There has been a historical evolution Performance appraisal approach.

The Performance
appraisal process may be unsatisfactory for most people in industry; performance appraisals
serve a number of valuable organizational purposes. The appraisal system is complicated as
there is a culture believes that people should be rewarded for outstanding performance, yet
does not like to receive negative feedback (Wiese, et al,1998). A performance appraisal is
conducted on an annual basis for existing employees whereas for trainee and new recruits it is
done on quarterly basis in many organizations. Here author studies about the
multidimensional nature of job where the nurse manager gives rating to different job of
nursing process.Thus, Employees who have relatively less competition or lenient appraisers
have higher appraisal than to equally competent employee (Rajput, et al, 2015).

Neeti and Santosh .C (2015) studied that employees have good knowledge of performance
appraisal and have a positive attitude towards it as their promotion is purely based on
performance appraisal and the ratings help to fix increments. During the course of study
suggestions came from the employees for the need of counselling. Performance appraisal
should be made more transparent and rational The amount of research regarding the topic
Performance Appraisal is so vast. The topic is literally not new; it is as old as the formation
of the organizations. Before the early 1980s majority of theoretical studies emphasized on
revamping the rating system within the organization. The actions were a great thing to reduce
the chaotic of employees performance appraisal (Feldman, 1981). With the passage of the
time the methods and rating system among the employees got enhanced and received an
immense appreciation and attentions of the managers. The author (Deepa. E, et al 2004)
summarizes on the performance appraisal system/method as a whole, their framework and its
relationship with different job related concepts as well as issues related to Performance
appraisal such as how Performance appraisal (PA) is related to job satisfaction, organization
citizenship behaviour etc. The Performance appraisal approach is formal and structured
system of measuring as well as evaluating an employees job related behaviours and output
for the same and to study how and why the employee is currently performing on the job and
how he can perform his job more effectively in the near future. (Deepa. E, et al,2004).

Michael Pitt (2013) highlighted on the fact that Performance management is an essential
element to check the performance and quality of properties. This paper determined the recent
standards and performance of maintenance management system by studying high-rise private
office buildings.

Sayantani G, Niladri .D (2013) studied the impact of performance reward systems mainly
Performance Related Pay, the role of resources in influencing educational outcomes and the
reliability of existing methods of assessing educational performance. They reported the
findings which identify the methods of PMS in Indian and international education sector by
introducing a new model in performance management system. This model uses three forms to
collect information regarding the particular faculty from various sources that are the
particular faculty, students and Head of the Department. All this information will be send to
the Management for analysis and feedback. Major benefit is transparency.

Liliane. M and Peter .M (2010) exclaimed that the performance and competitiveness of
different companies can be attainted through implementation of perfectly defined
performance measurement indicators and framework that are able to measure the
performance function by analysing the use of certain performance indicators in management
of maintenance. They discovered that the maximum respondents have very less decisions and
changes in processes triggered by performance measurement.

Jorge M. S, Carlos F (2010) expressed that Performance management is the sum up of

performance appraisal systems long with wider human resource systems as a means customer
to be the focus of strategic organizational, operational and practices. Many manufacturing
organizations operate as open systems of operations. In these kind of systems, latest
operational technologies of manufacturing are enhanced with modern communication
technologies, information and to integrate and coordinate operational resources, activities and
processes in order to create a stream of value-added operations aimed at capturing and
sustaining a competitive benefit and performance management system proves to be very
helpful in doing so.

Will Artley (2001) discuss that all high performance organizations are interested in
developing effective performance measurement and performance mgt. systems since it is only
through such system that they can remain high performing. So to attain and maintain the
needed level of performance, the performance mgt. systems are needed in the organizations.

Rajeev.V (2008) in his article on Performance management focused on establishing goals for
all levels in the center, creating KPIs, delivering role-appropriate scorecards with KPI scores
and providing a framework for personal development. A fundamental element of
performance management is identifying the right KPIs to focus on for different levels in the
center that are also aligned with enterprise goals. The key is to start with an extensive set of
predefined KPIs, along with the ability for businesses to create their own general or line-of-
business-specific versions. These powerful solutions are impacting businesses across
industries and around the globe in measurable ways.

Roger.S reviewed six latest performance management studies and organized the key findings
into two groups: Performance Management Impact on Organizational Success and
Performance Management Trends/ Best Practices that have proven successful for others and
affect any organization's bottom line.

