Performance Management and Appraisal

This is a conceptual study which proposes a new model exhibiting the relationship between performance management system (PMS) and employee engagement (EE), using social exchange theory. Although, there could be many determinants which could affect employee engagement; this particular study intends to review the impact of performance management system on increasing trend of employee engagement. Thorough literature review and synthesis has been carried out for the said theoretical study proposing a new model (Not complete range of articles in the relevant field, however, specific criteria for review has been followed). Relationship of each variable and construct has been established through strong theorizing and logical reasoning. The article covers the broad spectrum activities of performance management system, whereas, the role of HR and Supervisor/Leader has been inculcated as moderators for strengthening its relationship with the employee engagement. Literature shows a positive relationship between PMS and EE if employees receive due care and support from HR and have strong leader-member exchange relationship. Further, future researchers may test the same in different geographical location, demographic features, whereas various personality traits may also be tested since engagement is an individual decision and may vary across various traits; for instance, age race and gender etc. in different cultural settings as individual personality traits vary with the variance of cultural effects.

Indian Textile industry is playing an essential role in the world after China and it is contributing growth towards GDP, employment, exchange reserves, exports, total production etc. It investigates the investment decision factors, risk, and growth factors of CMIE registered Indian Textile companies from the state of Tamil Nadu. The study has used regression analysis to know which investment factor is highly impacting on the financial performance and which risk factors are highly impacting on the textile finance companies. Factor analysis used to explore the growth factors of textile companies and have identified four factors from pilot study using SPSS. The study finds management outlook is the highest impact factor on the performance of textile companies from the investment factors, it also find that the competitor risk is the highest impact among the risk factors of textile companies. Further the study suggests that the companies first emphasize on utilizing the resources efficiently to improve the performance through up-gradation of new technology, make changes in the textile policy by the local government, generate quality products with less cost, focusing on sustainability in order to boost the overall efficiency.

Bir işletme teknolojik anlamda ne kadar gelişmiş olursa olsun işletmede verimi etkileyen en önemli unsur insandır. Bunun bilincinde olan işletmeler, yatırım yapılacak en önemli unsurun insan kaynağı olduğunu düşünmekte ve bu anlamda yararlı olacak uygulamalara yönelmektedir. Performans yönetimi bu uygulamaların başında gelmektedir. Bir organizasyon örgütsel amaçlarını gerçekleştirebilmek için örgüt üyelerinin yani işgörenlerin bireysel hedeflerini dikkate almak zorundadır. Bu durum, işgörenin kendini örgütün bir parçası olarak görebilmesi ve verimli bir şekilde çalışabilmesi için oldukça önemlidir. Organizasyonun işgörenlerin performanslarına yönelik artıları ve eksileri belirlemesi, işgörenleri motive eden veya olumsuz etkileyen durumların neler olduğunu görebilmesi başarılı bir performans yönetimi ile mümkün olabilmektedir.

Performans yönetimi ve motivasyon çalışma hayatında önemli yere sahip ve birbiriyle bağlantılı olan iki kavramdır. Performans yönetiminden elde edilen çıktılar doğrultusunda alınacak örgütsel kararların işgörenin motivasyonuna sağladığı etki örgüt motivasyonuna da yansıyacaktır. Bu çalışmanın amacı, performans yönetimini tüm süreçleri ile ele aldıktan sonra, etkili bir performans yönetiminin örgüt motivasyonu üzerindeki etkileri incelemektir. Bu amaç doğrultusunda gerekli literatür taramaları yapılmış ve ilgili bağlamda bir çalışma sunulmuştur.

Anahtar Kelimeler: Performans Yönetimi, Performans Değerlendirme, Motivasyon, Örgütsel Motivasyon

We examined gender differences in supervisor ratings of overall job performance and 37 performance dimensions. Based on data from a large diverse sample of managers (N= 3,367) and non-managers (N= 9,670), we found that gender had only minimal effects on ratings for a small number of specific job performance dimensions. This was generally true regardless of whether the job performance dimension was more agentic or communal in nature, whether the job was a managerial or a non-managerial position, and regardless of the proportion of men or women that traditionally occupy a specific job. Overall, our results are more consistent with Hyde’s (2005) gender similarities hypothesis than the agency/communion paradigm, role congruity theory, and the “lack of fit” model. We discuss future research avenues and implications.

