INTERPRETATION-56% of the employee’s belief that performance appraisal system can still be improved and 44% employee belief that there is no need of improvement.
Need of change or improvement in performance appraisal system
56%
44% yes
no
FINDINGS
Mostly the whole population under study is aware of the performance appraisal system done in the organization. All the employees are appraised by the head of the human resource department.
The whole population under study is appraised annually by the head of the human resource department. That is once in a year the performance appraisal system is practiced in the organization.
All the employees in the organization are appraised by the checklist method. The head of the personnel department prepares the checklist form containing questions which is filled by all the employees.
Majority of the employees under study say that after performance appraisal they are provided with proper feedback so that they can improve their performance and are also guided for further betterments.
Most of the employees have found a positive change in their performance after appraisal and proper feedback. After appraisal if the employees are not found up to the mark then they are properly guided and trained for improvement.
Most of the employees are fully satisfied with the performance appraisal system done in the organization but some of them also want some changes as they say that nothing is perfect and everything can be improved.
Changes which the employees want in the appraisal system
are-The performance appraisal system should take place twice in a year that is half yearly instead of yearly.
The appraisal system should not be biased.
The immediate head or supervisor of the employee should do the appraisal
RECOMMENDATIONS
1) The system can be redesigned in the sense that there should be three different formats, one each for managers, officers and supervisors, and non-supervisors personnel instead of the same format for each category.
2) The reliability of a rating system can be obtained by comparing the rating of two individual for the same person.
3) The rating must be made by the immediate superior. However, a staff
department can assume the responsibility of monitoring the system. Though the staff department cannot change any rating, it can point out inconsistencies to the rater such as harshness, leniency, and central tendency and so on.
4) The system should be used as a mechanics to under trained difficulties of subordinates and providing ways to remove them. The superior should
understand the strength and weaknesses of their subordinates and help them to realize these. They should help the subordinates to become aware of their positive contribution. They should also encourage them to accept more responsibilities and challenges and acquire new capabilities. Finally the superior should plan for effective utilization of the talents of subordinates.
5) Provision should be made to identify the training needs of the employees.
6) There should be a system of ‘self appraisal’ of the employee. Along with the appraisal form appraised by immediate superior, the employee should also appraise himself and two forms should together go the personnel department.
If there is a wide disparity in any factor, then it should be analyzed and efforts should be made to know the possible causes of the occurrence.
7) All the traits should not be treated equally for all individuals. Specific standards should be fixed for specific groups of employees.
8) There should be a system of performance counseling with the ratee. The apraisee should unreservedly be told how he has been evaluated, strong and weak points should be fully discussed with him. Proper feedback regarding his performance should be given to him as he is interested not only in knowing as to where he stands but also as to what he can do to go up in the hierarchy.
Apraisee can also discuss his grievance with the appraiser which will help in maintaining harmonious industrial relation.
9) There should be some criteria for ‘potential appraisal’ which should be
measured in terms of individuals ability to undertake greater responsibilities in the decision making process leading to greater decentralization.
10)Appraisal should be done with attention. A casual view to the appraisal should not be adopted as it is very important for the person being appraised.
LIMITATIONS OF THE STUDY
1) The time during which the study was done was not sufficient.
2) The information provided by the employees was biased.
3) The employees were not fully aware of the performance appraisal system being practiced in the organization.
4) Organization Structure was complex to study.
CONCLUSION
Management in the modern times primarily means handling of men because it is through them that the world moves. Of men, machine, money and material, men are the most important assets possessed by the organization. They rely on the appraisal system as a tool for deployment of manpower. But many people get upset the
moment they learn about the time for their performance to be appraised.
Performance appraisal is therefore a very vital tool for personal development and because of the complex factors involved it has to be handled very delicately. It is a process of assessing systematically the performance of a person on the job and his potential for higher levels job in future. It provides an objective basis for taking
personnel decisions. If performance appraisal is not done properly then superiors will not able to take proper personnel decisions. They will not be able to judge the
effectiveness of recruitment, selection, and placement and orientation system of the organization.
If performance system is biased then the superior will not able to judge the real performance of the employees and will not be able to give the proper feedback and analyze their training and development needs. Systematic appraisal of employees helps to develop confidence among them.
The performance appraisal system in a reputed organization like Airtel has been studied with a view to analyze the practical implications of the system and to give findings regarding the various aspects of the performance appraisal system and their some of the applications. The various suggestions given have been based on the survey conducted of different appraisers and appraises in the organization.
QUESTIONNAIRE
This questionnaire is constructed to study the topic titled “A comprehensive study of performance appraisal system”. The information and opinion given by you shall be kept confidential and will be used for academic purpose only.
NAME
AGE GENDER
CONTACT NO.
Q1) Are you aware of performance appraisal system in your organization?
a) Yes b) No Q2) Have you ever been appraised?
a) Yes b) No
Q3) How many times the performance appraisal system takes place in your organization?
a) Annually b) Half yearly c) Quarterly Q4) What are the methods used by the organization for performance appraisal?
a) checklist method b) self appraisal method c) diary method
d) observation method e) any other method
Q5) Do you get the feedback after the performance appraisal?
a) Yes b) No
Q6) Do you find any positive change in your performance after appraisal?
a) Yes b) No
Q7) Are you satisfied with the methods of performance appraisal used by the organization?
a) satisfied b) unsatisfied
Q8) Do you feel that there is a need of any change or improvement in the performance appraisal system?
a) Yes b) No Q9) what kind of change you want to impart?
Q10) Would you like to give any suggestion?
BIBLIOGRAPHY
Tripathi, P.C: Personnel Management, Sultan Chand and Sons, New Delhi, 1995.
Monappa, Arun and M.S. Saiyidain: Personnel Management, Tata McGraw Hill, New Delhi, 2004.
Boler, Malti: Performance Appraisal, Vikas Publishing House, New Delhi, 2005.
Flippo, Edwin B.: Personnel Management, McGraw Hill, Kogakusha, Tokyo, 2005.
Gupta, C.B.: Human Resource Management, Sultan Chand and Sons, New Delhi, 2007.
www.airtel.com