2005 Performance Appraisal Form

Individual performance should be compared to written goals and expectations established early in the performance year. The appraisal process should be a positive and constructive influence on an employee's performance. Recognition of accomplishments and positive contributions should be fully identified. Areas for improvement and needed progress should be noted and a plan developed for implementation. The following guidelines will assist you in evaluating performance against an individual's main responsibilities as well as unit goals. Once the performance appraisal has been completed, it must be reviewed and signed by the next-level manager prior to meeting with the employee. The signed performance appraisal is then sent to Human Resources Management by Friday, April 1, 2005. Supervisors who do not complete the review process will have their July salary increases withheld until the signed reviews have reached Human Resources Management.

Part I Performance Review This section lists the previously agreed upon major responsibility areas of the employee, the performance level expected toward these goals, and the actual performance results reached. For each major responsibility area: Step 1: Transfer all key responsibilities from section 2 of the Job Scope Description (JSD). This is an opportunity to assure that this section of the JSD is accurate. If there are significant changes in the JSD, a revised copy should be submitted to Human Resources to be filed and/or evaluated. Also, include any other previously agreed upon "Special Projects" which are not included in, but which are consistent with the goals and the major responsibility areas for your area.

Step 2: Explain the Expected Level of Performance for each major responsibility area Include previously agreed upon action steps and end results expected by the time of this review. Step 3: Describe the Actual Performance Results For each major responsibility area, summarize actual performance results. Managers should cite significant achievements, target areas for improvement, etc. Step 4: Assign a Performance Rating for each major responsibility area Based on Actual Performance Results, including consideration of barriers and constraints, assign a performance rating (1-5) to each major responsibility area. See Part V for an explanation of the ratings. Step 5: Assign a Performance Weighting for each major responsibility area Each major responsibility area should be assigned a percent which represents the value of that responsibility within the overall context of the job. Two factors comprise this percentage value: (1) percentage of time devoted to the responsibility (2) importance to the job relative to the other responsibilities Use your judgment in determining a figure which combines these two factors.

Step 6: Explain how the major responsibility area supports the Unit plan ? Use this section to explain how the major responsibility area supports the Unit plan and/or the University Aspiration. Please note that it is acceptable to abbreviate in Part I, as long as the statements are clearly communicated and understandable to others.

Part II Significant Accomplishments/Unusual Obstacles Use this space to summarize or highlight any accomplishments and/or obstacles which may have had a particular impact on the employee's performance. Part III Skills Analysis/Mode of Performance This section is used for all employees and refers to the level of skill with which accomplishments were achieved and to what extent the individual's methods enhanced or detracted from actual results. For each skill listed, indicate with one of the four appraisal codes which best describes the overall performance in achieving job objectives. Please note that while the focus of the performance appraisal is on measurable accomplishments listed in Part I, the skill level with which these accomplishments were reached should be considered in determining an overall performance rating, particularly if it had a significant positive or negative effect on the employee's performance.

Part IV Development Discussion A. Recommendations for Development These may include formal courses through University workshops or external seminars, on-the-job training, expanded knowledge of a specialized field through appropriate professional readings or membership in professional affiliations. B. Performance Improvement Requirements Referring back to Section I - Performance Review, identify specific areas in which expected performance was not met and improvements are necessary. C. Actions To Be Taken by Employee/Supervisor Referring to A and B above, establish with employee specific action steps which would address performance deficiencies and/or enhance future performance or career growth. D. Development activities that specifically support the Unit Plan

and/or University Aspiration Use this section to list professional growth and development activities that support one or more aspects of the Unit plan and/or University Aspiration. This section provides an opportunity to identify courses, training, or other activities that enable the employee to further carry out the mission of the University. Part V Overall Performance Rating Represents the overall rating derived from considering all factors of performance. Place code number (1-5) in box provided. Performance Rating Categories: (5) - Performance clearly and consistently exceeds job requirements. (4) - Performance frequently exceeds job requirements. (3) - Performance consistently meets all job requirements. (2) - Performance frequently meets some but not all job requirements. (1) - Performance consistently fails to meet job requirements.

