Performance Appraisals
The Performance Of Performance Appraisal
Sanjeev Kumar Saxena - Jodhpur
Today, most of organisations attempt to develop the outlook and performance of its employees by using multiple and complex training and educational programmes. In comparison to this, several academician 's, researches and professionals hold that the personality of employees is generally developed when they learn several dimensions of job while working. Similarly, it is also believed that proper development of the personality of an employee by exercising on the job ' will be more useful when the organisation simultaneously gets related feed back through a systematic method of performance appraisal.
Performance appraisal is a process of obtaining, analysing and recording information about the relative worth of an employee. It is a systematic periodic and an impartial rating of an employee 's excellence in matters pertaining to his present job and his potential for a better job. A good appraisal system provides right feedback about the quality of performance of an employee. In spite of dislike by several employees, performance appraisal has become an inescapable feature. It imparts benefits not only to the employees but also on supervisors and management. By viewing the benefits of performance appraisal, an attempt was made to find out from personnel managers, general manager and owners of 37 hotels of Rajasthan, the performance appraisal scenario in hospitality industry.
There are certain identified criteria for which performance appraisal is carried out in the hospitality industry that includes:
To check current performance
Know future potential
Maintain work force
Improve performance
Determining training needs
Personal development opportunity
Basis of promotion
Transfer and discharge
Basis of pay revision
Feedback and communication mechanism.
Appraiser
A well-designed performance appraisal system might fail to bring about the desired results, if an
Sanjeev Kumar Saxena - Jodhpur
Today, most of organisations attempt to develop the outlook and performance of its employees by using multiple and complex training and educational programmes. In comparison to this, several academician 's, researches and professionals hold that the personality of employees is generally developed when they learn several dimensions of job while working. Similarly, it is also believed that proper development of the personality of an employee by exercising on the job ' will be more useful when the organisation simultaneously gets related feed back through a systematic method of performance appraisal.
Performance appraisal is a process of obtaining, analysing and recording information about the relative worth of an employee. It is a systematic periodic and an impartial rating of an employee 's excellence in matters pertaining to his present job and his potential for a better job. A good appraisal system provides right feedback about the quality of performance of an employee. In spite of dislike by several employees, performance appraisal has become an inescapable feature. It imparts benefits not only to the employees but also on supervisors and management. By viewing the benefits of performance appraisal, an attempt was made to find out from personnel managers, general manager and owners of 37 hotels of Rajasthan, the performance appraisal scenario in hospitality industry.
There are certain identified criteria for which performance appraisal is carried out in the hospitality industry that includes:
To check current performance
Know future potential
Maintain work force
Improve performance
Determining training needs
Personal development opportunity
Basis of promotion
Transfer and discharge
Basis of pay revision
Feedback and communication mechanism.
Appraiser
A well-designed performance appraisal system might fail to bring about the desired results, if an
Links: This page last updated on February 14, 2002 Make performance appraisal relevant (6) Industrial Jobs and the Worker (Boston, Division of Research, Harvard Business School, 1965). (7) See, for example, Harry Levinson, "Management by Whose Objectives?" HBR July-August 1970, p