Accenture has recently made a big decision of ditching all the performance management reviews that it has been taking over the last few years. The company has decided to remove the performance management reviewing model approach from its business operations and processes. On one hand, some experts think that this is a most effective move taken by the company. On the other hand, some critics think that removing the performance management reviews would definitely affect the overall financial status of the company. This report has been written in order to investigate whether this decision would be beneficial for the company or not, and also for the future financial status of the company. Many relevant resources and earlier similar examples like Adobe have been analyzed to come to a conclusion for the decision made by Accenture. Finally, some suggestions are provided for how the company can improve its employee performance after removing the performance reviewing approach. These suggestions mainly depend upon the removal of some of the drawbacks of the performance management review approach by the implementation of ‘check-in’ approach.

Performance Appraisal is a critical activity for the organizations that are looking for the growth and profit maximization in this ever-increasing competitive environment. The essential components of an effective performance appraisal system consist of understanding its foundations and the essential steps that lay the foundation. Finally lot of brainstorming is required to be done to devise a sound appraisal system by evaluating available techniques and implementation processes. One must remember that Performance Appraisal (PA) is an inexact, human process and it is quite a challenge to actually implement it successfully. Performance appraisal system has gone through a change over a period of time. In the beginning the process was non-transparent and the employee was kept in dark about his performance. Systematic exercise was done in the entire process. The current processes of performance appraisal involve self-appraisal by the employee too. Thus the system has gone through the phase of non-transparency to transparency. In the transparent system of appraisals appraise is taken into confidence and the whole process is interactive. Review process with employees is designed in such a way that employees become aware of what is expected from them, receive timely feedback and recognition for their achievements.

The world needs to reduce its dependency on fossil fuel (non-renewable energy) as it is fast depleting and due to the harmful impact to the environment – most notably ‘Climate Change’. Therefore, Green Technology now becomes an even greater significance. We expect that academic scientists, leading engineers, industry researchers and scholar students would exchange and share their experiences and discuss research results on how we can survive and sustain in the future with green technology. The issues are not only about developing technologies, but also how to manage them properly in order to gain maximum benefit for the societies.

This volume contains papers accepted to The 3rd International Conference on Technology and Operations Management (ICTOM 2012) which themed Sustaining Competitiveness through Green Technology Management. The conference was held in East Hall – ITB and SBM-ITB (School of Business and Management – ITB) on July 4-6, 2012.

Nowadays, the entire world is experiencing very complex and chaotic economic situations. Despite the global economic slowdown, it is very encouraging for us to receive over than one hundred submissions from various countries, and accept less than three-fourth submitted papers written by one hundred forty-eight authors for oral presentation to share their knowledges. We are also very grateful for the acceptance of keynote speakerships by well-known senior researchers and international as well as regional practicioners in Technology and Operations Management discipline specifically in Green Technology Management area.

ICTOM 2012 was organized by SBM-ITB, especially Operations and Performance Management (OPM) Interest Group. This conference shows our third collaboration with the esteemed College of Business – Universiti Utara Malaysia. We have been successfully organized the previous conferences at West Hall ITB in 2006 and at Langkawi, Malaysia in 2010.

We hope that this 3rd scientific meeting forum could contribute to introduce and promote Technology and Operations Management especially in Indonesia, to open the way for possible collaboration between local and international academicians and practitioners to promote ITB, in particular SBM-ITB, as a world class university and as the leading higher institution in the field of technology and operations management.

On this occasion, we would like to say a big thank you to everyone who has helped in organizing this international conference and the preparation of proceedings. We also apologize for any shortcomings, both in the organizing of the conference and in the preparation of conference proceedings.

