A
DISSERTATION REPORT
ON
PERFORMANCE APPRAISAL
AT JINDAL BROTHERS Pvt. Ltd
Submitted in partial fulfillment of the requirement for
Master of Business Administration (MBA),
FROM
INSTITUTE OF MANAGEMENT AND
TECHNOLOGY
SUBMITTED TO:
SUBMITTED BY:
Mrs. ESHA BATHLA
ASHUTOSH PANDEY
(Internal Guide) MBA !
t"
Sem
Session# $%&%'$%&$
INSTITUTE OF MANAGEMENT AND TECHNOLOGY
Bazpur Road, Kashipur-244713 US!"#"R $U%%"R"K&"!'(
(Approved By AICTE: Afliated to Uttarakhand
Technical University)
Declaration
I hereby declare that the work presented herein is genuine work done originally by me and
has not been published or submitted elsewhere for the requirement of a degree programme.
Any literature, data or works done by others and cited within this dissertation has been given
due acknowledgement and listed in the reference section.
Signature of the candidate
(Ashutosh Pandey)
Acknowlede!en"
In "#e co!$le"%on o& "#%s $ro'ec" re$or"( I #)*e rece%*ed
enco+r)e!en" )nd s+$$or" &ro! *)r%o+s ,+)r"ers( w#%c# need
s$ec%)l !en"%on.
I w%s# "o )cknowlede !- %nde."edness "o Mrs. Es#) B)"#l)(
Ins"%"+"e o& M)n)e!en" / Tec#nolo-( 0)s#%$+r( +nder w#o! "#%s
work #)s .een co!$le"ed( &or e1"end%n )ll $oss%.le coo$er)"%on.
I )! )lso "#)nk&+l "o )ll "#ose $eo$le o& Ins"%"+"e o& M)n)e!en" /
Tec#nolo-( w#o #el$ed !e d%rec"l- or %nd%rec"l- d+r%n "#%s $er%od.
ME2E AC0NO3LEDGEMENT MAY NOT 2EDEEM THE DEBT I
O3E TO MY PA2ENTS FO2 THEI2 DI2ECT4INDI2ECT SUPPO2T
DU2ING THE ENTI2E COU2SE OF THIS P2O5ECT.
ASHUTOSH PANDEY
TABLE OF CONTENTS
Title
1. Chapter I
Acknowledgement
Profile of the Project uide
!"ecutive Summary
#. Chapter II
$ompany profile
Scope % &bjective
'. Chapter III
(esearch methodology
4. Chapter IV
Performance management
5. Chapter V
)ata analysis
*. Chapter VI
+indings
,. Chapter VII
(ecommendations
-. Chapter VIII
.imitations
/. Chapter IX
0ibliography
12. Chapter X
Appendi"
INT2ODUCTION
PEFO!ANCE APPAISAL
Performance appraisal may be defined as a structured formal interaction between a subordinate
and supervisor, that usually takes the form of a periodic interview 3annual or semi4annual5, in
which the work performance of the subordinate is e"amined and discussed, with a view to
identifying weaknesses and strengths as well as opportunities for improvement and skills
development. Performance appraisal, also known as employee appraisal, is a method by which
the job performance of an employee is evaluated 3generally in terms of quality, quantity, cost and
time5. Performance appraisal is a part of career development.
Performance appraisals are regular reviews of employee performance within organi6ations.
enerally, the aims of a performance appraisal are to7
• ive feedback on performance to employees.
• Identify employee training needs.
• )ocument criteria used to allocate organi6ational rewards.
• +orm a basis for personnel decisions7 salary increases, promotions, disciplinary actions,
etc.
• Provide the opportunity for organi6ational diagnosis and development.
• +acilitate communication between employee and administration
8alidate selection techniques and human resource policies to meet federal !qual !mployment
&pportunity requirements.
Per"or#ance Apprai$al S%##ar&
Performance appraisal, while enabling a manager to identify the training needs of employees,
and evolving a training plan for them, also, serves to meet other objectives. Performance
appraisal satisfies the psychological needs individuals have to know how they are performing
their job and increases employees9 job satisfaction and morale by letting them know that the
manager is interested in their progress and development. Systematic performance appraisal also
provides both the firm and the employee a careful evaluation, rather than a snap judgement of an
employee9s performance. :any firms use performance appraisals to plan placements and
transfers and to provide input into decisions regarding salary increases, promotions, and
transfers. +inally, performance appraisals may be used as a basis for the coaching and
counselling of individual employees by their superiors. ;o summari6e the uses of performance
appraisal7
• Performance improvement
• $ompensation
• Placement
• ;raining % development needs assessment
• $areer planning
• <ob design error detection
C'AACTEISTICS OF AN APPAISAL S(STE!
Performance appraisal cannot be implemented successfully unless it is accepted by all
concerned. ;here should be a common and clear understanding of the distinction between
evaluation and appraisal. As Patten 31/-#5 argues, evaluation aims at 9objective9 measurement,
while appraisal includes both objective and subjective assessment of how well an employee has
performed during the period under review. ;hus performance appraisal aims at 9feedback,
development and assessment.9 ;he process of performance appraisal should concentrate on the
job of an employee, the environment of the organi6ation, and the employee him4 or herself.
;hese three factors are inter4related and inter4dependent. ;herefore, in order to be effective, the
appraisal system should be individuali6ed, subjective, qualitative and oriented towards problem4
solving. It should be based on clearly specified and measurable standards and indicators of
performance. Since what is being appraised is performance and not personality, personality traits
which are not relevant to job performance should be e"cluded from the appraisal framework.
Some of the important considerations in designing a performance appraisal system are7
? Goal ;he job description and the performance goals should be structured, mutually decided
and accepted by both management and employees.
? elia)le an* con$i$tent Appraisal should include both objective and subjective ratings to
produce reliable and consistent measurement of performance.
? Practical an* $i#ple "or#at ;he appraisal format should be practical, simple and aim at
fulfilling its basic functions. .ong and complicated formats are time consuming, difficult to
understand, and do not elicit much useful information.
e+%lar an* ro%tine ? =hile an appraisal system is e"pected to be formal in a structured
manner, informal contacts and interactions can also be used for providing feedback to
employees.
? Participator& an* open An effective appraisal system should necessarily involve the
employee9s participation, usually through an appraisal interview with the supervisor, for feedback
and future planning. )uring this interview, past performance should be discussed frankly and
future goals established. A strategy for accomplishing these goals as well as for improving future
performance should be evolved jointly by the supervisor and the employee being appraised. Such
participation imparts a feeling of involvement and creates a sense of belonging.
?e,ar*$ e,ar*$ 4 both positive and negative 4 should be part of the performance appraisal
system. &therwise, the process lacks impact.
Fee*)ac- $ho%l* )e ti#el& ? >nless feedback is timely, it loses its utility and may have only
limited influence on performance.
? I#per$onal "ee*)ac- +eedback must be impersonal if it is to have the desired effect.
Personal feedback is usually rejected with contempt, and eventually de4motivates the employee.
?Fee*)ac- #%$t )e noticea)le ;he staff member being appraised must be made aware of the
information used in the appraisal process. An open appraisal process creates credibility.
? ele.ance an* re$pon$i.ene$$ Planning and appraisal of performance and consequent
rewards or punishments should be oriented towards the objectives of the programme in which the
employee has been assigned a role. +or e"ample, if the objectives of a programme are directed
towards a particular client group, then the appraisal system has to be designed with that
orientation.
? Co##it#ent e$pon$i)ilit& for the appraisal system should be located at a senior level in
the organi6ation so as to ensure commitment and involvement throughout the management
hierarchy.
/'AT IS T'E OLE OF PEFO!ANCE APPAISAL0
=e9ve seen from previous discussions, that people are one of a company9s most valuable assets.
=hile most assets depreciate over time, people, viewed as assets, may actually appreciate. &ne
of the manager9s major responsibilities is to improve and update the knowledge and skills of
employees 44 appreciation of assets. Performance appraisal plays a significant role as a tool and
technique of organi6ational development and growth. In essence, effective appraisal systems
provide both evaluation and feedback.;he main aim of the evaluation is to identify performance
gaps 44 when performance does not meet the organi6ational standards 44 whereas feedback is
necessary to inform employee about those performance gaps.
+rom the employee9s perspective, performance appraisal informs them about what is required of
them in order to do their jobs, it tells them how well they have achieved those objectives and
helps them take corrective action to improve their performance, and, finally, it may reward them
for meeting the required standards.
;he firm, on the other hand, needs a performance appraisal system in order to establish
principles of managerial accountability. $learly, where employees are given responsibilities and
duties, they need to be held accountable. &ne of the functions of performance appraisals is to
ensure that people are accountable for their organi6ational responsibilities.
Perhaps the most significant benefit of performance appraisals is the opportunities they provide
supervisors and subordinates to have one4on4one discussions of important work issues. )uring
appraisals, subordinates and supervisors can focus on work activities and goals, identify and
correct e"isting problems, and encourage better future performance.
Per"or#ance Apprai$al an* !oti.ation
tivational research has recogni6ed the power of recognition as an incentive 3see :aslow and
the !"pectancy ;heory oftivation5. Performance appraisals provide employees with
recognition for their work efforts. ;he appraisal system provides the supervisor with an
opportunity to indicate to employees that the organi6ation is interested in their performance and
development. ;his recognition can have a positive motivational influence. on the individual9s
sense of worth, commitment and belonging.
Per"or#ance Apprai$al an* Trainin+ an* De.elop#ent
Performance appraisals identify performance gaps. As such, they provide an e"cellent
opportunity for a supervisor and subordinate to recogni6e and agree upon individual training and
development needs. Performance appraisal discussion may identify the presence or absence of
work skills. +urther, the need for training can be made more relevant if attaining the requisite job
skills is clearly linked to performance outcomes. $onsolidated appraisal data can also help form
a picture of the overall organi6ational training requirements.
Per"or#ance Apprai$al an* ecr%it#ent
(ecruitment and selection procedures need to be evaluated. Appraisal data can be used to
monitor the success of a firm9s recruitment and selection practices. +rom this data, the firm can
determine how well employees who were hired in the past are performing.
Per"or#ance Apprai$al an* E#plo&ee E.al%ation
!mployee evaluation is a major objective of performance appraisal. iven the major functions of
management 44 planning, organi6ing, leading and controlling 44 it is clear that evaluations
3controlling5 need to be done.
At its most basic level, performance appraisal is the process of e"amining and evaluating the
performance of employees. ?owever, the need to evaluate is also a source of tension as
evaluative and developmental priorities appear to clash. Some management e"perts have argued
that appraisal cannot serve the needs of evaluation and development at the same time.
Per"or#ance Apprai$al an* Total 1%alit& !ana+e#ent 2T1!3
=ith the advent of ;@: 3;otal @uality :anagement5 and the e"tensive use of teams, traditional
performance appraisal systems have come under some criticism. +or e"ample, rather than
motivating employees, conflict may be created when appraisals are tied to merit pay and when
that merit pay is based on a forced ranking.
=. !dwards )eming, the founder of total quality management 3;@:5 has long been associated
with the view that performance appraisals ought to be eliminated. :any ;@: proponents claim
that performance appraisals are harmful.
PEFO!ANCE APPAISAL 4 POCESS !AP
PEFO!ANCE APPAISAL !ET'ODS
1. raphic rating scale
#. Paired $omparison
'. +orced choice approach
A.!asy Appraisal
B.'*2
2
appraisal
5raphic atin+ Scale 6 A performance appraisal that rates the degree to which the employee
has achieved various characteristics.
15;he graphic rating scale is the most common type of appraisal used.
#58arious characteristics such as job knowledge or punctuality are rated by the degree of
achievement.
'5;he rate usually receives a score of 1 to B, with B representing e"cellent performance.
A5Some forms allow for additional comments.
Paire*4co#pari$on Approach 6 A performance appraisal that measures the relative
performance of employees in a group.
15;his is a method of performance evaluation that results in a rank ordering of employees to
come up with a best employee.
#5;his type of approach measures the relative performance of employees in a group.
Force*4choice Approach 6 A performance appraisal that presents the appraiser with sets of
statements describing employee behaviorC the appraiser must choose which statement is most
characteristic of the employee and which is least characteristic.
Ea$& Apprai$al6 Sometimes the supervisor must write a description of the employeeDs
performance. ;he easy appraisal is often used along with other types of appraisals, notably
graphic rating scales. ;hey provide an opportunity for supervisors to describe aspects of
performance not thoroughly covered by an appraisal questionnaire.
