Performance

UNIT 13 PERFORMANCE MANAGEMENT* Management

Structure
13.0 Objectives
13.1 Introduction
13.2 Understanding Performance Management
13.3 Difference between Performance Appraisal and Performance Management
13.3.1 Tools of Performance Management
13.3.2 Technology and Performance Management
13.3.3 Performance Management Techniques
13.4 Performance Management Process
13.5 Performance Management and Administrative Reforms Commission
13.6 New Trends in Performance Management
13.7 Conclusion
13.8 Glossary
13.9 References
13.10 Answers to Check Your Progress Exercises

13.0 OBJECTIVES
After reading this Unit, you should be able to understand:
• The meaning of Performance Management;
• Difference between Performance Appraisal and Performance Management
• Techniques of Performance Management
• The process of Performance Management in the forms of tools and technology
and the new trends in Performance Management.

13.1 INTRODUCTION
Performance Management is a vital process for modern organisations. In today’s times
enterprises comprise of hundreds and thousands of employees and therefore it is not
feasible to wait for the annual review of results to assess the performance of employees
nor can an enterprise afford to wait for customer feedback to discover that they’re
not. In simple terms, Performance management is a process that provides feedback,
accountability, and documentation for performance outcomes. It helps employees to
channel their talents toward organisational goals. Managers need effective performance
management tools and techniques set in place to receive on-time and pertinent feedback.
More importantly, employees expect feedback and a culture that fosters their
development. 193
*
Contributed by Dr. Sandhya Chopra, Consultant, Faculty of Public Administration, SOSS, IGNOU.
Civil Services in Today, all the major activities of HR are driven towards development of high
India performance leaders and fostering employee motivation. So, it can be interpreted that
the role of HR has evolved from merely an appraiser to a facilitator and an enabler.

13.2 UNDERSTANDING PERFORMANCE

MANAGEMENT
Performance management is the current buzzword and is the need in the current times
of cut throat competition and the organisational battle for leadership. Performance
management is a much broader and a complicated function of HR, as it encompasses
activities such as joint goal setting, continuous progress review and frequent
communication, feedback and coaching for improved performance, implementation
of employee development programmes and rewarding achievements.
The process of performance management starts with the joining of a new incumbent in
a system and ends when an employee quits the organisation.
Performance management can be regarded as a systematic process by which the
overall performance
of an organisation can be improved by improving the performance of individuals within
a team framework. It is a means for promoting superior performance by communicating
expectations, defining roles within a required competence framework and establishing
achievable benchmarks.
According to Armstrong and Baron (1998), Performance Management is a strategic
and an integrated approach that delivers successful results in organisations by improving
the performance and developing the capabilities of teams and individuals.
The term performance management gained its popularity in early 1980’s when total
quality management programs received utmost importance for achievement of superior
standards and quality performance. Tools such as job design, leadership development,
training and reward system received an equal impetus along with the traditional
performance appraisal process in the new comprehensive and a much wider framework.

