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Retailing — no marks for guessing this is the most active and attractive sector of the last decade. While the retailing industry itself has been present through history in our country, it is only the recent past that has witnessed so much dynamism. It’s the latest bandwagon that has witnessed hordes of players leaping onto it. While international retail store chains have caught the fancy of many travellers abroad, the action was missing from the Indian business scene, at least till recently. The emergence of retailing in India has more to do with the increasing purchasing power of buyers, especially post-liberalisation, increase in product variety, and the increasing economies of scale, with the aid of modern supply and distribution management solutions. A definition of retailing is essential in order to be in a position to assess the impact of retailing and its future potential. The current retailing revolution has been provided an impetus from multiple sources. These ‘revolutionaries’ include many conventional stores upgrading themselves to modern retailing, companies in competitive environments entering the market directly to ensure exclusive visibility for their products and professional chain stores coming up to meet the need of the manufacturers who do not fall into either of the above categories. Attractiveness, accessibility and affordability seem to be the key offerings of the retailing chain

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Performance appraisal has been one of the most debated management practices for several decades. It has generated a wide variety of viewpoints. Here I will concentrate, due to paucity of time and space, on appraisal objectives and its linkages with pay and rewards. Typically, performance appraisal schemes serve multiple objectives. It is centrally linked to the motivation of employees. It provides some of the essential components of effective motivational strategies; in particular, feedback that permits an employee to learn how well he or she is performing; goal or objective-setting that specifies what the person should be doing; team building that allows the employee to participate along with peers and his superiors in solving problems that impede his productivity; and monetary incentives that reward good performance. Performance appraisal leads to the identification of the training and development needs of the employees. It also has close links with other important areas of human resource management, in particular with selection, motivation, goal-congruency and succession planning. Performance data provides relevant information required for validating selection methods, in assessing whether selection methods are bringing high performers into the organisation. Here the organisation must not get trapped into the various pitfalls that come along with administration of appraisal system. The question that arises here is how to avoid these pitfalls? A necessary condition for the effective management of performance appraisal system in any organisation is the need to clarify and communicate to all concerned the objectives that the system intends to achieve. Everyone in the organisation especially the key decision makers should be fully aware of precisely what objectives the system of performance appraisal is expected to achieve, and the priorities within these objectives.

Read carefully the passage given below and answer the question

Performance appraisal has been one of the most debated management practices for several decades. It has generated a wide variety of viewpoints. Here I will concentrate, due to paucity of time and space, on appraisal objectives and its linkages with pay and rewards. Typically, performance appraisal schemes serve multiple objectives. It is centrally linked to the motivation of employees. It provides some of the essential components of effective motivational strategies; in particular, feedback that permits an employee to learn how well he or she is performing; goal or objective-setting that specifies what the person should be doing; team building that allows the employee to participate along with peers and his superiors in solving problems that impede his productivity; and monetary incentives that reward good performance. Performance appraisal leads to the identification of the training and development needs of the employees. It also has close links with other important areas of human resource management, in particular with selection, motivation, goal-congruency and succession planning. Performance data provides relevant information required for validating selection methods, in assessing whether selection methods are bringing high performers into the organisation. Here the organisation must not get trapped into the various pitfalls that come along with administration of appraisal system. The question that arises here is how to avoid these pitfalls? A necessary condition for the effective management of performance appraisal system in any organisation is the need to clarify and communicate to all concerned the objectives that the system intends to achieve. Everyone in the organisation especially the key decision makers should be fully aware of precisely what objectives the system of performance appraisal is expected to achieve, and the priorities within these objectives.

Read carefully the passage given below and answer the question

Performance appraisal has been one of the most debated management practices for several decades. It has generated a wide variety of viewpoints. Here I will concentrate, due to paucity of time and space, on appraisal objectives and its linkages with pay and rewards. Typically, performance appraisal schemes serve multiple objectives. It is centrally linked to the motivation of employees. It provides some of the essential components of effective motivational strategies; in particular, feedback that permits an employee to learn how well he or she is performing; goal or objective-setting that specifies what the person should be doing; team building that allows the employee to participate along with peers and his superiors in solving problems that impede his productivity; and monetary incentives that reward good performance. Performance appraisal leads to the identification of the training and development needs of the employees. It also has close links with other important areas of human resource management, in particular with selection, motivation, goal-congruency and succession planning. Performance data provides relevant information required for validating selection methods, in assessing whether selection methods are bringing high performers into the organisation. Here the organisation must not get trapped into the various pitfalls that come along with administration of appraisal system. The question that arises here is how to avoid these pitfalls? A necessary condition for the effective management of performance appraisal system in any organisation is the need to clarify and communicate to all concerned the objectives that the system intends to achieve. Everyone in the organisation especially the key decision makers should be fully aware of precisely what objectives the system of performance appraisal is expected to achieve, and the priorities within these objectives.

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