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Chapter v

MAIN FINDINGS,

RECOMMENDATIONS AND SUGGESTIONS.

The analysis of the responses furnished by the respondents to various

questions covered in the Survey Questionnaire, brought-out in chapter III of the

dissertation forms the basis for drawing important findings from the research study

and to arrive at the specific recommendations for revamping the Performance

Appraisal system at IA!

MAIN FINDINGS

Hypothesis No.1

Peror!a"#e Appraisa$ provi%es a" opport&"ity or ea#h e!p$oyee to have

&"%ersta"%i"' o his reporti"' oi#ers e(pe#tatio" ro! hi! !

Mai" Fi"%i"' 1)

A ma"ority of the respondents #$%&' opined that present Performance

Appraisal System provided an opportunity for each employees to have understanding

of his reporting officer(s e)pectation from him to a considerable e)tent only! *hereas,

few respondent(s #%+&' had a feeling that it helps the employees to have

understanding of his reporting officer(s e)pectation to full e)tent! It shows that

employee(s of IA are clear about their predefined ob"ective#s' which they have to

attain in course of their wor period!

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Hypothesis No.*

Peror!a"#e Appraisa$ he$ps the e!p$oyee+s to i%e"tiy their stre"'ths a"%

ea-"esses .

A ma"ority of the respondents#$&' opined that the Performance Appraisal

helps the employees to identify their strengths and weanesses to a considerable

e)tent!

*hereas, few respondents #&' have a opinion that only to a little e)tent it helps the

employees to identify their strengths and weanesses! .ased on these views we can

conclude that Performance appraisal has become almost significant andindispensable tool for all the organi/ation irrespective of the operations into which it

is!

Hypothesis No.

Peror!a"#e Appraisa$ provi%es a" opport&"ity or se$/revie0assess!e"t.

A ma"ority of the respondents #$0&' opined that the Performance Appraisal

helps in providing an opportunity for self-1review and assessment to a considerable

e)tent! *hereas , very few respondents#$&' felt that it dosen(t provides or only to a

little e)tent it provides opportunity for self-review1assessment ! Thus it can be

concluded that employees are able to assess their own achievement for a particular

financial year and the same they are able to put forward to the reporting officer!

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Hypothesis No.

Peror!a"#e Appraisa$ assess!e"t o ea#h e!p$oyee o#&ses o" the

perso"a$ity a#tors a"% attri2&tes re3&ire% or #&rre"t 4o2

A ma"ority of the respondents #$2& ' opined that Performance Appraisal

assessment of each employee focuses on the personality factors and attributes

required for current "ob to a considerable e)tent ! whereas, few respondents #$&' had

a feeling that only to a little e)tent this system focuses on the personality factors and

attributes required for a current "ob! Thus , it is a good feature of appraisal system at

IA!

Hypothesis No.5

Peror!a"#e Appraisa$ e"s&res ee%2a#- to the e!p$oyee+s.

A ma"ority of the respondents #$3&' feel that Performance Appraisal ensures

feedbac to the employee(s to some e)tent! *hereas, few respondents #&' feel that

feedbacs are not at all given to the employees after the appraisal ! Thus IA should

provide constructive feedbacs to the employees and it should be devoid of severe

criticism, suppression or domination!

Hypothesis No.6

Appraisa$ syste! provi%es a" opport&"ity or a %is#&ssio" 2etee" the

appraiser a"% appraise o" the e(pe#tatio"s a#hieve!e"t, ai$&re, #o"strai"t a"%

i!prove!e"ts re3&ire%

4ost of the respondents #$&' opined that to a considerable e)tent they are in

favour to the above hypothesis! *here as some respondents said that only to some

e)tent they are in favour to the above statement ! Since ma"ority of the employees do

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feel that the reporting officer consideres their achievement , failure, constraint and

improvements required while appraising , we can conclude that IA is very much

concerned in understanding their employees !

Hypothesis No.7

Peror!a"#e appraisa$ syste! e"#o&ra'es ope" #o!!&"i#atio" 2etee"

appraiser0appraise thro&'h peror!a"#e revie %is#&ssio".

#$3&' respondents opined that Performance appraisal system encourages

open communication between appraiser1appraisee through performance reviewdiscussion to a considerable e)tent which e)hibits a good picture about IA! 5nly a

miniscule number of respondents#%$&' had a opinion that only to some e)tent open

communication is there between a appraiser1 appraise !

Hypothesis No.8

The appraisa$ syste! has s#ope or #orre#ti"' the 2iases o reporti"' oi#er

thro&'h revie pro#ess.

A ma"ority of the respondents #26&' opined that the appraisal system has

scope for correcting the biases of reporting officer through review process to some

e)tent only !

It means to large e)tent of bias is there while rating an employees

performance! If IA truly wants to boost the morale of the employee then it should

appraise the employee(s without any favoritism!

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Hypothesis No.9

Perio%i# orie"tatio" pro'ra!!es are #o"%te% to e(p$ai" the %etai$s o the

appraisa$ syste!.

#26&' no of respondent(s opined that only to a little e)tent they agree with the

stated hypothesis! *hereas, only a miniscule number of respondents #%%' agreed to

full e)tent with this statement ! A ideal appraisal system should conduct orientation

programmes to e)plain the details of the appraisal system! Thus IA need some

improvement in this particular area.

Hypothesis No.1:

Peror!a"#e revie %is#&ssio"s are #o"%te% i" a satisa#tory !a""er.