13.3 DIFFERENCE BETWEEN PERFORMANCE

APPRAISAL AND PERFORMANCE
MANAGEMENT
Performance Appraisal implies a rational assessment of the performance of an individual,
based on pre-determined standards. On the other hand, performance management
alludes to the management of performance of the manpower working in an organisation.
While Performance Appraisal is a yearly system while if we talk about Performance
Management, it is a continuous process that does not occur eventually. Performance
Appraisal means the analysis of an employee’s performance and their caliber for future
growth and development.
Performance Management is the management of human resources in an organisation.
Performance Appraisal is defined as an assessment of employees by the manager, in
which he/she evaluates the overall contribution made by the employee to the
organisation. It is a systematic and logical review, conducted by the organisation annually
194 to judge his potential in performing a task. It helps to analyse the skills and abilities of
an employee for their future growth that increases the productivity of employees. It Performance
helps to identify, the employee who performs their task well and those who are not, Management
along with the reasons for the same.
Performance Appraisal is an organised way of evaluating employee performance, for
which a comparison is made between actual performance and the preset standards.
The results of the performance appraisal are documented. After that reviews are given
to the employee about their performance during the year, to tell them where they
require improvements. Employees also wish to know their position in the organisation
after a particular period of time.
Performance Management is a continuous process that aims at planning, monitoring
and evaluating the objectives of an employee and his total contribution to the organisation.
The basic purpose of performance management is to encourage and improve employee’s
efficiency and effectiveness. In this process, both the employees and the managers
participate in setting the objectives, assessing the performance or progress, providing
training and feedback to the employees at regular intervals for improvement,
implementing development programs for employees and rewarding them for their
achievements.
With the help of this process, both the employee and the employer get a chance to set
the combined goals of the employee that relates to the ultimate goal of the organisation
by considering the employee’s performance. In this way, the objectives of the parties
became clear that helps to achieve the overall objectives of the organisation and the
growth & development of the employee as well.
Key Differences between Performance Appraisal and Performance
Management
The following are the major differences between performance appraisal and
performance management:
1. An organised way of evaluating the performance and potential of employees for
their future growth and development is known as performance appraisal. The
complete process of managing the human resources of the organisation is known
as performance management.
2. Performance appraisal is a system while performance management is a process.
3. Performance appraisal is inflexible, but performance management is flexible.
4. Performance appraisal is an operational tool to improve the efficiency of employees.
However, performance management is a strategic tool.
5. Performance appraisal is conducted by a human resource department of the
organisation, whereas managers are held responsible for performance management.
6. In performance appraisal, corrections are made retrospectively. In contrast to
performance management is forward looking.
7. Performance appraisal has an individualistic approach which is just opposite in the
case of Performance Management.
8. Performance appraisal is carried on eventually, but Performance Management is
an ongoing process. 195
Civil Services in Therefore, we can say that the term performance appraisal and performance
India management are completely different. But, it can’t be said that they are contradictory
because performance appraisal itself is a part of performance management. In this
way, we can say that performance management is a bigger term that involves some
steps.
Performance appraisal is a process while performance management is a system, that’s
why it is even called Performance Management System(PMS).When properly designed
and implemented, performance management techniques and processes enable an
organisation to monitor, manage and improve strategy execution and the delivery of
results. Performance management is therefore one of the most critical factors in an
organisation’s success, and the ability to successfully manage performance is the single
most important skill for leaders and managers. Performance management involves
measuring, reporting and managing progress – from the individuals who work for a
company, right up to the organisation as a whole – with the aim of improving
performance.
The importance of establishing a culture of high performance Organisations of all sizes
and across all industries need to develop, implement and improve their performance
management processes, from small start-ups to large multinationals, and from non-
profit or government organisations to blue-chip companies. Whatever sector or industry
you’re operating in, as business becomes more and more competitive, performance
becomes more critical than ever before. In short, performance drives results, and no
company can afford to ignore performance management. It’s therefore vital to establish
a high performance culture at every level of the company, so that each individual is
aware of how their activities relate to the organisation’s wider strategy, every manager
is able to monitor and manage performance effectively, and the leadership team can
ensure the company’s strategy is being properly executed and delivering the expected
results. Without this culture, even the most impressive performance management systems
and processes are wasted.

13.3.1 Tools of Performance Management

Performance Management Tools and Techniques
There are numerous techniques that serve as tools of Performance Management and
that help in facilitating the process of performance management. They are as follows:
1. Be straightforward about your expectations: Employees need well-defined goals,
not vague requests or retroactive feedback. They need to understand that what is
required of them and what their personal benchmarks are and what guidelines are
there to achieve them. Employees can’t be marginalised or left in the dark running
around in a proverbial hamster wheel. They need to feel a part of and see the
bigger picture of how they fit in with — and contribute to — corporate objectives.
Define specific goals, define paths and explain rationale and context.
2. Be direct about how you measure performance: After setting goals employees
must know what constitutes success. The guidelines for measuring success must
be clear and objective. Measuring success is a large part of the Performance
Management process and must not be a rare or annual review practice. Both
managers and employees must always have at their disposal a clear and easy to
read analysis of where they are relative to their goals, peers and personal
196 benchmarks and be able to course correct or get guidance if necessary.
3. Make sure you focus on work essence: If you decided on certain Key Performance Performance
Indicators (KPIs), ask yourself – are these KPIs measuring the actions that lead Management
to good performance or are they just retroactively measuring success? While the
first will let you motivate employees, improve performance and fix problems the
latter will just cause underperforming employees to disengage and won’t teach
you much. Another question to ask is – Will employees improve performance as a
result of working towards these KPIs or they just work on the specifics of what’s
being measured?
4. Invest in building motivation: Happy, motivated workers perform better. There are
many different options for motivating employees. Anything from pep talks to
showing appreciation for a job well done can do the trick. The more employees
are involved with their performance management process the more they are likely
to be motivated to improve. A good option for building motivation is gamifcation
i.e. using processes and experiences from game mechanics and design such as
leader boards, status bars and badges to generate intrinsic motivation.
5. Monitor & adjust: Performance management should offer constant and direct
insights and feedback that allows managers to, for example, improve employee
engagement, or provide precise, on-demand, bite-sized training in areas where
skills are lacking. If any of the measures you take are not relevant or not working
you should be willing and quickly able to adapt.