We look forward for your continuing supports and active participations in the next International Conference on Technology and Operations Management.

The role of international managers in the world is increasing as companies tend to expand all over the world. However, with the growth in industries, there is also need of human resources to manage such industries and global conglomerates. International Human Resources Management (IHRM) regulates the human resources in international organizations, including expatriate nationals and host-country nationals. However, understanding and measuring the performance of expatriate employees under host-country defined rules often leads to employee discomfort. Under such circumstances, performance management and performance appraisal plays crucial role in defining the strategic approach that would lead to organisational success.
According to Armstrong (1998), performance management includes developing the capabilities of employees through various processes that would ultimately lead to growth of the organisation. However, measuring performance in international organisations is a difficult task as the parameters of measurement depends on various cross-cultural factors. Performance management of expatriate population often focuses on individual performance rather than concentrating on all the various factors and environment interacting with such employees.
This study focuses on the paper written by Woods (2003), to understand why performance appraisal of expatriate managers and employees have failed to truly evaluate the performance rate of such population. The cross-cultural challenges that managers face in international environment is often unnoticed and this should not be the case while designing performance appraisal systems for international managers and employees.
From this paper it can be assessed that performance rating criteria, number of performance raters and the overall cultural diversity should be taken into consideration by Human Resources department while designing the performance appraisal for expatriate managers. Research conducted by Woods (2003) and Hempel (2001) showcases why expatriate managers from foreign nations struggle to perform in host nations. The employment and firm regulations also differ from one country to another and the same criteria cannot be utilized to judge all managers operating within different socio-cultural settings in different countries.

Game-thinking is beginning to appear in a wide variety of non-game contexts, including organizational support settings like human resource management (HRM). The purpose of this chapter is two-fold: 1) to explore the opportunities for game-thinking via gamification and serious games in HRM based on current and previous HRM literature and 2) to identify future research areas at the intersection of game-thinking and HRM. Prevailing HRM theories will be applied to the use of game-thinking in different sub-fields of HRM, including recruitment, selection, training, and performance management.n

— Human resource management is a set quantity of work in an organization that focuses on the management of staffing, giving direction to the people who work in the organization and issues related to the people such as hiring, employee motivation, remuneration, communication, wellness, safety administration and training. Human resource management also focuses on the personal management and organizational development. This paper is concerned with the HRM and focus on the efficient and effective use of human resources so that the set goals are achieved. Human resource management is management function that helps manager to recruit, select, train and develop organization members.

Performance appraisal and management are cornerstones of industrial-organizational psychology and human resources, yet frequently are major sources of dissatisfaction among organizational employees and management (Pulakos, 2009). Performance-related information can be used in a number of ways in work organizations (Landy & Farr, 1983), including making administrative decisions, providing feedback to employees about strengths and developmental needs, and serving as criteria for the assessment of other HR systems . While the wide array of uses for performance-related information enhances its potential value, its many purposes (and stakeholder groups) can lead to conflicting goals and pressures regarding the performance data that are obtained. These many purposes and many interested stakeholders also have resulted in a voluminous literature regarding performance appraisal and management. Space limitations require us to be selective in the topics we address, even when we focus on the relation of technology and the measurement and use of job performance information, and we refer the reader to more comprehensive sources in several cases.

Purpose – Recent operations management research suggests that adopting and implementing the right practices are essential to attaining “world-class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment.
Design/methodology/approach – Group work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in-depth semi-structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses.
Findings – In total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs.
Practical implications – The leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas.
Originality/value – Researchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.

This study evaluates the implementation of the performance management system in the Ba-Phalaborwa municipality. This is pertinent because municipalities today have become focal points for service delivery. The key contribution of this article is the implementation model it posits. The study was essentially qualitative in design and used a semi-structured questionnaire for data collection.
The study discloses that the system is currently flawed because, among other things, there is minimal employee involvement in the planning of performance management; there is a lack of training opportunities to address identified weaknesses, non-payment of performance bonuses to good performing employees, and the majority of employees do not know their performance targets as reflected in the Service Delivery and Budget Implementation Plan.
The study proposes to the Ba-Phalaborwa municipality the payment of performance bonuses to good performing employees, to carry out consultations with all employees on the implementation of the system, and the cascading of the performance management to all lower level employees as part of the model. The correct implementation of a performance management system will serve as a means to enhance organisational efficiency, effectiveness and accountability in the use of resources and in accelerating access to good quality services towards the attainment of a better life for all.

