Project of MBA
Project of MBA
Project of MBA
ON
Session 2018-20
The history of performance appraisal is quite brief. Its roots in the early 20th century can
be traced to Frederick Taylor’s pioneering time and motion studies. But this is not very
helpful, for the same might be said about almost everything in the field of modern human
resources management. As a distinct and formal management procedure of evaluation of
work performance, appraisal system was used dates from the time of the Second World
War. Yet in a broader sense, the practice of appraisal of employee’s performance in
different work places is a very ancient art. Appraisal, it seems, is both inevitable and
universal for human activities. 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 judgments made will be lawful, fair, defensible and accurate. Performance
appraisal systems began as simple methods of income justification. That is, 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. 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 tool for motivation and
development was gradually recognized. The general model of performance appraisal, as it
is known today, began form that time.
ADVANTAGES
It is said that performance appraisal is an investment for the company which can be
justified by following advantages:
Secondary Objectives
● To Study & analyze the effectiveness of present Performance Appraisal method being
followed in Organization.
● To collect feedback of Appraiser & Appraiser about the existing Performance Appraisal
method.
● To make suggestions, based on employee feedback .and other information collected with
a view to improve the appraisal system process in the organization.
SCOPE OF THE STUDY
This work will be confined to study the appraisal process present in the organization. It
also visualizes real time scenarios in Industry. It explores some of the merits and demerits
in existing system.
This study will comprise the complete plant level staff and exhaustive depicting the
Appraiser-Appraiser relationship and the significance of the overall Appraisal system in the
company, the research would base on the study of the attitudes of the employees towards
performance appraisal. In order to understand the entire process I will initially study the
performance appraisal system. This study will provide the base for further research.
CONCEPTUALIZATION
Addison and Belfield (2008) offered a replication for Britain of Brown and Heywood’s
analysis of the determinants of performance appraisal in Australia. Although there are some
important limiting differences between the two data sets — the Australia Workplace
Industrial Relations Survey (AWIRS) and the Workplace Employment Relations Survey
(WERS) — they reached one central point of agreement and one intriguing shared insight.
First, performance appraisal is negatively associated with tenure: where employers cannot
rely on the carrot of deferred pay or the stick of dismissal to motivate workers, they will
tend to rely more on monitoring, ceteris paribus. Second, employer monitoring and
performance pay may be complementary. However, consonant with the disparate results
from the wider literature, there is more modest agreement on the contribution of specific
human resource management practises, and still less on the role of job control.
Asmu (2008) states that “Performance appraisal interviews” play a crucial role in internal
communication. Most of the research on performance appraisal interviews has focused on
strategic aims and interview design, but less attention has been given to the way in which
performance appraisal interviews actually take place. In this study, the focus will,
therefore, be to investigate how one of the crucial and most delicate activities in
performance appraisal interviews, namely, giving critical feedback, is conducted. The way
critical feedback is given is predominantly through negative assessments. The results
indicate that there is an orientation to critical feedback as a socially problematic action
despite the institutional character of the talk. Moreover, it can be seen that the more the
supervisor shows an orientation to negative assessments as being socially problematic, the
more difficult it becomes for the employee to deal with negative assessments. The study
ends by outlining various implications for the workplace.
Chen and Fu (2008) in their article titled “A systematic framework for performance
appraisal and compensation strategy” state that systematical strategic fit benefits
organization’s performance and makes the organization systemic. Researches on
performance appraisal strategy and compensation strategy are extensive, but most of them
only focused on the single subject without the synergy of them. An extensive literature
review is provided in this research to build up a systematic theoretical framework for
performance appraisal and compensation strategy. Four propositions of the criteria and
methods of performance appraisal and compensation strategy are inferred in this systematic
framework. Furthermore, four situations of 2×2 combinations with the criteria and above
methods are discussed for the new systematic performance appraisal and compensation
strategy. Through this framework, an organization can appropriately focus on employees’
representation or individual to evaluate and motivate employees in a rational or humanistic
way.