13.3.2 Technology and Performance Management

Technology to the Rescue
The technology developed to support and improve performance management in
organisations is constantly improving. Now a days performance management technology
can facilitate all of the above practices — from streamlining goal-setting via digital
processes where objectives are synced with data analytics on actual business
performance and are altered as needed in real-time, to tethering efficiency measurements
to the employee/manager discourse, through to using gamifcation platforms to instantly
display targets and performance and build narratives that engage employees during
their day to day grind. The aim of all these tools is to improve performance by
empowering, substantiating and focusing the discourse between employees and
managers and giving both sides the tools to improve.
Utilising performance management platforms such as Gamefective generates
transparency through collecting data from the company’s various enterprise systems
and presenting it to employees and managers in the form of easy to understand, easy
to relate to game elements, for example, missions and points. Additionally Gamefective
connects performance to learning prompting employees to complete relevant training
campaigns or micro-lessons based on weaknesses seen in their work or their ability to
hit certain KPIs.
Gamefective provides a performance management platform, with gamifcation features
built in, designed to significantly improve business outcomes through real-time
performance tracking, goal-setting, employee engagement and on-the-job
achievements.
The platform provides: an open architecture for easy integration with existing systems,
working across numerous enterprise applications simultaneously, and on mobile, TV, 197
Civil Services in and theweb. It enables: quick launching of gamifcation projects, real-time performance
India metrics that go beyond just using leader boards and points in performance gamification,
sophisticated analytics for visualising performance over time and across any benchmark
and engaging themes and narratives to help drive motivation and learning.