After the year 1980 the biasness among the performance appraisal system
occurred outrageously and appraisal had been granted on the favoritism or race and gender
basis rather examined the knowledge, skills and style of the work of the employee. The
accuracy criteria among the performance appraisal system clutched its grip in the start of the
1980s, where the researches were emphasized on common psychometric biases which include
the diversified rating errors like leniency, central tendency and halo, which were termed as
rating errors in the appraisal method. It has been observed that the bias free appraisals were
inevitably true or more precisely we can say more accurate, but the concept was totally
refused by the research of Hulin in 1982. According to them the biasfree appraisals were not
necessarily accurate (Murphy &Balzer, 1989).

Researches which had been done in the year 1980 were found the most dominating one
which contributed the appraisal system in a great deal. The researches of the1980 also helped
out to clarify some presumed assumptions regarding the performance appraisal, just like the
work of Murphy (1982). Research has included the measure of employee attitudes towards
the system of performance appraisal and its acceptance (Roberts, 1990). Bernardian and
Beatty (1984), suggested in their research that behavioral and attitudinal kinds of measure
ultimately prove to be better anticipator as compared with the traditional psychometric
variables, which we have declared earlier as well, like leniency, halo and discriminability. A
Performance Appraisal system is totally ineffective in practice due to the dearth of approval
from the end users (Roberts, 1990).

According to a number of researchers, the enhanced and upgraded performance

appraisal procedure and method will enhance the satisfaction level of the employees and
definitely will improve the process of goal setting within the organization.
A performance appraisal system is a wide concept and as a Performance Management it has
become a part of more strategic approach towards HR activities and as a result has it has
begun to focus more on motivational and social appraisal. As a result of this, the research on
the subject has moved beyond the limited and accuracy of performance ratings . The
organizations outcome that is its success and failure is determined by Performance appraisal,
thus this system is considered to be an important work performance in any organization.
(Fletcher, et al, 2001)

The article of the author (Roberts, et al, 2002) summarizes about the foundation for
participation of employee including its intrinsic motivational value, present available
information. The role of goal setting and feedback of performance appraisal for enhancing
participation effectiveness is outlined. The factors that resulted in lack of effectiveness of
participation includes lack of training of employee, absence of rater accountability strategies,
and organizational and supervisors resistance to honest subordinate feedback (Roberts, et al,
2002). Here the research is based on a sample of 170 respondents who answered a
questionnaire giving their perceptions on the purpose and criteria of PA. There are different
techniques of appraisal such as behavior-based, objective-based and judgment-based. The
study provides HR practitioners with suggestions on how to increase the perceived justice of
the PA system (Palaiologos, et al, 2011).

There is evidence that Performance ratings are manipulative mainly due to political purposes
or biases in organization as said by many researchers. The studies were conducted to examine
the effect of employees perceptions of personal biases or political motives and turnover by
surveying white collar employees (N=127) in performance appraisal on their job satisfaction,
which can be find out through regression analysis as well as cross validation analysis. The
result through regression analysis shows that employees think appraisal rating as manipulated
because of raters personal bias which indirectly reduces job satisfaction and high turnover
(Poon, et al, 2004). The author(Mount, et al, 1984) has done stepwise regression and cross
validation analyses to identify reliable linear composites for managers (n = 222) and
employees (n = 368). The results shows difference between managers and employees
opinions regarding appraisal system, where managers were more satisfied than employees for
appraisal method as well as there were differences in the aspect of appraisal method which is
related to satisfaction with the appraisal discussion (Mount et al, 1984).

The appraisal method play an important role in performance result, improvements in the
effectiveness of the judgments can be brought about by matching appraisal techniques to job
task types. The author uses different techniques to explain the effectiveness of appraisal
system (Orpen, et al, 1997).The survey was made on educational institution of Takoradi,
Ghana, where author study was focused on employee/staff perceptions on performance
appraisal method, biases or error related to the approach. Perception influence peoples
judgment and attitudes towards particular thing, therefore the staff might hold different
opinions about the performance appraisal system in the organization. The research on this
concept was analysed, using different method such as descriptive statistics and the results of
the study says that employees are affected by the Performance appraisal system and are
affected by major error (Boachie-Mensah, et al, 2012).