A STUDY ON
360 DEGREE PERFORMANCE APPRAISAL
AT
DR. REDDY’S LABORATORIES, CTO-II,
HYDERABAD
A project report Submitted in Partial Fulfillment of
The Required for the Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
S.RAJARAJESWARI
(H.T.No.208541000043)
Under the Esteemed Guidance of
Mrs K. LALITHA BHAVANI., MHRM.,
Faculty in Management Studies
DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION
ADITYA INSTITUTE OF P.G STUDIES
(Approved by AICTE, Affiliated to AU, & Accredited by NBA)
Aditya Nagar, ADB Road, SURAMPALEM-533437
2008-10
ADITYA INSTITUTE OF P.G.STUDIES
DEPARTMENT OF BUSINESS MANAGEMENT
( Affiliated To Andhra University)
Aditya Nagar, ADB Road, SURAMPALEM-533437,E.G.Dt
Phones:(08852)252243,252250,cell:9866576662
-------------------------------------------------------------------------------------------------------CERTIFICATE
This is to certify that the project entitled “360 DEGREE
PERFORMANCE APPRAISAL” with reference to DR. REDDY’S
LABORATORIES, CTO-II, HYDERABAD
is the bonafide work done
by Miss. S.RAJARAJESWARI with Regd.no:20854100043 during the
period 2008-10 in partial fulfillment of the requirement for the award
of the Degree of MASTER OF BUSINESS ADMINISTRATION
in
Aditya institute of P.G studies affiliated to Andhra University is a
record of benefited work carried out by under my guidance and
supervision.
Project Guide
Head of the
dept.
Mrs. K. Lalitha Bhavani.
J.Nagendra Kumar
Mr.
DECLARATION
I hereby declare that the project report entitled “A STUDY ON 360 DEGREE
PERFORMANCE
APPRAISAL”
with
reference
DR.
REDDY’S
LABORATORIES, CTO-II, HYDERABAD. submitted for the degree of Master of
Business Administration is my original work and has not formed the basis for the award
of any degree, diploma, associate ship, fellowship (or) similar other titles. It has not
been submitted to any other University or Institution for the award of M.B.A.
Date:
Place :
(S.RAJARAJESWARI)
ACKNOWLEDGEMENT
I should take the responsibility to acknowledge the following
distinguished personalities who graciously allowed me to carry out this project
work successively.
I am also thankful to all other members of the staff for their kind
cooperation in this behalf. Mainly I am very much thankful to Mr. J.Nagendra
Kumar, M.B.A, and Head of the department of management studies.
I am highly thankful to my guide Mrs.K. Lalitha Bhavani madam,
MHRM faculty in management studies for her valuable advices and
encouragement throughout the course.
I express my deep sense of gratitude to Mr.Ramesh kumar
(Deputy Manager-HR Dpt.) , Mr. Arun Rubin (junior manager-HR), Mr. Shiva
Reddy (Senior Exicutive-HR), Mr, Chandrashekar Kurada (Senior ExicutiveHR) for his kind help and valuable suggestions in preparing this project and also
to office staff members.
I also express my sincere thanks to my friends and classmates for
their advice and suggestions in giving a proper shape to study.
(S.RAJARAJESWARI)
CONTENTS
CHAPTER I
INTRODUCTION
I.1
Objective of the study
I.2
Need for the study
I.3
Scope of the Study
I.4
Methodology
I.5
Limitations
CHAPTER II
Page no
1-9
10-17
INDUSTRY PROFILE
CHAPTER III
18-28
COMPANY PROFILE
CHAPTER IV
29-64
THEORETICAL FRAME WORK
CHAPTER V
65-78
DATA ANALYSIS AND INTERPRETATION
CHAPTER VI
6.1
FINDINGS
6.2
SUGGESTIONS
6.3
CONCLUSION
ANNEXURE
7.1
BIBLIOGRAPHY
79-82
7.2
QUESTIONNAIRE
INTRODUCTION
Human resource management (HRM) is the strategic and coherent
approach to the management of an organization's most valued assets - the
people working there who individually and collectively contribute to the
achievement of the objectives of the business.[1] The terms "human resource
management" and "human resources" (HR) have largely replaced the term
"personnel management" as a description of the processes involved in
managing people in organizations.[1] In simple sense, HRM means employing
people, developing their resources, utilizing, maintaining and compensating
their services in tune with the job and organizational requirement.
In human resource management there are two functions i.e., 1.
operating function and 2. managerial function.
Human resources management comprises several processes. Together they are
supposed to achieve the above mentioned goal. These processes can be
performed in an HR department, but some tasks can also be outsourced or
performed by line-managers or other departments. When effectively integrated
they provide significant economic benefit to the company.[8]
•
Workforce planning
•
Recruitment (sometimes separated into attraction and selection)
1
•
Induction, Orientation and Onboarding
•
Skills management
•
Training and development
•
Personnel administration
•
Compensation in wage or salary
•
Time management
•
Travel management (sometimes assigned to accounting rather than
HRM)
•
Payroll (sometimes assigned to accounting rather than HRM)
•
Employee benefits administration
•
Personnel cost planning
•
Performance appraisal
In this HR practices the performance appraisal is one of the practice. In
performance appraisal there are two methods ie., Traditional methods of
performance appraisal and Modern methods of performance appraisal. The
360 degree performance appraisal system is one of the modern methods of
performance appraisal.
The German Military first began gathering feedback from multiple sources in
order to evaluate performance during World War II (Fleenor & Prince, 1997).
2
Also during this time period, others explored the use of multi-rater feedback via
the concept of T-groups.
One of the earliest recorded uses of surveys to gather information about
employees occurred in the 1950s at Esso Research and Engineering Company
(Bracken, Dalton, Jako, McCauley, & Pollman, 1997). From there, the idea of
360-degree feedback gained momentum, and by the 1990s most Human
Resources and Organization Development professionals understood the concept.
The problem was that collecting and collating the feedback demanded a paperbased effort including either complex manual calculations or lengthy delays. The
first led to despair on the part of practitioners; the second to a gradual erosion of
commitment by recipients.
In human resources or industrial/organizational psychology, 360-degree
feedback, also known as "multi-rater feedback," "multisource feedback," or
"multisource assessment," is feedback that comes from all around an employee.
"360" refers to the 360 degrees in a circle, with an individual figuratively in the
center of the circle. Feedback is provided by subordinates, peers, and
supervisors. It also includes a self-assessment and, in some cases, feedback from
external sources such as customers and suppliers or other interested stakeholders.
It may be contrasted with "upward feedback," where managers are given
3
feedback by their direct reports, or a "traditional performance appraisal,"
where the employees are most often reviewed only by their managers.
The results from 360-degree feedback are often used by the person receiving the
feedback to plan training and development. Results are also used by some
organizations in making administrative decisions, such as pay or promotion.
When this is the case, the 360 assessment is for evaluation purposes, and is
sometimes called a "360-degree review." However, there is a great deal of
controversy as to whether 360-degree feedback should be used exclusively for
development purposes, or should be used for appraisal purposes as well
(Waldman et al., 1998). There is also controversy regarding whether 360-degree
feedback improves employee performance, and it has even been suggested that it
may decrease shareholder value.
4
OBJECTIVES OF THE STUDY
1. To know the process of 360 degree appraisal system in DRL.
2. To know the different appraisals followed by the organization.
3. To know whether the employees are satisfied by 360 degree appraisal
method.
4. To know why the company has selected only this method 360 degree
for appraisal of performance.
5. To study about the employees awareness regarding the process of 360
degree appraisal in DRL.
6. To know whether the 360 degree appraisal improves the performance
of the employees or not.
5
NEED FOR THE STUDY
Study is need in order to:
•
Provide information about the performance ranks
•
Provide feedback information about the level of achievement and
behavior of the subordinates.
•
Provide information, which helps to counsel the subordinates.
•
Provide information to diagnose deficiency in the employee regarding
skills,
knowledge, determine training and developmental needs and
to prescribe the means for employee growth provides information for
correcting placement.
6
SCOPE OF THE STUDY
To know the function of the organization as a whole, work culture of
the organization and as well to know the policies are made and implemented
and conveyed to the employees. The study is to know in brief about the
following departments:
•
Training and development center
•
Human resource development department
7
METHODOLOGY
The project entitled “employee performance appraisal” was carried out
for eight weeks at DR. REDDY’S pharmacy ltd. The data had been collected
primary data and secondary data.
Primary data was collected directly from people and organization via.
Questionnaire on project before being analyze to reach conclusion concerning
the issue covered in the project. The primary data is collected information
obtained during discussion with the head of the departments, the official and
staff. It is collected in he firm of prepating questionnaire on employee
performance appraisal.
Secondary data means that the data is obtained indirectly from sources
such as records of the company, journals, reference books, computer data base
etc., it is also somewhat collected from the important document by the
organization. The data is collected through the intern
8
LIMITATIONS OF THE STUDY
As the study revolves around the performance appraisal of human
resources aspects the overall organization performance cannot be ascertained.
In spite of giving honest and sincere efforts there are several limitations, which
are as follows:
•
The perception bias or attitude of the respondents may also act as hurdles
to the study.
•
The period of study is only for 45 days, which is a major constraint.
•
sample size taken for the research is small due to the constraint of time.
•
Time is major limitation.
•
Some of the employees could not reveal much of the information for the
fear of the management.
9
INDUSTRY PROFILE
The Indian Pharmaceutical industry is a success story providing
employment for millions and ensuring that essential drugs at affordable prices
are available to the vast population of this sub- continent.
The Indian Pharmaceutical Industry today is in the front rank of India’s
science-based industries with wide ranging capabilities in the complex field of
drug manufacture and technology. A highly organized sector, the Indian Pharma
Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent
annually. It ranks very high in the third world, in terms of technology, quality
and range of medicines manufactured. From simple headache pills to
sophisticated antibiotics and complex cardiac compounds, almost every type of
medicine is now made is now in dangerously.
Playing a key role in promoting and sustaining development in the vital
field of medicines, Indian Pharma Industry boasts of quality producers and many
units approved by regulator authorities in USA and UK. International companies
associated with this sector have stimulated, assisted and spearheaded this
dynamic development in the past 53 years and helped to put India on the
pharmaceutical map of the world.
10
The Indian Pharmaceutical sector is highly fragmented with more than 20,000
registered units. It has expanded drastically in the last two decades. The leading
