Performance Appraisal

We compared the criterion validity of a new "relative" performance appraisal format (percentile-based ranking) to that of an "absolute" format (BOS) in a sample of 88 unit managers. Overall, our results suggest that the relative format has higher criterion-related validity than does the absolute format. These findings contradict conventional wisdom that format-related differences in measures of performance are minimal and that relative approaches to performance appraisal are inferior.

This paper discusses the findings of research exploring the conduct of portfolio-based performance appraisal within medicine. Portfolios are now used throughout medical school and junior doctor training, in later specialist training, as well as to support the implementation of annual NHS appraisal of doctors as part of their employment contract. They will also play a role in the new medical governance quality assurance process known as revalidation, when it is implemented in 2010. The paper discusses how the growth of portfolio-based performance appraisal within medicine is bound up with the growth of managerial systems of surveillance and control within western health care systems. Theoretically, it draws upon a Governmentality perspective to analyse doctor's accounts of the appraisal process. This views appraisal as an information panopticon that to better enable social control seeks to construct appraisees as calculable and administrable subjects. However, the paper highlight...

This study examined the use of outcomes for the purposes of ICU evaluation and improvement. We reviewed the strengths and weaknesses of an outcomes-centered approach to intensive care unit (ICU) evaluation and present a more comprehensive conceptual framework for ICU evaluation and improvement. Materials and Methods: Data was collected from 2 sources: (1) a structured review of the literature, with relevant articles identified using Medline, and (2) 85 semistructured interviews of health care professionals (eg, physicians) and health care administrators (eg, chief executive officer). The interviewees came from 4 institutions: a 900-bed East Coast teaching medical center, a 600-bed East Coast teaching medical center, a 590-bed East Coast teaching medical center, and a 435-bed West Coast private community hospital. A nonrandomized, purposeful sample was used. Results: A conceptual framework for ICU evaluation is presented that identifies and defines 3 different types of variables: performance (eg, appropriateness of care, effectiveness of care), outcome (eg, resource use, mortality), and process (eg, timeliness of treatment, work environment).The framework emphasizes performance variables and the relationships between performance, outcome, and process of care variables, as a logical focus for ICU evaluation and improvement. Conclusions: Performance variables offer distinct advantages over outcome variables for ICU evaluation. Their use, however, will require additional development of current evaluation tools and methods. They provide the ability to identify the value an ICU adds to patient care in a hospital or to an episode of illness, and to evaluate integrated systems for providing care.

PurposeThis research uses an optimisation model, based on the Six Sigma methodology, which assists marine container terminal operators to minimize trucks' congestions, as a defect in the global containerisation and smoothing the gate activity to reduce trucks' turn‐around times. The main purpose of this paper is implementing the Six Sigma in the landside of marine container terminals to reduce the average number of trucks in queues and average trucks' waiting times in both entrance and exit gates.Design/methodology/approachThis study examines the applicability of the DMAIC method along with the SIPOC, cause and effect diagram, and failure mode and effect analysis (FMEA).FindingsIn this paper, Six Sigma methodology is found as an accurate optimisation tool in marine container terminals. Risk Priority Numbers obtained from the FMEA analysis denote that additional control procedures and associated inspections are needed as monitoring tools on the working time and activity o...

Orientation: Employee performance is a vital aspect within organisations in South Africa (SA). It is argued that poor performance can be addressed through training and development. Performances should be evaluated before and after training interventions to ensure that training was beneficial to the employees. Research purpose: The study intended to establish whether training evaluation conducted after training in the SA financial sector measures employee performance improvement. Motivation for the study: Most businesses invest in training and development interventions anticipating that employees will use what they have learned to improve their performance. There is limited recent empirical research on SA financial sector training evaluation tools, especially those that indicate employee performance improvement after training. Main findings and discussion: The findings of this study indicate the following: SA financial organisations frequently use levels 1–3 (satisfaction; learning; ...