7894*e+ree Per"or#ance Apprai$al6 E*)l+)"%n E!$lo-ees Fro! All
Anles
;raditional performance appraisals, as discussed above, can be both subjective and simplistic.
At times, they can also be deemed to be EpoliticalE. In an attempt to improve this methodology,
some companies have turned to '*24degree appraisals. '*2 appraisals pool feedback from a
department9s internal and e"ternal customers to ensure a broader, more accurate perspective of an
employee9s performance.
'*24degree performance appraisal is an attempt to answer the question7 E?ow can a supervisor
evaluate an employee he or she sees only a few hours each weekFE
Bene"it$ o" Per"or#ance apprai$al
For the or+ani:ation 6
;he organi6ation comes to know the true position of the employees working capacities and the
problems they face while working in the organi6ation. ;his performance appraisal system also
acts as a motivating factor for the employees, which helps the organi6ation to get better results.
For the apprai$e 6
;he appraise fells themselves an important part of the organi6ation, they get a chance to e"press
their views in front of their superiorsC they get a platform to e"press their ideas. ;he employee
comes to know the truth about7
? ;o what e"tent they have achieved their objectives.
? In what respect their work has been most successful.
? Are there any aspects of their work, which they have not completedF
Are #an& other ;%e$tion< ,hich #a-e the# a$$e$$ ri+htl&. ..
5%i*eline$ "or e""ecti.e per"or#ance e.al%ation inter.ie,$...
• emphasi6e positive aspects of employee performance
• tell employee that the purpose is to improve performance, not to discipline
• conduct the review in private
• review the performance formally at least annually 3more frequently for those performing poorly5
• make criticisms specific
• focus on performance, not personality
• stay calmC do not argue
• identify specific actions the employee can take to improve performance
• emphasi6e the evaluatorDs willingness to assist the employeeDs efforts to improve performance
• end by stressing positive
Apprai$al Proce$$
In order to obtain a better understanding of how the performance appraisal has been put together
by ;he $orporation, the researcher has provided an overview of the companyDs performance
appraisal process. ;he researcher felt that the overview of the performance appraisal process
would be necessary, since the process provided a framework for the performance appraisal.
PE4APPASIAL STEPS
;he performance evaluation can be made for variety of reasons counseling, promotions, salary
increases, administration or combination of these. It becomes very necessary to begin by stating
the objectives of evaluation programs very clearly and precisely. ;he personal appraisal system
should address the question who, what, how of performance appraisal.
;hese questions are the components of these appraisal systems which are discussed below
individually.
=/'O =OF T'E APPAISAL O >?/'O?? IS TO ATE .
;he immediate superior, the head of the department or any other can rate the performance of an
individual. In addition to this, sum organi6ations follow the system of self appraisal and Gor
appraisal by peers. A group, consisting of his senior, peers and subordinates, can do appraisal,
whoever is ratingC he should be trained and impartial. In most of the organi6ations the ratings is
done by his immediate superior who is considered the best person to understand his subordinates
strengths and weaknesses. How a day some organi6ations are following the method of self4
appraisal.
T'E =/'AT@OF APPAISAL It is considered with
? $reating and maintaining a satisfactory level of performance of employees in their present job.
? ?ighlighting employeeDs needs and opportunities of for personal growth and development.
? Aiding in decision making for promotions, transfers, layoff and discharges.
? Promoting understanding between supervisors and his subordinates.
? Providing a useful criterion for determining the validity of selections and training methods for
attracting individuals of higher caliber to the organi6ation.
T'E >/'EN? OF APPAISAL
;he IwhenD answers the query the frequency of appraisalF ;he informal counseling should occur
continuously but the manager should discuss an employeeDs work as soon as he gets an
opportunity to provide positive reinforcement and use poor work as basis of training. ;he time
and period of appraisal differs according to the need and nature of the organi6ation.
T'E >/'EE? OF APPAISAL
;he where indicates the location where employee should be evaluatedF It is usually done at
work place or office of the supervisor.
T'E >'O/? OF APPAISAL
>nder this, the organi6ation must decide what different kinds of methods are available and which
of these may be used for performance appraisal. &n the basis of comparative advantages and
disadvantages, the nature and philosophy of management and the needs of an organi6ationC the
method of appraisal is decided.
CO!PAN( POFILE
<indal 0rothers Pvt. .td. speciali6es in )esign, !ngineering, +abrication and !rection of Pre4
!ngineered :etal 0uilding Systems. ;he roup is well known in the :iddle !ast % India for
the quality of the products and services offered. In 1//-, <indal 0rothers Pvt. .td started its
journey in India by setting up State of Art manufacturing facility at :anesar, urgaon. )esign
and )etailing work is carried out by highly skilled !ngineers with computed aided design and
drafting facilities at the $ompanyDs ?ead &ffice at Hew )elhi. ;heir objective is to deliver cost
effective, quality Pre4!ngineered :etal 0uildings within agreed time schedules to their
$ustomers. <indal 0rothers Pvt. .td. maintains high degree of professionalism at all levels, a
commitment needed to maintain highest possible standards. !very project is e"ecuted with
:icro Planning, to achieve the :ilestones set out in the contract. ;his combined with quality of
their products has earned us reputation in the :arket Place. $orporate giants, both Hational and
:ultinational, have complimented their strategy of providing single point responsibility for
Supply and !rection with highly motivated and trained In ?ouse Project :anagement ;eam to
handle projects, whether it is small or big, simple or comple".re than B22 Pre4!ngineered
0uildings have been installed across the length and breadth of their $ountry. ;his e"perience
corroborates their claim. (egional G Area offices across the $ountry are fully equipped to provide
pre4order and post order service to their valued $ustomers. &rgani6ational effectiveness depends
upon the level of performance of its employees. ?ence the level of performance has to be
ensured. Periodic stock taking of the qualitative state of the man power is of vital importance to
an organi6ation and the organi6ation tries to collect the relevant data through the tool of
performance appraisal reports. ;hus performance appraisal is essential for performance
effectiveness and efficiency of the organi6ation and also for carrying out administrative decisions
regarding human resources. ;he correctness of the decision will depend heavily upon the validity
of the data gathered through appraisal system.
;he <IH)A. 0(&;?!(S is a relatively an older organi6ation and has been restructuring its
?uman (esources Systems and Policies in alignment with the current business environment. I
have therefore taken up this project with an aim to study the e"isting system of performance
appraisal so that this might help other organi6ations to follow the same.
Ser.ice$
Pre4!ngineered steel buildings are designed and fabricated to clientDs requirements in accordance
with the >niversal standards. A pre4engineered steel building consists of four major groups of
components namely primary members, secondary members, metal roofingGwall cladding and
connection fasteners. ;hese components are designed that they are compatible with each other.
;he fabrication of these components is carried out in factory under strict quality control as per
detailed shop drawing. ;hese components are transported to site with proper markings and
assembled at site as per erection drawings.
Ano,le*+e '%) B Brain /are
;hey call this the knowledge Hub, a world class )esign % !ngineering &ffice manned with
team of e"perienced professionals and equipped with latest sophisticated design tools which
distinguishes <indal 0rothers Pvt. .td. from others.
Stadd Pro, :0S, A>;&$A), Primavera, :S Projects are among the few !ngineering %
e"ecution tools in use at <indal 0rothers Pvt. .td. that delivers the fastest solution at the best of
engineering practices applied in a true international design environment.
;he 0rain ?ouse offers intelligent engineering solutions and supports post order functions with
general arrangement, fabrication and erection drawings. ;he computeri6ed drafting, detailing and
logic programs enable user friendly details to simplify manufacturing process and erection
methods.
;he <indal 0rothers Pvt. .td. knowledge archives has vanity of standards and design codes such
as AIS$, AISI, :0:A, A=S, >0$, AS$!, I0$, IS and many others to suit customerDs need of
a Pre4!ngineered building at any place or country.
;he <indal 0rothers Pvt. .td.?$ consistent efforts in research % development and global sourcing
of material have positioned the &rgani6ation as a lead runner in introducing innovative ideas and
products in the market place.
!an%"act%rin+ Facilit&6
? ;heir State4of4the4art manufacturing facility is located at :anesar. It houses special
equipments to produce quality pre4engineered buildings such as7
? Automatic 0eam =elding .ine
? Plate Shearing .ine
? (adial )rilling :achine
? $old (oll +orming .ine
? ?ydraulic Press 0reak .ine
? Automatic Shot 0lasting .ine
? ;he welding process is as per American =elding Society Standards. 3A=S5. All welders are
qualified to required standards.
? =ell defined process on the shop floor ensures smooth flow of material and productivity.
? All structural components to complete Pre4engineered building are produced in4house and go
through stringent quality checks prior to dispatch.
? All major raw materials and bought out items are sourced from a Panel of approved supplier
to ensure quality and timely supplies.
Automatic
=elding
:achine
Purlin (oll
+orming
:achine
(oofing Profile
.ine
CINDAL BOT'ES In*ia ProDect$666
Location Client
=ashim
I;$
rain odown
$afeteria
)ept. Store
0awal JKK 3S:$$ $onstruction5
<agdishpur
I;$
rain odown
$afeteria
8atva , Ahmedabad :I)$& $ontainers Pvt. .td
)elhi ie" +oods
Pune S.:. Auto !ng.
:andsour
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$afeteria
PEFO!ANCE APPAISAL AT CINDAL BOT'ES
=hile on the job, performance reviews of every employee are done every quarter. ;he reviews
are done with a view to helping the individual e"cel at hisGher workplace. In case there are any
training requirements, these are noted and acted upon in the coming quarter. Also, the goals and
objectives for the employee are re4visited for
;he performance appraisal mechanism is carried out at <indal 0rothers for promotional purposes
;hese are done so as to motivate the employee and improve his performance level. ;he method
is as follows7
a5 !stablishment of performance standards with the employees
b5 ;he goals are set mutually as per measurable standards.
c5 ;he actual performance is hence measured.
d5 After measuring of the actual performance, the same is compared with the standards set
e5 ;he appraisal is then discussed with the employees.
f5 And finally, if need arises corrective action is initiated. +or this purpose the corrective action
is actually identified through brainstorming e"ercises initiated by the departmental heads at
all the <indal 0rothers. It is then measured as a tool to evaluate the past performances of the
employees.
Some of the methods used at <indal 0rothers are7
1. Ae& Per"or#ance In*eE
F. 789 De+ree Fee*)ac-
7. Paire* Co#pari$on$
4. Beha.iorall& Anchore* atin+ Scale
1. API4Ae& Per"or#ance In*eE
It is based on the performance level of the employee generally classified on the basis of7
• ;argets achieved
• (atings through studentsD feedback forms
• Punctuality and regularity
• )ay to day performance
;his is given after every module at the centers.
;hus we can observe that the appraisal system is not a biased one but based on performance and
productivity basis. All the respective heads of the employee together with the senior persons at
the center brainstorm and then give the promotion.
F. 789 De+ree Fee*)ac-
;his feedback system involves the participation of ;op :anagement.
;hus the feedback given by these members at <indal 0rothers is considered under a holistic view
and then the employee is given a performance appraisal. ;his evaluation method involves A2L
feedback from the coworkers which says that the employee should not only maintain good
rapport with the senior or junior but majorly with the coworkers also.
7. Paire* Co#pari$on$
;he evaluator compares all possible pairs of subordinates on their overall ability to do the job.
)ue to the subjectivity of evaluating overall performance some managers me e a number of
different job related dimensions when comparing.
4. Beha.iorall& Anchore* atin+ Scale 2BAS3
It is a sophisticated method of evaluating the employee based on the employee behavior. It is a
numerical scale that is anchored by the seniors of the organi6ation at various centers. ;his is
highly confidential and the information is sent in sealed envelopes and opened only at the time of
the final evaluation. ;here is no further discussion regarding this scaling, thus it is not given
enough weightage.
OBCECTIVES OF T'E STGD(
• ;o identify the technique of Performance Appraisal followed in <indal 0rothers Pvt. .td.
• ;o study how the employees are rated against these parameters
• ;o identify how the performance of the employees is improved and enhanced
• ;o provide suggestions % recommendations to improve their Performance Appraisal
ESEAC' !ET'ODOLO5(
In order to accomplish the objectives of the study, it is essential to articulate the manner in which
it is to be conducted, i.e., the research process is to be carried4out in a certain framework. ;he
research methodology, which follows, is the backbone of the study.