Kreate Technology is not using any tool for reducing biasness in the appraisal as other top companies are doing in case of 360* appraisal system. The Company has to focus on strategy linkage of the performance management system with the long term objectives of the company. The company is not using performance appraisal in identifying training and development needs as the other top players are doing. Setting KRA's, mentoring and coaching is not the part of appraisal system.

Although rater accountability is recognized as a potentially important characteristic of performance rating contexts, due to discrepant findings in the literature, its effect on performance ratings is unclear. This issue was addressed in the present study using meta-analytic methods to synthesize findings across 35 samples. Consistent with expectations, the effect of rater accountability on performance ratings varied as a function of accountability source, such that ratings were substantively influenced by accountability only when raters were held accountable by the ratee versus a superior. This effect was consistent whether accountability was introduced through identification or justification manipulations. Further, we did not detect any evidence suggesting that findings varied as a function of rating direction or study setting. Implications for performance appraisal research and practice are discussed.

Performance Appraisal is one of the key important factor which is practice by human resources management of every successful organization. The purpose of this research is to identify the factors impacting the employee satisfaction level by discussing the variables like performance appraisal, motivation, potential and competency. The research data was collected through 100 banking employees the outcome of research paper is analyzed statically by descriptive, correlation and regression by using the SPSS software. This research investigate the level of job satisfaction of banking employees with is really depends on organization performance appraisal system because Job satisfaction is a positive attitude and feeling that employee have towards their job. When an employee have a high job satisfaction it shows that employee likes their job, feel good for job and value it. Job satisfaction is major technique used to motivate the employee towards their job. The findings prove that employees who are satisfied with their performance appraisal of organization are also highly satisfied with their job and highly commit their self to achieve organizational goals and objectives. The research outcomes show that there is a positive and appropriate relationship between performance appraisal system of organization and employee job satisfaction.

Purpose This paper aims to explore an integrated relationship among talent acquisition, competency mapping and performance management and appraisal in the Indian context. The study aims to explore the relationship empirically in the Indian context. Design/methodology/approach An empirical study was conducted by employing the cross-sectional survey-based research design along with the convenience sampling method. The sample of this study consists of executives working in public and private sector organizations in India. A structured questionnaire was administered through online email as well as through hard copies provided to a total of 280 employees working in different organizations in India. Further, the study involves public and private sector organizations that support higher statistical power which leads to heterogeneous data (Langelaan, S. et. al, 2006). The organizations selected belonged to automobile, manufacturing, information technology, medical equipment manufacturing, pharmaceutical, FMCG, and cement manufacturing organizations. Out of the total 280 questionnaires administered, about 272 respondents returned the questionnaires with a 97% response rate. SPSS 20 was used to enter the data. In the final analysis, 260 usable questionnaires come out, and the rest 7 questionnaire had missing data, and 5 questionnaires had multiple responses. A total of 260 usable questionnaires were considered for analysis. Findings The results show that all the three study variables talent acquisition, competency mapping and performance management and appraisal, are positively associated, specifically in the Indian context. Research limitations/implications This current study is conducted using the online data collection procedure, and interview with the senior HR Mangers of Indian organizations. Practical implications The study exhibits the ways in which employee’s career development can be initiated through succession planning and performance appraisal. This study has also suggested that the organizations emphasize on an effective policy guidelines for systematic performance appraisal, which will probably support the succession planning and career development. Originality/value Notably, no prior studies has empirically investigated the proposed relationship in the Indian context. Furthermore, the findings serve as a policy guideline for performance appraisal, succession planning, and career development literature in an Indian organizational setting.