250 pharmaceutical companies control 70% of the market with market leader
holding nearly 7% of the market share. It is an extremely fragmented market
with serve price computation and price control.
The pharmaceutical industry in India meets around 70% of the country’s
demand for bulk drugs, drug intermediates, pharmaceutical formulations,
chemicals, tablets, capsules, orals and injectibles. There are about 250 large units
and about 8000 small scale units, which form the core of the pharmaceutical
industry in India (including 5 central public sector units). These units produce
the complete range of pharmaceutical formulations, i.e., medicines ready for
consumption by patients and about 350 bulk drugs, i.e., chemicals having
therapeutic value and used for production of pharmaceutical formulations.
Following the de-licensing of the pharmaceutical industry, industrial
licensing for most of the drugs and pharmaceutical products has been done away
with. Manufacturers are free to produce any drug duly approved by the Drug
11
Control
Authority.Technologically
strong
and
totally
self-reliant,
the
pharmaceutical industry in India has low costs of production, low R&D costs,
innovative scientific manpower, strength of national laboratories and an
increasing balance of trade. The pharmaceutical industry, with its rich scientific
talents and research capabilities, supported by Intellectual Property Protection
regime is well set to take on the international market.
ADVANTAGE IN INDIA:
Competent workforce:
India has a pool of personnel with high managerial and technical
competence as also slowed workforce. It has an educated work force and English
is commonly used. Professional services are easily available.
Cost-effective chemical synthesis:
Its track record of development, particularly in the area of improved costbeneficial chemical synthesis for various drug molecules in excellent. It provides
a wide variety of bulk drugs and export sophisticated bulk drugs.
Legal & financial framework:
India has a 53 year old democracy and hence has a solid legal framework
12
and strong financial markets. There is already an established international
industry and business community.
Information & technology:
It has a good network of world-class educational institutions and
established strengths in information technology.
Globalization:
The country is committed to a free market economy and globalization.
Above all, it has a 70 million middle class market which is continuously
growing.
Consolidation:
For the first time in many years, the international pharmaceutical industry
is finding great opportunities in India. The process of consolidation, which has
become a generalized phenomenon in the world pharmaceutical industry, has
started taking place in India.
THE GROWTH SCENARIO:
India’s US$3.1 billion pharmaceutical industry is growing at the rate of
14 percent per year. It is one of the largest and most advanced among the
13
developing countries. Over 20,000 registered pharmaceutical manufacturers exist
in the country. The domestic pharmaceuticals industry output is expected to
exceed Rs 260billion in the financial year 2002, which accounts for merely 1.3%
of the global pharmaceutical sector. Of this, bulk drugs will account for Rs 54
ban (21%) and formulations, the remaining Rs 210 ban (79%). In financial year
2001, imports were Rs 20 ban while exports.
STEPS TO STRENGTHEN THE INDUSTRY
Indian companies need to attain the right product-mix for sustained future
growth. Core competencies will play an important role in determining the future
of many Indian Pharmaceutical Companies in the post product-patent regime
after 2005. Indian companies, in an effort to consolidate their position, will have
to increasingly look at merger and acquisition options of either companies or
products. This would help them to offset of new product opinions, improve their
R&D efforts and improve distribution to penetrate markets. R&D has always
taking the back seat amongst Indian pharmaceutical companies. In order to stay
competitive in the future, Indian companies will have to refocus and invest
heavily in R&D. the Indian pharmaceutical industry also needs to take advantage
of the recent advances in Biotechnology and information technology. The future
of the industry will be determined by how well it market its products to several
14
regions and distributes risks, its forward and backward integration capabilities,
its R&D, its consolidation through mergers and acquisitions, co-marketing and
licensing agreements.
RESEARCH & DEVELOPMENT
Research and development is a key to the future of Indian pharmaceutical
industry. The pharmaceutical advances for considerable improvement in life
expectancy and health allover the world are the result of a steady increasing
investment in research. There is considerable scope for collaborative R&D in
India. India can offer several strengths to the international R&D community.
These strengths relate to availability of excellent scientific talents who can
develop combinatorial chemistry, new synthetic molecules and plant derived
candidate drugs.
R&D in the pharmaceuitical industry in India is critical to find answers
for same of the diseases peculiar to a tropical country like India & also for
finding solutions for unment medical needs. Industrial R&D groups can cary out
limited primary screening to identify lead molecules or even candidate drugs for
further in VIVO screening, pri-clinical pharmacology, toxicology, animal and
human. Pharma cokinetics and metabolic studies before taking them up for
15
human trails. In such collaborations, harmonized standards of screening can be
assured following established good laboratory practices. The R&D expenditure
by the Indian pharmaceutical industry is around 1.9% of the industyry’s
turnover. This obviously, is very low when compared to the investment on R&D
by foreign research based pharma companies. They spend 10-16% of the
turnover on R&D. however now that India s entering in to the patent protection
area. Many companies are spending relatibvely more on R&D. when it comes to
clinical evaluation at the time of multi-center trials, India would provide a strong
base considering the real availability of clinical mateials in diverse therapentic
areas. Such active collaboraton will be mutually beneficial to both partners.
According to a survey by the pharmaceutical oursourcinjg management
association and bio/pharmaceutical oursourcin report, pharmaceutical companies
are utilisizing substantially he service of contract research organizations.
Indian pharmaceutical industry, with its rich scientific talents, provides
cost-effective clinical trial research. It has an excellent record of development of
improved, cost-beneficial chemical systheses for various drug molecules. Some
MNCs are already soucing
these services from their Indian affiliates. The
pharmaceutical and biotechnology industry is eligible for weight deduction for
R&D expense upto 150%. These R&D companies will also enjoy tax holiday for
10 years.
16
HIGHLIGHTS:
Indian companies have recognized pharma in search of lower costs and
higher profits, and are exploiting the low cost base and pool of highly skilled
labour in their market to develop a thriving outsourcing industry, positioning
India as a key provider of contract research and manufacturing services.
17
COMPANY PROFILE
Dr Reddy’s is a global, vertically integrated pharmaceutical company
with a presence across the value chain, producing and delivering safe,
innovative, and high quality finished dosage forms, active pharmaceutical
ingredients and biological products. Our products are marketed across the
globe, with an emphasis on North America, Europe, India, Russia and other
emerging indications markets. We conduct NCE drug discovery research in the
areas of metabolic disorders and cardiovascular at our research facilities in
Atlanta (USA) and Hyderabad (India). Through our Custom Pharmaceutical
Services business unit, we provide drug substance and drug product
development and manufacturing services on a proprietary basis Pharmaceutical
Services & Active Ingredients (PSAI)
The Pharma Services & Active Ingredients business of Dr. Reddy’s
serves Generics and Innovator companies through the Active Pharmaceutical
Ingredients (API) and Custom Pharmaceutical Services (CPS) businesses
respectively.
Dr. Reddy’s began API operations in 1984 and started with a single
drug in a 60-tonne facility near Hyderabad, India. In 1986, the first
consignment of that drug, Methyldopa, was shipped to West Germany. Strong
18
Chemistry skills and our emphasis on high quality led to USFDA inspections
of our manufacturing facilities. Since then, Dr. Reddy’s has come a long way
and today has a wide portfolio of APIs.
Our core strength in APIs has continued to increase significantly over
the years. We have the largest number of US DMF submissions from India and
are among the top three API players globally. Our Global API business offers
over 100 molecules to customers across the world.
Our CPS business, formed in 2001, serves more than five big
pharmaceutical companies and over 25 emerging pharma companies today.
The CPS business got a boost in 2005 with the acquisition of Roche’s API
manufacturing unit in Mexico. This facility added a niche capability of steroid
API manufacture to our capability portfolio. In 2008, with the acquisition of
the Small Molecule business of Dow Pharma at its Mir field and Cambridge
sites, UK, CPS business got stronger in its service offerings. Today, we are the
largest CPS player from India. Our CPS business provides a unique
opportunity for Innovator companies worldwide to make use of our technical
expertise, world-class infrastructure, and flexibility to bring their medicines to
the market quickly and economically.
Dr. Reddy’s has emerged as a trusted supplier of value-added
19
advanced intermediates and APIs to generic as well as innovator companies. A
spate of new launches, development of a varied pipeline, addition of new
capacities and product lines (Oncology, Hormones), and the expansion of our
marketing and regulatory teams have set the tone for robust growth. As one of
the few integrated pharma companies to provide Custom Pharmaceutical
Services, we are also emerging as a 'partner of choice' for innovator companies
globally.
Global Generics
Dr. Reddy’s works towards providing patients access to high quality
generic medicines at affordable prices, and secondly, helps develop new
treatments that satisfy unmet medical needs and are improvements over
currently existing therapies.
Increased awareness, acceptance of generics and favorable legislation,
have together with the large volume of branded products losing patent
protection over the coming years, led to continued expansion of the generic
pharmaceuticals market.
Dr Reddy’s capitalized this opportunity by leveraging its product
20
development capabilities, state of the art manufacturing capacities and
access to its own APIs, which offers significant supply chain efficiencies.
Hence by providing cost-effective alternatives to highly-priced
innovator brands through our branded and unbranded Generics, we at Dr.
Reddy’s strive to make medicines more accessible and affordable to people all
over the world.
The top four key markets for our generics business include India, Russia,
US and Germany. Apart from these four markets, Dr Reddy’s has its business
presence in over 45 countries through Joint Ventures, representative offices
and third party arrangements.
o
In India we are amongst the top ten players.
o
In Germany we are amongst the top five. Germany is the largest
generics market amongst the developed nations.
o
In Russia we are the largest Indian Company and the sixth largest