4a"ority of the respondents opined that only to some e)tent performance

review discussions are conducted in a satisfactory manner! Thus what we can

decipher from this finding is that, still the employee(s are not contended by the way

the review discussions are carried out! The system needs lot of improvement so that

the employee(s get satisfied and accomplish the ob"ectives been set by their superior

officers!

Hypothesis No.11

HRD Depart!e"t o$$os &p serio&s$y the trai"i"' "ee%s i%e"tiie% %&ri"' the

appraisa$ pro#ess.

4a"ority of the respondents#$7&' opined that 89: :epartment follows up

seriously the training needs identified during the appraisal process to some e)tent!

*hereas, few respondents#%$&' opined that training needs are not at all fulfilled

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which are identified during the appraisal process! The appraisal process are

conducted perfunctorily! The IA should see that whatever improvement #training ;

development' is needed for an employee should be followed up after the appraisal

process!

Hypothesis No.1*

Eorts are !a%e 2y appraiser to 2e o24e#tive i" the appraisa$

4a"ority of the respondents#$&' opined that only to some e)tent efforts are

made by appraiser to be ob"ective in the appraisal! They feel that the present PAS isANNING) 4a"ority of the respondents#23&'

feel that appraisal data is used by 89: department for >udgmental1developmental

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decisions lie 8uman 9esource Planning to a #o"si%era2$e e(te"t! This shows

that IA is slowly transforming from a closed organi/ation to a open organi/ation and

is slowly opening the doorway for fresh human resource into the organi/ation!

1.5 CAREER P>ANNING) 4a"ority of the respondents#2+&' feel that

appraisal data is used by 89: department for >udgmental1developmental decisions

lie ?areer Planning only to so!e e(te"t !@rom this we can construe that the

organi/ation is not much concerned about the employees career! They should be

encouraged and enlightened to progress in their life at a faster pace so that they will

not see the organi/ation as a hindrance!

1.6 PERFORMANCE IMPRO?EMENT) 4a"ority of the respondents #20&'

that feel appraisal data is used by 89: department for >udgmental1developmental

decisions lie performance improvement only to so!e e(te"t!

Thus we can decipher that IA should help the employee to improve up on their

performance thus maing them equipped and acquainted with the latest sill and

nowledge required to accomplish their ob"ective in a smarter and easier way

Hypothesis No.1

The appraisa$ %ata is &se% as i"p&ts or re#o'"itio" a"% e"#o&ra'e!e"t o hi'h

peror!ers a"% %esira2$e 2ehavior

The ma"ority of the respondents opined that the appraisal data is used as

inputs for recognition and encouragement of high performers and desirable behaviour

only to some e)tent! Thus we can construe that the appraisal process is carried out

"ust perfunctorily, and the data thus collected is not used or treated for further

improvement of the employee(s or helping employees in modifying their behaviour.

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Hypothesis No.15

The peror!a"#e revie #o!!ittee %o thoro&'h 4o2 o reviei"' a"% &si"' the

appraisa$ %ata .

The findings say that the performance review committee do a thorough "ob of

reviewing and using the appraisal data only to some e)tent because, once the data

has been collected from the employee(s the reporting officer "ust forward it to the

training and development department without commenting much upon the employees

wor #adverse or good' , thus the officers will try to play safe by giving average rating

both for above average and below average employee!

!

Hypothesis No.16

Appraisa$ a#i$itates 'roth a"% $ear"i"' i" this or'a"i@atio"

The ma"ority of the respondents opined that appraisal facilitates growth and

learning in this organi/ation to some e)tent only because there is no periodic

orientation programmes which is conducted for the employee(s growth and

development! They are "ust been made to do monotonous wor daily, which maes

their wor less interesting which demotivates them!

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Hypothesis No.17

I"#reasi"' the re3&e"#y o appraisi"' yo&r peror!a"#e i$$ he$p i" !a-i"'

the overa$$ appraisa$ e(er#ise !ore o24e#tive0a##&rate

About #2$&' of the respondents e)pressed their opinion that increasing the

frequency of appraising your performance will help in maing the overall appraisal

e)ercise more ob"ective1accurate to some e)tent only! They feel that the error is in the

system and increasing its periodicity will help in no way to improve the e)isting

system! The system can be made better if the employee(s appraisal is devoid of bias!

Hypothesis No.18

Peror!a"#e appraisa$ re#or% is !a%e -"o" to the e!p$oyees

About #$3&' of the respondents opined that the performance appraisal record

is made nown to the employees but the employee(s are not given a chance to "ustify

their behaviour 5r why they are not able to accomplish the ob"ectives within the

limited time period! The employees should be allowed to spea out on factors which

facilitates and which hinders their woring environment!

Hypothesis No.19

The peror!a"#e is assesse% o" the 2asis o KEY PERFORMANCE AREA

The ma"ority of the respondents opined that the performance is assessed on

the basis of ey performance area only to some e)tent! ery few respondents opined

that the performance is not at all assessed on the basis of ey performance area! IA

should assess the employee(s only on the basis of the ey performance area because

BPA is the only basis, which reflects the true potentiality and capability in an

employee!

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Hypothesis No.*:

To hat e(te"t the i"tera#tio" o peror!a"#e appraisa$ e(ist ith the o$$oi"'

HUMAN RESOURCE DE?E>OPMENT PROCESS

1< RO>E ANA>=SIS

*< PERFORMANCE P>ANNING

< PERFORMANCE ANA>=SIS RE?IEB

3!% The ma"ority of the respondents #$2 &' e)pressed that only to some e)tent the

performance appraisal process interacts with the human resource development

process

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