An effective and well managed performance appraisal system is one of the best ways to provide the ongoing support system. It can give both individuals and managers a structured system to achieve goals and targets successfully without the need for close supervision. A performance appraisal system also exalts the organizational decisions quality ranging from allocation of reward to layoffs, transfers and promotions (Grote et, al, 2005). They also exalt the employee decisions quality ranging from choices of career to decisions about where to raise one’s effort and time. Now the organizational success is based on the individuals and employees performance. Managers who know how to make the best use of the performance appraisal system are more effective managers.
An overview of performance appraisal system of Infosys, India
Infosys believes in meritocracy and has built a high performance work culture among its workforce. To align the employees performance with Infosys business goals, regular performance driven appraisals are conducted. Infosys has three tracks for its performance appraisal system (Rao and Rao, 2004; Fernando, 2010). They are:
The first track deals with review of performance relying on feedback and tasks on technical/ personality competencies. Infosys is moving to a role based structure and competencies for each of the roles with standard expected levels of behaviors. Training needs are derived based on the tasks evaluations and competency feedback.
The second track is the senior management appraisal. People in managerial roles undergo this annually. Here the employee fills up a self appraisal form and carries it forward to a panel of discussion. The panel includes:
- The head of the department.
- The immediate supervisor of the appraise.
- Senior management personals from another department.
Promotions are decided on the basis of their review (Khan and Jain, 2004).
360 degree appraisal constitutes the third track. This has been happening over the last 3 years for all departments and practice units. Levels covered include the head of delivery, heads of departments/practice units, all the people who report to the heads and all others holding leadership positions in the organization.
- Venkateswara Rao T and Rao T V (2004), Performance management and appraisal systems: HR tools for global competitiveness, SAGE, London
- Khan M Y and Jain P K (2004), Financial Management: Text, Problems and Cases, Tata McGraw Hill, New Delhi.
- Fernando A C (2010), Business Ethics and Corporate Governance, Dorling Kindersley, New Delhi