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www.rersearch-chronicler.com
Research Chronicler – International Multidisciplinary Research journal
Research Chronicler ISSN 2347 – 5021 (Print); 2347 – 503X (Online)
A Peer-Reviewed Refereed and Indexed
Multidisciplinary International Research Journal
Volume III Issue VIII: November – 2015
Editor-In-Chief
Prof. K.N. Shelke
Head, Department of English,
Barns College of Arts, Science and Commerce, New Panvel, India
Editorial Board
Dr. A.P. Pandey, Mumbai, India
Dr. Patricia Castelli, Southfield, USA
Dr. S.D. Sargar, Navi Mumbai, India
Christina Alegria, Long Beach, USA
Prin. H.V. Jadhav, Navi Mumbai, India
Dr. Adrianne Santina, McMinnville, USA
Prof. C.V. Borle, Mumbai, India
Dr. Nirbhay Mishra, Mathura, India
Advisory Board
Dr. S.T. Gadade Principal, C.K. Thakur College,
New Panvel, India
Dr. R.M. Badode Professor & Head,
Department of English,
University of Mumbai, India
Dr. G.T. Sangale
Principal, Veer Wajekar College,
Phunde, India
www.rersearch-chronicler.com
Research Chronicler – International Multidisciplinary Research journal
Research Chronicler is peer-reviewed refereed and indexed multidisciplinary
international research journal. It is published bi-monthly in both online and
print form. The Research Chronicler aims to provide a much-needed forum to
the researchers who believe that research can transform the world in positive
manner and make it habitable to all irrespective of their social, national,
cultural, religious or racial background.
With this aim Research Chronicler, Multidisciplinary International Research
Journal (RCMIRJ) welcomes research articles from the areas like Literatures in
English, Hindi and Marathi, literary translations in English from different
languages of the world, arts, education, social sciences, cultural studies, pure
and applied Sciences, and trade and commerce. The space will also be provided
for book reviews, interviews, commentaries, poems and short fiction.
-:Subscription:-
Indian
Individual /
Institution
Foreign
Individual /
Institution
Single Copy 600 $40
Annual 3000 $200
Three Years 8000 $550
-:Contact:-
Prof. K.N. Shelke
Flat No. 01,
Nirman Sagar Coop. Housing Society,
Thana Naka, Panvel, Navi Mumbai. (MS), India. [email protected]
Cell: +91-7588058508
www.rersearch-chronicler.com Research Chronicler ISSN-2347-503X
International Multidisciplinary Research journal
Volume III Issue VIII: November 2015 (I) Editor-In-Chief: Prof. K.N. Shelke
Research Chronicler A Peer-Reviewed Refereed and Indexed International Multidisciplinary Research Journal
Volume III Issue VIII: November – 2015
CONTENTS
Sr. No. Author Title of the Paper Page No.
1 Dr. A.P. Pandey
The Indian Bride: A Reading of Mystery and
Ratiocination
1
2 Basavaraj Naikar
Science, Religion, Truth & Falsehood in
Hunting the Sun
7
3 Dr. Prakash M. Joshi
Study of Human Rights and Humanism in
„Untouchable‟ and „Coolie‟ by Mulk Raj
Anand
16
4 S. Vaiyapurirajan &
Dr. L. Baskaran
Fear of Extinction as Voiced in the Novels of
Rohinton Mistry
23
5 Sachin Labade
Clicking a Queer New Selfie: Documenting
the Queer Indian self in Sonali Gulati‟s I am
31
6 Ms. Mansi Chauhan
The Unending Exile: Reading The Pages of
my Life by Popati Hiranandani
37
7 Dr. Meti Mallikarjun Has There Been a “Chomskyan Impact” on
Indian Minds
42
8 Sumathi Shivakumar
Blended Boundaries of Fact and Fiction:
Historicizing Kittur through Literary
Narration The Queen of Kittur By Dr.
