I PRINCE, Roll No. 40 class M.B.A. of SAT PRIYA INSTITIUTE OF MANAGEMENT STUDIES & RESEARCH here by declare that the project entitled "Analysis of performance appraisal practices in L.P.S." is an original work & same has not been submitted to any other institute for the award of any other degree. The interim report was presented to the Supervisor & the pre-submission presentation was made on 10th Aug, 2009. The feasible suggestions have been duly incorporated in consultation with the supervisor.

Prince Roll No. 40

The main objective of project report and the project is familiarization with the necessary theoretical inputs and to gain sufficient practical exposure to establish a distant linkage between the conceptual knowledge acquired at the college and practicing those concepts. The project is concerned with "Analysis of Performance appraisal practices in LPS" My objective is to analyse appraisal practices of the company. I had also surveyed various respondents to know their views about the appraisal practices of organization.

Any endeavor attempt at any level can not be satisfactory completed without the cooperation and advice from learned persons. I have tried my best to bring up a good project & live up to the exception of lecture. I am greatly thankful to Mr. Jagdeep Singla who helped me bringing up this project. I can only express my gratitude to them although this is inadequate for the time he spent.



VISION OF LPS MOTTO: Total customer satisfaction and market leadership. PEOPLE The driving force behind it . PLAN Continuous up gradation of process and technology and development of new products FUNCTION System oriented approach. TARGET: Annual growth rate of 30% out which export should contribute up to 50%.


000 Sq. was founded by Shri Bimal Prasad Jain. of about 10. LPS were incorporated as a private limited company in 1968 and were subsequently converted into public company in 1971. The plant has dedicated workforce of around 350 employees. Initially it had only one-bold making machine but now there are one hundred different types of machines producing wide range of products. To update the both product and process requirements. 2 Vertical Flow Circulation for heat treatment purposes. The plant is situated adjacent to LPS – 1. In addition. the company has heat treatment.HISTORY OF COMPANY Lakshmi Precision Screw Ltd. . the company has its own research and development cell which is well equipped with most modern chemical and physical labs. The facilities include 3 sharper Hearth Furnaces. The layout of facilities in the plant has been designed after taking several lectors such as location of machines. nuts and similar parts of automobile and other industrial sectors. The plant has 20 secondary operation machines. automatic microprocessor controlled plating and phosphate plants. German and Taiwan. screws. is one of the leading manufacturers and suppliers of high tensile fasteners such as bolts. material flow & material handling facilities in to fasteners of various size & specifications. at Hissar Road. The company has latest machines imported from abroad Japan. men machine balance. The LPS Plant – II started functioning in September 1993 as an expansion unit of Lakshmi Precision Screws Ltd. yards. LPS ltd. The capacity of plant is 2500 tones per annum. under the name of NavBharat Industries. in 1952. Rohtak. The plant has also got fully automatic plating & phosphate lines of grow & well make.



Image To build up a high degree of customer confidence by sustaining international standards of excellence in product quality.COMPANY PROFILE Business Mission: To achieve and maintain a leading position as supplier of quality fasters and to serve the national and international market in the field of fasteners. performance and service. . Profitability To provide a reasonable and adequate return on capital employed primarily through improvements in operational efficiency. Growth To ensure a steady growth in business so as to fulfill national expectations and to expand international operations. capacity. utilization and producing and generating adequate internal resources to finance the company's growth.


Hero Honda. Bajaj Tempo. Hindustan Motors.P. The company produces high quality products. HMT.S. Voltas. . Majestic auto etc. which are well accepted in both domestic & international market. jags & fixture Refrigerator & air conditioning International         Australia Germany Hong Kong Japan Singapore Sweden U.K. The main market of L. comprises of Domestic       Automotive Aviation Heavy & light machinery Railways Machine tools. BHEL.BUSINESS OF THE ORGANIZATION Here the organization in a manufacturing concern. It deals in domestic & international market. Escorts. South Africa It enlists of customer include Telco. Eicher.

