Performance Appraisal Management in Aviation Industry
Performance Appraisal Management in Aviation Industry
Performance Appraisal Management in Aviation Industry
\||Volume||3||Issue||3||Pages|| 2421-2427||2015||
Website: www.ijsrm.in ISSN (e): 2321-3418
Abstract:
Now days aviation industry plays a vital role in global economy. Its a key factor between air and land
based transportation of goods and passengers. It is a part of international supply chain networks.
Performance Appraisal is the systematic evaluation of the performance of employees and to understand the
abilities of a person for further growth and development. The main Objectives of Performance Appraisal is
to maintain records in order to determine compensation packages, wage structure, salaries raises, etc. and
to identify the strengths and weaknesses of employees to place right person on right job. It is said that
performance appraisal is an investment for the company that can be justified by following advantages:
Promotion, Compensation, Employees Development, Selection Validation, Communication and Motivation.
In this research paper we tried to identify the techniques of Performance Appraisal followed in aviation
industry and to identify how the performance of the employees is improved and enhanced.
Comparative/Relative Approach:
Fig1.Performance Appraisal
These types of appraisal techniques specifically call
for relative comparisons among workers Measurement Methods and Forms
performances. These techniques are referred to as
personnel comparison systems, and they include the
Critical Incidents Approach
paired comparison, rank-ordering, and forced-
distribution methods. The critical incident method consists of collecting
1. Ranking reports of behaviors that are considered critical in
2. Paired Comparison the sense that they make a difference in the success
3. Forced Distribution/Forced ranking or failure of a particular work situation. The
incident is defined as critical by an observer, who
also makes a judgment as to its effectiveness.
Absolute Standard Approach: According to Flanagan (1954), a legitimate critical
incident report is one in which there is reference to
actual behavior in a specific situation with no
BARS
Several remedies have been proposed for the
recurring problems in performance measurement, but
none of them has been more heavily researched in
recent years than behavioral expectation scaling or
behaviorally anchored rating scales (BARS). The
BARS method was introduced by Patricia Cain
Smith and the late Lorne Kendall in a 1963 study
sponsored by the National League for Nursing. Since
that time, there have been. BARS may be described
as graphic rating scales with specific behavioral
descriptions utilizing various points along each scale.
Fig 2.Performance Appraisal Problems and
Each scale represents a dimension or factor
Avoiding Them
considered important for work performance.
Typically, both raters and rates are involved in the
development of the dimensions and the generation of
Objectives of the Study:
behavioral descriptions.
To identify the techniques of
MBO Performance Appraisal followed in
aviation industry.
To identify how the performance of
Management by objectives (MBO) is the popular the employees is improved and
name for a process of managing that can focus on enhanced.
the performance of individuals in organizations. In Research Methodology:
general, it is a goal setting process whereby
objectives may be established for the organization, Data source: Primary as well as Secondary.
each department, each manager within each
department, and each employee. MBO is not a Research approach: Survey Method.
measure of employee behavior; it is an attempt to
measure employee effectiveness, or contribution to Research instrument: Questionnaire.
organizational success and goal attainment.
Respondents: The Managers & Employees of
Desirable Characteristics of an Appraisal Form various organizations. The primary data was
collected with the help of survey information. A
1. It must be simple concise questionnaire was prepared keeping in mind
2. Relevant the information specifications.
3. Clarity of content
4. Adaptable
5. Comprehensive Population:
6. Communicability of the form must be easy
Sampling:
Annual 68
Half Yearly 20
Quarterly 12
Monthly 0
Anytime 0
Interpretation:
Technical 55
Behavior 30
Adaptability 10
Any Other 5
Interpretation:
Yes 60
Interpretation: No 40
Never 10
Rarely 40
Sometimes 15
Often 20 Interpretation:
Every time 15
60% employees were satisfied with appraisal
system adopted currently and 40% employees were
not satisfied with appraisal system adopted
currently.
Immediate Supervisor 9
Peer Appraisal 12
Rating Committee 49
Self Rating 20
Appraisal By Subordinates 10
Interpretation:
Interpretation: Conclusion:
49% employees said that performance appraisal by While conducting the study it is found that most
Rating Committee, 20 % employees said that employees said that appraisal system is scorecard.
performance appraisal by Self Rating, 12% There are three performance appraisal criteria i.e.
employees said that performance appraisal by Peer Quantitative Outcome Criteria, Qualitative Process
Appraisal, 10% employees said that performance Criteria and Quantitative Process Criteria. Timing
appraisal by Subordinates and 9% employees said of appraisal is annually. Employees are evaluated
that performance appraisal by Immediate on the basis of his/her Technical, Behavior and
Supervisor. Adaptability. Performance assessment matches to
employee expectation rarely. Many employees were
satisfied with appraisal system adopted currently
and some employees were not satisfied with
Table 8. EMPLOYYES RESPONSE TOWARDS appraisal system adopted currently. In aviation
PURPOSE OF APPRAISAL SYSTEM industry, there is performance appraisal by Rating
Committee, Self Rating, Peer Appraisal, Immediate
Determination of 14 Supervisor and Appraisal By Subordinates. Purpose
Promotion of Transfer of appraisal system is Salary Administration &
Salary Administration & 62 Benefits, Determination of Promotion of Transfer,
Benefits and Guideline for Training Plan, and Assistance in
Decision to Layoff 5 Goal.
Guideline for Training Plan 11
Assistance in Goal 8
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