The definitions of each performance rating category should be thoroughly explained to each employee in order for each employee to fully understand the meaning of his/her evaluation. For example, The employee should understand that under the evaluation system, most individuals should fall in the overall performance rating category of 3 (consistently meets all job requirements). Likewise, new employees who have not yet developed fully in the position might be rated in the rating category of 2 (frequently meets some but not all), while very few employees should receive a rating of 5 (consistently exceeds).

Screenshots of Performance Appraisal Forms: As you can see, our Performance Appraisal Forms are professionally written documents that can be customized easily. This is just a sampling of the form.

Summary
Key objectives of performance appraisals include: (1) validating selection and other management or cultural practices; (2) helping employees understand and take responsibility for their performance; and (3) making decisions about pay or promotions. Important steps to obtaining useful traditional appraisals include determining the type of data to be collected as well as who will conduct the appraisal, establishing a rating philosophy, overcoming typical rating deficiencies, creating a rating instrument, and engaging the employee in making decisions on future performance changes. An effective negotiated performance appraisal helps the employee take additional ownership for both continuing effective performance and improving weak areas. Employee goals set through performance appraisals should be difficult but achievable, as goals that are overly ambitious are doomed for failure. Some employees tend to boycott their own progress by setting impossible goals to achieve. Finally, employees want to know what you think of their work. Letting workers know that you have noticed their efforts goes a long way towards having a more motivated workforce

DATA ANALYSIS 1. HODs of the company are senior level working in a Perfetti on an average 7-8 years since it is a continues program in all units of Perfetti, the understanding of the objective of Performance Appraisal and same is communicate to their juniors, few are unaware have recently joined Perfetti. 2. The performance appraisal is both qualitative and quantitative in nature, the comfort ability with the system among the employee lie between- always, often, sometimes and never, the reason behind it might be due to biasness. 3. Due to the continues assessment, employees are aware about the assessment of their performance so they work accordingly and try to improve their skills. So it is acceptable to more employees that it provides real measurement. 4. From time to time assessment, employees get the repose about their performance and it proves that it is reflection of improvements. It is effective matter. 5. It helps in achieving the set target but there are some employees who are new runner so they need improvements.

6. It depends on employees to employees how their KRA (Key Responsibility Area) is defined? 7. From the result of performance appraisal, employees are able to discuses with their seniors; it also improves the behavioral aspects. it is effective there. 8. The apraisees mind is set up for their time to time assessment, so they work with efficient manner and it helps in continues personality improvement. 9. There is lack of counseling after the result of assessment comes, some employees are not motivate for continues improvement and they get demotivated sometimes. 10. They are not fully aware about the different programs of appraisals, but most person like to have a creating congenial atmosphere program for assessment. 11. If assessment is done by a seniors and after it they dont communicate the reasons of performance and not motivated by their seniors than this program turns to discourage the employees. 12. Performance appraisal can change the negative attitude to positive attitude it is observed that very few persons are agree with that statement.

CONCLUSION
Human beings are drawn close to one another by their common nature, but habits and custom keep them apart.
There is no doubt that performance appraisal can contribute to the efficient and effective operation of the staff and their future development. But the method and administration of performance appraisal program will vary from organization to organization. In Perfetti, there is MBO technique of performance appraisal, which is successful in industry. The quarterly assessment of staff members is very successful for the staff members as well as for top management. From day to day motivational activities, it helps to motivate the workers so that they work in proper manner.

Manpower is the assets of the company, to grow them means to grow the organization

Recommendations

During induction program, new aware of the appraisal system.

comer should be made

There should not be biasness among the employees, everything should be clear to employees in written as well in oral after the assessment. There should be a counseling program which will help in motivating employees so that they will not lose their performance. Should make aware about the different types of program and should be conducted by the experienced person or by seniors.

BIBLIOGRAPHY

Education within Industry. Personnel administration in India- Ghosh P. Personnel management- H.J Chruden and A.O Human resource management L.M. Prashad Human resource and personnel management Ashwathappa India management journal of AIMA 1996 Human resource management- Tripathi P.C.
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