It evaluates different investment proposals & selects the best among them. product planning & control. advertising. . order planning & allocation. Research & Development & Quality Assurance: This department undertakes the research work for continuously upgrading process & technology & to develop new products for improving company's product profile. pricing.    It ensures supply of fund to all part of organization as when required.Departments of LPS : Marketing Department: LPS is marketing high tensile strength fasteners both standard & special products as per customer specification. payment collection and accounting. It also direct & facilitates smooth flow of required funds in the company. boosting exports. Marketing is done through dealer network spanning all over the country and directly through company's branch offices & representatives. billing receiving & checking of bills from different districts centre dispatch of material to the customer or distributor. It follows the system as per ISO/OS-9008. The main function of marketing department includes setting sales targets Planning product wise as well as region wise. It helps in exact cost calculation at all the centers.  It helps in determining requirements of funds & providing them as & when desired. Finance Department: The finance department manages the economics of the company.

Human Resource Development Department: This department undertakes recruitment. employee welfare activities & general administration. disciplinary action & grievance handling. But the main factor is man power. vendor follow up of material. release of purchase order. It is also responsible for wages & salary determination. to co-ordinate human & material resources in such a manner that organizational objectives are achieved efficiently. training & development of employees.. Therefore. and acceptance of material after QC Report Acceptance from works & approval of the bills. . machine & money are regarded as the four important factors of production. an effort is made by personnel depts. delivery at factories. Personal Department: Men. Production Department: Production department is responsible       For producing the production of schedule For producing product with zero defects For coordinating with planning department for efficient utilization of resources For avoiding wastage For strictly enforcing For maintaining shop floor cleanliness Purchase Department: Purchase department is responsible for raw material planning. selection. Is the part of management which is concerned with people at work & their inter personal relations. Personnel Deptt. payment of materials purchased. materials. maintaining human relations.

the Personnel Department is headed by A. The important functions performed are: 1. STRUTURE OF PERSONNEL DEPARTMENT .In LPS Ltd. In LPS Ltd Personnel Department performs different tasks related to people working in organization. Managing of human resources with emphasis on efficient utilization & conservation of these resources. (P&A).V. So far proper management of human resources or people at work. Personnel Department. 2. job evaluation & merit rating etc.P. sis considered to be an essential. Formulation of personnel policies with regard to relation of employees.


To provide fair wages.primary concern of any organization is to satisfy the need of people. Of LPS Ltd. c. d. General understanding. acceptance of need. The main objective of Personnel Deptt. job security. right. The various functions of the Plant are:Marketing Research & Development Tool Room Product Planning & Control Production Finishing Quality Assurance Laboratory Heat Treatment Raw Materials Engineering Finance Purchase Maintenance Electronic Data Processing Materials Human Resource Development F G Stores General Stores Management Services WELFARE FACILITIES PROVIDED IN LPS . enlighten awareness of social responsibility. Creating in sense of belongingness & team spirit Promoting feeling of trust & loyalty through awareness of their needs. a. b. opportunities for promotion & development & in time redressed of grievances.

Uniform: .One in a year 20% bonus is provided.At time of retirement. OTHER FACILITIES Apart from welfare facilities some other facilities are provided by the company according to factory act. Medical: . Provident Fund (P. then these people contribute with their full efficiency & as a result the organization should run profitable.All workers are given two set of uniform every year.Attached with canteen is rest room where workers can take up their lunch & tea etc. 2. Certain welfare activities are: 1. snacks & some other eatable are available here at subsidized rates.On Diwali company give gift to their employees.F. 3. a gratuity fund is also provided. . 4.):. Diwali Gift:. Bonus:.The company has first aid room where first aid are available for the employees. These are:1. 3. Rest Places: .A 12% of employees pay is deducted per month & at time of retirement whole amount is given to employees & workers in the form of provident fund. Canteen: .It is well known fact that if an organization looks after the welfare of people who are serving in an organization. 2.Tea. 4. Gratuity Fund:.


INTRODUCTION TO PROJECT In this project analysis of existing performance appraisal practices of LPS has been done. This project tells how much this practice is rational to their employees & how much it gives motivation to their employees. How much it helps in communication between superior & subordinate & also try to find out existing appraisal programme up to what extent help employees in SWOT analysis. Try to find out up to what extent this appraisal practices helpful in identifying employee's future goals. . Also try to find the need of improvement in existing system.


 Find out most responsive factor which results in satisfaction on dissatisfaction towards existing appraisal system. .SIGNIFICANCE OF STUDY Significance of study is given below: To get liable information.  To analyze loop holes & put forward certain recommendation & suggestions.


