29% 34% 18%
Tools 5% 10% 32% 34% 19%
Parameters 4% 12% 12% 36% 18%
Transparency 4% 18% 26% 39% 13%
Fairness 1% 18% 23% 44% 14%
Feedback 14% 14% 22% 36% 22%
Actions taken 4% 17% 32% 30% 17%
The respondents have given different rates to the different tools, parameters set for appraisal ofemployees. 48%,44% and 39% of the respondents are relatively satisfied with the /communication ofstandards, fairness and transparency of the process.while there are less than 10% of the totalrespondents who are not satisfied with the procedure of the Performance Appraisal system in theirorganization.
-
7/28/2019 HR Research on PA System
36/52
36
Figure 9: Satisfaction level
6% 6% 6% 5% 5% 4% 4%1%
14%
4%
18% 17%
6%
14%
10%12%
18% 18%
14%17%
28%
18% 18%
29%32%
12%
26% 23% 22%
32%30%
48%
37%34% 34%
36%39%
44%
36%
30%
18%
11%
19% 18% 19% 18%
13% 14%
22%
17%
0%
10%
20%
30%
40%
50%
60%
AxisTitle
Satisfaction level
Series1
Series2
Series3
Series4
Series5
-
7/28/2019 HR Research on PA System
37/52
37
HYPOTHESES TESTING RESULTS
H1: there is a significant difference in the employee awareness towards tools
of PA applicable in their organization.
Table 10:employee awareness towards tools of PA applicable in their organization.
ANOVA
Sum of
Squares
df Mean
Square
F Sig.
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[Self Assessment]
Between
Groups
.037 4 .009 .031 .998
Within Groups 28.167 93 .303
Total 28.204 97
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[Graphic Rating Scale]
Between
Groups
2.234 4 .558 1.617 .176
Within Groups 32.806 95 .345
Total 35.040 99
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[Check List]
Between
Groups
.956 4 .239 .591 .670
Within Groups 36.370 90 .404
Total 37.326 94
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[Behaviorally Anchored
Rating ]
Between
Groups
2.979 4 .745 1.846 .127
Within Groups 37.104 92 .403
Total 40.082 96
6. Please tick the
Performance Appraisal
Between
Groups
1.895 4 .474 1.208 .313
-
7/28/2019 HR Research on PA System
38/52
38
tools which are
applicable in your
organization at different
levels of administration.
[Forced Choice ]
Within Groups 36.084 92 .392
Total 37.979 96
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[360 Degree]
Between
Groups
1.716 4 .429 1.123 .351
Within Groups 34.389 90 .382
Total 36.105 94
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[180 Degree]
Between
Groups
2.756 4 .689 1.549 .195
Within Groups 39.595 89 .445
Total 42.351 93
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[Critical Incident]
Between
Groups
.847 4 .212 .472 .756
Within Groups 40.809 91 .448
Total 41.656 95
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[Essay Evaluation]
Between
Groups
1.881 4 .470 1.095 .364
Within Groups 39.078 91 .429
Total 40.958 95
6. Please tick the
Performance Appraisal
tools which are
applicable in your
organization at different
levels of administration.
[Confidential Report]
Between
Groups
.511 4 .128 .323 .862
Within Groups 36.376 92 .395
Total 36.887 96
-
7/28/2019 HR Research on PA System
39/52
39
From the above table we found that F value is not significant at P
-
7/28/2019 HR Research on PA System
40/52
40
From the above table we found that F value is not significant at P
-
7/28/2019 HR Research on PA System
41/52
41
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization.
[Interpersonal
Relationship with the
Raters of the Standard]
Within
Groups
127.989 95 1.347
Total 138.510 99
9. Please Rate the
followings (1=least,
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization.