13.3.3 Performance Management Techniques

Six Performance Management Techniques
As more and more companies are realising the importance of a people strategy, retention
and attraction of top talent is increasing. Placing employee personal development at
the heart of the business not only appeals to new recruits but maximises the productivity
and performance of staff. But knowing how to implement effective performance
management can be a challenge to managers, especially when overseeing today’s
multi-generational workforce. There are a variety of different techniques that can be
adapted by organisations to help manage team performance effectively.
1. Set SMART objectives
According to research by the Chartered Institute of Personal Development (CIPD),
over 25% of the respondents were unhappy with their development opportunities in
2016. This is not only demotivating employees but will be affecting the performance
output of a business, which can lead to high staff turnover rates and a damaged
reputation. Every company should have a plan in place for every new and existing
employee that not only aligns with the strategic direction and culture of the business
but incorporates the career progression of each individual and how the two work
together.
This should be a collaborative task that involves both parties, providing clarity on what
the end goals are and how they can be reached and any objectives set within this plan
should be specific, measurable, attainable, and realistic and time bound. From this,
employees can understand how they’re contributing to the success of the business,
whilst managers have transparency over who is accountable to what.
2. Empower your employees
When setting objectives and goals, your employees should be involved from the very
beginning. Not only does empowerment drive staff motivation, but it gives them a
chance to shape their career path and recognise how they can be proactive in the role
to contribute to the company’s success.
By giving them the authority to make decisions on their development gives them the
confidence and the authority to make decisions that will lead to their personal success.
It will prevent them from being absorbed by minor roadblocks, and give them ownership
over certain tasks, allowing managers to hold them accountable for different actions
without micromanaging.
3. Provide continuous coaching
Whilst employees should be taking a proactive approach to their workload and any
challenges they may face, it’s important they feel they can approach the managerial
team to learn from or to ask for their assistance. Managers should be recognising their
strengths and weaknesses, and be providing continued support that focuses on their
198 achievements and dynamics within the working environment.
Regular performance meetings should also be scheduled in especially as millennials Performance
and generation enter the workforce. They should provide both the management staff Management
and the employees a chance to review the personal development plan, to understand
if objectives are being met, to share feedback on achievements, to identify any barriers
and adapt the plan if there are changes in teams or the organisation.
4. Arm employees with the right tools and resources
Managers should be taking the time to listen to what employees are saying. One of
their challenges to meeting their target may be that they don’t have the right tools or
resources to carry out their job as efficiently as you’d both like. Requested equipment
or software might result in an upfront cost for the business, but it’ll boost morale and
give your employees the opportunity to do their job well, resulting in a long-term
benefit for the business.
Time and investment should also be spent researching relevant training courses or
events that will not only develop the skills of your employees and increase motivation,
but boost the profile of the company. These should be integrated into the personal
development plan, and some time should be allocated during the working day to allow
staff to better themselves.
5. Carry out 360 degree feedback
Whilst many organisations don’t see the beneÀÛ}Üt of carrying out 360 feedback, it
can be a valuable performance technique if reported back to the individual in a
constructive way. By gaining feedback from not just their supervisor, but people they
work with, employees gain insight into how they’re performing and take action that
contributes to their career growth.
As a manager, there are some important elements to take into consideration when
implementing 360 feedback. When sending out the feedback questions, it’s important
that those taking part understand the purpose of exercise and they do it without keeping
the individuals work performance in mind. Managers should also be mindful that there
is a follow-up plan in place. Behavioural change isn’t especially, especially if it’s
contributing to an individual’s development plant, so there should be a follow-up schedule
put in place to tie-in with performance reviews.
6. Conduct annual appraisals
Annual appraisals were once the most common performance technique, and whilst
there have been hearty debates into how effective they really are, they can still be
relevant to the parties involved. However, managers should be adapting yearly
performance reviews to suit the employee’s personal development plan, aligning it
with their objectives and company movement.
By having more informal check-ins throughout the year, it reduces the need to have a
thorough performance management review, but it’s still an important communication
tool between the employee and their line manager. It gives the both the individual and
the appraiser the chance to look back over the last twelve months, highlight their
achievements and knowledge growth and identify any pain points or roadblocks. It
also provides the opportunity for the staff to move up in their career, setting new goals
and adapting their personal development plan.

199
Civil Services in
India 13.4 PERFORMANCE MANAGEMENT PROCESS
Performance management is an ongoing communication process which is carried
between the supervisors and the employees through out the year. The process is very
much cyclical and continuous in nature. A performance management system
includes the following actions.
§ Developing clear job descriptions and employee performance plans which includes
the key result areas (KRA’) and performance indicators.
§ Selection of right set of people by implementing an appropriate selection process.
§ Negotiating requirements and performance standards for measuring the outcome
and overall productivity against the predefined benchmarks.
§ Providing continuous coaching and feedback during the period of delivery of
performance.
§ Identifying the training and development needs by measuring the outcomes achieved
against the set standards and implementing effective development programs for
improvement.
§ Holding quarterly performance development discussions and evaluating employee
performance on the basis of performance plans.
§ Designing effective compensation and reward systems for recognising those
employees who excel in their jobs by achieving the set standards in accordance
with the performance plans or rather exceed the performance benchmarks.
§ Providing promotional/career development support and guidance to the employees.
§ Performing exit interviews for understanding the cause of employee discontentment
and thereafter exit from an organisation.
A performance management process sets the platform for rewarding excellence
by aligning individual employee accomplishments with the organisation’s mission and
objectives and making the employee and the organisation understand the importance
of a specific job in realising outcomes. By establishing clear performance expectations
which includes results, actions and behaviors, it helps the employees in understanding
what exactly is expected out of their jobs and setting of standards help in eliminating
those jobs which are of no use any longer. Through regular feedback and coaching, it
provides an advantage of diagnosing the problems at an early stage and taking corrective
actions.
To conclude, performance management can be regarded as a proactive system of
managing employee performance for driving the individuals and the organisations
towards desired performance and results. It’s about striking a harmonious alignment
between individual and organisational objectives for accomplishment of excellence in
performance.
Check Your Progress 1
Note: i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
200
1) What do you understand by Performance Management? Performance
Management
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2) What are the tools of Performance Management?
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3) What is the difference between Performance Appraisal and Performance
Management?
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13.5 PERFORMANCE MANAGEMENT AND

