Performance Appraisal Analysis

Some of the definitions given by various experts in management books are relevant and studied here. The most common definition explains performance appraisal as a process of evaluating an employee's performance of a job in terms of its requirements.

According to Heydel, "It is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed for purposes of administration including placement, selection for promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally".

Another expert says, "It is a process of estimating or judging the value, excellence,

It also aims at providing data to managers by which they may judge job assignments and compensation in future." Basically Levinson focused on the outcome of behaviour.

Cummings was of the view that "The overall object of performance appraisal is to improve the efficiency of an enterprise by attempting to mobilise the best possible efforts from individuals employed in it. Such appraisals achieve four objectives including the salary reviews, the development and training of individuals, planning job rotation, and assistance in promotions."

Roland Benjamin explained that "Performance appraisal determines who shall receive merit increases, counsels employees on their improvement, determines training needs and promotability, and identifies those who should be transferred. Moreover, it improves employee job performance, encourages employees to express their views or to seek clarification on job duties, broadens their outlook, capacity and potential, promotes a more effective utilisation of manpower and improves placement, facilitates selection, reward and promotion of the best qualified employee, prevents grievances, and increases the analytical abilities of

It also generates a feeling of belongingness and pride among those concerned. During the span of the last three decades, a lot of work has been done in developing this concept and its application has been producing better results in achieving performance and productivity among employees. Like any other science, the study of management is also systematic wherein the questions of 'what', 'how' and 'why' need to be answered. The basic question concerns the relevance of this concept, which arises from self-appraisal. Nobody knows you better than yourself because only you know your aims, objectives and goals. The basis of the entire performance appraisal system depends on the individual whose performance has to be evaluated. Therefore, it is very important to generate a feeling of self-actualisation among all the concerned individuals. Motivation, communication and counselling are the tools used for optimising the utilisation of the human resource. Although the main emphasis in this book is on appraisal of performance, yet it has been felt necessary to carry out an in-depth study of various aspects of communication and motivation also, which would include the elements of job specification, job enrichment and job evaluation. Case studies are important for understanding any concept. Therefore, considerable time