[Authenticity of the
Standard]
Between
Groups
8.748 4 2.187 1.887 .119
Within
Groups
110.092 95 1.159
Total 118.840 99
9. Please Rate the
followings (1=least,
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization. [The
various tools used for
P.A. ]
Between
Groups
1.902 4 .475 .407 .803
Within
Groups
111.058 95 1.169
Total 112.960 99
9. Please Rate the
followings (1=least,
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization. [Various
parameters set for
appraising your
performance]
Between
Groups
4.843 4 1.211 1.105 .359
Within
Groups
104.117 95 1.096
Total 108.960 99
-
7/28/2019 HR Research on PA System
42/52
42
9. Please Rate the
followings (1=least,
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization.
[Transparency ]
Between
Groups
5.801 4 1.450 1.325 .266
Within
Groups
103.989 95 1.095
Total 109.790 99
9. Please Rate the
followings (1=least,
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization. [Fairness]
Between
Groups
7.344 4 1.836 1.991 .102
Within
Groups
87.616 95 .922
Total 94.960 99
9. Please Rate the
followings (1=least,
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization. [Timely
and accurate feedback
on your performance
and growth]
Between
Groups
2.588 4 .647 .472 .756
Within
Groups
130.252 95 1.371
Total 132.840 99
9. Please Rate the
followings (1=least,
5=most), your
satisfaction level from
the applicable tools of
performance appraisal
system in your
organization. [Actions
taken after the
evaluation of P.A.]
Between
Groups
4.885 4 1.221 1.046 .388
Within
Groups
110.905 95 1.167
Total 115.790 99
-
7/28/2019 HR Research on PA System
43/52
43
From the above table we found that F value is not significant at P
-
7/28/2019 HR Research on PA System
44/52
44
7. FINDINGS OF THESTUDY
-
7/28/2019 HR Research on PA System
45/52
45
FINDINGS OF THE STUDY
Based on the summary of the analysis and interpretation of data as per study, the following are thefindings to improve the Performance Appraisal System :
1.It was observed that most of the employees work in FMCG sector of the service industry.
2. It was observed that the majority of the employees working in the service sector, NCR Delhibelong to the age group of 20-25 years.
3. It was observed that the number of male employees is more than the number of female employees.
4. It was observed that the majority of the employees had work experience of 5-10 years.
5. It is observed that most of the employees were partially aware about the Performance Appraisaltools prevailing in the Organization.
6. Top level of employees use the tool Self assessment which comprises the 67% of the totalrespondents. .
7. Graphic Rating Scale, Check List and Essay Evaluation comprises tools which are generally used formiddle level employees assessment of Performance Appraisal.
8. Forced Choice, 180 Degree, Essay Evaluation tools are generally used for assessing performance oflower level of employees.
9. More than half of the employees find the parameters in the Organization KRA standards and otherfeatures used in PA procedure suitable.
10. Employees are relatively not satisfied with the different PA standards.
-
7/28/2019 HR Research on PA System
46/52
46
8.CONCLUSION
CONCLUSION OF THE STUDY
After having analyzed and interpreted the findings, it is concluded that employee perception towardsthe Performance Appraisal System in Service Industry in Delhi NCR regionplay a significant role
-
7/28/2019 HR Research on PA System
47/52
47
to enhance the Performance Appraisal System in the organization and provide satisfaction to theemployees..
The dimensions like various Performance Appraisal tools applicable, its awareness ,its procedure
in sampled organization, all play a vital role in the relation between oganization and its employees .
With reference to the objectives of study, analysis of employee perceptions and satisfaction: an
empirical study of increase in employee productivity comes forth .
The study shows that almost majority of the respondents are relatively not satisfied with respect to
appraisal provided by the organizations.
RECOMMENDATIONS OF THE STUDY
As we have found that 46% of the respondents were partially aware about the
performance appraisal process, so their information level of the performance appraisalshould be enhanced through seminars, lectures, brochures, etc.
Number of training session should be increased as it has been found in the study that only51% of the respondents were facilitated with training when required.
-
7/28/2019 HR Research on PA System
48/52
48
ReferenceFletcher, 200224. Fletcher, C. 2002. Appraisal: An Individual Psychological Analysis. In
Psychological Management of Individual Performance , Edited by: Sonnentag, S. 11535.
