1. INCIDENT 1: THESE THINGS ARE A PAIN
1. What weaknesses do you see in Rajiv’s performance appraisals?
He thinks that this is an extra work which he has to do because of compulsion
therefore he is only doing it for the purpose of doing.
He is bias in giving the rating and also receiving feedback from employees he
doesn’t want to be questioned and therefore who ever tries to question him he is
trying to put them down in terms of performance evaluation.
The appraisal form had the following criteria’s for assessment: Quantity of Work,
Quality of Work, and Cooperativeness But these criteria’s don’t bring out the real
worth of performance and are very indistinct.
He even skipped the part where he has to give Suggestions or feedbacks, which is
very negative aspect because the whole purpose of appraisal is defeated.
HRM INCIDENT 2: PERFORMANCE APPRAISAL?
1. From Sweeny Electronics’ standpoint, what difficulties might Mike Mahoney’s
performance appraisal practices create?
Mike Mahoney’s performance appraisal is depends upon his soft cornerns rather
than on a duties as a professional which can create a problem for him in the future of
being biased
In this case the firms compensation policy is based on the performance appraisal that
is a merit increase of 10 percent in addition to a regular cost-of-living raise if the worker
performance outstandingly, therefore mike gives bill a good rating so that he can help
him financially but this thing can be done once or twice but after that he won’t be able
to help him
Mikes performance appraisal practice will excite other workers not to work sincerely
they may simply tell problems infont of mike to gain sympathy and get
compensation, which eventually destroys the whole process of performance appraisal.
The process of appraisal that mike is following now is against the general ethics and
values of a company as this is not his money that he is giving to bill but the

2. companies money which would have gone to a person who had worked hard to earn
it.
In lenient ratings the employee can receive higher appraisals, but causes major
problem where the staff might take it for granted.
Design a performance appraisal system of a 100% export oriented garment manufacturing
company located in Tirupur, Tamilnadu, India. It has 150 employees, all trained in garment
manufacturing. 15 of these are in the staff cadre and the rest in the workmen cadre. Will you
design different forms or the same form to be used for all employees? Why?
o Performance appraisal is the process of obtaining, analyzing and recording
information about the relative worth of an employee. The focus of the
performance appraisal is measuring and improving the actual performance of
the employee and also the future potential of the employee. Its aim is to
measure what an employee does.
There should be different performance appraisal for different levels in the
organization as their duties, responsibilities varies. Top level management has tasks
like decision making responsibility and authority delegation which requires high
levels skills whereas workmen require skills like operation, listening therefore it is
necessary to evaluate as per levels.
A few examples for each level are described below:
For top level management
Decision making
Inter-personal skills
Ability to build relationship
Taking responsibilities
Assertiveness

3. For workers
Technical skills
Communication
Activeness
Learning new things
Speed
More Output with less cost
Timeliness
Steps in Conducting the Performance Review Interview
1. Briefly cover the purposes of the performance review:
a. Explain how the employee is doing on the job assignment.
b. Evaluate what has been accomplished.
c. Prepare objectives for next year.
2. Before you discuss performance, discuss the job. If necessary:
a. Examine the Position Description together.
b. Determine agreement or disagreement about the exact nature of the employee’s
responsibilities.
c. Identify any needed revision in the position description.
3. Ask about the employee’s performance before you tell – and listen carefully.
a. Increasing effectiveness in position responsibilities.
b. Accomplishment of objectives, as well as failures.
c. Personal strengths in relation to the assignments and its challenges.
4. Present your evaluation of the employee’s performance. Explain your assessment in
detail.
a. Fulfillment of position description responsibilities.
b. Setting and attaining goals.
c. Evaluation of job comportment.

4. 5. Develop and agree on objectives for the coming year. Discuss functional objectives and
resources.
a. Related to position responsibilities.
b. Related to unit projects.
c. Problems anticipated.
6. Discuss professional/personal growth objectives and sources.
a. Related to the individual’s professional goals within the church.
b. Related to needs for personal self-development.
c. Problems anticipated.
7. Close the interview, hopefully leaving the employee with:
a. A specific or general awareness of overall effectiveness.
b. A clear understanding as to objectives agreed upon for the coming year heightened sense
of your concern and willingness to help.
Types of Performance Appraisal Techniques
Confidential Reports
This technique of appraisal is an individual form and is perhaps the oldest method. Prepared
by the employee's senior in a confidential manner, the employee's highs and lows in
performance during the past year are evaluated. As this information is kept secret and
confidential, the employee is not given a chance to improve upon his performance as he is not
notified of the shortcomings in performance.
Critical Incident Technique
This, too, is a type of appraisal for the employee alone. Here, the employee's best and worst
incidents of behavior are analyzed annually. These events are the ones that are the most
critical in appraising the employee.
Checklist Technique

5. This is an individual person appraisal form. The superior is given a checklist to mark answers
as "Yes" or "No." Typical questions are on the performance and behavior of the employee.
The inherent flaw here is that this method allows no scope for subjectivity.
Management by Objectives
The superior here examines measurable and tangible goals at the end of the year. This
appraisal form is a multiple person form and measurement of performance of any employee is
against her peers. At the beginning of the year, the superior lets his team know of key result
areas and results expected. After which, the work is delegated and definition of the authorities
and responsibilities takes place.
Paired Comparison
All the employees working in a team are compared against one another. The analysis of their
performance is then ranked. The rankings could be either in ascending or descending order of
performance.
360 Degree
All the persons who interact with any employee during the course of her work are taken as
stakeholders in this method. The stakeholders comprise of the immediate boss, the immediate
subordinates, top management and all the people with whom the employee interacts for work.
All these people provide feedback on her work and working style. The feedback thus
obtained helps the employee improve her performance.