Deals with the problem of performance appraisal of branch agents in a bank. Five senior executives stationed at the head office annually rate the agents' personality traits, skills, and branch routine and work. The main objective of the appraisal system is executive development and promotion decisions. The appraisal is not used for salary administration. However, the branch agents consider the system unfair. The case raises the problems of 1) personality and skill rating, and 2) measurement of performance of branch agents in the context of locational and other constraints within which they operate. The case also provides an opportunity to discuss questions like: 1) what does one want to evaluate and how? 2) what are the objectives of the appraisal system? and 3) who should appraise whom?