generic player. Russia is the fastest growing market amongst the
emerging countries.
In US we are in the top five in terms of the ANDA filings with 69 ANDA
pending approval of which 32 are Para IV
21
Proprietary Products
Proprietary Products includes Differentiated Formulations, and Generic
Biopharmaceuticals. The over a hundred-strong Biologics team is currently
dedicated to the development of Biosimilars, while its long term vision is to
also develop NBEs (New Biological Entities) in niche therapeutic areas.
Having
successfully
launched
Grafeel™
(Filgrastim)
and
Reditux™
(Rituximab) - the World’s first biosimilar MAb (Monoclonal Antibody) - our
Biologics division has a strong pipeline of biosimilars that consists of 9
additional products in various stages of development. The team, with our
dedicated state-of-the-art biologics facility in India, is well equipped to handle
the end-to-end development of these new products.
Our Specialty pharmaceuticals business is focused on the US markets. Dr.
Reddy’s is currently developing topical products for various indications that
will be detailed directly to dermatologists and other physician audiences.
Management council:
The Management Team
The Management Council is the top tier of our company's management
structure.
22
The management of Dr. Reddy's has developed and implemented policies,
procedures and practices that attempt to translate the company's vision, mission
and purpose into reality. The management also identifies, measures, monitors
and controls the risks factors in the business and ensures safe, sound and
efficient operation.
The Management Council meets every quarter under the chairmanship of the
CEO.
Dr.AnjiReddy
Chairman
Dr. Anji Reddy is the founder-Chairman of Dr. Reddy's Laboratories, and is
greatly respected by the Indian Pharmaceutical industry for his work in
developing affordable medicines and for sparking drug discovery efforts in the
23
private sector. A philanthropist, Dr. Anji Reddy has founded two not-for-profit
organizations that are focused on alleviating urban poverty and providing
primary education to underprivileged children.
GVPrasad
Vice-Chairman and Chief Executive Officer
GV Prasad drives the overall strategy for the organization, with particular
emphasis on innovation and growth. He spearheaded the company's foray into
the global generics markets and is now focused on the Innovative Products
business, which includes Discovery Research, Biologics and Specialty
Pharmaceuticals
24
SatishReddy
Managing Director and Chief Operating Officer
Satish Reddy drives operational excellence across the organization. He has
built the finished dosage business in the emerging markets, including India,
and is now focused on strengthening the global generic finished dosage
business and giving more attention to the Pharmaceutical Services and Active
Ingredients.
25
Board Of Directors
WHOLE TIME DIRECTORS
Dr. Anji Reddy
Chairman
G V Prasad
Vice Chairman &
Chief Executive Officer
Satish
Reddy
Managing Director &
Chief
Operating Officer
Dr. Omkar Goswami
Ravi Bhoothalingam
Anupam Puri
Ms. Kalpana Morparia
JP Moreau
Bruce Carter
26
BRAND Philosophy
Our identity is a sunny abstract that can be interpreted as a person with
outstretched arms. It expresses joy, warmth, vitality, and the boundless
possibilities in the search for a healthier life. The form sums up our essential
driving force in three words: LIFE. RESEARCH. HOPE.
LIFE
We are all bound by a common thread that gives a purpose to every heartbeat,
every breath, every thought. It is what we call life. A gift so unique and
precious that it needs to be constantly enriched and nurtured.
RESEARCH
For us, the spirit of human endeavor is best exemplified by the quality of our
research. Meaningful research that leads to innovative products. Discoveries
that make a significant impact on the life of everyone that needs them. All
tempered by the finest scientific minds across the world.
27
HOPE
It is hope that dwells eternally in the human heart. Hope that inspires us, as
humans, to strive, achieve and excel. When hope springs from the promise of a
healthy life, that joy of living is more than complete.
28
THEORITICAL FRAMEWORK:
CONCEPT OF PERFORMANCE APPRAISAL:
Appraisal is the evaluation of worth, quality, or merit. In the
organization context performance appraisal is a systematic evaluation of
personnel by superiors or others familiar with their performance. Performance
appraisal is also descrined as merit rating in which one individual is raked as
better or worse in comparison to others. The basic purpose in this merit rating
is to ascertain an employee’s eligibility for promotion. However, performance
appraisal is more comprehensive term for such activities May be training and
development, salary increase, transfer, discharge, etc; besides promotion. A
formal definition of performance appraisal is as follows;
“it (performance appraisal) is the process of evaluating the
performance and qualifications of the employee in terms of the requirements of
the job for which he is employed, for the purpose of administration including
placement, selection for promotion, providing, financial rewards, and other
actions which require differential treatment among the members of a group as
distinguished from actions affecting all members equally.”
Beach has defined performance as follows:
“Performance appraisal is the systematic evaluation of the
29
individual with regard to his or her performance on the job and his potential for
development.”
Thus, performance appraisal is a systematic and objective way of
judging the relative worth or ability of an employee in performing his job. It
emphasizes two aspects: systematic and objective. The appraisal is systematic
when it evaluates all performances in the same manner, utilizing the same
approaches so that appraisal of different persons is comparable. Such an
appraisal is taken periodically according to plan; it is not left to chance. Thus,
both raters and ratees know the system of performance appraisal and its timing.
Appraisal has objectivity also. Its essential feature is that it attempts at accurate
measurement by trying to eliminate human biases and prejudices.
Merit rating:
Performance appraisal is also described as merit rating in which one individual
is ranked as better or worse in comparison to others. Therefore, conceptually,
both merit rating and performance appraisal are same though they differ in
terms of objectives and coverage of activities during appraisal process which
we shall see later. Flippo has defined merit rating as follows:
“Merit rating is a systematic, periodic and, so far as humanly possible,
and impartial rating of an employee’s excellence in matters pertaining to hes
present job and to his potentialities for better job.”
30
From the above difinition, it appears that merit rating has some elements
common to performance appraisal. It uses may of the techniques which are
used in performance appraisal such as man-to-man comparison, grading
system, checklist method, critical incident method, and so on. Therefore, it is
desirable to see how merit rating differs from performance appraisal.
Merit Rating and Performance Appraisal: A Comparison
Before making the comparison between merit rating and performance
appraisal, let us briefly see how the concept of appraisal emerged and changed
over the period of time. Appraisal has undergone a sea change in terms of
objectives and methods since it was introduced in a formal way in 1920s.
During the First World War, appraisal concept was adopted by US army which
was in the form of merit rating and involved ‘man-to-man’ comparison for the
evaluation of military personnel. From the army, this concept entered the
business field and was restricted to hourly-paid workers, during’1920s,
relational wage structures for hourly-paid workers were adopted in industrial
units and each worker was used to be rated in comparison to others for
determining wage rates. This system was called merit rating. In early 1950s,
31
the concept of appraisal was applied to technical and merit rating though more
factors were taken into consideration. The objectives behind such a rating were
salary adjustments, promotions, and transfers. When the need for training was
felt in business organizations, the appraisal system was extended to personnel
appraisal which emphasized overall appraisal of a person-his performance,
behavior, skills, and potentials. Various terms, which used to denote appraisal
have been performance appraisal, merit rating, behavioural assessment,
employee evaluation, personnel review, staff assessment, and employee annual
confidential report. However, the term performance appraisal is more common.
Dale Beach has traced the differences between earlier appraisal and present
appraisal as indicated in Table below:
32
Item
Technology
Earlier emphasis
Merit rating
Present emphasis
Employee
appraisal/performance
appraisal
Purpose
Determining
Development
qualifications
for
personnel, improved of
increase,
performance on the job,
promotion,
and providing emotional
wage
transfer,
Application
lay-off
Hourly-paid workers
security
Technical, professional,
and
Factors rated
Techniques
of
managerial
Heavy emphasis on
personnel
Results,
personal attributes
accomplishment,
Rating
performance
Mutual
goal-setting,
scals,
statistical
critical incidents, group
manipulation of dat
appraisal,
performance
for
standards,
less
comparison
Post-appraisal
purposes
Superior
quantitative
Superior
interview
communicates
his
employee
stimulates
to
analyse
rating to employee
himself and set own
and tries to sell his
objectives in line with
evaluation to him;
job
seeks
superior is helper and
to
have
employee conform to
his view
33
counselor.
requirements;
Objectives of performance appraisal:
Performance
appraisal
practices
show
that
organizations
undertake
performance appraisal to meet certain objectives which are in the form of
salary increase, promotion, identifying training and development needs,
providing feedback to employees, and putting pressure on employees for better
performance.
1.
salary increase: performance appraisal plays a role in making
decision about salary increase. Normally, salary increase of an employee
depends on how he is performing his job. There is continuous evaluation of his
performance either formally or informally. In a small organization, since ther is
a direct contact between the employee and the one who makes dicisions about
salary increase, performance appraisal can be an informal process. However, in
a large organization where such contact hardly exists, formal performance
appraisal has to be undertaken. This may disclose how well an employee is
performing and how much he should be compensated by way of salary increse.
promotion: performance appraiasl plays a significant role where promotion
is based on merit. Most of the organizations often use a combination ofmirit
and seniority for promotion. Performance appraisal discloses how an employee
34
is workilng in his present job and what are hlis strong and weak pronts. In the
light of thsese, it can be decided whether he can be promoted to the next higher
position and what additional training will be necessary for him. Similarly
performance appraisal can be used for transfer, demotion, and discharge of an
employee.
2.
Training and Development: Performance appraisal tries to identify
the strengths and weaknesses of an employee on his present job. This
information can be used for dseviseng training and development programmes
appropriate for overcoming weaknesses of the employees. In fact, many
organizations use performance appraisal as means for identifying training
needs of employees.
a.
