Research Chroniclerresearch-chronicler.com/reschro/pdf/v3i8/3711.pdfThis process has very a high implication on various other HR functions like recruitment, training, manpower planning

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Research Chronicler – International Multidisciplinary Research journal

Research Chronicler ISSN 2347 – 5021 (Print); 2347 – 503X (Online)

A Peer-Reviewed Refereed and Indexed

Multidisciplinary International Research Journal

Volume III Issue VIII: November – 2015

Editor-In-Chief

Prof. K.N. Shelke

Head, Department of English,

Barns College of Arts, Science and Commerce, New Panvel, India

Editorial Board

Dr. A.P. Pandey, Mumbai, India

Dr. Patricia Castelli, Southfield, USA

Dr. S.D. Sargar, Navi Mumbai, India

Christina Alegria, Long Beach, USA

Prin. H.V. Jadhav, Navi Mumbai, India

Dr. Adrianne Santina, McMinnville, USA

Prof. C.V. Borle, Mumbai, India

Dr. Nirbhay Mishra, Mathura, India

Advisory Board

Dr. S.T. Gadade Principal, C.K. Thakur College,

New Panvel, India

Dr. R.M. Badode Professor & Head,

Department of English,

University of Mumbai, India

Dr. G.T. Sangale

Principal, Veer Wajekar College,

Phunde, India

www.rersearch-chronicler.com

Research Chronicler – International Multidisciplinary Research journal

Research Chronicler is peer-reviewed refereed and indexed multidisciplinary

international research journal. It is published bi-monthly in both online and

print form. The Research Chronicler aims to provide a much-needed forum to

the researchers who believe that research can transform the world in positive

manner and make it habitable to all irrespective of their social, national,

cultural, religious or racial background.

With this aim Research Chronicler, Multidisciplinary International Research

Journal (RCMIRJ) welcomes research articles from the areas like Literatures in

English, Hindi and Marathi, literary translations in English from different

languages of the world, arts, education, social sciences, cultural studies, pure

and applied Sciences, and trade and commerce. The space will also be provided

for book reviews, interviews, commentaries, poems and short fiction.

-:Subscription:-

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Single Copy 600 $40

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-:Contact:-

Prof. K.N. Shelke

Flat No. 01,

Nirman Sagar Coop. Housing Society,

Thana Naka, Panvel, Navi Mumbai. (MS), India. [email protected]

Cell: +91-7588058508

mailto:[email protected]

www.rersearch-chronicler.com Research Chronicler ISSN-2347-503X

International Multidisciplinary Research journal

Volume III Issue VIII: November 2015 (I) Editor-In-Chief: Prof. K.N. Shelke

Research Chronicler A Peer-Reviewed Refereed and Indexed International Multidisciplinary Research Journal

Volume III Issue VIII: November – 2015

CONTENTS

Sr. No. Author Title of the Paper Page No.

1 Dr. A.P. Pandey

The Indian Bride: A Reading of Mystery and

Ratiocination

1

2 Basavaraj Naikar

Science, Religion, Truth & Falsehood in

Hunting the Sun

7

3 Dr. Prakash M. Joshi

Study of Human Rights and Humanism in

„Untouchable‟ and „Coolie‟ by Mulk Raj

Anand

16

4 S. Vaiyapurirajan &

Dr. L. Baskaran

Fear of Extinction as Voiced in the Novels of

Rohinton Mistry

23

5 Sachin Labade

Clicking a Queer New Selfie: Documenting

the Queer Indian self in Sonali Gulati‟s I am

31

6 Ms. Mansi Chauhan

The Unending Exile: Reading The Pages of

my Life by Popati Hiranandani

37

7 Dr. Meti Mallikarjun Has There Been a “Chomskyan Impact” on

Indian Minds

42

8 Sumathi Shivakumar

Blended Boundaries of Fact and Fiction:

Historicizing Kittur through Literary

Narration The Queen of Kittur By Dr.

Basavaraj Naikar

50

9 N. Subhalakshmi Women in Information Technology 56

10 Dr. Shaikh Sahanwaz

Islam

The Role of Public Information Officer under

Right to Information Act, 2005

66

11 Dr. Hasabe S.B. A Critical Study of Performance Appraisal 72



Volume III Issue VIII: November 2015 (II) Editor-In-Chief: Prof. K.N. Shelke

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Poetry

15 Durlabh Singh Poetics of New Imagery 95

Grow Fingers Pass Your Hand

16 Dr. Irum Alvi The Veil 98



Volume III Issue VIII: November 2015 (72) Editor-In-Chief: Prof. K.N. Shelke

A Critical Study of Performance Appraisal

Dr. Hasabe S.B.

Head & Associate Professor, Dept. of Commerce, Veer Wajekar A.S.C. College, Phunde, Navi Mumbai, (M.S.) India

Abstract

Today’s working culture demands a great deal of commitment and effort from the employees,

who in turn naturally expect a great more from their employers. The development of much more

participative style of management in many organizations is a positive step towards meeting such

heightened expectations. This participative style can be expressed in a variety of practical ways.

For e.g.: work teams, quality circles, and of course regular performance appraisals.

Appraising the performance of individuals and groups and organizations has been a common

practice in all societies. While in some instances, these appraisal processes are structured and

formally sanctioned, in other instances they are informal and part of daily activities. Performance

here refers to the level of accomplishments. In the sense that there are expectations from every

person in an organization, a certain level of output or performance is expected from all. How an

employee actually performs in the light of the expectations determines whether his performance

is exceptional, good, average or below that. It is always measured in term of results. This process

has very a high implication on various other HR functions like recruitment, training, manpower

planning etc.