Insurance Industries in India have taken a giant shape especially after privatization.LIC of India is one of the most important  public sector which plays excellent job in selling it’sproducts.As many private companies entered, lot of competition is being faced by Life Insurance Corporation.ThePresent study is conducted to know the growth and performance of LIC.

This study examined supervisor perceptions and subordinate reactions to formal performance-appraisal reviews. The performance-appraisal behaviors of supervisors and the reactions of their subordinates were studied in a sample of university employees. A factor analysis revealed that there were three dimensions of formal performance appraisals: two developmental dimensions (being supportive; emphasizing performance improvement) and one administrative dimension (discussing pay and advancement). Regression analyses suggested that supervisors supported highly rated individuals and stressed improvement efforts for poor performers. After controlling for the level of previous performance ratings, results indicated that support in the appraisal review was associated with higher levels of employee motivation, while discussing pay and advancement was associated with higher levels of employee satisfaction. Unfortunately, improvement efforts by the supervisors did not influence job performance one year later. Researchers and practitioners alike believe the performance-appraisal process commonly serves two basic purposes (McGregor, 1957; Meyer, Kay, t French, 1965; Wexley, 1979). First, performance appraisals serve administrative purposes to the extent that they provide a basis for determining salary increases, promotions, terminations, The authors wish to express their appreciation for financial support provided by the College of Business Administration and Economics, New Mexico State University. They also thank Christine Banks, Jon Howell, and Ralph Stablein for their comments on drafts of the paper. An earlier version of the paper was presented at the annual meeting of the American Psychological Association, August, 1984.

This article addresses the debate concerning the study of management. Arguing that definitions of management have suffered from conceptual obscurity, it advocates that an understanding of management must address relational, constitutive and political dimensions of its operation. The work of Michel Foucault, particularly the concept of power/knowledge and his ascending analysis of power, offers such an approach. The relevance of Foucault for recasting the study of management is illustrated through an analysis of performance appraisal systems introduced into UK universities.

This study addresses demographic differences between employees and their managers with regard to perceptions of performance appraisals, in general, and negative feedback, in particular. A sample of non-supervisory employees (n = 197) was surveyed from an organization whose members represent over 120 nationalities. We hypothesized from status characteristics theory ) that employees would react more favorably to performance evaluations from "high status" management groups, including males, Whites, and native English-speakers. Results indicate this is accurate regarding males and White managers. We further hypothesized from a relational demography perspective ) that employees who share salient demographic characteristics with their managers would respond more favorably to performance evaluations from these individuals. This was partially supported for gender, in that males responded more positively to male managers following feedback. However, results show that race similarity had a significant, but opposite effect than predicted with regard to reactions to negative feedback. "Social identity threat," especially among minority employees, is offered as a possible explanation for the finding that employees react more unfavorably to negative feedback from same-race managers. Implications and future research are proposed.

The present study sought to examine the relationship between managersÕ perceptions of employee motivation and performance appraisal by surveying managers and employees in three distinct cultural regions (North America, Asia, and Latin America) within a single global organization. Three distinct cultural patterns emerged in the theories managersÕ held about their subordinates. While North American managers perceived their employees as being more extrinsically than intrinsically motivated, perceptions of intrinsic motivation proved to be a more robust predictor of performance appraisal. Asian managers exhibited a holistic tendency in that they perceived their subordinates as equally motivated by intrinsic and extrinsic factors, and their perceptions of both motivations proved to be comparable predictors of performance appraisal. Latin American managers perceived their employees as being more intrinsically than extrinsically motivated, and accordingly, only their perceptions of intrinsic motivation proved to be significantly correlated with performance appraisal. In contrast to the cultural variations exhibited in manager perceptions, employees consistently reported themselves as being more motivated by intrinsic than extrinsic incentives. Explanations for the distinct cultural patterns that emerged and their implications for the study of culture and organizational behavior are discussed.