Feedback. Performance appraisal provides feedback to
employees about their performance. It tells them where the stands. A person’s
works better when he knows how he is working; how his efforts are
contributing to the achievement of organizational objectives. This works in two
ways; First, the person gets feedback about his performance and he may try to
overcome his deficiencies which will lead to better performance. Second, when
the person gets feedback about his performance, he relates his work is
meaningful. Thus, given the proper organizational climate, he will try his best
to contribute maximum to the organization.
35
Pressure on Employees. Performance appraisal puts a sort of pressure on
employee’s fro better performance. If the employees are conscious that they
are being appraised in respect of certain factors and their future largely
depends on such appraisal, they tend to have positive and acceptable behavior
in this respect. Thus, appraisal can work automatically as control device.
Above roles of performance appraisal are quite important.
However, these roles can be performed only when there is systematic
performance appraisal, and various relevant decisions are made objectively in
the light of result of performance appraisal. To be systematic and objective in
performance appraisal like methods of performance appraisal, problems in
performance appraisal, and how these problems can be overcome.
Methods of Performance Appraisal
There are various methods of performance appraisal. In fact, each organization
may have its own unique system and method of appraisal. In one organization,
it may be continuing and informal where personal opinion of a superior about
his subordinates may be the basis of appraisal. In another, it may be welldefined and a particular system and method may be followed by all managers.
Whatever system may be adopted, usually, performance appraisal has two
36
bases: 1. appraisal of employees according to traits, attributes, and general
behavior on the job, commonly known as trait approach: and 2. appraisal of
results, work, and goals achieved by the employees, known as appraisal by
results. These two approaches, however, are not mutually exclusive and can be
used in combination. Either trait approach, or results approach, or combination
of both of these may be adopted in different forms resulting in different
methods of appraisal which can be classified in different ways. For example,
Decenzo and Robbins have classified these into three categories: 1. single-trait,
single subject, in which an appraise is not compared with any other person and
each of his traits is measured in absolute form; 2. single-subject, in which an
appraise is compared with others; and 3. multiple-trait, single subject, in which
the process of the first classification is adopted but with multiple traits. Beatty
and schneier have categorized various methods of appraisal into four group: 1.
comparative methods, in which an appraise is compared with others; and with
others; 2. absolute standards, in which the appraisee’s performance is
compared with the standards fixed for him; 3. goal setting, in which goals for
the appraisee are set through mutual participation between appraiser and
appraisee and the performance is measured against those standards; and 4.
direct indices, in which the appraisee is appraised in terms of various outcomes
such as productivity, absenteeism, tardiness, etc. At present, various methods
37
of performance appraisal which are used in practice are based on traits or
results achieved or a combination of both.
APPRAISAL BASED ON TRAITS
Appraisal based on trits and behavioural patterns shgown in job
performance emphasizes various traits which the appraisee possesses and the
behaviours he adopts in performing his job. It does not take into account the
outcomes of those behaviours, that is, performance achieved. There are various
methods of performance appraisal based on traits.
Ranking Method
Ranking is the oldest and simplest method of appraisal in which a person is
ranked against others on the basis of certain traits and characteristics. This is
just like preparing ranks of various examinees in an examination. In the
ranking method, various persons are given ranks on the basis of their traits.
This is a very simple method when the number of persons to be ranked is small
because ranking has to be given on the basis of traits which are not easily
determinable, not like marks in an examination. Moreover, since differences in
ranks do not indicate absolute or equal differences of ability between
individuals, the method has limited value for performance appraisal.
Paired Cmparision
Paired comparison method is a slight variation of ranking system
designed to increase its value for use in the large groups. In this method, each
38
person is compared with other persons taking only one at a time. Usually, only
one trait, overall suitability to perform the job, is considered. The rater is
provided with a bunch of slips each containing a pair of names. The rater puts a
tick mark against the person whom he considers the better of the two, and final
ranking is determined by the number of times that person is judged better than
others. This method provides better comparison of persons. However, this
increases the work because of large number of comparisons. For example, to
rank 50 persons through paired comparison, there will be 1,225 comparisons.
This can be calculated by formula N(N-1)/2 where N is the total number of
persons to be compared.
Grading
In this method, certain categories of abilities or performances are
defined well in advance and persons are put in particular category depending
on their traits and characteristics. Such categories may be definitional like
outstanding, good, average, poor, very poor, or may be in terms of letters like
A, B, C, D, etc. with A indicating the best and D indication the worst.
The actual performance of the employees is measured against these
grades. This method, however, suffers from one basic limitation that the rater
may rate most of the employees at higher grades.
39
Forced-distribution method
In order to check the tendency of rating most of the appraisees around
high point in a rating scale, forced-distribution method has been adopted. In
this method, the appraiser is forced to appraise the appraisees according to the
pattern of a normal curve. The basic assumption in this method is that
exployees’ performance level conforms to a normal statistical distribution. For
example, 10 per cent as average, 20 per cent below average, and 10 per cent as
poor. This method is useful to rate job performance and promotability. The
basic advantage of this method is that it overcomes the problem of adopting a
central tendency of rating most of the employees to a point, particularly high or
near high to appease them.
Forced-choice method
The forced-choice rating method contains a series of group of
statements and the rater checks how effectively the statement describes each
individual being evaluated. there may be some variations in the methods and
statements used, but the most common method of forced-choice contains two
statements both of which may be positive or neative. Though both of them
describe the characteristics of an empoyee, the rater is rater is forced to tick
only one which appears to be more descriptive of the employee.
40
Out of these wo statemens, only one statement is considered for final analysis
of rating. For example, a rater may be given the following two statements:
1.
The employee is hard working.
2.
The employee gives clear instructions to his subordinates.
Both these statements are positive but the rater is asked to rate only one
which is more descriptive of his subordinate’s behaviour. This is done to avoid
subjectivity in rating. Since the rater does not know which statement will be
taken for foma; ramlomg, he cannot become subjective. Several sets of such
statements, both positive ad negative, are given for rating. The final rating is
done on the basis of all sets of statements. This mentod may be more objective
but it involves lot of problems in constructing such sets of statements.
Check-list method
In the check-list methos of appraisal, the rater provides appraisal report
by answering a series of questions related to the appraisee. These questions are
prepared by personnel department and are related to the behaviour of the
appraisee concerned. Each question has two alternatives, yes or no, as given
below:
1.is he/she interested in the job?
2.is he/she regular on the job?
Yes/no
Yes/no
41
3.does he/she show uniform behaviour to all?
Yes/no
4.is he/she respected by his/her subordinates and colleagues?
Yes/no
5.is he/she willing to help other employees?
Yes/no
6.does he/she follow instructions properly?
Yes/no
7.does he/she give recognition and praise to employees for
good work done?
Yes/no
8.does he/she maintain discipline well?
Yes/no
These are some of the examples of the questions. An roganisation may
prepare a series of questions relevant to various categories of its personnel. The
rater concerned has to tick appropriate answers relevant to the appraisees.
When the check-list is completed. It is sent to personnel department for further
processing. Various questions in the checklist may have either equal weightage
or more weightage may be given to those questions which are more important.
The personnel department, then, calculates the total scores which show the
appraisal result of an employee. This method appears to be easy to handle if
proper questions are framed for different categories of employees. However, as
Flippo argues, it is difficult to assemble, analyse, and weigh a number of
statements about employee characteristics and contributions.
42
Critical incidents method
In this method, only critical incidents and behaviours associated with
these incidents are taken for evaluation. This method involves three steps. A
test of noteworthy on-the-job depending on the degree of desirability for the
job. Finally, a check-list of incidents which basic idea behind this rating is to
appraise the people who can do well in critical situations because in normal
situations, most employes work alike. This method is very useful for
discovering potential of employees who can be useful in critical situation. Such
a situation may be quite important for the job. For example, how a supervisor
has handled the situation in the case of sudden disturbance by workers will
give better idea about his leadership qualities and handling of situation.
There are certain positive features of this method. It measures
behaviours which are critical to the effective performance of the job. If the
proper maintenance of the record of critical incidents is effected, it provides
real clue for judging the fit between the employee and his job. However, thes
method has serious limitations, both psychologically and operationally. These
limitations have been identified by Burack and Smith as follows:
1. Negative incidents are, generally, more noticeable than positive ones.
2. The recording of incidents is a core to the superior and may be put off and
easily forgotten.
43
overly close supervision may result.
3.The managers may unload a series of complaints about incidents during
annual
performance review session. The feedback may be too much at
one time and, thus, appear as a punishment to the ratee. More appropriately,
the management should use incidents of poor performance as oprtunities for
immediate training and counseling.
Graphic scale method
Graphic scale, is also known as linear rating scale, is the most
commonly used method of performance appraisal. In this method, a printed
appraisal form is used for each appraisee. The form contains various employee
