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

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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.

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.

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

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