Description
Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently.
PROJECT REPORT ON "PERFORMANCE APPRAISAL"
LITERATURE REVIEW AND CONCEPT FORMULATION
Human Resource (or personnel) management, in the sense of getting things done through people, is
an essential part of every manager’s responsibility, but many organizations find it advantageous to
establish a specialist division to provide an expert service dedicated to ensuring that the human
resource function is performed efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior management team
would disagree with. Yet, the reality for many organizations are that their people remain under
valued, under trained and under utilized.
Following are the various functions of Human Resource Management that are essential for the
effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training & Development
OBJECTIVES OF THE STUDY
To carry out the study of BSNL, we framed the following objectives
1. Identification of the technique of performance appraisal followed in BSNL.
2. Employee attitude towards the present appraisal system.
3. Review of the current appraisal system in order to
1. Enhance productivity
2. Attain global standards
4. To provide suggestions & recommendations from the study conducted.
RESEARCH METHODOLOGY
RESEARCH DESIGN:
Research Design refers to "framework or plan for a study that guides the collection and analysis of
data". A typical research design of a company basically tries to resolve the following issues:
a) Determining Data Collection Design
b) Determining Data Methods
c) Determining Data Sources
d) Determining Primary Data Collection Methods
e) Developing Questionnaires
f) Determining Sampling Plan
(1) Explorative Research Design:
Explorative studies are undertaken with a view to know more about the problem. These studies help
in a proper definition of the problem, and development of specific hypothesis is to be tested later by
more conclusive research designs. Its basic purpose is to identify factors underlying a problem and to
determine which one of them need to be further researched by using rigorous conclusive research
designs.
(2) Conclusive Research Design:
Conclusive Research Studies are more formal in nature and are conducted with a view to eliciting
more precise information for purpose of making marketing decisions.
These studies can be either:
a) Descriptive or
b) Experimental
Thus, it was mix of both the tools of Research Design that is, Explorative as well as Conclusive.
SAMPLING PLAN:
Sample Size = 50 Employees
Sample Area = Sahara Airlines Ltd, Delhi,
Dr Gopaldas Building.
Duration = Two (2) Months.
DATA COLLECTION:
Data Sources:
(i) Secondary Data through Internet
(ii) Primary Data through Questionnaire
(iii) Contact Method
(iv) Personal Interaction
DATA PRESENTATION AND ANALYSIS:
1. Bar graphs
2. Pie Diagrams
3. Doughnuts
FINDINGS AND ANALYSIS
Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks
Options Response
Yes 84
No 16
Awareness of technique of Performance Appraisal being followed at BSNL among
Employees
Options Response
Yes 72
No 28
Number of Employees being appraised during their service period
Options Response
Yes 68
No 32
Employees’ opinion as to the present appraisal system
Options Responses (in %)
Fully Satisfied 2
Satisfied 24
Can’t Say 44
Dissatisfied 30
Employee perception as to the frequency of appraisal
Options Response (in %)
Once During The
Service Period
2
Continuous 92
Never 0
Can’t Say 6
If continuous appraisal – what should be the gap between two appraisal period
Options Response (in %)
Quarterly 20
Half Yearly 44
Yearly 36
How Performance Appraisal affects the productivity of the employees
Motivated Indifferent Demotivated
+ Feedback
38
12
-
- Feedback
12
10
28
Neutral
24
21
5
Who should do the appraisal?
Options Response ( in % )
Superior 24
Peer 0
Subordinate 0
Self Appraisal 8
Consultant 4
All of the above 48
Superior + Peer 16
.Does appraisal help in polishing skills and performance area?
Options Response ( in % )
Yes 74
No 10
Somewhat 16
If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In the
survey conducted it was observed that nearly 74 % of the respondents agree that
Performance Appraisal does leads to polishing the skills of the employees. Nearly 10
% of the respondents view that it does not serve this purpose and around 16 % were
not able to respond as to whether it serve any such purposes or not.
Does personal bias creeps-in while appraising an employee
Options Response ( in % )
Yes 82
No 18
In the process of appraising, both the parties are human being, that is, the one who
is being apprised and the other who is appraising. Thus, there bound to be
subjectivity involved, be it an objective way of appraising.
Thus, when asked from among the sample size of 50 respondents, as huge as 82 %
respondended that personal bias do creep in while appraising an individual. Hence, it is
inevitable to say that personal likings do not come in the process of appraisal. It is the
extent to which the appraiser manages it so that it does not become very partial and
bias.
If given a chance, would employees like to review the current appraisal
technique?
