ROLE OF PERFORMANCE APPRAISALS IN EMPLOYEE MOTIVATION- TATA CONSULTANCY SERVICES

Product Description

ABSTRACT

This research aims to examine the role of performance appraisal in motivating employees in Tata Consultancy Services (TCS). The research is  to achieve following objectives: to examine the motivation level and motivating factors of employees in TCS; to examine performance appraisal approach and effectiveness in TCS; to examine effectiveness of performance appraisal in motivating employees in TCS; and to make recommendations of effective performance appraisal system for TCS for motivating employees. For achieving aim and objectives of the research, 40 employees in TCS were surveyed through questionnaire. The major results of the research are presented below.

Employees’ satisfaction level is high with the motivating approach of TCS. Top management in TCS on greater scale is interested in motivating employees. Most commonly promotion and appreciation letter as incentives are most motivating for employees in TCS. Performance appraisal system is motivating for employees in TCS. Performance appraisal of employees always takes place in TCS. Most commonly employees always get feedback from performance appraisal in TCS. Definitely in most cases employees in TCS always get increment after performance appraisal.Most commonly promotion of employees and motivation should be the focus of performance appraisal in TCS. Generally merit as method of performance appraisal is chiefly implemented in TCS. Employees in TCS on greater level would prefer to receive any increment in their salary after performance appraisal. In most cases performance appraisal helps employees in TCS set and achieve meaningful goals. Performance appraisal gives employees in TCS constructive criticism in a friendly and positive manner. Performance of employees in TCS improves after process of performance appraisal. Performance appraisal improves motivation and job satisfaction of employees in TCS. 360 degree performance appraisal is motivating for employees in TCS. 360 degree performance appraisal of TCS requires to be most focused on roles and leadership.

TABLE OF CONTENTS

Acknowledgement

Abstract                                                                                                                           vii