Basavaraj Naikar
50
9 N. Subhalakshmi Women in Information Technology 56
10 Dr. Shaikh Sahanwaz
Islam
The Role of Public Information Officer under
Right to Information Act, 2005
66
11 Dr. Hasabe S.B. A Critical Study of Performance Appraisal 72
www.rersearch-chronicler.com Research Chronicler ISSN-2347-503X
International Multidisciplinary Research journal
Volume III Issue VIII: November 2015 (II) Editor-In-Chief: Prof. K.N. Shelke
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88
Poetry
15 Durlabh Singh Poetics of New Imagery 95
Grow Fingers Pass Your Hand
16 Dr. Irum Alvi The Veil 98
www.rersearch-chronicler.com Research Chronicler ISSN-2347-503X
International Multidisciplinary Research journal
Volume III Issue VIII: November 2015 (72) Editor-In-Chief: Prof. K.N. Shelke
A Critical Study of Performance Appraisal
Dr. Hasabe S.B.
Head & Associate Professor, Dept. of Commerce, Veer Wajekar A.S.C. College, Phunde, Navi Mumbai, (M.S.) India
Abstract
Today’s working culture demands a great deal of commitment and effort from the employees,
who in turn naturally expect a great more from their employers. The development of much more
participative style of management in many organizations is a positive step towards meeting such
heightened expectations. This participative style can be expressed in a variety of practical ways.
For e.g.: work teams, quality circles, and of course regular performance appraisals.
Appraising the performance of individuals and groups and organizations has been a common
practice in all societies. While in some instances, these appraisal processes are structured and
formally sanctioned, in other instances they are informal and part of daily activities. Performance
here refers to the level of accomplishments. In the sense that there are expectations from every
person in an organization, a certain level of output or performance is expected from all. How an
employee actually performs in the light of the expectations determines whether his performance
is exceptional, good, average or below that. It is always measured in term of results. This process
has very a high implication on various other HR functions like recruitment, training, manpower
planning etc.
Key Words: Performance appraisal, evaluation, behavior
Introduction:
It is important that the employees are aware
of their goals, how to achieve them, how
they are matching up to them, what should
be done if they are not. There is not one
right way of doing the performance
appraisals. The most appropriate route to be
taken depends upon the current style and
status of the organization. People do have a
negative attitude about the performance
appraisals. Many have the complaints such
as, “It’s just yearly rollicking”, or “It is like
school report time” or “Nothing comes out
of it anyway. A significant consideration in
choosing how to go about introducing or
revising a performance appraisal scheme
will be an understanding of how such
attitudes have been perpetuated and how
they might be overcome. People carry bad
experiences with them for a long time, in
this case, perhaps from job to job. Much has
to be done at the time of introducing or
revising a performance appraisal scheme to
reassure those who will be involved that the
intentions behind conducting the
performance appraisal are sincere and
positive.
Performance appraisal must be seen as an
intrinsic part of manager’s responsibilities,
not an unwelcome an time consuming
addition to them. It is about improving
performance and ultimately the effectiveness
all apart of the manager’s remit.
www.rersearch-chronicler.com Research Chronicler ISSN-2347-503X
International Multidisciplinary Research journal
Volume III Issue VIII: November 2015 (73) Editor-In-Chief: Prof. K.N. Shelke
Review of Research and Development in
the Subject:
Today, from the global perspective
performance appraisal has emerged as the
foremost and most promising in various
industries of 21st century. With new
economic policy that is globalization,
liberalization and privatization performance
appraisal has got importance all over the
world as witnessed in the last few years. Its
success demands for corporate sector
development in terms of banking, insurance,
finance and service sector thereby boosting
the national economy. However, there are
serious consequences. On the other hand
which are reflected both in corporate sector
and nation. As a corporate sector, it is
complex in its form and thereby calls upon
to understand the fine tunes of sustainable
development of the employee and
organization.
Performance appraisal involves evaluation
of employee’s performance at the work
place. It is necessary to evaluate employee’s
performance continuously. It enables the
organization to find out whose performance
is up to the mark and who are under
performing. Performance appraisal is useful
in finding out the attributes present in the
employees. IT also helps in taking decision
regarding the extent of training to the
provided to the employees. Performance
appraisal facilitates transfer, promotion and
even fixation of employees’ salary.
