The case deals with the problems of performance appraisal at the officer level. The system being used in the organization includes self- reporting, followed by ratings by the superior officer against a list of personality traits and job responsibilities. The organizational diagnosis indicates problems at the time of recruitment, work assignment, day- to- day supervis target- setting and review of performance. The discussion highlights difficulties in making overall assessments, based on recorded and informal data, and also suggests the need for introducing alternative systems of appraising performance.