Data Collection So%rce$
(esearch work was done from two sources7 4
213 Pri#ar& *ata
2F3 Secon*ar& *ata
Primary data was collected by questionnaire and interview in the organi6ations. ;he
questionnaire comprised of closed and attitude questions. ;he opinion on e"isting Performance
Appraisal practices and their affectivity were collected through questionnaire which was
circulated to all the employees at all levels and the results have been analysed on the basis of
agree and disagree. ;he methodology for collection of data also included interviews and
discussion with the top management of the organi6ation.
Secondary data7 It was collected by reviewing different literatures, from published books,
management journals, articles published by the other researchers on '*2 )egree Appraisal.
Sa#plin+6
;he total sample si6e for this project was A ?( people at <indal 0rothers.
;he information collected through above methods has been tabulated, analysed and interpreted.
+inally an overall assessment of the contribution of top management has been made towards
improving the effectiveness of the organi6ation.
T(PES OF ESEAC'
(esearch methodology is a way to systematic solve the (esearch Problem. It is a procedure,
which is followed step by step to solve a particular research problem.
There are )a$icall& "o%r t&pe$ o" re$earche$6
1 !MP.&(A;I8! (!S!A($?
# )!S$(IP;I8! (!S!A($?
' )IAH&S;I$ (!S!A($?
A ?JP&;?!SIS ;!S;IH (!S!A($?
EEplorati.e e$earch64 ;o gain familiarity with phenomenon or to achieve an insight into it.
De$cripti.e e$earch64;o poetry accurately the characteristics of the particular individual
situation or a group.
Dia+no$tic e$earch64;o determine the frequency with which something occurs or with which it
is associated with something else.
'&pothe$i$ Te$tin+ e$earch64;o test a hypothesis of casual relationship between variables.
;he present project is De$cripti.e c%# EEplorati.e in nature. It is done to poetry accurately
the characteristics of a particular individual situation or a group. ;he major purpose of the
descriptive research is the description of the state of the affairs as it e"its at resent. ;he main
characteristics of this method are that the researcher has no control over the variablesC he can
only report what has happened or what is happening.
LITEATGE EVIE/
&rgani6ations e"ist to achieve goals. oals are only met when individual employees efforts
matches with policy of the organi6ation and thus bringing out success and effectiveness. ;he
assessment of how successful employees have been at meeting their individual goals therefore
becomes a critical part of ?
and here comes Performance Appraisal System.
Performance appraisal is an important component of the information and control system. In
todayDs fle"ible organi6ations, performance evaluation provides an important way for managers
to clarify performance goals and standards and to enhance future individual performance. ;hus
the purpose of performance appraisal is to improve the organi6ationDs performance through the
enhanced performance of individuals.
;he performance appraisal system7
• Is an organi6ational necessity
• Is based on well defined objective criteria
• Is based on careful job analysis
• >ses only job related criteria
• Is supported by adequate studies
• Is applied by trained qualified raters
• Is applied objectively throughout the organi6ation
• $an be shown non discriminatory as defined by law
PEFO!ANCE APPAISAL AND !ANA5E!ENT<
Journal of Performance Appraisal Techniques o!ember "#$%%&'(ol)&#o)"pp)"&* +y
,letcher -
Performance appraisal has widened as a concept and as a set of practices and in the form of
performance management has become part of a more strategic approach to integrating ?(
activities and business policies. As a result of this, the research on the subject has moved beyond
the limited confines of measurement issues and accuracy of performance ratings and has begun
to focus more of social and motivational aspects of appraisal. ;his article identifies and discusses
a number of themes and trends that together make up the developing research agenda for this
field. It breaks these down in terms of the nature of appraisal and the conte"t in which it
operates. ;he former is considered in terms of contemporary thinking on the content of appraisal
3conte"tual performance, goal orientation and self awareness5 and the process of appraisal
3appraiserNappraisee interaction, and multi4source feedback5. ;he discussion of the conte"t of
appraisal concentrates on cultural differences and the impact of new technology.
Per"or#ance Apprai$al a$ E""ecti.e !ana+e#ent or Dea*l& !ana+e#ent Di$ea$e
Journal of Performance Appraisal .anagement Jan&#$%%/' (ol)*%# Pages&* by Gregory H)
0obbins
>nderstanding person and system sources of work variation is
fundamental to performance
appraisal. ;wo divergent perspectives
on this issue, the traditional human resource management
view
and the statistical process control view 3)eming, 1/-*5, are
contrasted. ;wo studies are
reported that investigate two specific
questions that arise from a broader view of the appraisal
process.
(esults indicate that managers and subordinates believe that
typical poor performance
has different causes and that actual
productivity levels far outweigh person or system sources of
performance variance in appraisal judgments.
A Contin+enc& Approach to Apprai$al Sati$"action
Journal of Performance Appraisal Approaches#July$%%1#(ol)"1#Pages2/ by Gregory H)
0obbins
;he present study e"plored the moderating effects of organi6ational
variables on the appraisal
characteristic4appraisal satisfaction
relationship. Analyses indicated that the appraisal
characteristics
of action plans, frequency, and rater training were more positively
related to
appraisal satisfaction when subordinates e"perienced
role conflict, were not closely monitored,
and supervisors had
a large span of control. ;he results provide substantial support
for
conceptuali6ing appraisal satisfaction as a contingent function
of both appraisal characteristics
and organi6ational variables.
Implications of the findings for the design of appraisal systems,
appraisal effectiveness, and future research are discussed.
Di""erential Per"or#ance Apprai$al Criteria
Journal of Performance Appraisal -riteria#3ct$%&%#(ol)&*# pages 4$ by Taylor -o5
Performance appraisal ratings of 1#B first4level managers were
analy6ed to investigate the degree
to which the criteria used
to evaluate the overall job performance of black managers differs
from
that used to evaluate white managers. ;he performance appraisal
form included items that
measured both the social behavior dimension and taskGgoal accomplishment dimension of job
performance.
;he appraisal ratings of both groups on each dimension were
correlated with
measures of overall job performance and promote
ability. (esults indicated that social behavior
factors are
more highly correlated with the overall job performance of black
ratees than for white
ratees. Implications of these results
for both black managers and organi6ations are discussed.
A e$tate#ent o" the Sati$"action
Journal of Performance Hypothesis#(ol)/1#6ept $%&%#Pages "/ by 0ennis 7) 3rgan#
;his article reviews recent evidence in support of &rganDs 31/,,5
argument that satisfaction more
generally correlates with organi6ational
prosaically or citi6enship4type behaviors than with
traditional
productivity or in4role performance. An attempt is then made
to interpret just what it is
in satisfaction measures that provides
this correlation, leading to the suggestion that fairness
cognitions
comprise the major factor. Implications of this interpretation
for theory, research, and
management practice are offered.
ANAL(SIS H INTEPETATION
;his chapter deals in tabular presentation results and their analysis for the purpose of easy
reading the section has been divided into two parts.
1O ;abular form of (esponse
#O Inference
'O (emarks on each question
1. In &o%r co#pan&< the -e& co#petencie$ re;%ire* "or each Do) are alrea*& i*enti"ie*0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
2 2
;rue
A -
Partly true
/ 1-
Hot true ', ,A
No of res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
/%
0er1 true True Partl1 true Not true
In"erence6st of the respondents 3,AL5 found the above statement to be IHot ;rueP. ;his was
followed by 1-L of the respondents feeling that this statement was IPartly ;rueD for their
organi6ation. &nly -L of the people found it to be I;rueD.
e#ar-$6 Although the appraise does not have a clear understanding of what is e"pected of him
at the beginning of the year 3Inference I5, both he and the appraiser know what his job is all
about. ;his also shows that although an employee knows what his current to do to be rated
higher by the reporting officer. ;he responsiveness in category of Partly ;rue and Hot ;rue may
be due to the face that job content in <indal 0rothers is fle"ible and not well defined and some
people find it difficult to define their jobs. ?owever, most of the people have a general idea of
the scope of their jobs.
F. There are #echani$#$ that help e#plo&ee$ *e.elop their potential "or the neEt ro%n* o"
Do)0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
2 2
;rue
B 12
Partly true
#B B2
Hot true #2 A2
No of res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
0er1 true True Partl1 true Not true
In"erence6 @uite a large number of respondents 3A2L5 shared the view that the appraisal system
did not give a clear understanding of all appraisals, job to both appraiser and appraise by saying
that it was IHot ;rueD. &nly B2L and 12L of the respondents felt that the statement was I;rueD
and IPartly ;rueD respectively.
e#ar-$6 Although the appraise does not have a clear understanding of what is e"pected of him
at the beginning of the year 3Inference I5, both appraise and the appraiser know what his job is all
about. ;his also shows that although an employee knows what his current to do to be rated
higher by the reporting officer. ;he responsiveness in category of Partly ;rue and Hot ;rue may
be due to the face that job content in <indal 0rothers is fle"ible and not well defined and most
people find it difficult to define their jobs. ?owever, most of the people have a vague idea of the
scope of their jobs.
7. E#plo&ee$ re+%larl& recei.e "ee*)ac- a)o%t their potential "or hi+her le.el Do)$0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
2 2
;rue
- 1*
Partly true
, 1A
Hot true
'B ,2
No of res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
0er1 true True Partl1 true Not true
In"erence6 ,2L of the respondents agreed that the appraisal system did not helped them to know
their potential to perform at higher levels. Plan their performance well by saying that it was IHot
;rueD. &nly 1*L and 1AL people felt that this statement was I;rueD and IPartly ;rueD.
e#ar-$6 ;he above inference shows that the PA system in <indal 0rothers does not give
feedback about Iplanning for performanceD to its employees. It helps anticipating work needs in
order to arrange work in logical order. It also helps in devising efficient methods to attain pre4
determined plans. Again due to fle"ibility in job content, some people may have found problems
in planning their performance systematically.
4. Co) rotation i$ practice* ,i*el& to help people *e.elop their potential in ne, area$0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
, 1A
;rue
1- '*
Partly true
#B B2
Hot true
2 2
No of res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
0er1 true True Partl1 true Not true
In"erence7 About B2L of the respondents felt that the above statement was IPartly ;rueD. It was
followed by '*L people feeling that it was I;rueD with 1AL believing that it was I8ery ;rueD.
e#ar-$6 <ob rotation is the most economical way of providing training to the employees. It
facilitates both organi6ation and individual development. <ob rotation gives an individual hand
on e"perience for carrying out various different functional activities. ;he performance appraisal
system should include this process in the training need identification performance.
5. The apprai$al $&$te# pro.i*e$ an opport%nit& "or $el"4re.ie, an* re"lection0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true
2 2
;rue
2 2
Partly true
1' #*
Hot true ', ,A
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
/%
0er1 true True Partl1 true Not true
In"erence 7 ;here is a general agreement on then fact that the PA system in <indal 0rothers does
provide ample opportunity for self4review and reflection. ,AL of the people felt that
it was IPartly ;rueD with #*L agreeing.
e#ar-$ 7 ;he presence of self4appraisal procedure in the PA appraisal system is an important
reason for the above inference. ;he self appraisal includes questions on major
achievements, constraints in performance, type of training required, tasksGactivities
undertaken successfully during the year, problems faced etc. It also includes
suggestions on making the job interesting and challenging and plans to improve
effectiveness. )ue to this fact, employees may have felt that they were participating
actively in their own appraisal by self 4review and reflection on various issues.
8. Pro#otion$ are )a$e* $trictl& on nee* rather than to re,ar* in*i.i*%al$0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true 2 2
;rue A -
Partly true #B B2
Hot true
#1 A#
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
0er1 true True Partl1 true Not true
In"erence 6 B2L of the respondents believe that the above statement is IPartly ;rueD
;his was closely followed by A#L of the respondents rating it as IHot
;rueD and -L of the respondents feeling that it was I;rueD.
e#ar-$ 6 ;he performance appraisal is completely need based the organi6ation
recogni6es and promotes high achievers only if there are vacancies
available in the organi6ation. ;his has a negative impact on people who
are not rewarded and promoted duly for their good performance. ;here
should be a system of rewarding employees either in monetary terms or
in terms of recognition.