Organizations have now started evaluating
the performance of their employees in
scientific manner. Most organizations have
structured a formal way of evaluating the
performance of their employees.
Performance evaluation involves evaluating
the performance of the employees at the
work place. The evaluation can be of
quantitative and qualitative nature. The
criteria for evaluating the employee’s
performance is the result achieved if the
results are positive then performance will be
considered to be good.
Significance of Study
Evaluation of employee’s performance is
helpful as to strengthen the employee’s
productivity, their promotion, transfer,
training and development need etc. The
organization must implement the evaluation
process not only to evaluate the performance
of employees but also for their increment
and promotion. The company must follow a
transparent performance appraisal system
with no personal bias because it is wholly
based on individual’s contribution towards
the organization. But there are some
loopholes in the system that should be
analyzed and corrective measures should be
taken.
Objectives
Performance appraisal is potentially useful
for managers in many ways. A base however
there is two fundamental reasons for
developing such systems.
Assessing past, which outlines the
evaluative aspect of performance
appraisal.
Improving future performance, which
highlights the development aspect of
performance appraisal.
Other Objectives are as follows:
a) Promotion, separation, and transfer
decisions.
www.rersearch-chronicler.com Research Chronicler ISSN-2347-503X
International Multidisciplinary Research journal
Volume III Issue VIII: November 2015 (74) Editor-In-Chief: Prof. K.N. Shelke
b) Feedback to the employee regarding
how the organization viewed the
employee’s performance.
c) Evaluation of relative contribution
made by individuals and entire
departments in achieving higher level
organization goals.
d) Criteria for evaluating the
effectiveness of selection and placement
decisions, including the relevance of the
information used in the decisions within
the organization.
e) Reward decisions including merit
increases, promotions and other rewards.
f) Ascertaining and diagnosing training
and development decisions.
g) Criteria for evaluating the success of
training and development decisions.
h) Information upon which work
scheduling plans, budgeting, and human
resources planning can be used.
i) Provided employees the opportunity to
formally indicate the direction of the
employee’s ambition.
Methodology:
A) Investigation Procedure:-
Keeping in view the numbers of business in
each of the category location, the actual total
size of the sample consists of 50 businesses
in it. Total number and sample size are
given in the sample is the outcome of a)
stratified random sampling and b) simple
random sampling ( sequential number
method ) and c) purposive and percentage
sampling. Here stratification was done under
four groups. Their four categories of
businesses display basic differences in
manufacturing its work assignment in its
particular type of services and investment
etc. .It was decide to take 5 % of the total on
each category with the help of simple
random sampling frame.
B) Data Analysis:-
After the field work was over the data where
processed and tabulated manually in
accordance with the requirements of various
aspects of study. Simple statistical methods
like averages ratio percentages etc. were
used in appropriate places for data analysis.
Conclusions:
Appraisal is a time consuming exercise if
carried out properly, but should be
considered as an investment. Manager’s
ability to appraise will inevitably vary
throughout the organization. This
emphasizes the needs for thorough training
and monitoring. The greatest resistance is
often to the use of job description. These are
desirable to keep appraisal on an objective
footing. Where it is deemed inappropriate to
use them, the burden of maintaining
objectivity is heavier. Often, negative
attitude within the organization, run deep
and are difficult to overcome. It is important
that something is seen to happen as a result
to appraisal, as soon as possible.
Bibliography:
1. Human Resource Management ( T.Y.BMS.)
2. Personal Management: Edwin B. Hippo.
www.rersearch-chronicler.com Research Chronicler ISSN-2347-503X
International Multidisciplinary Research journal
Volume III Issue VIII: November 2015 (75) Editor-In-Chief: Prof. K.N. Shelke
3. Research Methodology : R.C. Kothari.
4. Principle and Practice of Management : L.M. Prasad.
5. www.samiahnet.com
6. www.reserchchroline.com
7. www.citehr.com
8. www.scribd.com
9. www.slideshara.com
10. www.bing.com