To estimate the motivation level among the appraisers after last appraisal. To achieve this objective various sub-objectives have established which are: 1. To see the individuals are aware of their targets through existing appraisal system. 4.OBJECTIVE OF STUDY Main objective of study is to analysis the performance appraisal practices of LPS. 2. 3. . To assess the level of satisfaction among appraisers through performance appraisal system. To determine the rationality of existing performance appraisal system. To analyses the improvement in performance. 5.


yet the basic approach remains same. Tools of data collection: Questionnaire: Primary Magazines. Books: Secondary. SAMPLE SIZE A Sample of 100 employees was chosen. The research is descriptive in nature.RESEARCH METHODOLOGY Research Methodology is a way to systematically solve the research problem. DATA SOURCES For collecting the data concerning the research study is primary & secondary. RESEARCH DESIGN Research is an arrangement of condition & analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The methodology may differ from problem to problem. Research is an art of scientific investigation & careful investigation or inquiry especially through search for new facts in any branch of knowledge. . Research is an original contribution to the existing stock of knowledge making for its advancement.

Research Design Descriptive Data collection: Data type Secondary Data Collection tool : Primary-: Questionnaire Secondary-: Magazines.RESEARCGH METHODOLOGY AT A GLANCE Research Problem Analysis of : performance appraisal practices in LPS. Books Sampling: Sampling Technique : Convenient Technique Sample size employees : 100 : Primary & : .


contributions & potentials of group members in a working organization. It employs various rating techniques for comparing individual employees in a work group in terms of personal qualities of deficiencies & the requirements of their respective jobs. Accurate information plays a vital role in the organization as a whole. training & compensation. It involves deciding (1) what to assess. Performance appraisal is the step where the management finds out how effective it has been at hiring & placing employees. for the information it provides is highly useful in making decisions regarding various personal aspects such as promotions & merit increase. selection. "Performance appraisal includes all formal procedures used to evaluate personalities. OBJECTIVE OF PERFORMANCE APPRAISAL Performance appraisal has been considered as a most significant & indispensable tool for an organization. timely. Performance measures also link information gathering & decision making processes which profice a basis if judging the effectiveness of personnel sub-divisions such as recruiting. management can maintain consistent promotion & compensation policies throughout the total system. objective standardized & relevant. If valid performance data are available. It is continuous process to secure information necessary for making correct & objective decisions on employees. (2) who should make the assessments (3) which assessment procedure to use (4) how to communicate assessment results. ." Performance assessment is process that measures employee's performance. steps are taken to communicate with the employee & to remedy them. According to Dale Yoder. If any problems are identified.• PERFORMANCE APPRAISAL SYSTEM Performance appraisal means systematic evaluations of personality & performance of each employee by his supervisor or some other person trained in techniques of merit rating. accurate.

Traditional Methods Modern Methods . 2. It serves to stimulate & guide employee development. 2. It gives supervisors a more effective tool for rating their personnel. Administrative objective Self improvement objective Administrative objectives are as follows: a) b) c) d) e) Promotions Transfers Wages & Salary Administration Training & Development Personal Research Performance appraisal has wide range of utility: 1. 7. 4. It unifies the appraisal procedure so that all employees are rated in the same manner. 6. METHODS OF PERFORMANCE APPRAISAL There are methods of merit rating which may be classified into: 1. It provides information in the form of records about rating. It makes for better employer-employees relations. 2.It falls in two categories: 1. 3. 5. A periodic & accurate appraisal contains a supervisor to be alert & competent in his work. It provides information which is useful in making & enforcing important decisions.

reasons for specific job behaviors. It permits comparison of all employees in any single rating group regardless of the type of work. Ranking Method Ranking is a simple process of the placing employees in a rank according to their job performance. knowledge of job. in some organizations. initiative. 3. In this system. below average and poor. 2. comments are required to be grouped under specific headings such as quality of the job performance. 1. However. leadership. the best is placed first in the rank and the poorest occupies the last rank. judgments. dependability. versatility. and development needs. punctuality. the appraiser is required to write down his impression about the person being appraised in an unstructured way. the appraiser asked to the distribute the employees into these categories in such a way . In this way. This system is highly subjective and has got its merit in its simplicity and is still in use especially in the small firms. Forced Distribution Method The forced distribution system is devised to force the appraiser to fit the employees being appraised into the predetermined ranges of scale. They are based on trait-oriented appraisal.A) Traditional Methods: Traditional methods are very old techniques of the performance appraisal. Evaluation of employees is done on the basis of the standards of the personal traits or qualities such as attitudes. above average. personality traits. It has an advantage over the paired comparison system in that two or more employees can be given equal ratings. All workers are judged on the same factors and they are rated on the overall basis with the reference to their job performance instead of individual assessment of traits. loyalty. This system is based on the presumption that employees can be divided into five point's scale of outstanding. Unstructured Appraisal Under this.