characteristics and his job performance. Various characteristics include
initiative, leadership, dependability, cooperativeness, enthusiasam, creative
ability, analytical ability, decisiveness, emotional maturity, etc. depending on
the level of the employee. Job performance includes quality and quantity of
work performance, responsibility assumed, specific targets achieved, regularity
of attendance, etc. The rating is done on the basis of scale which is in
continuum. The central idea behind this scaling is to provide the rater with a
continuum representing varying degrees of a particular quality. The rater
estimates the degree to which each quality is possessed by his subordinates.
44
The degree of quality is measured on a scale which can vary from three points
to several points. However, most common practice is to have five-point scales.
Some organizations use even numbers in order to avoid the tendency of the
rater to tick mark central points. Degrees may be numbered of defined. Thus 5,
4, 3, 2, and 1 in that order can be used to denote points for various degrees of
excellent-poor, high-low, or good-bad, and so on. These numbers can be
expressed in terms of descriptions like excellent, very good, average, poor, and
very poor; or very high, high, average, low, and very low. Instead of numbers
showing barious degrees, sometimes definitions and descriptions of qualities
canbe used. A partial view of graphic scale used by Indian Hotels Limited is
provided in Exibit 21.1.
45
Performance appraisal at Indian hotel limited:
Superior, above avg, avg, below avg, comments
1.
job knowledge
technical knowledge of
job and related work
2.
quality
accuracy, neatness
3. quality
output of good work
4. personal appearance
cleanliness, neatness
5. ability for teamwork
cooperative attitude,
good relations with others
6. common sense
thinks intelligently,
takes logical decisions
7. initiative
interested in making improvement,
seeks additional
responsibility
8. industriousness
ability to work hard,
conscientious on job
9. manners and obedience
general discipline
10. health level and absenteeism
46
Graphic scale method is good one in measuring various job behaviours
of an employee. However, it is not free from rater’s biases. Problem may
emerge in defining various traits and judging these.
Essay Method
Instead of using structured forms for performance appraisal, some companies
use free essay method, or sometimes, combine this with other methods. In
essay method, the rater assesses the employees on certain parameters in his
own words. Such parameters may be as follws:
1.work performance in terms of quality, quantity, and costs;
2.knowledge about the job;
3.knowledge about organizational policies, procedures, and
rules;
4.employee’s characterstics and behaviour;
5.employee’s strengths and weaknesses;
6.overall suitability of the employees;
7.employee’s potential and promotability; and
8.training and development needs of the employee.
The essay method is useful in providing useful information about an
employee on the basis of which he can be appraised. However, there may be
problems in free essay method. Each rater may use own style and perception in
describing a person which produces difficulty in analysis. Further, as
47
Henderson observes, the quality standard for the appraisal may be unduly
influenced by appearance rather than content. Thus, a ‘high-qualit appraisal’
may provide little useful information about the performance of the ratee.
Field Review Method
In the field review method, an employee is not appraised by his direct
superior but by another person. Usually, from personnel department. The basic
idea is that such a person may take more objective view in appraisal as he is
not under pressure as the superior of the employee may be. The rater, in this
case, appraises the employee based on his records of output and other
quantitative information such as absenteeism; late-coming, etc. the rater also
conducts interviews of the employee and his superior to ascertain qualitative
aspects of job performance. This method is more suitable for promotion
purpose. Further, this method provides information to make comparison of
employees from different locations and units. The chances of bias are reduced
to a great extent as personnel department person is supposed to be trained in
appraisal mechanism. Henderson observes that even when a superior or others
concerned supply biased information, the rater may be able to pinpoint areas
requiring training and development assistance. However, field review method
suffers from two limitations: 1. an outsider is usually not familiar with the
conditions in an employee’s work
48
Environment which may affect his ability and work motivation to perform.
2. The outsider does not have the opportunity to observe the employee’s
behaviour or performance over a period of time and in a variety of situations,
but only in an
Artificially structured interview situation which extends over a very short
period of time.
INTRODUCTION OF 360-DEGREE APPRAISAL:
360-degree feedback is a full circle system of obtaining information from peers,
subordinates, and internal and external customers, about the employee's
performance. 360-degree assessment is based on the assessment of an
individual's management styles, competencies and behaviour by colleagues
horizontally and vertically by involving his boss, peers and direct reports in the
organization.
360-degree feedback
Is a multi source assessment, which includes
* Self,
* Supervisor
* Internal Customers/peers/Staffs
* External Customers
49
Need of 360-degree feedback in organisations
Business is towards surplus generation. Without surplus no organisation can
grow. Here the effort to grow the business and the surplus should come from
employee part. The performance of the employees is at work here matters in
business development and organisational development. The performance of the
employees should then align with the strategic decisions that integrate the
business goals in an increasingly competitive environment. It is the responsibility
of the Human Resource Management to integrate the culture of the organisation
with all available resources to the optimum out put. The 360 0 Appraisal helps the
HR Department to have better understanding of the competitive advantage and
disadvantages of the current manpower resources and tune them towards
performance excellence and productivity.
50
Prerequisites
*Top management Support
* Confidence of employees on the appraisal methodology
* Objectives need to be measurable with performance
requirements
clearly stated.
* A detailed plan of implementation
* Collaboration between superior and subordinates
* Some prior experimentation and positive experiences
Clear organisational philosophy and policy objectives
Uses for 360 Degree Feedback include:
•
Performance Appraisal
o Recognition of performance.
o Providing feedback on individual performance.
o Providing a basis for self-evaluation.
•
Assessing Employee Development:
o Diagnosing training and career development needs.
51
o Providing a basis for promotion, dismissal, job enrichment, job
enlargement, job transfer, probation, etc.
o Monetary and other rewards.
•
Organizational Climate Study:
o Organisational environment improvement needs
o Changes in the Managerial approaches, leadership, etc
•
Customer Satisfaction Study:
o Employees attitudinal change
o Customer satisfaction improvements
How 360-degree feedback system adds value?
360 degree feedback enables an organization to focus on developmental efforts,
at the individual and group level, in the present business environment where the
success of the company depends on continuous revolution, which is possible
through organizational development. 360-degree feedback facilitates the
alignment of individual capabilities and behaviors with organizational strategies.
It adds value to the organization indifferent ways:-
52
•
360-degree feedback provides a better understanding of
individuals performance at work
•
360-degree feedback provides a multifaceted view about the
employees from different sources
•
360-degree feedback provides a better understanding of employed
developmental needs
•
360-degree feedback provides increased the understanding about
one's role expectations.
•
360-degree feedback provides increased the understanding of
competence and competency in various roles
•
360-degree feedback extends better morale to those who perform
and contribute well to the organisation
•
360-degree feedback reduces training costs by identifying
common development needs.
•
360-degree feedback increases the team's ability to contribute to
the organizations goals
•
360-degree feedback helps everyone to work for a common
standard and institutionalize performance management.
•
360-degree feedback ensure better interpersonal relationship and
group cohesiveness
53
•
It promotes self-directed learning and provides a road map for
employee's development planning.
•
It promotes better Communication within departments.
•
360-degree feedback Increases the team's ability to contribute to
the organizations goals develop better bottom line through
boosting the capability of the organization to meet its objectives.
Steps may be taken to gauge the readiness of an organization
for 360-degree feedback:
•
Identification of the problem.
•
Analysis of the organizational context for finding a solution to the
problem.
•
Allocation of resources for the purpose in terms of time and
finances.
•
A detailed plan of implementation.
•
Follow up
Pitfalls of 360-degree feedback
•
A detailed plan of action, which ensure the transparent and clear
implementation of appraisal with employee accountability.
54
•
Effective follow-up is the prime requirement of 360-degree
feedback. Failure in follow-up may cause more harm than good.
•
The 360-degree feedback is time consuming and cost consuming
assessment process. Without having adequate resource to
implement the process, it will end up nowhere and develop
financial burden to organisation.
•
The trust and confidence on the employees who undergo this
feedback assessment process is a determinant factor in its
outcome. Many consider this appraisal as tool for downsizing.
•
The process involves a lot of paper work.
•
There are high chances of subjectivity from the management and
employee part in the feed back assessment.
•
Many times the confidentiality of the appraisal cannot ensure
from the HR department.
•
Since the assessment is based on qualitative data many times it
cannot ensure unambiguous, clear, specific, and observable and
quantifiable formats.
55
Conclusion
360-degree feedback is sometimes referred to as multi-rater appraisals,
multi-source feedback or 360 degree profiling. It is essentially a process,
which enables a person to receive feedback from a number of people
around them (see diagram). The purpose of the feedback is usually varied
from organisation to organisation. 360-degree feedback not only acts as
tool for organisational development but also to help an individual
determine areas they need to develop. The success of the appraisal
depends on the transparency and clear objectives of its need and its clear
cut intimation to the employees even at the bottom level of the
organisation.
56
THE PROCESS OF 360 DEGREE APPRAISAL IN
DRL
Introduction of 360 degree appraisal:
1. Purpose:
Feed back is essential to personal development. It provides us with information
about the way we work with others. It can act both as a stimulus to change
behavior ,and as a catalyst to facilitate change.
To be more effective, we need to be aware of the consequences of our
behavior, so that we can decide whether or not the consequences match our
intentions.
2. Glossary:

Self: The individual undergoing the 360 degree feedback process

Superior/s: The individual’s functional/administrative supervisor
(reporting to:i.e.,L+1) or person 1 or more levels up identified as superior
without having a direct reporting relationship. It can also include the L+2
57

Peers: Colleagues of the individual from the same or other departments
(including internal customers) with whom the individual has a working
relationship

Subordinates: Direct reports, those whom the individual is directly
supervising. It may also include juniors from other functions/departments in
some cases. Subordinates who have given an individual the 360 degree
feedback in the present cycle

360 degree9i.e., others): The group of superiors, peers and
subordinates who have given an individual the feedback in the present cycle

Comparative Group: All
the members in the same work-level
(e.g.:work level-4 or work level-5 or work level-6) who are receiving the 360
degree feedback in the present cycle
3. Rating scale:
Scores by self and responses received together from superiors, peers and
subordinates (referred to as “360 degree” or ‘others’) to each of the questions
are shown as an average score on the five-point scale shown below:
58
1. Unacceptable
2. Needs improvement
3. Emerging
4. Effective
5. Exceptional
The self vs. the 360 degree groups scores shows the relative standing of the
individual with respect to the mean scores of his or her group of superiors,
peers and subordinates taken together on the parameters and elements of the
DRL leadership model.
The qualitative remarks on your strengths/areas of improvement & suggestions
are also summarized (verbatim) towards the latter part of this report.
3. How the report is organized:

Overall picture of the scores (your self scores and how others have
scored you) on the parameters of the DRL leadership model. It also includes
your scores with reference to your comparative group.

Graphical representation of your self scores against the 360 degree
scores on the nine sub-parameters of the leadership model. All scores are
simple averages, unless mentioned otherwise.
59

Element-wise (360 degree0 scores and scoring trends

Open-ended feedback on strengths and areas of improvement captured
verbatim from self and others’(360degree) comments

Annexure on Rating Scales, which attempts to explain the meaning of
the scale
4. How to interpret your feedback?

Begin with the overall representation. Study the gap between the self-
assessment and the feedback given by the relevant group.

Next, note the highest and lowest scoring parameters with reference to
the feedback given by the 360 degree group. These will comprise your relative
strengths ad areas of improvement. Prepare an action plan
o
to leverage your strengths, and,
o
to work towards reducing your weaknesses

On some of the dimensions you may have been assessed by different
groups of respondents.
60

You are advised to discuss with your superior on ay of these parameters
or elements (“unacceptable” or “needs improvement”) where you are rated
low. It could be indicative of very high expectations from your working
environment. In case you feel that you are doing your best and yet, you have
been rated low, it could be indicative of a communication gap and/or a bias.
The best way to clarify a bias is through a discussion clarifying the
observations and expectations. Communication is crucial for effective
feedback.