ADMINISTRATIVE REFORMS COMMISSION
Performance Management and Administrative Reforms Commission
It is important to understand that the current systems in government only ‘appraise’
and not really ‘manage’ performance. The performance measurement parameters are
based on the ACR (Annual Confidential Report) system. While it is quite an established
system, it has several gaps that hinder it in becoming as an effective performance
appraisal tool.
“The Second Administrative Reforms Commission has identified the deficiencies in
the system of appraisal of civil servants in India (other than the All India Services).
Some of the gaps in the present system can be listed as follows:
a. It lacks in quantifying of targets and their evaluation against achievement of targets.
b. The ACR system does not entail scope for a two way consultative process and
there is a lack of clarity about performance standards.
c. Performance appraisal becomes meaningless in cases where the suitable job is
ignored while posting an officer, and where there are frequent transfers.
d. The quality is seriously affected when reporting officers write ACRs of a large
number of employees, some of whom they may not even personally recognise.
e. Since the present system shares only an adverse grading, a civil servant remains
unaware about how he/she is rated in his/her work. Hence there is no incentive for
good performance. 201
Civil Services in f. Many reporting officers pay little attention to distinguish between good and average
India workers. So, most Government officials end up getting very good/outstanding
grading which is considered “good for promotion” and there is no motivation for
real performers.
g. The system of deciding on representations against adverse entries takes so long
that reporting officers avoid giving an adverse entry. Often, for want of evidence
against an employee, the reporting officer is in a defensive position and thus unable
to justify the adverse remarks. In fact it will not be inappropriate to say that we
rarely punish and never reward in the present system.
h. Due to a plurality of cadre controlling authorities, members of different Services
working in the same Ministry may be appraised using different formats, which is
irrational.
i. The current practice is to appraise the ‘individual’ rather than his/her ‘performance’,
making the assessment almost personality oriented and not function related. In the
absence of a mechanism to link the individual performance with the organisational
goals and achievements, the appraisals are reduced to a narrow focus in the larger
context of performance management compliance with process regulation; it fails
to indicate what are the results achieved by the activities of government in general
and deployment of public funds in particular. In fact, the focus on input for
accountability and control has led to a situation in which civil servants are rarely
held accountable for the outcomes.
Recommendations of the Second Administrative Reforms Commission
The salient features of the recommendations made by the Commission are as follows:
a) Appraisal formats of civil servants need to be more specifically linked to tasks
assigned to them and the goals of their organisation. The appraisal format prescribed
for civil servants should have three sections namely; (i) a generic section that meets
the requirements of a particular service, (ii) another section based on the goals and
requirements of the department in which the employee is working, and (iii) a final
section that captures the specific targets relating to the post that the officer holds.
b) The system should not only provide the means of reviewing past performance, but
also find ways of future development of the individual’s potential in line with the
organisation’s strategic plan.
c) A performance review mechanism constituting two reviews at 14 and 20 years of
service should be introduced to ensure accountability and further continuance in
service after 20 years should depend on the outcome of the performance reviews.”

