1.1 PERFORMANCE APPRAISAL
Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does.
It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the management's interest in the progress of the employees.
People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity of the same work on the same job being done by two different people. Therefore, performance management and performance appraisal is necessary to understand each employee's abilities, competencies and relative merit and worth for the organization.
Performance appraisal rates the employees in terms of their performance. Performance appraisal takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees. 1.1.1 OBJECTIVES OF PERFORMANCE APPRAISAL: • To review the performance of the employees over a given period of time. • To judge the gap between the actual and the desired performance. • To help the management in exercising organizational control. 1
• Helps to strengthen t h e relationship and communication between supervisorsubordinates and management-employees. • To diagnose the strengths and weaknesses of the individuals so as to identify t h e training and development needs of the future. • To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. • Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. • To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. • To reduce the grievances of the employees. If employee development is required for performance improvement then solving these performance problems should be straight forward with a clear understanding of root causes. Possible approaches include changing the work environment, better prioritization of conflicting priorities, time off, additional training, shadow or buddy system, mentoring or coaching, changing team environment or set objectives and soon. 1.2 INDUSTRY PROFILE 1.2.1 HISTORY The first practical automobile with a Petrol engine was built by Karl Benzin, 1885 in Mannheim, Germany. Benz was granted a patent for his automobile on 29 January 1886, and began the first production of automobiles in 1888 after Bertha Benz his wife had proved with the first long-distance trip in August 1888 from Mannheim to Pforzheim and back that the horseless coach was absolutely suitable for daily use. Since 2008 a Bertha Benz Memorial Route commemorates this event. Soon after, Gottlieb Daimler and Wilhelm Mabuchi in Stuttgart in 1889 designed a vehicle from scratch to be an automobile, rather than a horse-drawn carriage fitted with an engine. They are also usually credited as inventors of the first motorcycle in 1886, but Enrico Bernardio of the University of Padua in 1882, patented a 0.024 horsepower one-cylinder 2
petrol motor fitting into his son’s tricycle making it at least a candidate for the first automobile, and first motorcycle. Bernardi enlarged the tricycle in 1892 to carry two adults. 1.2.2 AUTOMOTIVE INDUSTRY The automotive industry designs, develops, manufacturers, markets, and sells the world’s motor vehicles. In 2009, more than 88 million motor vehicles, including cars and...