Chichester: John Wiley.
Employees perception towards the performance assessment system and salary system (A Case
Study at PT. Telkom Indonesia, Malang Regional Office) 2011 International Conference on
Economics, Trade and Development
IPEDR vol.7 (2011) (2011) IACSIT Press, Singapore
The Role of Performance Appraisals in Motivating Employees Jurjen J.A. Kamphorst Otto H.
Swank: Erasmus School of Economics, Erasmus University Rotterdam, and Tinbergen Institute.
Tinbergen Institute is the graduate school and research institute in economics of Erasmus
University Rotterdam, the University of Amsterdam and VU University Amsterdam.
Wiese, D.S., & Buckley, M.R.(1998). The Evolution of Performance Appraisal Process. Journal of
Management History, 4(3), 233-249.
Bowles, M.L., & Coates, G. (1993). Image and Substance: The Management of Performance as
Rhetoric or Reality? Personal Review, 22(2), 3-21.
Edwards, M. R., and Ewen, A. J., (1996). 360-Degree Feedback: The Powerful New Model For
Assessment And Performance Improvement. New York: AMACOM
Dorfman, Peter W., Walter G. Stephan, and John Loveland. (1986), Performance Appraisal
Behavior: Supervisor Perceptions and Subordinate Reactions. Personnel Psychology 39,Autumn, 57998.
Levy, P. E. and Williams, J. R. (2004), "The social context of performance appraisal: A review and
framework for the future", Journal of Management, 30, 881 905.
http://www.enotes.com/performance-appraisal-and-standards-reference/performance-
appraisal-and-standards
Gosselin, A., Wemer,J, M,, & Halle, N. (1997), "Ratee preferences concerning performance
management and appraisal", Human Resource Development Quarterly, 8. 315-333
Levy, P. E. and Williams, J. R. (2004), "The social context of performance appraisal: A review and
framework for the future", Journal of Management, 30, 881905.
Prince, j , B,, & Lawler. E, E, (1986), "Does salary discussion hurt the developmental performance
appraisal?", Organizational Behavior and Human Resource Decision Processes. 37. 357-375,
http://www.enotes.com/performance-appraisal-and-standards-reference/performance-appraisal-and-standardshttp://www.enotes.com/performance-appraisal-and-standards-reference/performance-appraisal-and-standardshttp://www.enotes.com/performance-appraisal-and-standards-reference/performance-appraisal-and-standardshttp://www.enotes.com/performance-appraisal-and-standards-reference/performance-appraisal-and-standardshttp://www.enotes.com/performance-appraisal-and-standards-reference/performance-appraisal-and-standards -
7/28/2019 HR Research on PA System
49/52
49
Wendy R. Boswelljohn W. Boudreau, (2000), Employee Satisfaction with Performance
Appraisals and Appraisers: The Role of Perceived Appraisal Use, Human Resource
development, Quarterly, vol. 11. no.3, Fall.
Performance Appraisals 101: A Universal Guide for Higher Education and Student Affairs,
University of Georgia.
Annals of the University of Petroani, Economics, 10(4), 2010, 215-224 215.Organizational Justice and Performance Appraisal
http://www.ibimapublishing.com/journals/JHRMR/2012/159467/m159467.pdf
(Schneier, Shaw & Beattie, 1991, p.298; Schneier, Beattie & Baird 1986 (a), p. 42).
Strategies for improving individual performance and job satisfaction at meadowvale health
Teresa Marchant.
Effects of performance appraisal quality on job satisfaction in multinational companies in
Malaysia (MahdiehDarehzereshki, Faculty of Management, Multimedia University, Cyberjaya,Malaysia.)
International Journal of Enterprise Computing and Business SystemsISSN (Online) : 2230-8849, -Volume 2 Issue 1 January 2013.
Perceived fairness of and satisfaction with employee performance appraisal -ByMarie Burns
Walsh, B.S., Louisiana State University, (1981)
Examining the Relationship of Performance Appraisal System and Employee Satisfaction ( Rabia
Karimi).