Performance appraisal is a concept associated with Human Resource Management and by this association one concept of the broader concept of management. Much work has examined Performance appraisal practices from a critical stance and this paper provides a brief review with reference to Fidelity Bank Plc Murtala Muhammed way Kano. The concept of performance appraisal is still emerging and finding space in both academic and practitioner spheres. This paper is an attempt to do the empirical evaluation of performance appraisal by applying some of the strands of critical thinking to performance appraisal practices and discourses. This study therefore investigated the effectiveness of performance appraisal systems in the Banking sector. The study was descriptive using both primary and secondary data. Data were collected with the help of questionnaires and analyzed. The study found out that the banking sector has in place an appraisal system, and this was largely acknowledged by all categories of respondents: junior and senior members. The study noted that there are key performance criteria that have been developed and clearly identified in the appraisal system. Findings showed that to a large extent the criteria have been developed in consultation with workers and appraisers. Further, respondents indicated general understanding and support from the various stakeholders on the institution's appraisal system. The study found out that most employees show cooperation in the appraisal process. Again, most staff believes that feedback reflects their performance. Also, most staff believe the appraisal system is relevant and do not consider the appraisal process a waste of time. It was noted that the process has helped in identifying systematic factors that are barriers to effective performance. Key challenges identified included low feedback rate and lack of adequate resources, among other challenges. The study recommended the need to ensure that fairness is maintained in the appraisal process so that the necessary trust and cooperation will be forthcoming from staff. Thus, there is the need to ensure regular feedback. Failure to do this could affect staff interest in the process, as much as possible feedback should be given to staff on their performance.

ISSN 2394 - 7780

Since the onset of the first wave of Coronavirus in the country (in March 2020) and thereafter the devastation by the second wave (starting March 2021), there has been a severe business impact on the topline as well as bottom-line of Corporates. An analysis of Cash Profit / Employee Expenses ratio of top 100 companies[1] by market capitalization indicated that their ability to pay salaries ranged from 2 to 4 (median 3.25), i.e. companies with the ratio 3 can survive 33% fall in cash profits and still be able to honor their employment contracts. In all, the resultant business impact has propelled organizations to undertake sever cost conservation measures, leading to manpower cost optimization through salary reduction, layoffs and furloughs. In this paper, we would explore the prevalent practices on Employee Severance as well as some novel practices which organizations rarely undertake. Employee severance is defined as the package (cash rewards and some benefits) provided to a separating employee to enable his / her sustenance for a short period[2]. As per law, an organization is required to pay 15 days of salary as severance, however, benevolent organizations have had varied practices (higher quantum, waiver of notice, continued benefits, etc.). What is often missed out while a company finalizes their Severance policy is to enable / enhance the employability of the individual being. This paper presents a framework aimed at enhancing the employability of the employee being laid off through establishing practices such as seed fund for enabling startups by employees who are laid off, skill development fund, backward / forward integration, franchising the value chain. While these initiatives are spoken in the context of involuntary attrition, they can be made extended suitably to normal employees as well.
Index Terms: Employee Severance, Cost Optimization, Pay Rationalization, Headcount Optimization

Human Resource Management is a management function that helps managers to Recruit, Select, Train and Develop members for an organization. Performance appraisal may be understood as the assessment of an individual’s performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility, health and the like. The Performance Appraisal System needs to be very transparent and helpful both to the employees and to the organization. The research is undertaken to ascertain the views/opinions of the employees working with the company and to suggest appropriate modifications about the existing PAS. Structured questionnaire has been prepared and discussed personally with the respondents. The methods adopted for the performance appraisal were 360-degree appraisal, check list, rating scale, management by objective etc. that are commonly found among the information technology companies in Bangalore. The employees want their appraiser to give the feedback to them. This study was based on the research conduct on employees working in Information Technology sector.