The cultural diversity of U.S. organizations is increasing rapidly. In spite of this, relatively little attention has been paid to the impact that the increase in diversity may have on (a) the acceptance of human resource management processes and practices (e.g., recruitment, selection, training, performance appraisal, and compensation and benefits) by individuals and (b) the effectiveness of such processes and practices. Thus, we consider the moderating effects of both individual culture and organizational culture on relations between (a) human resource management processes and practices and (b) the acceptance and effectiveness of such processes and practices. In addition, we offer recommendations for both research and practice.

Performance is not a choice but a must do practice for organizations. The current study is an effort to study the performance evaluation practices of pharmaceutical companies of Punjab. The variables of performance measure have been identified through literature and were grouped into various factors through factor analysis. The impact of performance appraisal practices has been measured on the job satisfaction of lower and middle level employees through regression analysis. The results suggest a strong association between performance appraisal and job satisfaction. The results also highlight that fair the system of appraisal, more is the job satisfaction which improves the productivity of employees

Purpose: This paper aims to explore an integrated relationship between performance appraisal, succession planning, and career development in the Indian context. A very few empirical studies could be seen in identifying a relationship between the proposed variables. Design/methodology/approach: An empirical study was conducted by employing the cross-sectional survey-based research design along with the convenience sampling method. Around, 167 questionnaires were circulated through online via Google forms. Finally, 134 responses were received from respondents having 80.23% response rate. The responses were subject to analysis using normality check, confirmatory factor analysis, correlation, model fit and multiple hierarchical regression analysis. Findings: Results reveal that all three study variables are positively associated with each other. This study fully supports the applicability of performance appraisal, and succession planning as crucial predictors of career development more specifically in the Indian context. Research limitations/implications: This current study is conducted using online data collection procedure, while future studies may use in-depth interview and daily diary studies. Practical implications: This study exhibits how employee career development can be initiated through succession planning and performance appraisal. This study also suggested that the organizations which emphasize on an effective policy guideline for systematic performance appraisal will probably support the succession planning and career development.

Many supervisors and subordinates hate performance appraisal exercises. Moreover, the benefits of performance appraisals for organizations are questionable. To address these challenges, we participated in the development of an alternative Strength-Based Performance Appraisal (SBPA) and a goal setting process, considering ideas both from performance appraisals practitioners and from Positive Psychology scholars. SBPA emphasizes learning from success stories using the Feedforward interview [Kluger A.N. and Nir D., 2009. The feedforward interview. Human Resource Management Review 20,235–246.], reflected best self [Roberts L.M., Dutton J.E., Spreitzer C.M., Heaphy E.D., Quinn R.E. 2005. Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations Academy of Management Review 30(4),712–736], finding new ways to use existing strengths (Seligman, Steen, Park, & Peterson, 2005) and a win–win approach (Pruitt & Rubin, 1986). However, SBPA does not avoid negative feedback; it constrains it for prevention-focus behaviors, where it appears to be effective in increasing motivation and performance [Van-Dijk D. & Kluger A.N. 2004. Feedback sign effect on motivation: Is it moderated by regulatory focus? Applied Psychology: An International Review, 53(1), 113–135]. Following an elaboration of the theoretical rationale of SBPA, we describe a case study of applying SBPA at SodaStream (formerly Soda-Club), coupled with an initial evaluation of its impact. We conclude with lessons learned from the first implementation, followed by a call for replications.

Recent theoretical developments have enabled the empirical study of trust for specific referents in organizations. The authors conducted a 14-month field study of employee trust for top management. A 9-month quasi-experiment found that the implementation of a more acceptable performance appraisal system increased trust for top management. The 3 proposed factors of trustworthiness (ability, benevolence, and integrity) mediated the relationship between perceptions of the appraisal system and trust.