Herdlein, Kukemelkb and Turk (2008) in their article titled “A survey of academic
officers regarding performance appraisal in Estonian and American universities” state that
higher education in the Baltic Republic of Estonia is experiencing rapid change as the
country adjusts to a market economy in the post-Soviet era and adheres to principles
established through the Bologna Process. Research in the area of performance appraisal,
and the most effective approaches to motivate academic staff, is a key factor influencing
change in a rapidly developing society. Using qualitative research, a survey was submitted
to academic officers in 11 Estonian and four western New York (USA) colleges and
universities. A total of 29 individuals completed surveys in Estonia (a response rate of 69
per cent). A convenience sample of eight academic administrators returned instruments in
western New York, giving a response rate of 100 per cent. The results of the survey
indicated that appraisal systems within American higher education are similar and based on
a long tradition of connecting appraisal to the guidelines governing permanent appointment
(tenure). Appraisal within Estonian universities is still rather basic and unified systems do
not yet exist, as individual institutions employ a variety of procedures. The study was
intended to accelerate the process of performance appraisal in Estonia and Eastern Europe.
Narcisse and Harcourt (2008) in their article titled, “Employee fairness perceptions of
performance appraisal: a Saint Lucian case study” identified the essential factors which
influence employees’ fairness perceptions of their performance appraisals, and determine
the applicability of these factors to the experiences of employees in a Saint Lucian public
service organization. Fairness perceptions are of three main types. First, distributive justice
refers to the perceived fairness of an actual appraisal rating. Second, procedural justice
refers to the perceived fairness of procedures used to determine the appraisal rating. Third,
interactional justice refers to the perceived fairness of the rater’s interpersonal treatment of
the ratee during the appraisal process. A qualitative case study method was used to gain a
rich understanding of employee perceptions of the fairness of their performance appraisals.
Data were obtained from both completed appraisal forms and interviews with 20
knowledgeable employees. All interviews were transcribed and assessed using a thematic
analysis. Overall, results show that distributive, procedural, and interactional justice factors
identified in the existing literature influence employee perceptions of fairness in their
appraisals. Results suggest that employees also consider four additional justice factors, as
yet not formally recognized in the justice literature, one distributive – the consistency in
reward distribution – and three procedural – appraisal frequency, job relevant criteria, and
rater and rate training.
RESEARCH METHODOLGY
Research project requires the most suitable techniques or methods to come out with an
accurate result. To complete this research, methodologies are developed to refine the study
that enables researchers to generate information needed. It is important to have a well-
designed research methodology as the degree of accuracy and usefulness of a research is
directly affected by the methodology.
RESEARCH DESIGN
A research design is the set of methods and procedures used in collecting and analysing
measures of the variables specified in the problem research. Descriptive and analytical
research design will be used in this research.
SAMPLING DESIGN
Sample size: 50
Data can be collected through two main sources which include primary data and secondary
data. The mostly data are collected through the structured Questionnaire.
Primary data
Primary sources provide raw information and first-hand evidence. The primary data for the
study will be collected through survey method using structured questionnaire.
Structured questionnaire
Observation
Secondary data
Secondary sources provide second-hand information and ideas from other researchers. The
secondary data for the research will be collected through;
Journals
Websites
Books
Earlier researches on similar topic
For the study purpose I will use the questionnaire method to collect the primary data.
TOOLS OF ANALYSIS
Statistical tools:
The collection of data will be used by use some statistical tools like central tendency and
correlation analysis and frequency distribution.
Charts and diagrams: In this research I will use chart and diagram for effective
representation of data for better understanding facts of research.
Data Instrument
Questionnaire: Data from workers who were working in three shifts by taking interviews
and from employees working in administration, training and were collected related
departments.
BIBLIOGRAPHGY
www.Performanceappraisal.com
www.litraturereview.com
PROPOSED CHAPTER PLANS
CHAPTER TOPIC
5 CONCEPTUALIZATION
6 REVIEW OF LITRETURE
7 RESEARCH METHODOLOGY
8 BIBLIOGRAPHY