The performance appraisal (PA) is one of the performance management tools that is widely used to measure the productivity of academic employees in different contexts. Therefore, this paper has two main objectives. Firstly, it critically reviews the extant literature on performance management, including; Kaplan and Norton’s Balanced Scorecard Approach, among others. Secondly, it presents a qualitative research that explores the performance appraisal system in a higher education institution.  The researcher has conducted semi-structured interview sessions with academic employees to analyse their opinions and perceptions toward their annual PA. The research participants revealed the costs and benefits of their PA exercise. They were aware that their educational leaders could pragmatically employ the PA’s metrics to improve their performance outcomes, in terms of stakeholder engagement, internal processes, organisational capacity and innovation, among other areas. This research implies that the PA instrument could lead to significant benefits for both the institution as well as for the personal development of individual academics.

We studied the performance management system used at Silkbank which is based on force grading. The reason to study Silkbank PMS was to analyze how the new firm plan to compete in highly competitive market. In order to find this, we research papers, interviewed the head of PMS and give input from other secondary sources. We found the strength of the system by identifying and developing the talented staff whereas flaws were rigid nature of the system may spoil the upcoming talent. It meant that for future perspective and for long term growth Silkbank need to bring other PMS.

This paper presents a critical review of the relevant literature on managerialism and performance management in higher education. Afterwards, it features an inductive research that involved semi-structured interview sessions with academic members of staff. The interpretative study relied on the balanced scorecard's (BSC) approach as it appraised the participants' opinions and perceptions on their higher education institution's (HEI) customer, internal, organizational capacity and financial perspectives. The findings have revealed the strengths and weaknesses of using the BSC's financial and non-financial measures to assess the institutional performance and the productivity of individual employees. In sum, this research reported that ongoing performance conversations with academic employees will help HEI leaders to identify their institutions' value creating activities. This contribution implies that HEI leaders can utilize the BSC's comprehensive framework as a plausible, performance management tool to regularly evaluate whether their institution is: (i) delivering inclusive, student-centered, quality education; (ii) publishing high impact research; (iii) engaging with internal and external stakeholders; and (iv) improving its financial results, among other positive outcomes.

There has been a general consensus in the belief that PAs lead to positive implications of organizations. Furthermore, PAs can benefit an organization's effectiveness. One way is PAs can often lead to giving individual workers feedback about their job performance. In this dynamic and ever exponentially changing global market, nothing can be measured with accuracy because business world made market attributes volatile. In the complex business world, human beings are the most valuable assets. Human resources attitude is also volatile as subjected to many experiences and situations. In such scenario, one needs to measure how Human Resources perform for the purpose of reward, assessment and knowledge. The tools & techniques innovated for measuring human productivity and performance with respect to the required capability, intellect and experience is under an umbrella named Performance Appraisal System. No single Performance Appraisal system can assure the reliability of its results. PAS can only be performed as impartial as possible by choosing the best fit method out of trending ones. Performance appraisal process is a continuous process to monitor the actual performance of the employee i,e the work done by the employees throughout the year. In this stage careful selection of the appropriate techniques of measurement such as personal observation, statistical reports, and written reports for measuring the performance is needed. This paper attempts to explain PAS followed in HSL. INTRODUCTION A performance appraisal (PA), also referred to as a performance review, performance evaluation, (career) development discussion, or employee appraisal is a method by which the job performance of an employee is documented and evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. A performance appraisal is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc. Performance management systems are employed "to manage and align" all of an organization's resources in order to achieve highest possible performance. "How performance is managed in an organization determines to a large extent the success or failure of the organization. Therefore, improving PA for everyone should be among the highest priorities of contemporary organizations". Some applications of PA are compensation, performance improvement, promotions, termination, test validation, and more. While there are many potential benefits of PA, there are also some potential drawbacks. For example, PA can help