Article Info This paper reports on a study that investigated the appraisal of middle leaders in three New Zealand secondary schools in order to determine what constituted effective performance appraisal and how this practice could be improved from the perspective of this middle tier of leadership. Overall, appraisal was variably practised and seen as a compliance mechanism rather than an opportunity for conversations about achievement and development, when it occurred at all. It is concluded that what middle level leaders experience as performance appraisal may be devalued by senior leaders paying insufficient attention to the appraisal of middle leaders especially in relation to their management responsibilities. Development linked to the appraisal of both senior and middle leaders could strengthen appraisal practice, increase its value for all parties, and tap the unrealised potential that performance appraisal has for supporting middle leaders to improve student learning outcomes.

Performance appraisal is a process used by some firms to evaluate their employees' efficiency and productivity in order to plan their promotion policy, salary policy, layoffs policy, etc. Initially this process was just carried out by the executive staff, but recently it has evolved into an evaluation process based on the opinion of different reviewers, supervisors, collaborators, customers and the employees themselves (360-degree method). In such an evaluation process the reviewers evaluate some indicators related to employees performance appraisal. In this paper we propose an evaluation framework where there are different sets of reviewers taking part in the evaluation process. Since reviewers have a different knowledge about the evaluated employee, it seems suitable to offer a flexible framework in which different reviewers can express their assessments in different finite scales according to their knowledge. The final aim is to compute a global evaluation for each employee, that can be used by the management team to make their decisions regarding their human resources policy. In this way, to obtain a global evaluation for each employee, we propose a methodology able to aggregate individual valuation in a metric L p framework. In this context, the associated optimization problems can be reduced to an Extended Goal Programming formulation that is very easy to compute.

This qualitative study explores employee performance management (PM) in Vietnam from the perspectives of Vietnamese managers in three case study organizations: a state-owned enterprise, a joint venture and a private Vietnamese company. Findings suggest that western PM practices and techniques are being utilized in all three organizations and that PM is seen as an essential and strategic component of human resource management policy. These findings suggest an increasing awareness of PM in Vietnamese enterprises and a desire to improve competitiveness by developing a highly skilled and high-performing workforce.

This article reviews and integrates recent research in experimental social psychology and organizational behavior demonstrating the pervasive influence that affective states or moods have on judgments, decision making, and behavior in organizations. An information processing theory, the Affect Infusion Model (AIM) is described that can account for many of the empirical findings and also provides a promising theoretical base for future research in this area. The article reviews a range of experimental and applied studies consistent with the predictions of this model, demonstrating the role of information processing strategies in moderating affective influences on organizational behavior. Specifically, we discuss the influence of affect on such work-related behaviors as worker motivation, creativity and performance, interpersonal judgments and communication, performance appraisal judgments and selection interviews, organizational spontaneity, employee flexibility and helpfulness, absenteeism, and bargaining and negotiation behaviors. The implications of the information processing approach for understanding the influence of affect on organizational behaviors are

On the basis of Appreciative Inquiry , we offer an interview protocol termed Feedforward Interview (FFI). FFI is designed to reveal new organizational knowledge both for managers and subordinates, which can lead to better alignment between employees' needs and organizational practices, and to improved relationships by enabling both parties to feel more positive about themselves and about each other. Following a detailed description of the FFI protocol and its rationale, we demonstrate how FFI may be used as a complement, or even as a replacement, for performance appraisal reviews, job selection interviews, and customer satisfaction surveys. The benefits of FFI appear to include eliciting positive emotions, fostering bonding, building psychological safety for sharing information, and creating internal transformations of both interviewer and interviewee. We conclude with a call for research to evaluate FFI's effectiveness and the conditions under which it will be most useful.