Options Response ( in % )
Yes 72
No 4
Can’t Say 24
Appropriate method of conducting the performance appraisal
12%
0%
20%
58%
4%
6%
Rating Scale
Paired Comparison
Critical Incident
MBO
Assessment Centre
360 Degree
Options Response ( in % )
Ranking Method 12
Paired Comparison 0
Critical Incidents 20
MBO 58
Assessment Centre 4
360 degree 6
Does performance appraisal leads to identification of hidden potential
Options Response ( in % )
Yes 96
No 4
LIMITATIONS OF THE STUDY
A few limitations and constraints came in way of conducting the present study, under
which the researcher had to work are as follows:
Ø Although all attempts were made to make this an objective study, biases on
the part of respondents might have resulted in some subjectivity.
Ø Though, no effort was spared to make the study most accurate and useful,
the “sample Size” selected for the same may not be the true representative of
the Company, resulting in biased results.
Ø This being the maiden experience of the researcher of conducting study such
as this, the possibility of better results, using deeper statistical techniques in
analyzing and interpreting data may not be ruled out.
SUGGESTIONS AND CONCLUSION
After having analyzed the data, it was observed that practically there was no appraisal in
the organization. To be an effective tool, it has to be on the continuous basis. This is the
thing that has been mentioned time and again in the report, as, in the absence of
continuity, it becomes a redundant exercise. Before actually deciding drafting what should
be the kind of appraisal the following things should be taken care of:
1. The very concept of performance appraisal should be marketed throughout the
organization. Unless this is done, people would not accept it, be it how important to the
organization.
2. To market such a concept, it should not start at bottom, instead it should be started by
the initiative of the top management. This would help in percolating down the concept
to the advantage of all, which includes the top management as well as those below
them. This means that the top management has to take a welcoming and positive
approach towards the change that is intended to be brought.
3. Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employee’s work must
be done – which must incorporates both the work related as well as the other personal
attributes that are important for work performance.
4. It should be noted that the appraisal form for each job position should be different as
each job has different knowledge and skill requirements. There should not be a
common appraisal form for every job position in the organization.
5. The job and role expected from the employees should be decided well in advance and
that too with the consensus with them.
6. A neutral panel of people should do the appraisal and to avoid subjectivity to a marked
extent, objective methods should be employed having quantifiable data.
7. The time period for conducting the appraisal should be revised, so that the exercise
becomes a continuous phenomenon.
8. Transparency into the system should be ensured through the discussion about the
employee’s performance with the employee concerned and trying to find out the grey
areas so that training can be implemented to improve on that.
Ideally in the present day scenario, appraisal should be done, taking the views of all
the concerned parties who have some bearing on the employee. But, since a change
in the system is required, it cannot be a drastic one. It ought to be gradual and a
change in the mindset of both the employees and the head is required.
a) Fully Satisfied b) Satisfied
c) Can’t Say d) Dissatisfied
6. Should the appraisal process be:
a) Once during the service period b) Continuous
c) Never d) Can’t Say
7. What in your opinion should be the time period of conducting continuous Appraisal?
a) Quarterly b) Half Yearly c) Yearly
Any specific reason………………………………
8. Does Performance Appraisal helps in improving the productivity of the employees?
Motivated Indifferent Demotivated
+ Feedback
- Feedback
Neutral
9. Who in your opinion should appraise the employee?
a) Superior b) Peer
c) Subordinates d) Self Appraisal
e) Consultant f) All of the above
10. Does the appraisal system helps in polishing the skills or performance area?
a) Yes b) No c) Somewhat
11. Do you think personal bias creeps in while appraising an individual?
a) Yes b) No
12. If given a chance or an opportunity would you like that the current appraisal procedure
should be reviewed?
a) Yes b) No c) Can’t Say
13. What according to you should be the appropriate method for conducting performance
appraisal?
a) Rating the employee on number of traits along with the range of performance for
each by the supervisor.
b) For every trait, each subordinate is paired with and compared to every other
Subordinate.
c) Reviewing employees on the basis of identified specific examples of good Or
poor performance.
d) Setting specific measurable goals with each employee and periodically reviewing
the progress made.
e) Reviewing performance through case studies, presentations, role playing, etc.
for future performance.
f) Receiving feedback from people whose views are considered helpful and
relevant including the appraise himself.
14. Does Performance Appraisal leads to identification of hidden potential of the
employees?
a) Yes b) No
15. Suggestions and views…………………………………...............................
…………………………………………………………
…………………………………………………………
…………………………………………………………
Thank you, Date --/--/--
doc_170423387.docx
Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently.