I. The apprai$al $&$te# +i.e$ each apprai$ee an i*ea o" ,hat i$ eEpecte* o" hi# neEt &ear0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true 2 2
;rue 12 #2
Partly true #* B#
Hot true
1A #-
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
0er1 true True Partl1 true Not true
In"erence 6 B#L of the respondents felt that the above statement was IPartly
;rueD. ;his was followed by #-L and #2L of the respondents
feeling that it was IHot ;rueD and I;rueD respectively.
e#ar-$ 6 !ach employee needs to have an idea as to what accountabilities
will he have if his appraisal is given a good remark for working at
higher levels. ;he appraisee should know his potential, which
will go a long way in his higher level jobs.
J. It i$ *e$i+ne* to ai* the apprai$ee an* apprai$er Dointl& %n*er$tan* the "or#er$ Do)0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true 2 2
;rue 1A #-
Partly true ## AA
Hot true
1A #-
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
0er1 true True Partl1 true Not true
In"erence 6 ;here was a mi"ed response to the given statement. AAL of the responses
consisted of QPartly ;rueD ratings. #-L respondents believed that this was
IHot ;rueD whereas #-L believed that this was I;rueD.
e#ar-$ 6 ;he above inference implies that <indal 0rotherDs PA system does not score
well in the aspect of transparency in communicating an employeeDs
performance through performance review and discussion. ;he discussions
between appraisal processes. ;he interaction on self appraisals is not a
common feature and is only done on certain occasions 3e"ceptionally good or
bad performance etc.5 ;he presence of AAL responses as Q;rueP may be due
to good relationship and open communication shared by some of the
appraiser appraise pairs.
K. The per"or#ance apprai$al pro.i*e$ an opport%nit& "or $el" re.ie, an* re"lection0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true 2 2
true # A
partly true #B B2
not true #' A*
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
2er1 true true
(artl1 true not true
In"erence 6st of the respondents agreed that the appraisal system catered to their
development needs 3B2L believed that it was QPartly ;rueP5 and it was very
closely followed by A*L saying it was QHot ;rueP. ;here were AL cases, which
believed that it was I;rueD.
e#ar-$ 6 Although the inference indicates that the PA system allowed mutuality, trust and
open communication between superior and subordinates, there may be chances
of biases in employees while rating this statement. ;he answers may have
varied depending on pro"imity etc.
19. The apprai$al proce*%re allo,$ the apprai$ee to eEpre$$ hi$ *e.elop#ental nee*$0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true 2 2
;rue - 1*
partly true 1* '#
not true #* B#
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
2er1 true True
(artl1 true not true
In"erence 6 ;he most common response on above statement was an astounding IHot
;rueD with B#L people agreeing that the PA system was free of any biases. It
was followed by '#L saying that it was I;rueD and 1*L saying that it was
IPartly ;rueD.
e#ar-$ 6 ;he above inference implies that people are satisfied with the PA system in
<indal 0rothers and believe that it provides scope for developing their
potential. ;his may be due to the fact that the self appraised of the appraise
invites suggestions on job enrichment, training needs and steps to be taken to
improve individualDs effectiveness.
11. The $&$te# ha$ $cope to correct the )ia$e$ o" the a$$e$$or thro%+h a $%per re.ie,0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true
2 2
true
# A
partly true
1A #-
not true
'A *-
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
2er1 true true
(artl1 true not true
In"erence 6 *-L of the people rated the above statement as IHot ;rueD #-L believed it was
IPartly ;rueD with AL disagreeing by saying that it was I;rueD.
e#ar-$ 6 A performance appraisal system, which is perceived as Ibias 4freeD by its
e"ecutives, is an achievement for the organi6ation. In the PA system the
reporting officer appraises a section of people whereas the reviewing officer
appraises the performance of an entire department. also the reviewing officer is
the immediate superior of reporting officer. Any disagreement between the
assessments of an employee has to be duly discussed and recorded. Also, any
noticeable difference of opinion between self appraisal and appraisal by
reporting officer has to be accounted for. All the above factors help in correcting
the biases,. if any, of reporting officer.
1F. The apprai$al $&$te# pro.i*e$ "or a "ran- *i$c%$$ion )et,een apprai$er an* apprai$ee0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true
2 2
;rue
* 1#
partly true
2 2
not true
AA --
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
/%
3%
2er1 true True
(artl1 true not true
In"erence6 An astounding --L rated the above statement as not true with 1#L that it was
true.
e#ar-$ Although, most of the people felt that there was mutuality and trust between
appraiser and appraise, it may again depend on the pro"imity and relationship
shared by an employee and hisGher boss. ;he ratings may be based, as the
employees may have felt that a negative answer may adversely affect them. ;he
reason behind this conclusion is that a low score on e"tent of communication and
discussion between appraisers and appraise and high score on mutuality and trust
give a contradictory view.
17. /hat -in* o" an apprai$al $&$te# ,ill )rin+ o%t the )e$t o" an e#plo&ee0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
appraisal by all superiors 12 #2
appraisal by immediate
superior
B 12
appraisal by reference team 1B '2
appraisal by reference team
and self.
#2 A2
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
a((raisal 41 all su(eriors
a((raisal 41 immediate su(erior
a((raisal 41 referen)e team
a((raisal 41 referen)e team and self
e#ar-$ 6 ;his shows that the relationship between appraiser and appraise, in <indal
0rothers, with respect to planning the performance is quite good. ;he
subordinate in planning his performance. ;he appraiser helps the appraise
in testing the soundness of his goals as well as of his plans for achieving
them. ;his implies that there is active participation of both appraiser and
appraise in performance planning. ;he reason behind IHot ;rueD answer
may be due to the fact that many jobs in <indal 0rothers are not well
defined and therefore an elaborate planning on them is not done.
FINDIN5S
Or+ani:ation Str%ct%re an* De$i+n
14 <indal 0rothers is a young, dynamic organi6ation and is going strong on the stock market.
#4 ;he company is well aware of the dynamic environment of software, it is operating and
in order to keep it with the pace of the environment it believes in constant up gradation of
courses. &rgani6ation structure and design of the company is such that it supports this
change.
'4 <indal 0rothers has a matri" kind of a structure wherein it takes the form of combination
of structures. :atri" structures are adopted became there is more than one factor around
which the structure can be built.
A4 ;his matri" structure at <indal 0rothers improves the quality of decision4making where
interest conflicts arise and direct contacts replaces bureaucracy
B4 . ;his increases the motivation of the managers and development of wider involvement in
strategies. Although at times the company faces high risk of dilution of priorities became
e people do not know who is responsible for what.
*4 An organi6ation is a network of authority, responsibility and relationships. )ifferent
organi6ation structure consists of different type of relationships.
2ECOMMENDATIONS
1. ;o improve attendance there should be rewards for those employees who attains above
/BL attendance.
#. ;here should be training sessions to improve team building.
'. ;here should be proper training for appraisal to the employees.
A. In the beginning of the year employee must know the performance standards on which
hisGher performance will be judged in end of year.
B.re stress relieving packages should be offered to the mentally stressed staff.
*. &vertime should be taken care of at time of performance appraisal, which would motivate
the employees to perform better for longer hours.
,. Performance appraisal should after at proper span of time .
-. Performance appraisal should be done by e"pert person.
CONCLGSION
Performance appraisal is the process of reviewing employee performance vis4R4vis the set
e"pectations in a realistic manner, documenting the review, and delivering the review verbally in
a face4to4face meeting, to raise performance standards year over year through honest and
constructive feedback. In the process management e"pects to reinforce the employeeDs strengths,
identify improvement areas so that one can work on them and also set stretched goals for the
coming year.
!ffective performance management requires a good deal of face4to4face supervisor4employee
interaction. 0y knowing the subordinates, a supervisor can steer them onto a path of greater
productivity and optimi6ed output. It is one of the most significant and indispensable tool for an
organi6ation as it helps in getting to know the people who work for them. provides information,
which helps in taking important decisions for the development of an individual and the
organi6ation.
6UESTIONNANI2E
I have undertaken a project on PERFR!A"CE APPRAI#A$ #%#TE!. The
information furnished by you will help knowing the efectiveness of the present
appraisal and reward system and if need be designing of a new appraisal system.
The data will be kept confdential and will be used for academic purpose only.
7. In -o+r co!$)n-( "#e ke- co!$e"enc%es re,+%red &or e)c# 'o. )re
)lre)d- %den"%8ed.
a) Very true b) true
c) artly true d) not true
9. T#ere )re !ec#)n%s!s "#)" #el$ e!$lo-ees de*elo$ "#e%r $o"en"%)l &or
"#e ne1" r+n o& 'o..
a) very true b)true
c) partly true d) not true
:. E!$lo-ees re+l)rl- rece%*e &eed.)ck ).o+" "#e%r $o"en"%)l &or #%#er
le*el 'o.s
a) very true b)true
c) partly true d) not true
;. 5o. ro")"%on %s $r)c"%ced w%del- "o #el$ $eo$le de*elo$ "#e%r $o"en"%)l %n
new )re)s.
a) very true b)true
c) partly true d) not true
<. Yo+r co!$)n-=s $ro!o"%on $ol%c%es )re cle)rl- de8ned )nd s#)red w%"#
)ll e!$lo-ees.
a) very true b)true
c) partly true d) not true
>. Pro!o"%ons )re .)sed s"r%c"l- on need r)"#er "#)n "o rew)rd
%nd%*%d+)ls?
a) very true b)true
c) partly true d) not true
@. T#e )$$r)%s)l s-s"e! %*es e)c# )$$r)%see )n %de) o& w#)" %s e1$ec"ed
o& #%! ne1" -e)r?
a) very true b)true
c) partly true d) not true
A. I" %s des%ned "o )%d "#e )$$r)%see )nd )$$r)%sers 'o%n"l- +nders")nd "#e
&or!er=s 'o.?
a) very true b)true
c) partly true d) not true
B. T#e $er&or!)nce )$$r)%s)l $ro*%des )n o$$or"+n%"- &or sel& re*%ew )nd
reCec"%on?
a) very true b)true
c) partly true d) not true
7D. T#e )$$r)%s)l $roced+re )llows "#e )$$r)%see "o e1$ress #%s
de*elo$!en")l needs?
a) very true b)true
c) partly true d) not true
77. T#e s-s"e! #)s sco$e "o correc" "#e .%)ses o& "#e )ssessor "#ro+# )
s+$er re*%ew?
a) very true b)true
c) partly true d) not true
79. T#e )$$r)%s)l s-s"e! $ro*%des &or ) &r)nk d%sc+ss%on .e"ween
)$$r)%ser )nd )$$r)%see?
a) very true b)true
c) partly true d) not true
7:. T#e $roced+re )llows &or "#e co!!+n%c)"%on o& CEOEs o)l "o "#e
work&orce?
a) very true b)true
c) partly true d) not true
7;. T#e )$$r)%s)l s-s"e! .r%ns o+" "#e "r)%n%n needs o& "#e e!$lo-ees.
a) very true b)true
c) partly true d) not true
7<. T#e $er&or!)nce )$$r)%s)l s-s"e! cl)r%8es "#e c)reer $ros$ec"s(
)s$%r)"%ons )nd %n"en"%ons.
a) very true b)true
c) partly true d) not true
7>. T#e )$$r)%s)l s-s"e! $ro*%des ) r)"%on)l .)s%s &or s)l)r-
reco!!end)"%ons.
a) very true b)true
c) partly true d) not true
7@. T#e co!$)n- rel)"es rew)rd "o -o+r $er&or!)nce.
a) very true b)true
c) partly true d) not true
7A. 3#)" k%nd o& )n )$$r)%s)l s-s"e! w%ll .r%n o+" "#e .es" o& )n
e!$lo-ee?
a) appraisal by all superiors b) appraisal by immediate
superior
c) appraisal by reference team c) appraisal by reference
team and self.
7B. How do -o+ s+$$or" -o+r s+.ord%n)"es?
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!.
Bi)lio+raph&
A$,athappa A< '%#an e$o%rce H Per$onnel !ana+e#ent< Tata !c5ra,4 'ill
P%)li$hin+ Co. Lt*.< Ne, Delhi< SiEth e*ition F991
Aothari C..< e$earch #etho*olo+& #etho*$ H techni;%e$< /i$h,a Pra-a$an %)li$hin+
Co. Lt*.< Ne, Delhi< SiEth e*ition F991.
