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A STUDY ON APPRAISAL: A POSITIVE THINKING APPROACH

Dr. R. Srinivasan
Asst. Professor,
AMET Business School, AMET University, Chennai, India
Dr. S. Poongavanam
Asst. Professor,
AMET Business School, AMET University, Chennai, India.

ABSTRACT
This paper reviews existing literatures on the analysis of performance appraisal (PA) paying
special attention to those factors which influences and motivates the PA in positive ways. Sample size
fixed for this study is 100. Questionnaire is used to collect data from the sample size of 100. This
small piece of study analysis the data and gives suggestion to improve the PA and motivates the
employees in a positive ways.
Key Words: Self motivation, guidance and performance

INTRODUCTION AND REVIEW

The main objective of human resources management is to utilize the human resources in a
most optimal manner so that targets can be achieved very effectively and efficiently. For this purpose
managing performance of employees as a whole is very important. Performance management takes
care of this function. Performance management maintain, develop and motivate the people at work to
give better results. In the present competitive situation the organasation that gives better results can
survive, stabilize, grow and excel in the performance. It helps a lot in achieving the objectives of
HRM. Performance management includes activities to ensure that goals are consistently being met in
an effective and efficient manner. Performance management can focus on performance of the
organization, a department, processes to build a product or service, employees, etc.
Performance Appraisal is a method of evaluating the behaviour of employees in the work
spot, normally including both the quantitative and qualitative aspects of job performance.
Performance here refers to the degree of accomplishment of the tasks the makeup an individuals job.

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It indicates how well an individual is fulfilling the job demands. Often the term is confused with
effort, which means performance is always measured in terms of results.
Performance Appraisal is not an important or easy management task and it should be an once
a easy management task and it should be an once a year event. The reason they conduct Performance
Appraisal in the first place in that they believe in accomplishing two things.
1. Help employees to understand the quality of their current performance and identify
what they must to do to improve it.
2. Motivate employees to improve their performance.
Effective performance Appraisal has 3 basic components- planning performance, managing
performance and appraising performance. There is vast research data regarding performance appraisal. In
the 1980s, most of the research focused on revamping the rating system aa a method of performance
appraisal the actions helped in reducing the stress on strain put on the employees. (Feldman, 1981). Later
rating system improved which were welcomed by the managers. However it should be noted that research
has proved that the Behavioral Observation Scale (BOS) is one of the best techniques that could be
utilized by the managers to evaluate employees.
In the later years many new improved appraisal scales were developed. According to the
research of Arvey and Murphy (1998), hundreds of thousands of researches had been taken place
between the periods of 1950 to 1980, which merely focused on the different types of rating scales.
Landy and Farr (1980) carried out their research which viewed the methods of performance
appraisal from a totally new perspective. Their research paid attention to the rater and process
adopted by the rater in carrying out the performance appraisal process in an organization.
The research studies have proved that until the 1980s bias and prejudice in the performance
appraisal system led to appraisals being done on the basis of favoritism. The factors which were
given importance included race and gender basis. Important factors like knowledge, skills and style
of work as undertaken buy an employee took a back seat. Researchers have also focused their
attention on a concept called halo effect resulting in erroneous rating. Gradually the situation
changed to have appraisal free of bias though not accurate.
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The late 1990s can be credited for brining out some of the most interesting findings. They
helped in clarifying the presumptions regarding the performance appraisal. The work of Murphy
(1982) is one such contribution. Research focused on measure of employee attitudes towards the
system of performance appraisal and its acceptance (Roberts, 1990). Bernardian and Beatty (1984),
suggested in their research that behavioral and attitudinal kinds of measure ultimately prove to be
better anticipator as compared with the traditional psychometric variables, which we have declared
earlier as well, like leniency, halo and discriminability.
It is an accepted fact that a scientific continuously upgraded system of performance appraisal
procedure and process would go a long way in improving employee satisfaction and will surely help
the employee in improving the goal setting process by each employee within any organization. Target
setting at group and individual levels, revised and refined employee surveillance methods, and new
performance appraisal and evaluation methods have all been generalized to both individual workers
and to groups of employees below the managerial level (Coens, & Jenkins, 2000).
Overall, essential to a shift in the nature of "work" itself has been a transformation of concepts
and criteria of "performance" in work. The appraiser and the appraisee at the executive level identify,
clarify the important functions which assume priority over all the other functions that appraisee
would perform during the period of appraisal; these functional areas are called key performance
areas. Self-appraisal is beneficial when managers seek to increase an employees involvement in the
review process. If individual understand the objective they are expected to achieve and the standards
by which they are to be evaluated, they are to a great extent in the position of appraisee their own
performance become highly motivated.
Chandra, A. & Frank, Z.D (2004) wrote that performance appraisal systems are designed to
objectively evaluate an employee's performance and then outline measures to be taken for
improvements, which are essential for an organization to move ahead. The evaluative purpose is
intended to inform people of their performance standing. The developmental purpose is intended to
identify problems in employees performing the assigned task. These systems are often organization
specific and health care organizations are no exception. They are ensured that physician performance
is appraised, because they are accountable to patients and the community for ensuring that the care
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delivered meets defined standards and for quality improvement. Berwick, D.M. (1991) wrote that as
more organizations tackle quality from a system-wide perspective, the philosophy underlying
evaluation is shifting from a focus on the individual to one on the entire system, involving everyone
but blaming no one.