Chapter #1:INTRODUCTION                                                   1-4

1.1       BACKGROUND AND RATIONALE                                                           1

1.2       CASE ORGANISATION …………………………………………………………..           3

1.3       AIMS AND OBJECTIVES…………………………………………………………           4

Chapter #2 :LITERATURE REVIEW……………………………   5-27

2.1       INTRODUCTION  …………………………………………………………………….          5

2.2       PERFORMANCE APPRAISAL: CONCEPTUALISATION……..          5

2.3       PERCEIVED FAIRNESS AND SATISFACTION WITH

            EMPLOYEE PERFORMANCE APPRAISAL…………………………..          6

2.4       EVALUATION OF PERFORMANCE APPRAISAL EFFICACY          7

2.5       MOTIVATION: DEFINITION…………………………………………………..          8

2.6       CRITICAL EVALUATION OF DIFFERENT …………………………..          9

            THEORIES OF MOTIVATION

2.7       REWARD: DEFINITION ………………………………………………………….         12

2.8       PURPOSE OF A PERFORMANCE APPRAISAL……………………..         13

2.9       RATER………………………………………………………………………………………         14

2.10     WHAT MAKES AN EFFECTIVE APPRAISAL SYSTEM?………         14

            2.10.1  Absolute Rating versus Relative Ranking Appraisals…………         15

2.11     ROLE OF RATING SYSTEM IN PERFORMANCE APPRAISAL      15

2.12     ROLE OF APPRAISAL INTERVIEWS ON PERFORMANCE…         18

2.13     CONDUCTING THE APPRAISAL MEETING…………………………         18

2.14     PERFORMANCE APPRAISAL (NEGOTIATED APPROACH).         19

2.15     MANAGING POTENTIAL BIAS IN PERFORMANCE APPRAISALS 20

2.15.1  Liking……………………………………………………………………………….         21

2.15.2  Leniency…………………………………………………………………………..         21

2.15.3  Stereotypes……………………………………………………………………….         22

2.15.4  Diagnosing Job Performance……………………………………………….         22

2.16     DEVELOPING A MOTIVATED WORK ENVIRONMENT………         23

2.17     PERFORMANCE, MOTIVATION AND CAPACITY –

                        ANALYTICAL LINKAGES……………………………………………         24

2.18     LEGAL COMPLIANCE AND PERFORMANCE……………………..         25

2.19     SUMMARY  ……………………………………………………………………………..         25

2.20     CONCEPTUAL FRAMEWORK……………………………………………….         26

Chapter #3RESEARCH  METHODOLOGY………………… 28-41

3.1       INTRODUCTION………………………………………………………………………         28

3.2       RESEARCH PARADIGM …………………………………………………………         28

3.2.1    Positivism …………………………………………………………………………         29

3.2.2    Interpretivism…………………………………………………………………….         29

3.2.3    Critical paradigm……………………………………………………………….         29

3.2.4    Research Paradigm for this study…………………………………………         30

3.3       RESEARCH DESIGN ……………………………………………………………….         30

3.3.1       Inductive………………………………………………………………………………………………………            30

3.3.2       Deductive……………………………………………………………………………………………………..            30

3.3.3    Justification for this study…………………………………………………..         31

3.4       RESEARCH METHOD …………………………………………………………….         31

3.4.1    Qualitative………………………………………………………………………..         31

3.4.2    Quantitative………………………………………………………………………         32

3.4.3    Justification for this study…………………………………………………..         32

3.5       DATA COLLECTION ………………………………………………………………         32

3.5.1    Primary data………………………………………………………………………         33

3.5.2    Secondary data …………………………………………………………………         34

3.5.3    Justification for this study…………………………………………………..         34

3.6       SAMPLING ………………………………………………………………………………         35

3.6.1    Probability sampling…………………………………………………………..         35

3.6.2    Non-probability sampling……………………………………………………         36

3.6.3    Justification for this study…………………………………………………..         36

3.7       DATA ANALYSIS……………………………………………………………………..         37

3.7.1    Justification for this study…………………………………………………..         37

3.8       ETHICAL ISSUE ………………………………………………………………………         37

3.8.1    Justification for this study…………………………………………………..         38

3.8       PILOT TEST …………………………………………………………………………….         38

3.8.2    Justification for this study…………………………………………………..         39

3.9       VALIDITY AND RELIABILITY ……………………………………………..         39

3.9.2    Justification for this study…………………………………………………..         40

3.10     SUMMARY……………………………………………………………………………….         40

Chapter #4DATA ANALYSIS……………………………………….. 42-60

4.1       INTRODUCTION………………………………………………………………………         42

4.2       ANALYSIS OF DATA……………………………………………………………….         42

4.2.1    Motivation………………………………………………………………………..         42

4.2.2    Performance Appraisal……………………………………………………………….         47

4.3       SUMMARY……………………………………………………………………………….         59     

Chapter #5 :DISCUSSION…………………………………………….. 61-66

Chapter #6 :CONCLUSIONS AND

          RECOMMENDATIONS………………………………………. 67-70

5.1       INTRODUCTION………………………………………………………………………         67

5.2       SUMMARY OF FINDINGS……………………………………………………….         67

5.3       ACHIEVING OBJECTIVES………………………………………………………         68

5.4       RECOMMENDATIONS…………………………………………………………….         69

BIBLIOGRAPHY…………………………………………………………. 71-75

APPENDIX…………………………………………………………………… 76-79

Questionnaire……………………………………………………………………………….         76

LIST OF TABLES

Table 4.1: Satisfaction with the Motivating Approach…………………………………..         43

Table 4.2: Top Management Role in Motivation…………………………………………..         44

Table 4.3: Incentives and Motivation………………………………………………………….         45

Table 4.4.1: Statistics – Performance Appraisal and Motivation …………………….         46

Table 4.4.2: Frequency – Performance Appraisal and Motivation………………….         47

Table 4.5: Frequency of Performance Appraisal………………………………………….         47

Table 4.6: Performance Appraisal and Feedback………………………………………..         48

Table 4.7: Performance Appraisal and Increment………………………………………..         49

Table 4.8: Focus of Performance Appraisal………………………………………………..         50

Table 4.9: Method of Performance Appraisal………………………………………………         51

Table 4.10: Increment in Salary and Performance Appraisal………………………..         52

Table 4.11: Performance Appraisal and Achieving Meaningful Goals……………         53

Table 4.12: Performance Appraisal and Constructive Criticism…………………….         54

Table 4.13: Performance Appraisal and Employees Performance………………….         55

Table 4.14: Performance Appraisal and Motivation and Job Satisfaction………..         56

Table 4.15: Motivation and Performance Appraisal……………………………………..         57

Table 4.16: 360 Degree Performance Appraisal Method ……………………………..         59

LIST OF FIGURES

Figure 4.1: Satisfaction with the Motivating Approach………………………………….         43

Figure 4.2: Top Management Role in Motivation…………………………………………         44

Figure 4.3: Incentives and Motivation………………………………………………………..         45

Figure 4.4. 1: Statistics –Performance Appraisal and Motivation…………………..         46

Figure 4.5: Frequency of Performance Appraisal………………………………………..         48

Figure 4.6: Performance Appraisal and Feedback………………………………………         49

Figure 4.7: Performance Appraisal and Increment………………………………………         50

Figure 4.8: Focus of Performance Appraisal………………………………………………         51

Figure 4.9: Method of Performance Appraisal…………………………………………….         52

Figure  4.10: Increment in Salary and Performance Appraisal………………………         53

Figure 4.11: Performance Appraisal and Achieving Meaningful Goals…………..         54

Figure  4.12: Performance Appraisal and Constructive Criticism………………….         55

Figure 4.13: Performance Appraisal and Employees Performance………………..         56

Figure 4.14: Performance Appraisal and Motivation and Job Satisfaction………         57

Figure 4.15: Motivation and Performance Appraisal……………………………………         58

Figure 4.16: 360 Degree Performance Appraisal Method ……………………………         59