PROJECT REPORT ON "PERFORMANCE APPRAISAL"
LITERATURE REVIEW AND CONCEPT FORMULATION
Human Resource (or personnel) management, in the sense of getting things done through people, is
an essential part of every manager’s responsibility, but many organizations find it advantageous to
establish a specialist division to provide an expert service dedicated to ensuring that the human
resource function is performed efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior management team
would disagree with. Yet, the reality for many organizations are that their people remain under
valued, under trained and under utilized.
Following are the various functions of Human Resource Management that are essential for the
effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training & Development
OBJECTIVES OF THE STUDY
To carry out the study of BSNL, we framed the following objectives
1. Identification of the technique of performance appraisal followed in BSNL.
2. Employee attitude towards the present appraisal system.
3. Review of the current appraisal system in order to
1. Enhance productivity
2. Attain global standards
4. To provide suggestions & recommendations from the study conducted.
RESEARCH METHODOLOGY
RESEARCH DESIGN:
Research Design refers to "framework or plan for a study that guides the collection and analysis of
data". A typical research design of a company basically tries to resolve the following issues:
a) Determining Data Collection Design
b) Determining Data Methods
c) Determining Data Sources
d) Determining Primary Data Collection Methods
e) Developing Questionnaires
f) Determining Sampling Plan
(1) Explorative Research Design:
Explorative studies are undertaken with a view to know more about the problem. These studies help
in a proper definition of the problem, and development of specific hypothesis is to be tested later by
more conclusive research designs. Its basic purpose is to identify factors underlying a problem and to
determine which one of them need to be further researched by using rigorous conclusive research
designs.
(2) Conclusive Research Design:
Conclusive Research Studies are more formal in nature and are conducted with a view to eliciting
more precise information for purpose of making marketing decisions.
These studies can be either:
a) Descriptive or
b) Experimental
Thus, it was mix of both the tools of Research Design that is, Explorative as well as Conclusive.
SAMPLING PLAN:
Sample Size = 50 Employees
Sample Area = Sahara Airlines Ltd, Delhi,
Dr Gopaldas Building.
Duration = Two (2) Months.
DATA COLLECTION:
Data Sources:
(i) Secondary Data through Internet
(ii) Primary Data through Questionnaire
(iii) Contact Method
(iv) Personal Interaction
DATA PRESENTATION AND ANALYSIS:
1. Bar graphs
2. Pie Diagrams
3. Doughnuts
FINDINGS AND ANALYSIS
Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks
Options Response
Yes 84
No 16
Awareness of technique of Performance Appraisal being followed at BSNL among
Employees
Options Response
Yes 72
No 28
Number of Employees being appraised during their service period
Options Response
Yes 68
No 32
Employees’ opinion as to the present appraisal system
Options Responses (in %)
Fully Satisfied 2
Satisfied 24
Can’t Say 44
Dissatisfied 30
Employee perception as to the frequency of appraisal
Options Response (in %)
Once During The
Service Period
2
Continuous 92
Never 0
Can’t Say 6
If continuous appraisal – what should be the gap between two appraisal period
Options Response (in %)
Quarterly 20
Half Yearly 44
Yearly 36
How Performance Appraisal affects the productivity of the employees
Motivated Indifferent Demotivated
+ Feedback
38
12
-
- Feedback
12
10
28
Neutral
24
21
5
Who should do the appraisal?
Options Response ( in % )
Superior 24
Peer 0
Subordinate 0
Self Appraisal 8
Consultant 4
All of the above 48
Superior + Peer 16
.Does appraisal help in polishing skills and performance area?
Options Response ( in % )
Yes 74
No 10
Somewhat 16
If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In the
survey conducted it was observed that nearly 74 % of the respondents agree that
Performance Appraisal does leads to polishing the skills of the employees. Nearly 10
% of the respondents view that it does not serve this purpose and around 16 % were
not able to respond as to whether it serve any such purposes or not.
Does personal bias creeps-in while appraising an employee
Options Response ( in % )
Yes 82
No 18
In the process of appraising, both the parties are human being, that is, the one who
is being apprised and the other who is appraising. Thus, there bound to be
subjectivity involved, be it an objective way of appraising.
Thus, when asked from among the sample size of 50 respondents, as huge as 82 %
respondended that personal bias do creep in while appraising an individual. Hence, it is
inevitable to say that personal likings do not come in the process of appraisal. It is the
extent to which the appraiser manages it so that it does not become very partial and
bias.
If given a chance, would employees like to review the current appraisal
technique?