Purpose-The purpose of this paper is to know about the existing system of Performance Appraisal, its awareness amongst the employees and its effectiveness in "BSNL LKO" Design/methodology/approach-The paper is based on the results of a well structured questionnaire administered to 65 employees of BSNL LKO, the employees falling in the category of supervisors and above. A close ended questionnaire was sent to them out of which 50 could be collected back duly completed. The questionnaires were analyzed through graph. Findings-Through the analysed responses of the employees it could be found out that Performance Appraisal System in BSNL is not transparent, though the Appraisers are usually unbiased. Greater weight age is given to the recent performances. Although, there are fixed standards to evaluate the performance but those are not clear due to the subjectivity of the topic. Most of the employees want that 360 o feedback system should be introduced. Research limitations/implications-Due to time constraint and hectic schedule of BSNL employees sometimes it was difficult to interact with them. The respondents were reluctant while filling questionnaire, although they answered the question but the response was not very satisfactory.BSNL is a large Organization and more detailed study could have been done by having large sample size. Employees delayed in submitting the feedback form so it effected the time in compiling and analyzing data for findings and suggestions .Some information could not be revealed due to its highly confidential nature. Originality/value:-so many studies have been conducted to identify the satisfaction level of employees regarding performance appraisal throughout the country. My study is unique as it is focusing on BSNL (Bharat Sanchar Nigam Ltd) luck now region the capital city of Uttar Pradesh.

Tertiary institutions play a crucial role in the supply of high-level manpower for the socio-political and economic development of a State. Public policies are simply principles and rules of action for achieving specific organisational or institutional goals. The main purpose of this study is to examine the factors inhibiting effective management of Tertiary Education in Kwara State Colleges of Education. The population consists of lecturers in all the three (3) colleges of education in the state. Simple random sampling was used to select 90 lecturers as respondents for this study. The instrument for data collection was 10 items questionnaires titled: " Challenges of Effective Management of Tertiary Education Questionnaire ". The questionnaire was structured and data collected were analysed using descriptive statistics of means. Findings revealed that lack of funding will hamper the effective management of Tertiary Education in Kwara State Colleges of Education. It was therefore recommended that government should address the issue of funding in the colleges, review upward the pay-welfare package of staff

Performance Management is important to Individuals’, Teams’ and Organisations’. Often even with Best Practices in place the stakeholders still do not get the expected outcomes as they relate to Performance and Performance Improvement. By focusing on the Task, Procedure & Relationship (TPR)aspects of “Performance Management System” and implementing some TLC (Training, Leadership & Collaboration) Individuals and Teams can make the system work.

Se hace preciso desarrollar herramientas que permitan a la Administración, desde un enfoque preventivo, cumplir su papel en la sociedad. La evaluación del desempeño se revela como instrumento idóneo para asegurar este fin en el ámbito del empleo público local. En este estudio examinamos sus particularidades y especialidades a partir de la revisión de legislación y jurisprudencia

Performance of every employee in an organization is critical to the progress and survival of any firm, firms today have started conducting performance appraisals in order to encourage and motivate their employees to perform more effectively and efficiently. This essay is going to examine the purpose of performance appraisals and the role played by the administrative office manager. Performance appraisal is a systematic and periodic process that assesses an individual employees job performance and productivity in relation to certain pre-established criteria and organizational objectives (Robbins, 1994). Companies use performance appraisals for evaluation and developmental purpose, a properly executed appraisal acts as a basis for hiring new employees, training and development of current employees, restructuring of workflow and employee motivation. Performance appraisals offer evidence for pay increase or terminations. Well-designed performance appraisals can start dialogue between supervisors, direct reports and co-worker that may result in positive outcomes for the individuals and the business. Performance evaluations can serve as effective tools for improving employee performance and productivity as well as determining employee development needs. Implemented properly, regular performance review can raise individual self-esteem and deepen the relationship between supervisor and subordinate, people often perform better when they have an idea how their supervisor view their work knowledge and skills, they are more likely to initiate honest conservation regarding goals and job-related issues as well. A quality performance appraisal scheme has a set of clearly defined parameters. The documentation, whether electronic or written includes ways to assess performance based on job-relevant skills and knowledge. Evaluations should not include assessment of employees' personality of work style but should include a review of communication techniques and behaviour as it relates to interpersonal interaction.