Key Words: Performance appraisal, evaluation, behavior

Introduction:

It is important that the employees are aware

of their goals, how to achieve them, how

they are matching up to them, what should

be done if they are not. There is not one

right way of doing the performance

appraisals. The most appropriate route to be

taken depends upon the current style and

status of the organization. People do have a

negative attitude about the performance

appraisals. Many have the complaints such

as, “It’s just yearly rollicking”, or “It is like

school report time” or “Nothing comes out

of it anyway. A significant consideration in

choosing how to go about introducing or

revising a performance appraisal scheme

will be an understanding of how such

attitudes have been perpetuated and how

they might be overcome. People carry bad

experiences with them for a long time, in

this case, perhaps from job to job. Much has

to be done at the time of introducing or

revising a performance appraisal scheme to

reassure those who will be involved that the

intentions behind conducting the

performance appraisal are sincere and

positive.

Performance appraisal must be seen as an

intrinsic part of manager’s responsibilities,

not an unwelcome an time consuming

addition to them. It is about improving

performance and ultimately the effectiveness

all apart of the manager’s remit.




Review of Research and Development in

the Subject:

Today, from the global perspective

performance appraisal has emerged as the

foremost and most promising in various

industries of 21st century. With new

economic policy that is globalization,

liberalization and privatization performance

appraisal has got importance all over the

world as witnessed in the last few years. Its

success demands for corporate sector

development in terms of banking, insurance,

finance and service sector thereby boosting

the national economy. However, there are

serious consequences. On the other hand

which are reflected both in corporate sector

and nation. As a corporate sector, it is

complex in its form and thereby calls upon

to understand the fine tunes of sustainable

development of the employee and

organization.

Performance appraisal involves evaluation

of employee’s performance at the work

place. It is necessary to evaluate employee’s

performance continuously. It enables the

organization to find out whose performance

is up to the mark and who are under

performing. Performance appraisal is useful

in finding out the attributes present in the

employees. IT also helps in taking decision

regarding the extent of training to the

provided to the employees. Performance

appraisal facilitates transfer, promotion and

even fixation of employees’ salary.

Organizations have now started evaluating

the performance of their employees in

scientific manner. Most organizations have

structured a formal way of evaluating the

performance of their employees.

Performance evaluation involves evaluating

the performance of the employees at the

work place. The evaluation can be of

quantitative and qualitative nature. The

criteria for evaluating the employee’s

performance is the result achieved if the

results are positive then performance will be

considered to be good.

Significance of Study

Evaluation of employee’s performance is

helpful as to strengthen the employee’s

productivity, their promotion, transfer,

training and development need etc. The

organization must implement the evaluation

process not only to evaluate the performance

of employees but also for their increment

and promotion. The company must follow a

transparent performance appraisal system

with no personal bias because it is wholly

based on individual’s contribution towards

the organization. But there are some

loopholes in the system that should be

analyzed and corrective measures should be

taken.

Objectives

Performance appraisal is potentially useful

for managers in many ways. A base however

there is two fundamental reasons for

developing such systems.

Assessing past, which outlines the

evaluative aspect of performance

appraisal.

Improving future performance, which

highlights the development aspect of

performance appraisal.

Other Objectives are as follows:

a) Promotion, separation, and transfer

decisions.




b) Feedback to the employee regarding

how the organization viewed the

employee’s performance.

c) Evaluation of relative contribution

made by individuals and entire

departments in achieving higher level

organization goals.

d) Criteria for evaluating the

effectiveness of selection and placement

decisions, including the relevance of the

information used in the decisions within

the organization.

e) Reward decisions including merit

increases, promotions and other rewards.

f) Ascertaining and diagnosing training

and development decisions.

g) Criteria for evaluating the success of

training and development decisions.

h) Information upon which work

scheduling plans, budgeting, and human

resources planning can be used.

i) Provided employees the opportunity to

formally indicate the direction of the

employee’s ambition.

Methodology:

A) Investigation Procedure:-

Keeping in view the numbers of business in

each of the category location, the actual total

size of the sample consists of 50 businesses

in it. Total number and sample size are

given in the sample is the outcome of a)

stratified random sampling and b) simple

random sampling ( sequential number

method ) and c) purposive and percentage

sampling. Here stratification was done under

four groups. Their four categories of

businesses display basic differences in

manufacturing its work assignment in its

particular type of services and investment

etc. .It was decide to take 5 % of the total on

each category with the help of simple

random sampling frame.

B) Data Analysis:-

After the field work was over the data where

processed and tabulated manually in

accordance with the requirements of various

aspects of study. Simple statistical methods

like averages ratio percentages etc. were

used in appropriate places for data analysis.

Conclusions:

Appraisal is a time consuming exercise if

carried out properly, but should be

considered as an investment. Manager’s

ability to appraise will inevitably vary

throughout the organization. This

emphasizes the needs for thorough training

and monitoring. The greatest resistance is

often to the use of job description. These are

desirable to keep appraisal on an objective

footing. Where it is deemed inappropriate to

use them, the burden of maintaining

objectivity is heavier. Often, negative

attitude within the organization, run deep

and are difficult to overcome. It is important

that something is seen to happen as a result

to appraisal, as soon as possible.

Bibliography:

1. Human Resource Management ( T.Y.BMS.)

2. Personal Management: Edwin B. Hippo.




3. Research Methodology : R.C. Kothari.

4. Principle and Practice of Management : L.M. Prasad.

5. www.samiahnet.com

6. www.reserchchroline.com

7. www.citehr.com

8. www.scribd.com

9. www.slideshara.com

10. www.bing.com

http://www.samiahnet.com/

http://www.citehr.com/

http://www.scribd.com/

http://www.slideshara.com/

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