Options Response ( in % )
Yes 72
No 4
Can’t Say 24
Appropriate method of conducting the performance appraisal
12%
0%
20%
58%
4%
6%
Rating Scale
Paired Comparison
Critical Incident
MBO
Assessment Centre
360 Degree
Options Response ( in % )
Ranking Method 12
Paired Comparison 0
Critical Incidents 20
MBO 58
Assessment Centre 4
360 degree 6
Does performance appraisal leads to identification of hidden potential
Options Response ( in % )
Yes 96
No 4
LIMITATIONS OF THE STUDY
A few limitations and constraints came in way of conducting the present study, under
which the researcher had to work are as follows:
Ø Although all attempts were made to make this an objective study, biases on
the part of respondents might have resulted in some subjectivity.
Ø Though, no effort was spared to make the study most accurate and useful,
the “sample Size” selected for the same may not be the true representative of
the Company, resulting in biased results.
Ø This being the maiden experience of the researcher of conducting study such
as this, the possibility of better results, using deeper statistical techniques in
analyzing and interpreting data may not be ruled out.
SUGGESTIONS AND CONCLUSION
After having analyzed the data, it was observed that practically there was no appraisal in
the organization. To be an effective tool, it has to be on the continuous basis. This is the
thing that has been mentioned time and again in the report, as, in the absence of
continuity, it becomes a redundant exercise. Before actually deciding drafting what should
be the kind of appraisal the following things should be taken care of:
1. The very concept of performance appraisal should be marketed throughout the
organization. Unless this is done, people would not accept it, be it how important to the
organization.
2. To market such a concept, it should not start at bottom, instead it should be started by
the initiative of the top management. This would help in percolating down the concept
to the advantage of all, which includes the top management as well as those below
them. This means that the top management has to take a welcoming and positive
approach towards the change that is intended to be brought.
3. Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employee’s work must
be done – which must incorporates both the work related as well as the other personal
attributes that are important for work performance.
4. It should be noted that the appraisal form for each job position should be different as
each job has different knowledge and skill requirements. There should not be a
common appraisal form for every job position in the organization.
5. The job and role expected from the employees should be decided well in advance and
that too with the consensus with them.
6. A neutral panel of people should do the appraisal and to avoid subjectivity to a marked
extent, objective methods should be employed having quantifiable data.
7. The time period for conducting the appraisal should be revised, so that the exercise
becomes a continuous phenomenon.
8. Transparency into the system should be ensured through the discussion about the
employee’s performance with the employee concerned and trying to find out the grey
areas so that training can be implemented to improve on that.
Ideally in the present day scenario, appraisal should be done, taking the views of all
the concerned parties who have some bearing on the employee. But, since a change
in the system is required, it cannot be a drastic one. It ought to be gradual and a
change in the mindset of both the employees and the head is required.
a) Fully Satisfied b) Satisfied
c) Can’t Say d) Dissatisfied
6. Should the appraisal process be:
a) Once during the service period b) Continuous
c) Never d) Can’t Say
7. What in your opinion should be the time period of conducting continuous Appraisal?
a) Quarterly b) Half Yearly c) Yearly
Any specific reason………………………………
8. Does Performance Appraisal helps in improving the productivity of the employees?
Motivated Indifferent Demotivated
+ Feedback
- Feedback
Neutral
9. Who in your opinion should appraise the employee?
a) Superior b) Peer
c) Subordinates d) Self Appraisal
e) Consultant f) All of the above
10. Does the appraisal system helps in polishing the skills or performance area?
a) Yes b) No c) Somewhat
11. Do you think personal bias creeps in while appraising an individual?
a) Yes b) No
12. If given a chance or an opportunity would you like that the current appraisal procedure
should be reviewed?
a) Yes b) No c) Can’t Say
13. What according to you should be the appropriate method for conducting performance
appraisal?
a) Rating the employee on number of traits along with the range of performance for
each by the supervisor.
b) For every trait, each subordinate is paired with and compared to every other
Subordinate.
c) Reviewing employees on the basis of identified specific examples of good Or
poor performance.
d) Setting specific measurable goals with each employee and periodically reviewing
the progress made.
e) Reviewing performance through case studies, presentations, role playing, etc.
for future performance.
f) Receiving feedback from people whose views are considered helpful and
relevant including the appraise himself.
14. Does Performance Appraisal leads to identification of hidden potential of the
employees?
a) Yes b) No
15. Suggestions and views…………………………………...............................
…………………………………………………………
…………………………………………………………
…………………………………………………………
Thank you, Date --/--/--
doc_170423387.docx