'%#an e$o%rce$ !ana+e#ent )& P.S%)arao
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doc_536527461.docx
DISSERTATION REPORT
ON
PERFORMANCE APPRAISAL
AT JINDAL BROTHERS Pvt. Ltd
Submitted in partial fulfillment of the requirement for
Master of Business Administration (MBA),
FROM
INSTITUTE OF MANAGEMENT AND
TECHNOLOGY
SUBMITTED TO:
SUBMITTED BY:
Mrs. ESHA BATHLA
ASHUTOSH PANDEY
(Internal Guide) MBA !
t"
Sem
Session# $%&%'$%&$
INSTITUTE OF MANAGEMENT AND TECHNOLOGY
Bazpur Road, Kashipur-244713 US!"#"R $U%%"R"K&"!'(
(Approved By AICTE: Afliated to Uttarakhand
Technical University)
Declaration
I hereby declare that the work presented herein is genuine work done originally by me and
has not been published or submitted elsewhere for the requirement of a degree programme.
Any literature, data or works done by others and cited within this dissertation has been given
due acknowledgement and listed in the reference section.
Signature of the candidate
(Ashutosh Pandey)
Acknowlede!en"
In "#e co!$le"%on o& "#%s $ro'ec" re$or"( I #)*e rece%*ed
enco+r)e!en" )nd s+$$or" &ro! *)r%o+s ,+)r"ers( w#%c# need
s$ec%)l !en"%on.
I w%s# "o )cknowlede !- %nde."edness "o Mrs. Es#) B)"#l)(
Ins"%"+"e o& M)n)e!en" / Tec#nolo-( 0)s#%$+r( +nder w#o! "#%s
work #)s .een co!$le"ed( &or e1"end%n )ll $oss%.le coo$er)"%on.
I )! )lso "#)nk&+l "o )ll "#ose $eo$le o& Ins"%"+"e o& M)n)e!en" /
Tec#nolo-( w#o #el$ed !e d%rec"l- or %nd%rec"l- d+r%n "#%s $er%od.
ME2E AC0NO3LEDGEMENT MAY NOT 2EDEEM THE DEBT I
O3E TO MY PA2ENTS FO2 THEI2 DI2ECT4INDI2ECT SUPPO2T
DU2ING THE ENTI2E COU2SE OF THIS P2O5ECT.
ASHUTOSH PANDEY
TABLE OF CONTENTS
Title
1. Chapter I
Acknowledgement
Profile of the Project uide
!"ecutive Summary
#. Chapter II
$ompany profile
Scope % &bjective
'. Chapter III
(esearch methodology
4. Chapter IV
Performance management
5. Chapter V
)ata analysis
*. Chapter VI
+indings
,. Chapter VII
(ecommendations
-. Chapter VIII
.imitations
/. Chapter IX
0ibliography
12. Chapter X
Appendi"
INT2ODUCTION
PEFO!ANCE APPAISAL
Performance appraisal may be defined as a structured formal interaction between a subordinate
and supervisor, that usually takes the form of a periodic interview 3annual or semi4annual5, in
which the work performance of the subordinate is e"amined and discussed, with a view to
identifying weaknesses and strengths as well as opportunities for improvement and skills
development. Performance appraisal, also known as employee appraisal, is a method by which
the job performance of an employee is evaluated 3generally in terms of quality, quantity, cost and
time5. Performance appraisal is a part of career development.
Performance appraisals are regular reviews of employee performance within organi6ations.
enerally, the aims of a performance appraisal are to7
• ive feedback on performance to employees.
• Identify employee training needs.
• )ocument criteria used to allocate organi6ational rewards.
• +orm a basis for personnel decisions7 salary increases, promotions, disciplinary actions,
etc.
• Provide the opportunity for organi6ational diagnosis and development.
• +acilitate communication between employee and administration
8alidate selection techniques and human resource policies to meet federal !qual !mployment
&pportunity requirements.
Per"or#ance Apprai$al S%##ar&
Performance appraisal, while enabling a manager to identify the training needs of employees,
and evolving a training plan for them, also, serves to meet other objectives. Performance
appraisal satisfies the psychological needs individuals have to know how they are performing
their job and increases employees9 job satisfaction and morale by letting them know that the
manager is interested in their progress and development. Systematic performance appraisal also
provides both the firm and the employee a careful evaluation, rather than a snap judgement of an
employee9s performance. :any firms use performance appraisals to plan placements and
transfers and to provide input into decisions regarding salary increases, promotions, and
transfers. +inally, performance appraisals may be used as a basis for the coaching and
counselling of individual employees by their superiors. ;o summari6e the uses of performance
appraisal7
• Performance improvement
• $ompensation
• Placement
• ;raining % development needs assessment
• $areer planning
• <ob design error detection
C'AACTEISTICS OF AN APPAISAL S(STE!
Performance appraisal cannot be implemented successfully unless it is accepted by all
concerned. ;here should be a common and clear understanding of the distinction between
evaluation and appraisal. As Patten 31/-#5 argues, evaluation aims at 9objective9 measurement,
while appraisal includes both objective and subjective assessment of how well an employee has
performed during the period under review. ;hus performance appraisal aims at 9feedback,
development and assessment.9 ;he process of performance appraisal should concentrate on the
job of an employee, the environment of the organi6ation, and the employee him4 or herself.
;hese three factors are inter4related and inter4dependent. ;herefore, in order to be effective, the
appraisal system should be individuali6ed, subjective, qualitative and oriented towards problem4
solving. It should be based on clearly specified and measurable standards and indicators of
performance. Since what is being appraised is performance and not personality, personality traits
which are not relevant to job performance should be e"cluded from the appraisal framework.
Some of the important considerations in designing a performance appraisal system are7
? Goal ;he job description and the performance goals should be structured, mutually decided
and accepted by both management and employees.
? elia)le an* con$i$tent Appraisal should include both objective and subjective ratings to
produce reliable and consistent measurement of performance.
? Practical an* $i#ple "or#at ;he appraisal format should be practical, simple and aim at
fulfilling its basic functions. .ong and complicated formats are time consuming, difficult to
understand, and do not elicit much useful information.
e+%lar an* ro%tine ? =hile an appraisal system is e"pected to be formal in a structured
manner, informal contacts and interactions can also be used for providing feedback to
employees.
? Participator& an* open An effective appraisal system should necessarily involve the
employee9s participation, usually through an appraisal interview with the supervisor, for feedback
and future planning. )uring this interview, past performance should be discussed frankly and
future goals established. A strategy for accomplishing these goals as well as for improving future
performance should be evolved jointly by the supervisor and the employee being appraised. Such
participation imparts a feeling of involvement and creates a sense of belonging.
?e,ar*$ e,ar*$ 4 both positive and negative 4 should be part of the performance appraisal
system. &therwise, the process lacks impact.
Fee*)ac- $ho%l* )e ti#el& ? >nless feedback is timely, it loses its utility and may have only
limited influence on performance.
? I#per$onal "ee*)ac- +eedback must be impersonal if it is to have the desired effect.
Personal feedback is usually rejected with contempt, and eventually de4motivates the employee.
?Fee*)ac- #%$t )e noticea)le ;he staff member being appraised must be made aware of the
information used in the appraisal process. An open appraisal process creates credibility.
? ele.ance an* re$pon$i.ene$$ Planning and appraisal of performance and consequent
rewards or punishments should be oriented towards the objectives of the programme in which the
employee has been assigned a role. +or e"ample, if the objectives of a programme are directed
towards a particular client group, then the appraisal system has to be designed with that
orientation.
? Co##it#ent e$pon$i)ilit& for the appraisal system should be located at a senior level in
the organi6ation so as to ensure commitment and involvement throughout the management
hierarchy.
/'AT IS T'E OLE OF PEFO!ANCE APPAISAL0
=e9ve seen from previous discussions, that people are one of a company9s most valuable assets.
=hile most assets depreciate over time, people, viewed as assets, may actually appreciate. &ne
of the manager9s major responsibilities is to improve and update the knowledge and skills of
employees 44 appreciation of assets. Performance appraisal plays a significant role as a tool and
technique of organi6ational development and growth. In essence, effective appraisal systems
provide both evaluation and feedback.;he main aim of the evaluation is to identify performance
gaps 44 when performance does not meet the organi6ational standards 44 whereas feedback is
necessary to inform employee about those performance gaps.
+rom the employee9s perspective, performance appraisal informs them about what is required of
them in order to do their jobs, it tells them how well they have achieved those objectives and
helps them take corrective action to improve their performance, and, finally, it may reward them
for meeting the required standards.
;he firm, on the other hand, needs a performance appraisal system in order to establish
principles of managerial accountability. $learly, where employees are given responsibilities and
duties, they need to be held accountable. &ne of the functions of performance appraisals is to
ensure that people are accountable for their organi6ational responsibilities.
Perhaps the most significant benefit of performance appraisals is the opportunities they provide
supervisors and subordinates to have one4on4one discussions of important work issues. )uring
appraisals, subordinates and supervisors can focus on work activities and goals, identify and
correct e"isting problems, and encourage better future performance.
Per"or#ance Apprai$al an* !oti.ation
tivational research has recogni6ed the power of recognition as an incentive 3see :aslow and the !"pectancy ;heory of
tivation5. Performance appraisals provide employees with recognition for their work efforts. ;he appraisal system provides the supervisor with an
opportunity to indicate to employees that the organi6ation is interested in their performance and
development. ;his recognition can have a positive motivational influence. on the individual9s
sense of worth, commitment and belonging.
Per"or#ance Apprai$al an* Trainin+ an* De.elop#ent
Performance appraisals identify performance gaps. As such, they provide an e"cellent
opportunity for a supervisor and subordinate to recogni6e and agree upon individual training and
development needs. Performance appraisal discussion may identify the presence or absence of
work skills. +urther, the need for training can be made more relevant if attaining the requisite job
skills is clearly linked to performance outcomes. $onsolidated appraisal data can also help form
a picture of the overall organi6ational training requirements.
Per"or#ance Apprai$al an* ecr%it#ent
(ecruitment and selection procedures need to be evaluated. Appraisal data can be used to
monitor the success of a firm9s recruitment and selection practices. +rom this data, the firm can
determine how well employees who were hired in the past are performing.
Per"or#ance Apprai$al an* E#plo&ee E.al%ation
!mployee evaluation is a major objective of performance appraisal. iven the major functions of
management 44 planning, organi6ing, leading and controlling 44 it is clear that evaluations
3controlling5 need to be done.
At its most basic level, performance appraisal is the process of e"amining and evaluating the
performance of employees. ?owever, the need to evaluate is also a source of tension as
evaluative and developmental priorities appear to clash. Some management e"perts have argued
that appraisal cannot serve the needs of evaluation and development at the same time.
Per"or#ance Apprai$al an* Total 1%alit& !ana+e#ent 2T1!3
=ith the advent of ;@: 3;otal @uality :anagement5 and the e"tensive use of teams, traditional
performance appraisal systems have come under some criticism. +or e"ample, rather than
motivating employees, conflict may be created when appraisals are tied to merit pay and when
that merit pay is based on a forced ranking.
=. !dwards )eming, the founder of total quality management 3;@:5 has long been associated
with the view that performance appraisals ought to be eliminated. :any ;@: proponents claim
that performance appraisals are harmful.
PEFO!ANCE APPAISAL 4 POCESS !AP
PEFO!ANCE APPAISAL !ET'ODS
1. raphic rating scale
#. Paired $omparison
'. +orced choice approach
A.!asy Appraisal
B.'*2
2
appraisal
5raphic atin+ Scale 6 A performance appraisal that rates the degree to which the employee
has achieved various characteristics.
15;he graphic rating scale is the most common type of appraisal used.
#58arious characteristics such as job knowledge or punctuality are rated by the degree of
achievement.
'5;he rate usually receives a score of 1 to B, with B representing e"cellent performance.
A5Some forms allow for additional comments.
Paire*4co#pari$on Approach 6 A performance appraisal that measures the relative
performance of employees in a group.
15;his is a method of performance evaluation that results in a rank ordering of employees to
come up with a best employee.
#5;his type of approach measures the relative performance of employees in a group.
Force*4choice Approach 6 A performance appraisal that presents the appraiser with sets of
statements describing employee behaviorC the appraiser must choose which statement is most
characteristic of the employee and which is least characteristic.
Ea$& Apprai$al6 Sometimes the supervisor must write a description of the employeeDs
performance. ;he easy appraisal is often used along with other types of appraisals, notably
graphic rating scales. ;hey provide an opportunity for supervisors to describe aspects of
performance not thoroughly covered by an appraisal questionnaire.