OBJECTIVES OF THE STUDY

To study the impact of appraisal system as positive effect in Dymos Lear Automotive Pvt.
Ltd, Chennai
To measure the effectiveness of performance appraisal to improve the skills.
To study the feedback given by the employees on their performance..
To study the relationship between experience and the PA in the organization.

LIMITATIONS OF THE STUDY

The study is concerned only with in the Dymos Lear Automotive Pvt. Ltd., Chennai.
The sample size is confined to 100 respondents.
The result of the study cannot be generalized for the entire organization as it is restricted few
employees.
Some of the employees were reluctant to fill up the questionnaire, as they are feared to give
negative aspects against management

RESEARCH METHODOLOGY:
Research methodology is a way to solve the research problem systematically it may be
understood as a science of studying how search is done scientifically study. We study the various
steps that all generally adopted by a researcher in studying problem along with the logic behind them.

RESEARCH TYPE:
A study is descriptive in nature. The main characteristic of this method are that researcher has no
control over the variables. He can only report what has happened and what is happening.
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COLLECTION OF DATA:
The researcher approached the employees individually questions were asked and information
was collected. Question were explained so as to around ambiguity. The employees were found cooperative.
SOURCES OF DATA COLLECTION:
The data used for this study were both primary and secondary data.

PRIMARY DATA:
The source of primary data is the field where researcher has collected the fresh and first hand
information or data from the employees.

SECONDARY DATA:
Secondary data is also known as documentary data. It consists of information that already
exists somewhere have been collected for some other purpose for this study.

RESEARCH INSTRUMENT:
This study includes a Questionnaire as a tool for collection of data.

SAMPLING METHOD
Convenience sampling is used to determine to collect the data.

SAMPLE SIZE:
The sample size of the study is 200 respondents belonging to different levels of management.

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STATISTICAL TOOLS USED:

The research tools used are percentage analysis waited frequency distribution ranking and
statistically chart.
Percentage analysis = No. of respondents x 100
Total respondents
PERCENTAGE ANALYSIS:
In the care of multiple choice question percentage of respondent for rate choice and collect as
a part of the analysis of such question.

ANALYSIS AND FINDINGS

Table 1 : Demographics of Sample
Gender

Percentage

Educational Qualification

Percentage

Male

42%

Graduate

46%

Female

58%

Post Graduate

54%

Age

Percentage

Position occupied

Percentage

Less than 30

28%

Senior Management

16%

30 45

48%

Middle Management

36%

Above 45

24%

Junior Management

48%

Table 2 : Performance Appraisal helps in Identifying Strengths And Weakness

Opinion

Number of respondents

Percentage

Shortly agree

12

6%

Agree

96

48%

Disagree

60

30%

Totally disagree

32

16%

Total

200

100%

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Inference: From the above table it inferred that 48% of the respondents agreed that, the appraisal
system helps them to identify their strengths and weakness, 30% of the respondents disagree to the
statement, 16% of the respondents totally disagree to the statement and above, 6% of the respondents
totally agreed to the above statement.
Table 3: Opinion on Purpose of Performance Appraisal System
Opinion on Purpose of PAS

Number of respondents

Percentage

To improve skills

16

8%

Job knowledge

88

44%

Job satisfaction

52

26%

Productivity

44

22%

Total

200

100%

Inference: From the above table it is inferred that 44% of the respondents felt that performance
appraisal system improves job knowledge, 26% of the respondents felt it has improved job
satisfaction, 22% of the respondents felt productivity has improved and above 8% of the respondents
felt that performance appraisal has improved their skills
Table 4 : Frequency of Assistance & Guidance given with respect to
Performance Appraisal
Frequency of Assistance & Guidance given

Number of respondents

Percentage

Always

112

56%

Often

72

36%

Sometimes

16

8%

Not at all

0%

200

100%

Total

Inference: From the above table noted that 56% of the respondents feel they always get assistance
and guidance to improve their performance, 36% of the respondents feel often to above statement,
8% of respondents feel only sometimes to the above statement.