Refer to the annexure on rating scales for an understanding of the same,
while reading this report.
61
EXECUTIVE SUMMARY:
2. Scores with reference to the parameters of the DRL leadership
model
Drives
Revels
Organizational
Entrepreneurship &
Example
Your self-score
Your 360 degree
Building
2.7
2.87
Innovation
2.28
2.98
3
3
score
Scores
2.01
2.07
2.15
2.79
2.81
2.86
3.39
3.45
351
of
your
Leads
.
comparative
group
(wrt.
Min
in
360
Avg
.
degree
scores)
Max
.
by
62
3. Scores with reference to the nine sub-parameters of the DRL
leadership model
Drives Organizational Building
Revels in Entrepreneurship &
Leads by Example
Sub-
Innovation
Sub-
Sub-parameter
parameter
Score
self
360
parameter
Score
self
deg
Collaborate
s
2.6
and
360
self
deg
ree
2.8
Recognizes
4
opportunitie
2
degree
ree
2.9
Accepts
and
5
delivers
on
leverages
s and takes
stretch goals to
resources,
risks
achieve
knowledge
intelligently
breakthrough
and
Score
360
3
2.78
performance
relationship
s to achieve
organizatio
nal
priorities
Coaches
and
Legend:
PT1: Collaborates and leverages resources, knowledge and relationships to
achieve organizational priorities
PT2: Coaches and develops more leaders
PT3: Aligns and adapts structure, processes and systems to strategic direction
PT4: Recognizes opportunities and takes risks intelligently
PT5: Displays flexibility and drives change effectively
PT6: Fosters a climate of innovation and executes on opportunities
PT7: Accepts and delivers on stretch goals to achieve breakthrough
performance
3.11
PT8: Inspirational yet unassuming
PT9: Lives and champions DRL’s value
64
(C) Scores of 360 degree group on Elements of the DRL Leadership Model in
descending order.
Element.
ELEMENT
360
No.
1
DIMENSION
DEGREE
Facilitates effective utilization of all
available
resources
across
(D/R/L)
SCORE
2.61
D
the
2
organization
Creates and shares knowledge across
3.06
D
3
the organization
Consciously attempts
2.83
D
2.64
D
engage
4
and
to
retain
induct,
talented
employees
Builds and nurtures relationships &
leverages knowledge, expertise and
resources to create greater value
5
across the organization
Fosters the spirit of collaboration &
3.06
D
6
teamwork in organization
Delegates appropriately and allows
3.25
D
team members to take decisions with
7
an element of calculated risk
Invests time and effort in the growth
2.86
D
9
and development of team members
Drives perfect in letter and spirit to
3
D
10
get the best out of people
Keeps abreast of the
3.42
D
latest
developments and practices in the
industry.
Introduces
wherever appropriate
change
11
Understands
organization
2.72
D
communication priorities and drives
12
them appropriately
Consciously attempts to build the
2.44
D
13
desired culture in the organization
Is able to spot trends/discontinuities
3
R
2.92
R
2.89
R
3
R
to
identify
immediate
business
and
long
improvements
14
term/opportunities
Generates creative alternatives when
faced
15
with
problems.
calculated risks.
Balances between
Takes
systems
and
innovation to gain quantum growth
in business while having strategy in
16
place to mitigate downside risks
Logically
analyses
available
information amidst high ambiguity
17
and uncertainty
Makes an effort to appreciate and
2.75
R
18
integrate cross cultural teams
Challenges complacency. Does not
2.72
R
3.42
R
3.25
R
shy
19
away
taking
tough
decisions
Welcome change and implements
initiatives
20
from
with
sincerity
and
commitment
Fosters a climate of innovation by
challenging status quo. Creates an
environment where new ideas are
welcomed.
Tolerates
genuine
21
mistakes
Takes a result oriented approach,
2.72
R
22
leading to effective execution
Understands internal and external
2.94
L
2.94
L
customers/suppliers
23
requirements.
Responds to their needs on priority
Motivates team to accept and deliver
on
stretch
goals.
Strives
for
24
breakthrough performance
Delivers on stretch goals
committed.
Works
as
2.36
L
3.08
L
towards
transferring skills to colleagues &
25
executes on succession planning
Maintains consistency and a high
degree of objectivity while making
people
decisions
(rewards,
26
promotions, placements etc)
Leads by personal example & walks
3
L
27
the talk
Gives full credit to contributing team
3.25
L
28
members
Shows humility in word and action.
3.17
L
29
Does not use power inappropriately
Strives for excellence in everything
2.97
L
30
he thinks, says or does
Is dedicated to achieving the highest
2.83
L
3.58
L
3.08
L
2.64
L
3.06
L
3.58
L
levels of quality of delight internal &
31
external customers
Upholds the self-esteem & dignity of
all colleagues. Creates an open
culture conducive for expression of
views and ideas irrespective of
32
hierarchy
Creates
an
environment
of
innovation & learning. Fosters a
desire to excel and willingness to
33
experiment
Seeks
opportunities
relationships
to
&
build
leverages
knowledge, expertise and resources
to create greater value across the
34
organization
Takes utmost care to protect our
natural environment & initiatives to
serve the communities in which we
35
operate
Maintains
the
highest
ethical
standards
of
truth,
integrity
&
transparency
D= Drives Organizational Building
Innovation
R=Revels in Entrepreneurship &
L= Leads by
Example
3. 360 degree FEEDBACK SURVEY: ELEMENT-WISE
SCORES & TRENDS
This section displays the scores (as average) of self and respondents
(360degree) and also gives a glimpse of the rating trends on each element of
the parameters of the DRL leadership model
Rating
scale:
0=Unacceptable;
1=Needs
improvement;
2=Emerging;
3=Effective; 4=Exceptional
68
1. Drives organizational Building
(PT1) Collaborates and leverages resources, knowledge and relationships to
achieve organizational priorities
S.
Success
Description
N
Attribute
1
of
Self
360
Rating Trends of
Behavior
degree
360degree (others)
Resource
Facilitates
2
(others)
2.61
Sup<peer<sub>sup
Optimizatio
effective
n
utilization of all
3
2.06
Sup>peer<sub>sup
3
2.83
Sup>peer<sub>sup
2
2.64
Sup<peer<sub>sup
3.06
3.06
Sup>peer<sub>sup
available
resources across
2
Knowledge
the organization
Creates
and
Managemen
shares
t
knowledge
across
3
Eye
for
Talent
the
organization
Consciously
attempts
induct,
to
engage
and
retain
talented
4
Relationship
employees
Builds
and
Orientation
nurtures
relationships
with
key
external
and
internal
5
Collaboratio
stakeholders
Fosters
the
n
spirit
&
Teamwork
of
collaboration &
teamwork
in
organization
Cumulative
2.6
2.84
Average score
(PT2) Coaches and develops more leaders
Sr.
Success
Description of
No
Attribute
Behavior
.
6
Delegation
Delegates
Self
360
Rating Trends of
degree
360degree (others)
3
(others)
3.25
Sup=peer<sub>sup
3
2.86
Sup>peer<sub>sup
2
2.36
Sup<peer<sub>sup
2
3
Sup=peer=sub=sup
2.5
2.87
appropriately
and
allows
team members
to
take
decisions with
an element of
7
People
calculated risk
Invests
time
development
and effort in
the growth and
development
of
8
team
Succession
members
Works towards
planning
transferring
skills
to
colleagues
&
executes
on
succession
9
Performance
planning
Drives perfect
Coaching
in letter and
spirit to get the
best
out
of
people
Cumulative
Average Score
(PT3) Aligns and adapts structure, processes and systems to
strategic direction
Sr.
Success
Description
of
No
Attribute
Behavior
.
10
Systems and
Keeps abreast of the
process
latest developments and
orientation
practices
in
industry.
Introduces
change
11
Self
3
360degr
Rating Trends of
ee
360degree
(others)
3.42
(others)
Sup>peer<sub<s
up
the
wherever
communicat
appropriate
Understands
ion
organization
3
2.75
Sup<peer<sub>s
up
communication
priorities
12
and
drives
Culture
them appropriately
Consciously attempts to
building
build the desired culture
In the organization
Cumulative
Average
3
2.58
Sup>peer<sub<s
up
3
2.92
Score
71
2. Revels in Entrepreneurship & Innovation
(PT4) Recognizes opportunities and takes risks intelligently
S.no
Success
Description of Behavior
Self
Attribute
13
Business
Is
able
Acumen
trends/discontinuities to
identify
to
spot
immediate
business improvements
and
long
2
360
Rating Trends of
degree
360degree (others)
(others)
3
Sup=peer=sub=sup
14
Risk Taking
term/opportunities
Generates
creative
2
2.92
Sup=peer>sub<sup
2
2.89
Sup>peer<sub=sup
2
3
Sup=peer=sub=sup
2
2.95
alternatives when faced
with problems. Takes
15
Risk
calculated risks.
Balances
between
Mitigation
systems and innovation
to gain quantum growth
in
business
while
having strategy in place
to mitigate downside
16
Dealing with
risks
Logically
analyses
ambiguity
available
information
amidst high ambiguity
and uncertainty
Cumulative
Average
score
72
(PT5) Displays flexibility and drives change effectively
Sr.
Success
No
Attribute
.
17
Cross
Makes
cultural
appreciate and integrate
sensitization
Improvemen
cross cultural teams
Challenges
t orientation
complacency. Does not
18
Description of Behavior
an
effort
to
Self
360
Rating Trends of
degree
360degree (others)
2
(others)
2.83
Sup<peer<sub>sup
2
2.72
Sup<peer<sub>sup
3
3.42
Sup>peer<sub<sup
shy away from taking
19
Flexibility &
tough decisions
Welcome change and
change
implements
initiative
management
with
sincerity
commitment
Cumulative
and
average
2.3
score
2.99
3
S
73
(PT6) Fosters a climate of innovation and executes on
opportunities
Sr.
Success
Description
of
No
Attribute
Behaviour
.
20
Innovation
Fosters a climate of
orientation
innovation
Self
360
degree
Rating
Trends
(others)
360degree (others)
3
3.25
Sup=peer<sub>sup
2
2.72
Sup<peer<sub>sup
by
challenging status
quo.
Creates
an
environment where
new
ideas
are
welcomed.
Tolerates
21
Execution
mistakes
Takes a
genuine
result
of
oriented approach,
leading to effective
execution
Cumulative
2.5
2.99
average score
74
3. Leads by Example
(PT7) Accepts and delivers on stretch goals to achieve breakthrough
performance
Sr.
Success
Description
No
Attribute
Behavior
22
Customer
Understands
Focus
internal
of
Self
360
Rating Trends of 360
degree
degree (others)
3
(others)
2.94
Sup>peer<sub>sup
3
2.94
Sup>peer<sub>sup
and
external
customers/suppli
ers requirements.
Responds to their
23
Performan
needs on priority
Motivates team
ce mindset
to
accept
and
deliver on stretch
goals. Strives for
breakthrough
24
Result
performance
Delivers
on
Orientatio
stretch goals as
n
committed
Cumulative
3
2.94
3
2.78
Sup>peer<sub>sup
Average score
75
(PT8) Inspirational yet unassuming
Sr.
Success
No
Attribute
25
Fairness
Description of Behavior
&
impartiality
Self
Maintains consistency and a
360
Rating Trends of
degree
360 degree (others)
3
(others)
3.08
Sup=peer<sub>sup
high degree of objectivity
while
making
decision
people
(rewards,
26
Inspirational
promotions, placements etc)
Leads by personal example
3
3
Sup=peer=sub=sup
27
Credit
& walks the talk
Gives
full
credit
to
3
3.25
Sup=peer<sub>sup
28
sharing
Unassuming
contributing team members
Shows humility in word and
3
3.17
Sup=peer<sub>sup
action. Does not use power
inappropriately
Cumulative Average score
3
3.12
76
(PT9) Lives and champions DRL’s value
Sr.
Success
No
Attribute
29
Excellenc
Strives for excellence in
e
everything the thinks,
Quality
says or does
Is
dedicated
Orientatio
achieving the highest
n
levels
30
Description of Behavior
delight
31
to
internal
Rating Trends of
degree
360 degree (others)
3
(others)
2.97
Sup>peer<sub>sup
3
2.86
Sup>peer<sub>sup
3
3.58
Sup>peer<sub<sup
&
external customers
Upholds the self-esteem
for
&
individual
360
of quality to
Respect
the
Self
dignity
of
all
colleagues. Creates an
open culture conducive
for expression of views
and ideas irrespective if
32
Innovatio
hierarchy
Creates an environment
n
of
innovation
learning.
desire
3
2.64
Sup<peer<sub>sup
3
3.06
Sup>peer>sub<sup
3
3.58
Sup>peer<sub<sup
3
3.11
and
to
Collaborat
experiment
Seeks opportunities to
ion
build relationships &
&
Sup=peer<sub>sup
a
willingness
33
3.08
&
Fosters
to excel
3
Teamwor
leverages
knowledge,
k
expertise and resources
to create greater value
34
Harmony
across the organization
Takes utmost care to
&
protect
Social
our
natural
responsibi
environment
&
lity
initiatives to serve the
communities in which
35
Truth
integrity
&
we operate
Maintains the highest
ethical
standards
of
truth,
integrity
&
transparency
Cumulative Average
Score
OPEN ENDED FEEDBACK:
You and your respondents had the opportunity to write comments on your
work style in the Feedback Questionnaire. These comments have been quoted
verbatim in sequence.
78
Strengths