7894*e+ree Per"or#ance Apprai$al6 E*)l+)"%n E!$lo-ees Fro! All
Anles
;raditional performance appraisals, as discussed above, can be both subjective and simplistic.
At times, they can also be deemed to be EpoliticalE. In an attempt to improve this methodology,
some companies have turned to '*24degree appraisals. '*2 appraisals pool feedback from a
department9s internal and e"ternal customers to ensure a broader, more accurate perspective of an
employee9s performance.
'*24degree performance appraisal is an attempt to answer the question7 E?ow can a supervisor
evaluate an employee he or she sees only a few hours each weekFE
Bene"it$ o" Per"or#ance apprai$al
For the or+ani:ation 6
;he organi6ation comes to know the true position of the employees working capacities and the
problems they face while working in the organi6ation. ;his performance appraisal system also
acts as a motivating factor for the employees, which helps the organi6ation to get better results.
For the apprai$e 6
;he appraise fells themselves an important part of the organi6ation, they get a chance to e"press
their views in front of their superiorsC they get a platform to e"press their ideas. ;he employee
comes to know the truth about7
? ;o what e"tent they have achieved their objectives.
? In what respect their work has been most successful.
? Are there any aspects of their work, which they have not completedF
Are #an& other ;%e$tion< ,hich #a-e the# a$$e$$ ri+htl&. ..
5%i*eline$ "or e""ecti.e per"or#ance e.al%ation inter.ie,$...
• emphasi6e positive aspects of employee performance
• tell employee that the purpose is to improve performance, not to discipline
• conduct the review in private
• review the performance formally at least annually 3more frequently for those performing poorly5
• make criticisms specific
• focus on performance, not personality
• stay calmC do not argue
• identify specific actions the employee can take to improve performance
• emphasi6e the evaluatorDs willingness to assist the employeeDs efforts to improve performance
• end by stressing positive
Apprai$al Proce$$
In order to obtain a better understanding of how the performance appraisal has been put together
by ;he $orporation, the researcher has provided an overview of the companyDs performance
appraisal process. ;he researcher felt that the overview of the performance appraisal process
would be necessary, since the process provided a framework for the performance appraisal.
PE4APPASIAL STEPS
;he performance evaluation can be made for variety of reasons counseling, promotions, salary
increases, administration or combination of these. It becomes very necessary to begin by stating
the objectives of evaluation programs very clearly and precisely. ;he personal appraisal system
should address the question who, what, how of performance appraisal.
;hese questions are the components of these appraisal systems which are discussed below
individually.
=/'O =OF T'E APPAISAL O >?/'O?? IS TO ATE .
;he immediate superior, the head of the department or any other can rate the performance of an
individual. In addition to this, sum organi6ations follow the system of self appraisal and Gor
appraisal by peers. A group, consisting of his senior, peers and subordinates, can do appraisal,
whoever is ratingC he should be trained and impartial. In most of the organi6ations the ratings is
done by his immediate superior who is considered the best person to understand his subordinates
strengths and weaknesses. How a day some organi6ations are following the method of self4
appraisal.
T'E =/'AT@OF APPAISAL It is considered with
? $reating and maintaining a satisfactory level of performance of employees in their present job.
? ?ighlighting employeeDs needs and opportunities of for personal growth and development.
? Aiding in decision making for promotions, transfers, layoff and discharges.
? Promoting understanding between supervisors and his subordinates.
? Providing a useful criterion for determining the validity of selections and training methods for
attracting individuals of higher caliber to the organi6ation.
T'E >/'EN? OF APPAISAL
;he IwhenD answers the query the frequency of appraisalF ;he informal counseling should occur
continuously but the manager should discuss an employeeDs work as soon as he gets an
opportunity to provide positive reinforcement and use poor work as basis of training. ;he time
and period of appraisal differs according to the need and nature of the organi6ation.
T'E >/'EE? OF APPAISAL
;he where indicates the location where employee should be evaluatedF It is usually done at
work place or office of the supervisor.
T'E >'O/? OF APPAISAL
>nder this, the organi6ation must decide what different kinds of methods are available and which
of these may be used for performance appraisal. &n the basis of comparative advantages and
disadvantages, the nature and philosophy of management and the needs of an organi6ationC the
method of appraisal is decided.
CO!PAN( POFILE
<indal 0rothers Pvt. .td. speciali6es in )esign, !ngineering, +abrication and !rection of Pre4
!ngineered :etal 0uilding Systems. ;he roup is well known in the :iddle !ast % India for
the quality of the products and services offered. In 1//-, <indal 0rothers Pvt. .td started its
journey in India by setting up State of Art manufacturing facility at :anesar, urgaon. )esign
and )etailing work is carried out by highly skilled !ngineers with computed aided design and
drafting facilities at the $ompanyDs ?ead &ffice at Hew )elhi. ;heir objective is to deliver cost
effective, quality Pre4!ngineered :etal 0uildings within agreed time schedules to their
$ustomers. <indal 0rothers Pvt. .td. maintains high degree of professionalism at all levels, a
commitment needed to maintain highest possible standards. !very project is e"ecuted with
:icro Planning, to achieve the :ilestones set out in the contract. ;his combined with quality of
their products has earned us reputation in the :arket Place. $orporate giants, both Hational and
:ultinational, have complimented their strategy of providing single point responsibility for
Supply and !rection with highly motivated and trained In ?ouse Project :anagement ;eam to
handle projects, whether it is small or big, simple or comple".
re than B22 Pre4!ngineered0uildings have been installed across the length and breadth of their $ountry. ;his e"perience
corroborates their claim. (egional G Area offices across the $ountry are fully equipped to provide
pre4order and post order service to their valued $ustomers. &rgani6ational effectiveness depends
upon the level of performance of its employees. ?ence the level of performance has to be
ensured. Periodic stock taking of the qualitative state of the man power is of vital importance to
an organi6ation and the organi6ation tries to collect the relevant data through the tool of
performance appraisal reports. ;hus performance appraisal is essential for performance
effectiveness and efficiency of the organi6ation and also for carrying out administrative decisions
regarding human resources. ;he correctness of the decision will depend heavily upon the validity
of the data gathered through appraisal system.
;he <IH)A. 0(&;?!(S is a relatively an older organi6ation and has been restructuring its
?uman (esources Systems and Policies in alignment with the current business environment. I
have therefore taken up this project with an aim to study the e"isting system of performance
appraisal so that this might help other organi6ations to follow the same.
Ser.ice$
Pre4!ngineered steel buildings are designed and fabricated to clientDs requirements in accordance
with the >niversal standards. A pre4engineered steel building consists of four major groups of
components namely primary members, secondary members, metal roofingGwall cladding and
connection fasteners. ;hese components are designed that they are compatible with each other.
;he fabrication of these components is carried out in factory under strict quality control as per
detailed shop drawing. ;hese components are transported to site with proper markings and
assembled at site as per erection drawings.
Ano,le*+e '%) B Brain /are
;hey call this the knowledge Hub, a world class )esign % !ngineering &ffice manned with
team of e"perienced professionals and equipped with latest sophisticated design tools which
distinguishes <indal 0rothers Pvt. .td. from others.
Stadd Pro, :0S, A>;&$A), Primavera, :S Projects are among the few !ngineering %
e"ecution tools in use at <indal 0rothers Pvt. .td. that delivers the fastest solution at the best of
engineering practices applied in a true international design environment.
;he 0rain ?ouse offers intelligent engineering solutions and supports post order functions with
general arrangement, fabrication and erection drawings. ;he computeri6ed drafting, detailing and
logic programs enable user friendly details to simplify manufacturing process and erection
methods.
;he <indal 0rothers Pvt. .td. knowledge archives has vanity of standards and design codes such
as AIS$, AISI, :0:A, A=S, >0$, AS$!, I0$, IS and many others to suit customerDs need of
a Pre4!ngineered building at any place or country.
;he <indal 0rothers Pvt. .td.?$ consistent efforts in research % development and global sourcing
of material have positioned the &rgani6ation as a lead runner in introducing innovative ideas and
products in the market place.
!an%"act%rin+ Facilit&6
? ;heir State4of4the4art manufacturing facility is located at :anesar. It houses special
equipments to produce quality pre4engineered buildings such as7
? Automatic 0eam =elding .ine
? Plate Shearing .ine
? (adial )rilling :achine
? $old (oll +orming .ine
? ?ydraulic Press 0reak .ine
? Automatic Shot 0lasting .ine
? ;he welding process is as per American =elding Society Standards. 3A=S5. All welders are
qualified to required standards.
? =ell defined process on the shop floor ensures smooth flow of material and productivity.
? All structural components to complete Pre4engineered building are produced in4house and go
through stringent quality checks prior to dispatch.
? All major raw materials and bought out items are sourced from a Panel of approved supplier
to ensure quality and timely supplies.
Automatic
=elding
:achine
Purlin (oll
+orming
:achine
(oofing Profile
.ine
CINDAL BOT'ES In*ia ProDect$666
Location Client
=ashim
I;$
rain odown
$afeteria
)ept. Store
0awal JKK 3S:$$ $onstruction5
<agdishpur
I;$
rain odown
$afeteria
8atva , Ahmedabad :I)$& $ontainers Pvt. .td
)elhi ie" +oods
Pune S.:. Auto !ng.
:andsour
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$afeteria
PEFO!ANCE APPAISAL AT CINDAL BOT'ES
=hile on the job, performance reviews of every employee are done every quarter. ;he reviews
are done with a view to helping the individual e"cel at hisGher workplace. In case there are any
training requirements, these are noted and acted upon in the coming quarter. Also, the goals and
objectives for the employee are re4visited for
;he performance appraisal mechanism is carried out at <indal 0rothers for promotional purposes
;hese are done so as to motivate the employee and improve his performance level. ;he method
is as follows7
a5 !stablishment of performance standards with the employees
b5 ;he goals are set mutually as per measurable standards.
c5 ;he actual performance is hence measured.
d5 After measuring of the actual performance, the same is compared with the standards set
e5 ;he appraisal is then discussed with the employees.
f5 And finally, if need arises corrective action is initiated. +or this purpose the corrective action
is actually identified through brainstorming e"ercises initiated by the departmental heads at
all the <indal 0rothers. It is then measured as a tool to evaluate the past performances of the
employees.
Some of the methods used at <indal 0rothers are7
1. Ae& Per"or#ance In*eE
F. 789 De+ree Fee*)ac-
7. Paire* Co#pari$on$
4. Beha.iorall& Anchore* atin+ Scale
1. API4Ae& Per"or#ance In*eE
It is based on the performance level of the employee generally classified on the basis of7
• ;argets achieved
• (atings through studentsD feedback forms
• Punctuality and regularity
• )ay to day performance
;his is given after every module at the centers.
;hus we can observe that the appraisal system is not a biased one but based on performance and
productivity basis. All the respective heads of the employee together with the senior persons at
the center brainstorm and then give the promotion.
F. 789 De+ree Fee*)ac-
;his feedback system involves the participation of ;op :anagement.
;hus the feedback given by these members at <indal 0rothers is considered under a holistic view
and then the employee is given a performance appraisal. ;his evaluation method involves A2L
feedback from the coworkers which says that the employee should not only maintain good
rapport with the senior or junior but majorly with the coworkers also.
7. Paire* Co#pari$on$
;he evaluator compares all possible pairs of subordinates on their overall ability to do the job.
)ue to the subjectivity of evaluating overall performance some managers me e a number of
different job related dimensions when comparing.
4. Beha.iorall& Anchore* atin+ Scale 2BAS3
It is a sophisticated method of evaluating the employee based on the employee behavior. It is a
numerical scale that is anchored by the seniors of the organi6ation at various centers. ;his is
highly confidential and the information is sent in sealed envelopes and opened only at the time of
the final evaluation. ;here is no further discussion regarding this scaling, thus it is not given
enough weightage.
OBCECTIVES OF T'E STGD(
• ;o identify the technique of Performance Appraisal followed in <indal 0rothers Pvt. .td.
• ;o study how the employees are rated against these parameters
• ;o identify how the performance of the employees is improved and enhanced
• ;o provide suggestions % recommendations to improve their Performance Appraisal
ESEAC' !ET'ODOLO5(
In order to accomplish the objectives of the study, it is essential to articulate the manner in which
it is to be conducted, i.e., the research process is to be carried4out in a certain framework. ;he
research methodology, which follows, is the backbone of the study.
