• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Research proposal. DISSERTATION TITLE To critically analyse and evaluate the importance of Employee Performance Appraisal at AVIRSCO IT SOLUTION PVT LTD.

Extracts from this document...

Introduction

RESEARCH PROPOSAL NAME: XXX STUDENT ID NUM: 210XXXX PROGRAMME: MSc E-MAIL ADDRESS: xxxx.xxxxxx@gmail.com DISSERTATION TITLE To critically analyse and evaluate the importance of Employee Performance Appraisal at AVIRSCO IT SOLUTION PVT LTD. INTRODUCTION: AVIRSCO IT SOLUTIONS PVT LTD was started in the year 2005 as a consulting and developing company which is based in CHENNAI, INDIA. Since 2005 AVIRSCO has been providing the most comprehensive, state-of-the-art, technology solutions for varied industries. AVIRSCO has the experience and expertise to provide the right service for every individual & corporate need. It is the one source solutions company which provides the unique blend of services which is considered to be a valued outsourcing service and technology partner to many companies. CORE VALUES OF AVIRSCO * Client Satisfaction * Novelty * Efficient Processes * Responsibility * Ethics, Integrity and Respect LITERATURE REVIEW SUMMARY: Performance appraisal is one of the most important activities in every organisation. It helps the organisation to improve its performance and individual employees as well. The process of appraisal consist the following steps, stating objectives, developing standards, system design, preparing for interview and conducting the interview. Appraisal will be successful when the process is followed in an exact manner and the method that suits the organisation. Appropriate method of conducting appraisal should be selected by the company. The method should also be related to their objectives and needs. ...read more.

Middle

It is more often used for the developmental purposes where managers get aware of their strengths and weaknesses. 360 degree appraisal is termed as the combination of information from self appraisal, sub ordinate appraisal, peer appraisal and feedback from other internal customers, with the possibility of including external suppliers and customers. * Critical Incident Technique: This method is one of the early attempts to move away from trait rating approaches and was advocated by Flanagan. The supervisor sets some incidents to each employee which is related to work behaviour. In this method rater is required to observe the positive and negative behaviours of the employees in the given review period. It is the method which is based on the description of the events which does not depend on the rating and ranking systems. Critical incidents can be exceedingly useful in helping employees improve since the information in them is more detailed and specific than in methods that involve rating employees. METHODS OF DATA COLLECTION Collection of relevant data or information is very important to take up any research study. Without data, researchers cannot get the appropriate results they wish to get. There may be lots of information available directly and sometimes information should be extracted from other sources. No source can provide fully relevant and accurate information. The quality of information also depends on various factors. ...read more.

Conclusion

A Textbook of Human Resource Managment. 3rd ed. London: Institute of Personnel Management. * Phil Long (1986). Performance Appraisal Revisited. 2nd ed. London: IPM Information and Advisory Services. * Beer M (1981). Performance Appraisal: Dilemmas and Possibilities. Organisational Dynamics, 9(4). * Lucas R, Lupton B and Matheson H (2006). Human Resource Management in and International Context. London: Chartered Institute of Personnel and Development. * Molander C and Winterton J (1994). Managing Human Resources. 1st ed. London: Rutledge. * Clark G (1998). Performance Management Strategies. London: Oxford Blackwell. * Fenwick M (2004). International Compensation and Performance Management. London: Sage. * Vroom V H (1964). Work and Motivation. New York: John Wiley & Sons. * Sutari V. and Tahvanainen M. (2002) The antecedents of performance management among Finnish expatriates, International Journal of Human Resource Management, Vol. 13, No. 1 * Patricia King (1984). Performance Planning and Appraisal. New York: McGraw-Hill. * Torrington D. Hall L. and Taylor S. (2005) Human Resource Management, 6th ed, Harlow: FT/Prentice Hall. * Gower (1987). Practical Performance Appraisal. England: Gower Publication Company. * Chen C and DiTomaso N (1996). Performance Appraisal and Demographic Diversity. In E. Kossek and S. Label (Eds), Managing Diversity, Oxford: Blackwell. * Ward P (1997). 360 Degree Feedback. London: Institute of Personnel and Development. * Ghoparde J (2000). Managing five paradoxes of 360-degree feedback. Academy of Management Executive, Vol. 14, No. 1. * Mark Saunders, Philip Lewis and Adrian Thornhill (2007), Research Methods for Business Students. London: FT Prentice Hall. WEBSITE: www.delmar.edu/hres/presentations/PerformanceAppraisals.pdf http://www.businessballs.com/performanceappraisals.htm www.rose.edu/faculty/bperryman/f6.pdf http://performance-appraisals.org/faq/criticalincident.htm www.avirsco.com www.google.com www.ask.com www.wikipedia.com ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. A PROJECT REPORT ON PERFORMANCE APPRAISAL PRACTICES IN ONGC ...

    where it is finally processed so as to meet the quality requirement of customers (refineries in case of crude oil and power plants in case of natural gas). Value added products are extracted from natural gas and condensates are then processed as per the requirement of customers like BPCL and HPCL.

  2. This IHRM report is based on a large food retail company in UK, Malone ...

    The findings may also be interpreted in conjunction with other types of knowledge. In other words, merely collecting the data is insufficient. Interpretation allows the organization to determine the exact the response that is very much needed to re-evaluate the policies.

  1. A CASE STUDY OF PERFORMANCE APPRAISAL IN A SMALL PUBLIC SECTOR ORGANISATION

    the profile of the organisation was low, and that involvement with the industry and passengers could be better focussed. The proposals, which have now been implemented, created a new national body, and the regional autonomous committees were abolished. A new three year corporate plan has been adopted and the emphasis

  2. Human Resource Management: Development, Activities, Planning and Recruitment

    Similarly, UCL has outlined a range of expectations which should inform the person specification for all academic, research, and teaching staff ('Excellence and the UCL community: a shared Endeavour' (see http://www.ucl.ac.uk/hr/docs/ucl_excellence.php). When developing the person specification, the recruiting manager will include the relevant competencies and expectations.

  1. Context of Employee Relations and Industrial Conflict

    Employees may be members of various unions, but the employer is not compelled to deal with a union unless it is 'recognised' for the purposes of collective bargaining or negotiation. Until recently, there was no statutory provision for obtaining or enforcing recognition: that was challenged by the Employment Relations Act 1999.

  2. Reward Management, Monitoring Performance and Exit Rights & Procedures

    objectives can be flexed to ensure that particular sales goals are achieved, e.g. high margin sales, customer service Do not have a clear line of sight between effort and reward; may be complex to administer; sales representative may find them hard to understand and resent the use of subjective judgements

  1. The purpose of our assignment was to conduct research on whether students who work ...

    p value Mean Male 108 0.05 3.3 Female 153 0.1 3.3 Working 181 0.09 3.3 Non-Working 80 0.02 3.3 Table 6 Results for the Role Item on the JDSC Questionnaire n. p value Mean Male 108 0.2 3.9 Female 153 0.1 4 Working 181 0.004 3.9 Non-Working 80 0.3 3.8

  2. Performance Appraisal case study

    of the Sales Manager Job Description and the trait scale performance reviews of Juan and Jose Luis. He felt that he should promote the person who adhered most to the profile. On this basis the HR Manager overlooked the importance of: planning, motivating others (programming team's work, supervising others)

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work