•
Willingness to
Areas of Improvement
•
Communication
experiment
•
•
myself into the organization
Logical as well
Should improve on integrating
as Lateral Thinking,
•
NA
useful in problem
•
He should be more and more
solving
assertive
•
Is a good mentor
and a effective
•
communicator.
•
Respect for
•
Result Orientation
•
Need to be more decisive and
‘closure’ and ‘delivery’ oriented.
Leverage skills of persuasion / influence
individual
to get complex cross – functional tasks
•
carried out in a matrix environment.
Knowledge in
Pharma Trends &
Improve sharpness of verbal
Marketing
communication.
•
Very strong on
•
Positive attitude
concepts, strategy and
•
Back End Understanding
pharma industry
•
To use his position more
perspectives & insights.
•
Good team
player
•
Product/Molecul
Excellent
knowledge of the
concerned subject
•
Humility
•
People
Management –
mentorship which is
complemented by
empathy
•
•
Business realities in various
markets
e/Therapy knowledge
•
effectively to get best results
Gives full
freedom to work and
•
Should stop cribbing about role
clarity and get into close for each
assignment/project
•
NA
•
Risk taking ability
•
Team Building
•
Ability to shoulder responsibility
and self-priorities without too much
support from superiors.
•
Managing contacts
•
Better team work involving
everyone
keeps a strong support
•
People management
by constant feedbacks
•
Should stop to be judgmental
and guidance.
•
NA
5. ANNEXURE:
RATING SCALES: The scores, range of ratings and the meanings
associated with each dimension is common to all the 35 elements of the DRL
Leadership model.
Scale
0
1
2
3
4
(score)
Range of
unacceptable
Needs
Emerging
Effective
Exceptional
ratings
Nearest
Resistant
improvement
Unaware
Aware
Aware
Aware and
and does
does
meaning
in
consistently
actionable
of
the
above
ratings
80
1. Employee idea about 360 degree appraisal process.
interpretation: The above table reveals that 90% of the employees said that
360 degree appraisal system is used by the organization for measuring the
performance of the employees.
82
3.The factor which is so good of performance appraisal system
adopted by the organization.
PARTICULARS
NUMBER
Open feedback
RESPONDENTS
8
OF
PERSENTAGE
RESPONDENTS
27
OF
Transparency
in
evaluation
Recognition for work
Impartiality
Total :
14
47
5
3
30
16
10
100
50
45
40
35
30
25
20
15
10
5
0
open feedback
transparency
in evaluation
recognition for
work
impartiality
Interpretation:
The above table reveals that 47% of the employees said that
transparency in evaluation is in their performance appraisal.
83
4. Employee satisfaction on appraisal system adopted by the
organization.
PARTICULARS
Interpretation: The above table reveals that 63% of the employees said that
the accurate results are possible through this 360 degree appraisal system that’s
why the organization adopted this method.
86
7. Training programmes attended to improve performance of the
employee:
PARTICULARS
NUMBER
None
1 to 3
3 to 5
Total:
RESPONDENTS
9
18
3
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
30
60
10
100
OF
70
60
50
40
30
20
10
0
none
1 to 3
3 to 5
Interpretation:
Above the table reveals that 60% of the employees attended the training
programmes
(1 to 3) to improve their performance.
87
8.Apex committee is involved in deciding employees grades.
PARTICULARS
NUMBER
0-35%
36-70%
71-100%
Total:
RESPONDENTS
3
19
8
30
GRAPHICAL REPRESEMTATION:
OF
PERSENTAGE
RESPONDENTS
10
63
27
100
OF
70
60
50
40
30
20
10
0
0-35%
36-70%
71-100%
Interpretation:
Above table reveals that 63% of employees said that 36-70%, the apex
committee involving in deciding employees grades.
88
9.Employee agrees with the apex committee results.
PARTICULARS
NUMBER
Strongly agree
Agree
Disagree
Total:
RESPONDENTS
2
28
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
7
93
0
100
OF
100
90
80
70
60
50
40
30
20
10
0
Strongly agree
Agree
Disagree
Interpretation:
The above table reveals that 93% of the employees said that they are
agree with the apex committee results.
89
10. Appraisal system motivates the performance of the employee.
PARTICULARS
NUMBER
Yes
No
Total:
RESPONDENTS
30
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
100
0
100
OF
120
100
80
60
40
20
0
Yes
No
Interpretation:
The above table reveals that the 100% employees said thatemployees
performance is motivated by the (360 degree) performance system adopted by
the organization.
90
11.Appraisal system is helpful to minimize the weaknesses of the
employee.
PARTICULARS
NUMBER
To a great extent
Up to some extent
Average
Below average
Total:
RESPONDENTS
7
18
15
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
23
60
17
0
100
OF
70
60
50
40
30
20
10
0
To a great
extent
Up to some
extent
Average
Below average
Interpretation:
The above table reveals that the 60% of the employees said that the
appraisal system is helpful to minimize their weaknesses.
91
12.Performance of the employee is improved by 360 degree
appraisal.
PARTICULARS
NUMBER
0-35%
36-70%
71-100%
Total:
RESPONDENTS
1
24
5
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
30
80
17
100
OF
90
80
70
60
50
40
30
20
10
0
0-35%
36-70%
71-100%
Interpretation:
The above table reveals that 80% of the employees said that their
performance is improved by 360 degree appraisal .
92
13. Employee opinion on 360 degree appraisal.
PARTICULARS
NUMBER
Very good
Good
Average
Poor
Total:
RESPONDENTS
4
26
0
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
13
87
0
0
100
OF
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Very good
Good
Average
Poor
Interpretation:
The bove table reveals that 87% of the employees opinion on the 360
degree appraisal system is GOOD.
93
14. While giving the appraisal for superior there is any
consideration for subordinate feedback.
PARTICULARS
NUMBER
Yes
No
Total:
RESPONDENTS
12
18
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
40
60
100
OF
70%
60%
50%
40%
30%
20%
10%
0%
Yes
No
Interpretation:
The bove table reveals that 60% of the employees said that there is no
consideration to take the feedback of them while givining the appraisal of
superior.
94
FINDINGS
o
Most of the employees said that the 360 degree appraisal system
adopted by the organization is very good.
o
The 360 feedback process is well known to every employee in the
organization.
o
The weaknesses of the employees are minimizes by the 360
degree appraisal adopted by the organization
The apex committee is involved in deciding the employees final
o
grades. Their role is very important in this appraisal process
In DRL the employees are attended the training programes 2 to 3
o
times in a month. The organization is mainly focused on the training
programmes.
95
SUGGESTIONS:
1. Use of counseling as a tool to improve performance can help the employees
provided it is devoid of severe criticisms, suppression of domination.
2. Appreciation for good performance and proper guidance for improvement
is a must.
3. Appraisal linked to promotions and increments will motivate the employee
towards work culture.
4. As the appraisal is directly linked to promotions or career progressions of
an employee there should be transparency in discussing the appraisal
report.
5. Objective and fair assessment can induce seriousness towards appraisal and
help increase motivation among employees.
6. New performance methods to be implemented in appraising the
performance of the employees.
7. A clear feedback should be given to the employees in knowing their
drawbacks.
8. Executives should be provided some monetary benefits basing on their
performance.
9. Separate methods to be used for managerial and non-managerial level.
Accordingly content to be selected to measure.
96
SUMMARY
Dr. Reddy’s works towards providing patients access to high quality
generic medicines at affordable prices, and secondly, helps develop new
treatments that satisfy unmet medical needs and are improvements over
currently existing therapies.
Increased awareness, acceptance of generics and favorable legislation, have
together with the large volume of branded products losing patent protection
over the coming years, led to continued expansion of the generic
pharmaceuticals market
The company using the H.R tools to strength its man power meets its
targeted goals and as a part of this, employee’s performance appraisal utilized
for evaluation of its manpower potential and builds a good team. In this
activity the company H.R department had choosen 360 degree appraisal
method.
The process of employee’s performance appraisal in Dr. Reddy’s
pharma ltd, Hyderabad is carried out according to principle’s of 360 degree
appraisal method. These appraisal method would be evaluated by
superiors/managers of bottom to top rank effectively and approximately 95%
of the employees are being satisfied with good increments and promotions.
97
The data generated on employees performance appraisal as well as
increment and promotion will be utilized in future for remuneration
administration, employee training and development programmers, transfers
H.R planning and validation of selection programmers.
98
CONCLUSION
In this growing competitive world it is very essential for any employee
to become more efficient. So, it is the responsibility of the employee to
increase the efficiency of the employees. So, in order to measure the efficiency
of the people various methods have come into existence. One such method is
360 degree appraisal. As the name itself indicater it appraises the overall
performance of the employee which will be satisfactory for him.
To make this more successful a separate committee is being maintained
called “Apex” committee. Through which they can be get motivated and inturn
improves their efficiency and finally leads to both personnal and organizational
development.
99
BIBLIOGRAPHY
S.NO AUTHOR
BOOKNAME
EDITION PUBLICATION
th
YEAR
1
Prof. T.V. Rao
Human resource
Development
12
Himalaya
publications
2002
2
C.B. Mamoria
Personnel and human
resource Management
3rd
Himalaya
publications
2007
3
P. Subba Rao
Human Resource
Management
4th
Himalaya
Publications
2006
4
R. Thomas and C. Developing Human
Mabey
Resources
3rd
Himalaya
Publications
2007
5
Arun Monappa
Personnel Management
6th
Himalaya
Publications
Elixer of Dr.Reddy’s Laboratories .Ltd
www.drl.com
www.drreddys.com
QUESTIONNIER
Dear respondents,
I am S. RAJARAJESWARI doing MBA programme in Aditya PG studies, kakinada,
affiliated to Andhra University.
2004
As a part of my academic I have to submit a project work. So, I am
doing project work on “performance appraisal” in your organization. So please give
your response the following questions
1.what is the methodology applied for your appraisal?
(
a. Management by objective
b. competency mapping
c. Factor comparison method
d. 360 degree appraisal
2. what is so good about your performance appraisal system?
a. open feedback
)
(
)
b. transparency in evaluation
c. recognition for work
d. impartiality
3. are you satisfied by the appraisal system adopted by your organization?
(
)
a. satisfied
b. partially satisfie
c. dis satisfied
4. is there any impact of 360 degree appraisal on your performance?
a. strong
b. partial
(
c. poor
5.do you know why the oraganisation has adopted the 360 degree appraisal? (
a. accurate results
)
b. because it is modern method of appraisal
c. because all MNC’s are followed.
)
6. how many training programmes you have attended to improve your performance?
(
)
a. none
b. 1 to 3
c. 3 to 5
7. do you have any idea about the 360 degree appraisal process? (
a. yes
b. no
)
c. doubtful
8. to what extent apex committee involved in deciding your grades? (
a. 0 to 35%
b. 36 to 70%
c. 71 to 100%
9. how much do you agree with the apex committee results? (
a. strongly agree
)
)
b. agree c. disagree
10. do you feel that the appraisal system motivates your performance? (
a. yes, motivated
)
b. not motivated
11. to what extent the appraisal system is helpful to minise your weaknesses? (
a. to a great extent
b. up to some extent
)
c. average
d. below average
12. how much percentage of performance improved by this method (360 degree) of
appraisal system? (
a. 0 to 35%
)
b. 36 to 70%
c. 71 to 100%
13. what is your opinion regarding 360 degree appraisal system? (
)
a. average
b. very good
c. good
d. average
e. poor
14.while giving appraisal for superior does the subordinate feedback taken into
criteria?
(
a. yes