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Table 5 : Organisation provides Self Motivation To Work

Opinion

Number of respondents

Percentage

Shortly agree

12

6%

Agree

124

62%

Disagree

44

22%

Totally disagree

20

10%

Total

200

100%

Inference: From the above table it inferred that 62% of the respondents agree that, the performance
appraisal system help them on self motivation to work better, 22% of the respondents disagree to the
statement, 10% of the respondents totally disagree to the statement, 6% of the respondents totally
agree to the above said statement.
Table 6 : Adequate Feedback Is Provided After Performance Appraisal
Opinion

Number of respondents

Percentage

Shortly agree

16

16%

Agree

10

10%

Disagree

44

44%

Totally disagree

30

30%

Total

200

100%

Inference: From the above table, it inferred that 44% of the respondents feel that they are sometimes
provide with adequate feedback for their performance, 30% of the respondents feel not at all to the
above statement, 16% of the respondents feel they are always provided to about, 10% of the
respondents feel often they are provided with adequate feedback for their performance.
Table 7 : The Skills Rated By Performance Appraisal helps in Improving Job Performance
Opinion

Number of respondents

Percentage

Shortly agree

10

10%

Agree

58

58%

Disagree

18

18%

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Totally disagree

14

14%

Total

200

100%

Inference: From the above table it is inferred that 58% of the respondents agree that, the
skills rated in the performance appraisal system is very much essential for their for their job
performance, 18% of the respondents disagree to the statement, 14% of the respondents strongly
disagree to the said above statement, 10% of the respondents strongly agree to the above said
statement.
Table 8: Performance Appraisal Provides Rewards which improve
Standard of Living of Employees
Opinion

Number of respondents

Percentage

Yes

164

82%

No

36

18%

Total

200

100%

Inference: From the above table it is inferred that 82% of respondents said yes that the employees
based on the performance appraisal increases the confidence level of employee &18% of them
opinioned as no with the statement.

Chi-square Test for Experience Vs. Satisfaction With respect to Method Of Performance
Appraisal
Ho: There is no significant difference between experience and satisfaction with the present method
of performance appraisal

Table 9: Cross Tabulation between Experience Vs. Satisfaction With respect to

Method Of Performance Appraisal
Experience

Satisfied

Dissatisfied

Total

0-20

40

16

56

Above 21

92

52

144

Total

132

68

200

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(O-E)

(O-E)

(O-E)/E

40

36.96

3.04

9.241

0.250

16

19.04

(3.04)

9.241

0.495

92

95.04

(3.04)

9.241

0.097

52

48.96

3.04

9.241

0.188

(O-E)/E

1.030

The calculate value is

= 1.030

Degrees of freedom

= (r-1)(c-1)
= (2-1)(2-1) = 1

Table value

= 3.841

Since the calculated value is less than table value (i.e., 1.030 < 3.841) the null hypothesis is
accepted. Hence, there is no significant difference between respondents experience and satisfaction
of the present method of performance appraisal.

SUGGESTIONS
The organization may take steps to communicate performance appraisal procedure in
advance to employees.
Performance appraisal system may help the employee to identify their strengths and
weaknesses.
Performance appraisal system may help the employee to achieve individual goals and
organizations goals.
Performance appraisal may help the employee to identify developmental needs.
Performance appraisal may help self motivation of employee to work better
.Feedback regarding performance appraisal may be provided to employees to motivate
them.
Partiality of treatment should be avoided at the time of rating.
Organization may take steps to improve the present performance appraisal system.

CONCLUSION

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Organizations depend greatly on the PA which is involved in measuring the employees. As

such organizations become increasingly concerned with their effectiveness they must pay attention to
employee in a positive sense and improves their performance. The main challenges lie in developing
performance appraisal systems in flexible way. This paper has suggested that performance is
improved when outcomes, goals and timely feedback is taken from the employees..

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Coens, T & Jenkins, M. (2000). Abolishing performance appraisals: Why they backfire and what to do instead.
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