This study extends multisource feedback research by assessing the effects of rater source and raters' cultural value orientations on rating bias (leniency and halo). Using a motivational perspective of performance appraisal, the authors posit that subordinate raters followed by peers will exhibit more rating bias than superiors. More important, given that multisource feedback systems were premised on low power distance and individualistic cultural assumptions, the authors expect raters' power distance and individualism-collectivism orientations to moderate the effects of rater source on rating bias. Hierarchical linear modeling on data collected from 1,447 superiors, peers, and subordinates who provided developmental feedback to 172 military officers show that (a) subordinates exhibit the most rating leniency, followed by peers and superiors; (b) subordinates demonstrate more halo than superiors and peers, whereas superiors and peers do not differ; (c) the effects of power distance on leniency and halo are strongest for subordinates than for peers and superiors; (d) the effects of collectivism on leniency were stronger for subordinates and peers than for superiors; effects on halo were stronger for subordinates than superiors, but these effects did not differ for subordinates and peers. The present findings highlight the role of raters' cultural values in multisource feedback ratings.

Allocations of wealth across different asset classes and specific investments have become a challenging task for the investors, portfolio managers and fund managers. Essentially, investors participate in financial markets over time in order to share and diversify various risks, which arise in their investment decisions. Investors use financial markets not only to share risk but to make risk-return trade-off in a better way. Mutual funds help the investors make optimal trading strategies economically feasible to mitigate the risk and optimise the return. The performance of mutual funds that depends on volatility of the market and macro economy will play a pervasive role in deciding the fate of investment decisions of investors a lot. The present paper is a modest attempt to discuss on the performance of benchmark mutual funds in India through a select Equity, Debt and Balanced Growth Fund.

 Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

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.

Appraisal is very significant tool inside the man supremacy management, stipulation it is conduct properly along with reasonably, it can carry out the organization to their ambition and the employees determination accomplish their wellbeing. Within this manuscript I study the sound possessions of concert assessment consequences taking place the staff enthusiasm. "The aptitude to craft superior verdict Vis-à-vis populace corresponds to solitary of the preceding steadfast foundation of workforce assessment, while exceptionally hardly any association is good by the side of it." Peter Drucker Objective To examine the relationship between Performance Appraisal and Employees motivation. 1-Introduction Performance appraisals are indispensable for the effectual supervision and costing of staff. Appraisal help to enlarge individuals, perk up secretarial routine, and nourish into dealing development. Ceremonial performance judgment is commonly conducted per annum for each and every ...

This study examines the abusive supervision-job performance relationship with job performance measured using formal performance appraisal ratings, supervisor ratings, and self-ratings. Additionally, we predict that the meaning one gains from work moderates these relationships. We used a sample composed of supervisor-subordinate dyads from an automotive organization to investigate our hypotheses. Results show that abusive supervision is negatively related to two of the three performance ratings (i.e., formal and supervisor ratings) and that the meaning of work moderated all three of these relationships. Strengths, limitations, practical implications, and directions for future research are provided.

Purpose-This paper aims to review the relevant literature on training needs assessment (TNA) with an objective to provide users/beneficiaries of TNA with the understanding of its growing concept, multiple uses (outcomes), and valuing these uses (antecedents). Design/methodology/approach-To conduct the literature review on uses of TNA, the authors used the systematic search comprising four stages: selection of appropriate search terms such as training, needs assessment, needs analysis, training needs assessment, and training needs analysis; carrying out search in established databases such as EBSCOhost, Emerald, JSTOR, SpringerLink, and Wiley-Blackwell; initial sample filtering (relevance-based); and further sample filtering (access-based). Based on this review, a conceptual framework for examining the forward and backward linkages between TNA and nine human resource management and development areas is proposed for further examination. Findings-This paper highlights training plans, goal setting, employee development, managing change, career development, knowledge, skills, and attitude, learning motivation, cost effectiveness, and performance appraisal as nine major human resource management and development areas revealing different uses of TNA. This gives an appropriate place to the expanding view of TNA. Practical implications-This paper offers important implications for human resource professionals. Their learning about multiple uses of TNA can help them attain comprehensive solutions of varied organisational problems. Originality/value-This paper attempts to make a significant contribution towards understanding the growing concept of TNA by expanding the long-established way of looking at it through increasing its potential effects and subsequently enhancing its purposes and uses for both training and non-training initiatives.

