<?xml version="1.0" encoding="UTF-8"?> <!DOCTYPE article PUBLIC "-//NLM//DTD JATS (Z39.96) Journal Publishing DTD v1.2d1 20170631//EN" "JATS-journalpublishing1.dtd"> <ArticleSet> <Article> <Journal> <PublisherName>aimsjournal</PublisherName> <JournalTitle>Allana Management Journal of Research, Pune</JournalTitle> <PISSN>? ?2581-3137 (</PISSN> <EISSN>) 2231 - 0290 (Print)</EISSN> <Volume-Issue>Volume 4, Issue 2</Volume-Issue> <PartNumber/> <IssueTopic>Multidisciplinary</IssueTopic> <IssueLanguage>English</IssueLanguage> <Season>July 2014 - December 2014</Season> <SpecialIssue>N</SpecialIssue> <SupplementaryIssue>N</SupplementaryIssue> <IssueOA>Y</IssueOA> <PubDate> <Year>-0001</Year> <Month>11</Month> <Day>30</Day> </PubDate> <ArticleType>Human Resource Management</ArticleType> <ArticleTitle>A DISTINCTIVE APPROACH TO DEAL WITH THE CONSTRAINTS IN THE PATH OF PERFORMANCE APPRAISAL [AN ANALYTICAL STUDY]</ArticleTitle> <SubTitle/> <ArticleLanguage>English</ArticleLanguage> <ArticleOA>Y</ArticleOA> <FirstPage>54</FirstPage> <LastPage>58</LastPage> <AuthorList> <Author> <FirstName>Prof. S. D. Bagade</FirstName> <LastName/> <AuthorLanguage>English</AuthorLanguage> <Affiliation/> <CorrespondingAuthor>N</CorrespondingAuthor> <ORCID/> </Author> </AuthorList> <DOI/> <Abstract>Performance Appraisal Management is one of the key tasks that comes in the arena of Human Resource Management and administration. It has a direct influence and impact on the vital decision/s such as promotion, demotion transfer, re- location of an employee; pay hike, training and development, job enrichment __ampersandsign enlargement , extension in service beyond superannuation; appointment in teams who are instrumental in formulating policies; programs;long term decisions; labeling for esteem / titles and so on . It is expected that the assessor should give a focus with an in depth - objective- justified - balanced - unbiased opinion / judgment . Undoubtedly and unquestionably; a perfunctory approach leads to confrontation ,conflict;disrupted industrial relation; enmity [revengeful attitude - in case it tarnishes the career of appraise . An action to correct the same is time consuming. By that lead time the person who is junior to the deserving candidate gets the promotion. The wrongful action creates a scar; antagonize the feelings. The result yielded is a star performer turns in to a mediocre person He may report to sabotaging activity/ies. The commitment to the assignment is only an exhibition;the contribution is only the minimum required work for survival. An attempt is made here to take an opinion survey of the concerned. It will be not only illuminating but informative and illustrative to further the study. METHODOLOGY Opinion based survey and literature review. SAMPLE SIZE Approximately 50 from different positionls and organizations. MODUS OPERANDI Open ended questions CONSTRAINTS/LIMITATIONS Respondents were busy since there was a heaviness of compulsion of timely completing the errands definite and specific instance or act of work . 2 Hesitation to tell the truth {may be because of fear of authority. 3 Mis-trust . (If opinion expressed is used by someone to politically give some other Color;may worsen the situation and may put him in the cold water.) Fragile ego. Higher intensity of stress on account of family challenges etc. KEY WORDS Performance, appraisal,apprise appraiser</Abstract> <AbstractLanguage>English</AbstractLanguage> <Keywords/> <URLs> <Abstract>https://aimsjournal.org/ubijournal-v1copy/journals/abstract.php?article_id=13371&title=A DISTINCTIVE APPROACH TO DEAL WITH THE CONSTRAINTS IN THE PATH OF PERFORMANCE APPRAISAL [AN ANALYTICAL STUDY]</Abstract> </URLs> <References> <ReferencesarticleTitle>References</ReferencesarticleTitle> <ReferencesfirstPage>16</ReferencesfirstPage> <ReferenceslastPage>19</ReferenceslastPage> <References/> </References> </Journal> </Article> </ArticleSet>