Data Collection So%rce$
(esearch work was done from two sources7 4
213 Pri#ar& *ata
2F3 Secon*ar& *ata
Primary data was collected by questionnaire and interview in the organi6ations. ;he
questionnaire comprised of closed and attitude questions. ;he opinion on e"isting Performance
Appraisal practices and their affectivity were collected through questionnaire which was
circulated to all the employees at all levels and the results have been analysed on the basis of
agree and disagree. ;he methodology for collection of data also included interviews and
discussion with the top management of the organi6ation.
Secondary data7 It was collected by reviewing different literatures, from published books,
management journals, articles published by the other researchers on '*2 )egree Appraisal.
Sa#plin+6
;he total sample si6e for this project was A ?( people at <indal 0rothers.
;he information collected through above methods has been tabulated, analysed and interpreted.
+inally an overall assessment of the contribution of top management has been made towards
improving the effectiveness of the organi6ation.
T(PES OF ESEAC'
(esearch methodology is a way to systematic solve the (esearch Problem. It is a procedure,
which is followed step by step to solve a particular research problem.
There are )a$icall& "o%r t&pe$ o" re$earche$6
1 !MP.&(A;I8! (!S!A($?
# )!S$(IP;I8! (!S!A($?
' )IAH&S;I$ (!S!A($?
A ?JP&;?!SIS ;!S;IH (!S!A($?
EEplorati.e e$earch64 ;o gain familiarity with phenomenon or to achieve an insight into it.
De$cripti.e e$earch64;o poetry accurately the characteristics of the particular individual
situation or a group.
Dia+no$tic e$earch64;o determine the frequency with which something occurs or with which it
is associated with something else.
'&pothe$i$ Te$tin+ e$earch64;o test a hypothesis of casual relationship between variables.
;he present project is De$cripti.e c%# EEplorati.e in nature. It is done to poetry accurately
the characteristics of a particular individual situation or a group. ;he major purpose of the
descriptive research is the description of the state of the affairs as it e"its at resent. ;he main
characteristics of this method are that the researcher has no control over the variablesC he can
only report what has happened or what is happening.
LITEATGE EVIE/
&rgani6ations e"ist to achieve goals. oals are only met when individual employees efforts
matches with policy of the organi6ation and thus bringing out success and effectiveness. ;he
assessment of how successful employees have been at meeting their individual goals therefore
becomes a critical part of ?
and here comes Performance Appraisal System.Performance appraisal is an important component of the information and control system. In
todayDs fle"ible organi6ations, performance evaluation provides an important way for managers
to clarify performance goals and standards and to enhance future individual performance. ;hus
the purpose of performance appraisal is to improve the organi6ationDs performance through the
enhanced performance of individuals.
;he performance appraisal system7
• Is an organi6ational necessity
• Is based on well defined objective criteria
• Is based on careful job analysis
• >ses only job related criteria
• Is supported by adequate studies
• Is applied by trained qualified raters
• Is applied objectively throughout the organi6ation
• $an be shown non discriminatory as defined by law
PEFO!ANCE APPAISAL AND !ANA5E!ENT<
Journal of Performance Appraisal Techniques o!ember "#$%%&'(ol)&#o)"pp)"&* +y
,letcher -
Performance appraisal has widened as a concept and as a set of practices and in the form of
performance management has become part of a more strategic approach to integrating ?(
activities and business policies. As a result of this, the research on the subject has moved beyond
the limited confines of measurement issues and accuracy of performance ratings and has begun
to focus more of social and motivational aspects of appraisal. ;his article identifies and discusses
a number of themes and trends that together make up the developing research agenda for this
field. It breaks these down in terms of the nature of appraisal and the conte"t in which it
operates. ;he former is considered in terms of contemporary thinking on the content of appraisal
3conte"tual performance, goal orientation and self awareness5 and the process of appraisal
3appraiserNappraisee interaction, and multi4source feedback5. ;he discussion of the conte"t of
appraisal concentrates on cultural differences and the impact of new technology.
Per"or#ance Apprai$al a$ E""ecti.e !ana+e#ent or Dea*l& !ana+e#ent Di$ea$e
Journal of Performance Appraisal .anagement Jan&#$%%/' (ol)*%# Pages&* by Gregory H)
0obbins
>nderstanding person and system sources of work variation is
fundamental to performance
appraisal. ;wo divergent perspectives
on this issue, the traditional human resource management
view
and the statistical process control view 3)eming, 1/-*5, are
contrasted. ;wo studies are
reported that investigate two specific
questions that arise from a broader view of the appraisal
process.
(esults indicate that managers and subordinates believe that
typical poor performance
has different causes and that actual
productivity levels far outweigh person or system sources of
performance variance in appraisal judgments.
A Contin+enc& Approach to Apprai$al Sati$"action
Journal of Performance Appraisal Approaches#July$%%1#(ol)"1#Pages2/ by Gregory H)
0obbins
;he present study e"plored the moderating effects of organi6ational
variables on the appraisal
characteristic4appraisal satisfaction
relationship. Analyses indicated that the appraisal
characteristics
of action plans, frequency, and rater training were more positively
related to
appraisal satisfaction when subordinates e"perienced
role conflict, were not closely monitored,
and supervisors had
a large span of control. ;he results provide substantial support
for
conceptuali6ing appraisal satisfaction as a contingent function
of both appraisal characteristics
and organi6ational variables.
Implications of the findings for the design of appraisal systems,
appraisal effectiveness, and future research are discussed.
Di""erential Per"or#ance Apprai$al Criteria
Journal of Performance Appraisal -riteria#3ct$%&%#(ol)&*# pages 4$ by Taylor -o5
Performance appraisal ratings of 1#B first4level managers were
analy6ed to investigate the degree
to which the criteria used
to evaluate the overall job performance of black managers differs
from
that used to evaluate white managers. ;he performance appraisal
form included items that
measured both the social behavior dimension and taskGgoal accomplishment dimension of job
performance.
;he appraisal ratings of both groups on each dimension were
correlated with
measures of overall job performance and promote
ability. (esults indicated that social behavior
factors are
more highly correlated with the overall job performance of black
ratees than for white
ratees. Implications of these results
for both black managers and organi6ations are discussed.
A e$tate#ent o" the Sati$"action
Journal of Performance Hypothesis#(ol)/1#6ept $%&%#Pages "/ by 0ennis 7) 3rgan#
;his article reviews recent evidence in support of &rganDs 31/,,5
argument that satisfaction more
generally correlates with organi6ational
prosaically or citi6enship4type behaviors than with
traditional
productivity or in4role performance. An attempt is then made
to interpret just what it is
in satisfaction measures that provides
this correlation, leading to the suggestion that fairness
cognitions
comprise the major factor. Implications of this interpretation
for theory, research, and
management practice are offered.
ANAL(SIS H INTEPETATION
;his chapter deals in tabular presentation results and their analysis for the purpose of easy
reading the section has been divided into two parts.
1O ;abular form of (esponse
#O Inference
'O (emarks on each question
1. In &o%r co#pan&< the -e& co#petencie$ re;%ire* "or each Do) are alrea*& i*enti"ie*0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
2 2
;rue
A -
Partly true
/ 1-
Hot true ', ,A
No of res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
/%
0er1 true True Partl1 true Not true
In"erence6
st of the respondents 3,AL5 found the above statement to be IHot ;rueP. ;his wasfollowed by 1-L of the respondents feeling that this statement was IPartly ;rueD for their
organi6ation. &nly -L of the people found it to be I;rueD.
e#ar-$6 Although the appraise does not have a clear understanding of what is e"pected of him
at the beginning of the year 3Inference I5, both he and the appraiser know what his job is all
about. ;his also shows that although an employee knows what his current to do to be rated
higher by the reporting officer. ;he responsiveness in category of Partly ;rue and Hot ;rue may
be due to the face that job content in <indal 0rothers is fle"ible and not well defined and some
people find it difficult to define their jobs. ?owever, most of the people have a general idea of
the scope of their jobs.
F. There are #echani$#$ that help e#plo&ee$ *e.elop their potential "or the neEt ro%n* o"
Do)0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
2 2
;rue
B 12
Partly true
#B B2
Hot true #2 A2
No of res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
0er1 true True Partl1 true Not true
In"erence6 @uite a large number of respondents 3A2L5 shared the view that the appraisal system
did not give a clear understanding of all appraisals, job to both appraiser and appraise by saying
that it was IHot ;rueD. &nly B2L and 12L of the respondents felt that the statement was I;rueD
and IPartly ;rueD respectively.
e#ar-$6 Although the appraise does not have a clear understanding of what is e"pected of him
at the beginning of the year 3Inference I5, both appraise and the appraiser know what his job is all
about. ;his also shows that although an employee knows what his current to do to be rated
higher by the reporting officer. ;he responsiveness in category of Partly ;rue and Hot ;rue may
be due to the face that job content in <indal 0rothers is fle"ible and not well defined and most
people find it difficult to define their jobs. ?owever, most of the people have a vague idea of the
scope of their jobs.
7. E#plo&ee$ re+%larl& recei.e "ee*)ac- a)o%t their potential "or hi+her le.el Do)$0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
2 2
;rue
- 1*
Partly true
, 1A
Hot true
'B ,2
No of res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
0er1 true True Partl1 true Not true
In"erence6 ,2L of the respondents agreed that the appraisal system did not helped them to know
their potential to perform at higher levels. Plan their performance well by saying that it was IHot
;rueD. &nly 1*L and 1AL people felt that this statement was I;rueD and IPartly ;rueD.
e#ar-$6 ;he above inference shows that the PA system in <indal 0rothers does not give
feedback about Iplanning for performanceD to its employees. It helps anticipating work needs in
order to arrange work in logical order. It also helps in devising efficient methods to attain pre4
determined plans. Again due to fle"ibility in job content, some people may have found problems
in planning their performance systematically.
4. Co) rotation i$ practice* ,i*el& to help people *e.elop their potential in ne, area$0
e$pon$e Cate+or& No. o" re$pon$e$ Percenta+e
8ery true
, 1A
;rue
1- '*
Partly true
#B B2
Hot true
2 2
No of res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
0er1 true True Partl1 true Not true
In"erence7 About B2L of the respondents felt that the above statement was IPartly ;rueD. It was
followed by '*L people feeling that it was I;rueD with 1AL believing that it was I8ery ;rueD.
e#ar-$6 <ob rotation is the most economical way of providing training to the employees. It
facilitates both organi6ation and individual development. <ob rotation gives an individual hand
on e"perience for carrying out various different functional activities. ;he performance appraisal
system should include this process in the training need identification performance.
5. The apprai$al $&$te# pro.i*e$ an opport%nit& "or $el"4re.ie, an* re"lection0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true
2 2
;rue
2 2
Partly true
1' #*
Hot true ', ,A
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
/%
0er1 true True Partl1 true Not true
In"erence 7 ;here is a general agreement on then fact that the PA system in <indal 0rothers does
provide ample opportunity for self4review and reflection. ,AL of the people felt that
it was IPartly ;rueD with #*L agreeing.
e#ar-$ 7 ;he presence of self4appraisal procedure in the PA appraisal system is an important
reason for the above inference. ;he self appraisal includes questions on major
achievements, constraints in performance, type of training required, tasksGactivities
undertaken successfully during the year, problems faced etc. It also includes
suggestions on making the job interesting and challenging and plans to improve
effectiveness. )ue to this fact, employees may have felt that they were participating
actively in their own appraisal by self 4review and reflection on various issues.
8. Pro#otion$ are )a$e* $trictl& on nee* rather than to re,ar* in*i.i*%al$0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true 2 2
;rue A -
Partly true #B B2
Hot true
#1 A#
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
0er1 true True Partl1 true Not true
In"erence 6 B2L of the respondents believe that the above statement is IPartly ;rueD
;his was closely followed by A#L of the respondents rating it as IHot
;rueD and -L of the respondents feeling that it was I;rueD.
e#ar-$ 6 ;he performance appraisal is completely need based the organi6ation
recogni6es and promotes high achievers only if there are vacancies
available in the organi6ation. ;his has a negative impact on people who
are not rewarded and promoted duly for their good performance. ;here
should be a system of rewarding employees either in monetary terms or
in terms of recognition.