Analysing The Performance Appraisal Systems Performance Commerce Essay
http://www.ukessays.com/essays/commerce/analysing-the-performance-appraisal-systems-
performance-commerce-essay.php
Employee Engagement in the public sector, DTZ Consulting & Research, One Edinburgh Quay 133Fountainbridge, Edinburgh, EH3 9QG, Scottish Executive Social Research, (May 2007)
Performance Management and Career Mobility at the University of Minnesota, Presidents Emerging
Leaders Program (2005-2006),Project Sponsor - Carol Carrier, Vice President for Human Resources
A case study of performance appraisal in a small public sector organisation:
the gaps between expectations and experience, -by john mooney,( December 2009)
Armstrong, M. (2000) Performance Management ( 2nd Ed) London, Kogan Page.
Bach, S. (2000) Personnel Management, a comprehensive guide to theory and practice.London, Blackwell.(Martin and Jackson, 2000). - Analysing The Performance Appraisal Systems Performance
Commerce essay
http://www.ibimapublishing.com/journals/JHRMR/2012/159467/m159467.pdfhttp://www.ibimapublishing.com/journals/JHRMR/2012/159467/m159467.pdfhttp://www.ukessays.com/essays/commerce/analysing-the-performance-appraisal-systems-performance-commerce-essay.phphttp://www.ukessays.com/essays/commerce/analysing-the-performance-appraisal-systems-performance-commerce-essay.phphttp://www.ukessays.com/essays/commerce/analysing-the-performance-appraisal-systems-performance-commerce-essay.phphttp://www.ukessays.com/essays/commerce/analysing-the-performance-appraisal-systems-performance-commerce-essay.phphttp://www.ukessays.com/essays/commerce/analysing-the-performance-appraisal-systems-performance-commerce-essay.phphttp://www.ibimapublishing.com/journals/JHRMR/2012/159467/m159467.pdf -
7/28/2019 HR Research on PA System
50/52
50
QUESTIONNAIRE
-
7/28/2019 HR Research on PA System
51/52
51
Questionnaire
Questionnaire for the Employee Perception Towards the Performance Appraisal
System in Service Industry in Delhi NCR Region.
1.Your organization belongs to which industry?
FMCG Software
BPO Academics
Others
2 .Gender : Male Female
3.Age group : 20-25 years 26-30 years
31-35 years above 35 years
4.Since how many years have you been working with this organization?
05-10 yrs 10 -15 yrs
15-20 yrs more than 20 yrs
5.Are you aware of Performance Appraisal tool prevailing in your organization?
Fully aware Partially aware Not aware Cant say
6.Please tick the performance appraisal tools which are applicable in your organization.
TOOLS LEVEL
TOP MIDDLE LOWER
Self Assessment
Graphic Rating Scale
Check List
Behaviorally Anchored
Rating
Forced Choice
360 Degree
180 Degree
Critical Incident
Essay Evaluation
Confidential Report
-
7/28/2019 HR Research on PA System
52/52
52
7.Are you aware of the entire process of performance appraisal system in your organization?
Fully aware Partially aware Not aware Cant say
8.Please tick the correct option.
9.Please Rate the followings (1=most, 5=least), your satisfaction level from the applicable tools of
performance appraisal system in your organization.
SATISFACTION LEVEL RATINGS
1 2 3 4 5Establishment of Performance Standards
Communication of Standards
Interpersonal Relationship with the
Raters of the Standard
Authenticity of the Standard
The various tools used for P.A.
Various parameters set for appraising
your performance
Transparency
Fairness
Timely and accurate feedback on myperformance and growth
Actions taken after the evaluation of
P.A.
PARTICULARS YES NO SOMETIMES CANT
SAY
Does your organization establish certain standard (KRA)
for employees to achieve?
If established do they convey their employee about the
said standard to achieve in set period of time?
Do they provide training in case there is need to achieve
the standard?
Does it measure your actual performance?
Do you feel free to express your appraiser your
disagreement regarding the appraiseal decisions?