It is vital that the performance appraisal system in every
organisation be aligned with organisational strategy and have a
developmental focus. The outcomes would be in terms of a committed
and motivated workforce and employees who would be focused on the
vision and mission of the organisation. Thus, a Performance
Appraisal System in the organisation of today has to evolve from a
mere evaluative control-oriented process into a developmental and
transformational one. This book presents a research study that
attempts to add to the empirical research base in India on the
complex area of performance appraisal. It compares the performance
appraisal systems of two organisations in the aluminium industry in
Orissa, India, belonging to two different sectors of the economy,
the private sector and the public sector. The study has
investigated the perceptions of the employees of the two
organisations on several dimensions of performance appraisal across
organisational and managerial levels. The findings have
implications for all organisations that would want to understand
the complexities of performance appraisal systems.
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