13.6 NEW TRENDS IN PERFORMANCE

MANAGEMENT
New trends in Indian Performance Management Scenario
Performance management systems in government have earned the dubious distinction
of being closed and centralised with a focus on procedures, processes and
inputs.However, there are certain new developments in the public management scenario
in the areas of Public Finance, Public Administration and government interface with
202
the community and civil society.
Public Finances Performance
Management
Outcome budgeting: India took an important step towards outcome budgeting in
2005-06 with a note of caution in the budget speech that outlays do not necessarily
mean outcomes and that the people of the country are concerned with outcomes.
Outcome budget, as a performance management tool, helps in better service delivery,
decision-making, evaluating programme performance and results. It is a progress card
on what various ministries and departments have done with the outlays announced in
the annual budget.
Public Administration
Citizen’s Charter: Citizen’s Charter is a declaration by the agency or department
providing public service to specify the standards of service delivery and avenues for
redressing grievances. About 107 Citizen Charters have been formulated by the
ministries and departments at the Center and State levels and about 629 Charters
have been introduced by other public organisations.
Sevottam: The Department of Administrative Reforms and Public Grievances has
introduced a model for benchmarking ‘Excellence in Public Service Delivery
(Sevottam)’. This is a framework for organisations to assess and improve the quality
of service delivery for the citizens. It guides government departments to identify the
services to be delivered to set service norms, align delivery capability with expectations
of citizens, gauge the quality of service delivery through an objective assessment and
to improve quality using interventions like business process redesign and information
technology. ‘Sevottam’ is currently under implementation in ten central ministries and
departments with large public interface.
Right to Information (RTI) Act: Through this recently enacted Act, citizens of India
have access to information under the control of public authorities with the objective of
promoting transparency and accountability in these organisations. The influence of this
Act as a new paradigm in accountability is very significant in improving performance.
Civil Society initiatives in performance management in government
The focus of this Unit is on the performance management mechanisms in government,
it is worthwhile to look at a few path-breaking accountability tools initiated by the civil
society movement which can be helpful in improving performance management.
Citizen’s Report Card (CRC): These report cards are surveys that solicit user
feedback on the performance of public services to enhance public accountability. These
scores reflect the performance of public service providers based on citizen feedback.
The CRC has a good potential to evolve as a tool to support performance management
system.
Community Score Card (CSC): It is a community based monitoring tool that is a
hybrid of the techniques of social audit and citizen report cards (CRC). This is an
instrument to extract social and public accountability and responsiveness from service
providers. As the citizens are empowered to provide immediate feedback to service
provider, it facilitates community monitoring and performance evaluation of services,
projects and even government agencies.
Social Audit: Social audit is a mandatory process of transparency whereby records
are placed by government officials or elected representatives for public scrutiny. 203
Civil Services in Whereas the 73rd and 74th amendments to the Constitution have created a large space
India for democratic decentralisation, social audits are mandated in the programmes under
NREGA and NRHM.
Check your progress 2
Note: i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
1) What are the techniques of Performance Management?
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2) What are the various recommendations that have been given by ARC with regard
to Performance Management?
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13.7 CONCLUSION
This Unit has analysed the existing concept of performance management scenario in
Private enterprises and the government as well and has given a deep insight into its
tools, techniques and the emerging trends. Simultaneously the Unit also suggests the
recommendation given by ARC for better and effective performance management in
any given organisation particularly the government. The various dimensions of
Performance Management will help in understanding the concept thoroughly.

13.8 GLOSSARY
Performance management : It is a systematic process by which the overall
performance of an organisation can be improved
by improving the performance of individuals within
a team framework.
Performance Appraisal : It is a rational assessment of the performance of
an individual, based on pre-determined standards.

13.9 REFERENCES
Armstrong, M. & Baron, A. (2002). Performance Management: The New Realities.
New Delhi, India: Jaico Publishing House.
Centre for Good Governance. (2017). Performance Management in Government,
204
Knowledge Partner. Retrieved from https://darpg.gov.in/sites/default/files/ Performance
Performance_Management.pdf Management

Government of India. (2008). Tenth Report, Refurbishing of Personnel Administration

- Scaling New Heights. New Delhi, India: Second Administrative Reforms Commission.
Half, R. (2017). 4 performance management techniques to improve productivity.
Retrieved from https://www.roberthalf.co.uk/advice/people-management/4-
performance-management-techniques-improve-productivity
Sahu, R.K. (2009). Performance Management System. New Delhi, India: Excel Books
India.
Shivashankar, H.P. (2015). Citizen’s Charters: An Empirical Study. Mysore, India:
Administrative Training Institute.
Surabhi, S. (2018). Difference between Performance Appraisal and Performance
Management. Retrieved from https://keydifferences.com/difference-between-
performance-appraisal-and-performance-management.html
Valler, T. (2019). Performance Management Tools & Techniques. Retrieved from
https://centrical.com/performance-management-tools-techniques/

13.10 ANSWERS TO CHECK YOUR PROGRESS

EXERCISES
Check Your Progress 1
1. Your Answer should include the following points:
• Definition of Performance Management
• Current Connotation
2. Your Answer should include the following points:
• Six major tools of Performance Management
3. Your Answer should include the following points:
• Key differences between Performance Management and Performance
Appraisal
Check Your Progress 2
1. Your Answer should include the following points:
• The major techniques of Performance Management
2. Your Answer should the following points:
• Current appraisal system
• Recommendations of the Administrative Reforms Commission for the
performance management of an organisation.

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