We can change the future but we cannot change the past'. All the organizations seem to focus on acquisition and development of top quality talent and the organizations spend a lot for developing good quality talent but with little achievement. Despite all efforts and with all the knowledge of talent development practices, there is still a gap between our knowledge to develop talent and our ability to do it in exact terms. Although a number of talent development practices including coaching, performance feedback, 360 o appraisal, talent reviews are used by managers but there they all speak about the past. Feed forward is a process that helps people to focus on a positive future, not a failed past. Feed forward disseminates ideas on how the people can be even more successful in future rather than reminding them of their failed past and can thus increase their chances of getting success.This paper is an attempt to develop an understanding as to how the organizations can develop talent we actually need to develop for the organization through Feed Forward Process.

A new performance appraisal system, developed for promotions in the Royal Canadian Mounted Police non-commissioned officer ranks, fairly differentiated among candidates. Members (N = 6,571) illustrated their performance on core competencies with behavioral examples. Supervisors and then review boards used a BARS procedure to reliably rate performance. Both candidates and supervisors supported the system. The performance appraisal scores predicted career advancement in the organization.

— 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 is the process of determining and communicating to an employee how he / she is performing on the job and ideally, establishing a plan of improvement. It is very much critical because it helps the managers to take the administrative decisions effectively relating to promotions, fringes, payoffs and merit pay increases of the employees. So, performance appraisal is a must for all organizations. This paper aimed at critically evaluating the existing performance appraisal systems of Mercantile Bank Limited. For this reason, the researcher has reviewed existing literatures and collected relevant information from the bank. Finally, the researcher has provided some recommendations to overcome the problems involved with the existing performance appraisal system of Mercantile Bank Limited.

The effectiveness of the decision-making process in appraisal has been of long-standing interest. This paper reports the results of research exploring the extent to which those undertaking appraisals apply systematic processes to their decision-making, represented in terms of the cognitive processing models applied by appraisers. Results of 22 cognitive mapping interviews exploring appraisal practice, undertaken with appraisers in the Malaysian education system, are described. The resultant cognitive maps have been explored for what they tell us about the cognitive processing models underlying appraisers' decision-making. Results suggest that the practice of appraisal evidenced in interviews demonstrates the presence of cognitive processing that reflects theoretical cognitive processing models, although some differences are observed between less experienced and experienced appraisers' models. Implications from the interview findings for the practice of appraisal are identified.

This study analyses performance appraisal (PA) practices in mid-sized Indian firms and explores the differences in PA practices of service and manufacturing industry. With the help of a questionnaire, data was collected from 56 mid-sized firms, having a formal human resource (HR) department and employing 50 to 250 personnel. The results show that adoption of performance appraisal system (PAS) and its level of formalization in mid-sized Indian firms is relatively low. Also, the results do not indicate significant differences among firms' approaches towards PA practices, as far as different types of industries are concerned. However, a few differences exist in aspects of 'criteria' used for evaluation of employees and 'purpose' of appraisal results but there are no significant differences in rest of the appraisal system dimensions.

Universities are knowledge-based organizations and high-quality performance management of professionals in these organizations has particular importance. The paper analyses performance appraisal systems in universities with particular emphasis on teaching faculty and Head of the Departments' (HoDs) perspectives and their expectations. According to the information provided by the teachers and HoDs, Faculty members were generally given informal verbal feedback on their performance. Moreover, universities have written job duties and responsibilities and teachers were being measured according to that document. According to the responses in old and new universities, it emerged that students' results of teachers, academic activities, professional commitment, and punctuality were relatively more reported aspects in new universities, while knowledge, research and personal behavior related aspects were given more emphasis in ACR by the old universities' HoDs.

The management of human resources is a very complicated task for those who are entrusted with successful running of an organization and this implies considerable knowledge of various aspects of "Personnel Management" in which the performance appraisal takes a very important role. This study focuses on evaluating the performance appraisal techniques followed in CPP Lalkuan and identifying the response of the employees toward those practices.