I. The apprai$al $&$te# +i.e$ each apprai$ee an i*ea o" ,hat i$ eEpecte* o" hi# neEt &ear0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true 2 2
;rue 12 #2
Partly true #* B#
Hot true
1A #-
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
0er1 true True Partl1 true Not true
In"erence 6 B#L of the respondents felt that the above statement was IPartly
;rueD. ;his was followed by #-L and #2L of the respondents
feeling that it was IHot ;rueD and I;rueD respectively.
e#ar-$ 6 !ach employee needs to have an idea as to what accountabilities
will he have if his appraisal is given a good remark for working at
higher levels. ;he appraisee should know his potential, which
will go a long way in his higher level jobs.
J. It i$ *e$i+ne* to ai* the apprai$ee an* apprai$er Dointl& %n*er$tan* the "or#er$ Do)0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
8ery true 2 2
;rue 1A #-
Partly true ## AA
Hot true
1A #-
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
0er1 true True Partl1 true Not true
In"erence 6 ;here was a mi"ed response to the given statement. AAL of the responses
consisted of QPartly ;rueD ratings. #-L respondents believed that this was
IHot ;rueD whereas #-L believed that this was I;rueD.
e#ar-$ 6 ;he above inference implies that <indal 0rotherDs PA system does not score
well in the aspect of transparency in communicating an employeeDs
performance through performance review and discussion. ;he discussions
between appraisal processes. ;he interaction on self appraisals is not a
common feature and is only done on certain occasions 3e"ceptionally good or
bad performance etc.5 ;he presence of AAL responses as Q;rueP may be due
to good relationship and open communication shared by some of the
appraiser appraise pairs.
K. The per"or#ance apprai$al pro.i*e$ an opport%nit& "or $el" re.ie, an* re"lection0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true 2 2
true # A
partly true #B B2
not true #' A*
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
!,
,%
2er1 true true
(artl1 true not true
In"erence 6
st of the respondents agreed that the appraisal system catered to theirdevelopment needs 3B2L believed that it was QPartly ;rueP5 and it was very
closely followed by A*L saying it was QHot ;rueP. ;here were AL cases, which
believed that it was I;rueD.
e#ar-$ 6 Although the inference indicates that the PA system allowed mutuality, trust and
open communication between superior and subordinates, there may be chances
of biases in employees while rating this statement. ;he answers may have
varied depending on pro"imity etc.
19. The apprai$al proce*%re allo,$ the apprai$ee to eEpre$$ hi$ *e.elop#ental nee*$0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true 2 2
;rue - 1*
partly true 1* '#
not true #* B#
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
2er1 true True
(artl1 true not true
In"erence 6 ;he most common response on above statement was an astounding IHot
;rueD with B#L people agreeing that the PA system was free of any biases. It
was followed by '#L saying that it was I;rueD and 1*L saying that it was
IPartly ;rueD.
e#ar-$ 6 ;he above inference implies that people are satisfied with the PA system in
<indal 0rothers and believe that it provides scope for developing their
potential. ;his may be due to the fact that the self appraised of the appraise
invites suggestions on job enrichment, training needs and steps to be taken to
improve individualDs effectiveness.
11. The $&$te# ha$ $cope to correct the )ia$e$ o" the a$$e$$or thro%+h a $%per re.ie,0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true
2 2
true
# A
partly true
1A #-
not true
'A *-
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
2er1 true true
(artl1 true not true
In"erence 6 *-L of the people rated the above statement as IHot ;rueD #-L believed it was
IPartly ;rueD with AL disagreeing by saying that it was I;rueD.
e#ar-$ 6 A performance appraisal system, which is perceived as Ibias 4freeD by its
e"ecutives, is an achievement for the organi6ation. In the PA system the
reporting officer appraises a section of people whereas the reviewing officer
appraises the performance of an entire department. also the reviewing officer is
the immediate superior of reporting officer. Any disagreement between the
assessments of an employee has to be duly discussed and recorded. Also, any
noticeable difference of opinion between self appraisal and appraisal by
reporting officer has to be accounted for. All the above factors help in correcting
the biases,. if any, of reporting officer.
1F. The apprai$al $&$te# pro.i*e$ "or a "ran- *i$c%$$ion )et,een apprai$er an* apprai$ee0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
very true
2 2
;rue
* 1#
partly true
2 2
not true
AA --
No of Res(onses Per)enta*e
%
&%
$%
+%
!%
,%
-%
.%
/%
3%
2er1 true True
(artl1 true not true
In"erence6 An astounding --L rated the above statement as not true with 1#L that it was
true.
e#ar-$ Although, most of the people felt that there was mutuality and trust between
appraiser and appraise, it may again depend on the pro"imity and relationship
shared by an employee and hisGher boss. ;he ratings may be based, as the
employees may have felt that a negative answer may adversely affect them. ;he
reason behind this conclusion is that a low score on e"tent of communication and
discussion between appraisers and appraise and high score on mutuality and trust
give a contradictory view.
17. /hat -in* o" an apprai$al $&$te# ,ill )rin+ o%t the )e$t o" an e#plo&ee0
e$pon$e Cate+or& No. o" e$pon$e$ Percenta+e
appraisal by all superiors 12 #2
appraisal by immediate
superior
B 12
appraisal by reference team 1B '2
appraisal by reference team
and self.
#2 A2
No of Res(onses Per)enta*e
%
,
&%
&,
$%
$,
+%
+,
!%
a((raisal 41 all su(eriors
a((raisal 41 immediate su(erior
a((raisal 41 referen)e team
a((raisal 41 referen)e team and self
e#ar-$ 6 ;his shows that the relationship between appraiser and appraise, in <indal
0rothers, with respect to planning the performance is quite good. ;he
subordinate in planning his performance. ;he appraiser helps the appraise
in testing the soundness of his goals as well as of his plans for achieving
them. ;his implies that there is active participation of both appraiser and
appraise in performance planning. ;he reason behind IHot ;rueD answer
may be due to the fact that many jobs in <indal 0rothers are not well
defined and therefore an elaborate planning on them is not done.
FINDIN5S
Or+ani:ation Str%ct%re an* De$i+n
14 <indal 0rothers is a young, dynamic organi6ation and is going strong on the stock market.
#4 ;he company is well aware of the dynamic environment of software, it is operating and
in order to keep it with the pace of the environment it believes in constant up gradation of
courses. &rgani6ation structure and design of the company is such that it supports this
change.
'4 <indal 0rothers has a matri" kind of a structure wherein it takes the form of combination
of structures. :atri" structures are adopted became there is more than one factor around
which the structure can be built.
A4 ;his matri" structure at <indal 0rothers improves the quality of decision4making where
interest conflicts arise and direct contacts replaces bureaucracy
B4 . ;his increases the motivation of the managers and development of wider involvement in
strategies. Although at times the company faces high risk of dilution of priorities became
e people do not know who is responsible for what.
*4 An organi6ation is a network of authority, responsibility and relationships. )ifferent
organi6ation structure consists of different type of relationships.
2ECOMMENDATIONS
1. ;o improve attendance there should be rewards for those employees who attains above
/BL attendance.
#. ;here should be training sessions to improve team building.
'. ;here should be proper training for appraisal to the employees.
A. In the beginning of the year employee must know the performance standards on which
hisGher performance will be judged in end of year.
B.
re stress relieving packages should be offered to the mentally stressed staff.*. &vertime should be taken care of at time of performance appraisal, which would motivate
the employees to perform better for longer hours.
,. Performance appraisal should after at proper span of time .
-. Performance appraisal should be done by e"pert person.
CONCLGSION
Performance appraisal is the process of reviewing employee performance vis4R4vis the set
e"pectations in a realistic manner, documenting the review, and delivering the review verbally in
a face4to4face meeting, to raise performance standards year over year through honest and
constructive feedback. In the process management e"pects to reinforce the employeeDs strengths,
identify improvement areas so that one can work on them and also set stretched goals for the
coming year.
!ffective performance management requires a good deal of face4to4face supervisor4employee
interaction. 0y knowing the subordinates, a supervisor can steer them onto a path of greater
productivity and optimi6ed output. It is one of the most significant and indispensable tool for an
organi6ation as it helps in getting to know the people who work for them. provides information,
which helps in taking important decisions for the development of an individual and the
organi6ation.
6UESTIONNANI2E
I have undertaken a project on PERFR!A"CE APPRAI#A$ #%#TE!. The
information furnished by you will help knowing the efectiveness of the present
appraisal and reward system and if need be designing of a new appraisal system.
The data will be kept confdential and will be used for academic purpose only.
7. In -o+r co!$)n-( "#e ke- co!$e"enc%es re,+%red &or e)c# 'o. )re
)lre)d- %den"%8ed.
a) Very true b) true
c) artly true d) not true
9. T#ere )re !ec#)n%s!s "#)" #el$ e!$lo-ees de*elo$ "#e%r $o"en"%)l &or
"#e ne1" r+n o& 'o..
a) very true b)true
c) partly true d) not true
:. E!$lo-ees re+l)rl- rece%*e &eed.)ck ).o+" "#e%r $o"en"%)l &or #%#er
le*el 'o.s
a) very true b)true
c) partly true d) not true
;. 5o. ro")"%on %s $r)c"%ced w%del- "o #el$ $eo$le de*elo$ "#e%r $o"en"%)l %n
new )re)s.
a) very true b)true
c) partly true d) not true
<. Yo+r co!$)n-=s $ro!o"%on $ol%c%es )re cle)rl- de8ned )nd s#)red w%"#
)ll e!$lo-ees.
a) very true b)true
c) partly true d) not true
>. Pro!o"%ons )re .)sed s"r%c"l- on need r)"#er "#)n "o rew)rd
%nd%*%d+)ls?
a) very true b)true
c) partly true d) not true
@. T#e )$$r)%s)l s-s"e! %*es e)c# )$$r)%see )n %de) o& w#)" %s e1$ec"ed
o& #%! ne1" -e)r?
a) very true b)true
c) partly true d) not true
A. I" %s des%ned "o )%d "#e )$$r)%see )nd )$$r)%sers 'o%n"l- +nders")nd "#e
&or!er=s 'o.?
a) very true b)true
c) partly true d) not true
B. T#e $er&or!)nce )$$r)%s)l $ro*%des )n o$$or"+n%"- &or sel& re*%ew )nd
reCec"%on?
a) very true b)true
c) partly true d) not true
7D. T#e )$$r)%s)l $roced+re )llows "#e )$$r)%see "o e1$ress #%s
de*elo$!en")l needs?
a) very true b)true
c) partly true d) not true
77. T#e s-s"e! #)s sco$e "o correc" "#e .%)ses o& "#e )ssessor "#ro+# )
s+$er re*%ew?
a) very true b)true
c) partly true d) not true
79. T#e )$$r)%s)l s-s"e! $ro*%des &or ) &r)nk d%sc+ss%on .e"ween
)$$r)%ser )nd )$$r)%see?
a) very true b)true
c) partly true d) not true
7:. T#e $roced+re )llows &or "#e co!!+n%c)"%on o& CEOEs o)l "o "#e
work&orce?
a) very true b)true
c) partly true d) not true
7;. T#e )$$r)%s)l s-s"e! .r%ns o+" "#e "r)%n%n needs o& "#e e!$lo-ees.
a) very true b)true
c) partly true d) not true
7<. T#e $er&or!)nce )$$r)%s)l s-s"e! cl)r%8es "#e c)reer $ros$ec"s(
)s$%r)"%ons )nd %n"en"%ons.
a) very true b)true
c) partly true d) not true
7>. T#e )$$r)%s)l s-s"e! $ro*%des ) r)"%on)l .)s%s &or s)l)r-
reco!!end)"%ons.
a) very true b)true
c) partly true d) not true
7@. T#e co!$)n- rel)"es rew)rd "o -o+r $er&or!)nce.
a) very true b)true
c) partly true d) not true
7A. 3#)" k%nd o& )n )$$r)%s)l s-s"e! w%ll .r%n o+" "#e .es" o& )n
e!$lo-ee?
a) appraisal by all superiors b) appraisal by immediate
superior
c) appraisal by reference team c) appraisal by reference
team and self.
7B. How do -o+ s+$$or" -o+r s+.ord%n)"es?
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!.
Bi)lio+raph&
A$,athappa A< '%#an e$o%rce H Per$onnel !ana+e#ent< Tata !c5ra,4 'ill
P%)li$hin+ Co. Lt*.< Ne, Delhi< SiEth e*ition F991
Aothari C..< e$earch #etho*olo+& #etho*$ H techni;%e$< /i$h,a Pra-a$an %)li$hin+
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