the rater is forced to choose between descriptive statements of seemingly equal worth describing the person in question. 20% 'below average'. Graphic Rating Scale Under this method scale is established for a number of the specific factors ad qualities. it is likely that graphic scale will continue of use a mixture of the both characterisitics and contributions. such as initiative and dependability. The selection of factors to be measured on the graphic rating scale is an important point under this system. After the weight or values are attached to the individual traits. Each statement is attached with a scale value. Under this method. * Forced Choice This method is used particularly with the objective of the avoiding scope for personal prejudices. the rating up to this level is gathered on the rating sheet. Statements . 4. 5. Weight ate then assigned to the statements in the accordance with the way ranked y te raters. Since certain areas of job performance cannot be objectively measured. the supervisor just collects and check all the statements. When this process is over. one for each person to be rated. Then the weights are averaged and employee is evaluated. Five degree is established for each factor and general definitions appear at points along the scale.that about 10% of the men are in group 'outstanding'. the rater is supplied with a printed form. Check List Under this method. They rank the employees from poor to excellent. rating is placed on separate cards. and (ii) contributions. Then these cards are sorted by the rates who actually observed the accomplishment of the work. and 10% 'poor'. Generally. At the time of rating the employees. The weighted check-list should be prepared by the persons thoroughly acquainted with job and perfect at preparing and weighing statement. such as quantity and quality of work. These are of two types: (1) characteristics. various statements are prepared in such a manner that they describe various types and levels of the behaviors for a particular job. 20% 'above average' 40% 'average'.

Resisted the implementation of change. The expert questions the supervisor to obtain all the pertinent information on each employee ad takes notes in his notebook. Critical Incident Method A critical incident means a significant act by an employee exceeding or failing any of the requirements of his job. The workers are usually classified into three categories as outstanding. but overall ratings are abstained. satisfactory and unsatisfactory. Field Review Method Under this method. Welcome new ideas. It represents an exceptional behavior of an employee at work. 6. 1. 2. Gives clear instructions to his subordinate. 4. Can be depended upon to complete any job assigned. Modern Method: . there is no rating form which factors or degrees. Show favoritism to some employees. Suggested an improvement in the work method.are chosen of both the sides ( favorable as well as unfavorable ). 3. the following two pairs of statement may be given to rater and the may be asked to select one statement from each pair that is represented by supervisor. Refused to help a fellow worker. the supervisors are interviewed by an expert from the personnel department. The method requires every supervisor to record all such significant incidents in each employee's behavior which indicate effective successful action and those which indicate ineffective or poor behavior. Became upset over work. as for instance. Tried to get a fellow worker to accept the management decision. 7. Makes promises that he knows he cannot keep. Thus. For example. These are recorded in a specially designed notebook which contains categories or characteristic under which various behaviors can be recorded.

actually called "works planning an review" in case of General Electric Co. job behaviors from critical incident—effective and ineffective behaviors-are descried more Thus application of goal setting approach to performance appraisal involves the following . under this approach."Management by objectives" (MBO) is the come as behavior approach to subordinate appraisal. As a result. the essential feature of this approach is mutual establishment of job goals. Behaviorally Anchored Rating Scale ( BARS) approach combines elements of the traditional rating scale and the critical incident method. and the ways of measuring progress are selected. Performance is evaluated by asking the rater to record specific observable job behaviors of an employee and then to compare these observations with a "behaviorally anchored rating scale". and to describe the more effective and less effective job behavior for getting results. steps:  The subordinate discusses his job description wit his superior and they agree on the contents of his job and the key results area. Behaviorally Anchored Rating Scale Behaviorally anchored rating (BARS) are designed to identify the critical areas of performance for a job. Thus. but by his performance with respect to the agreed goals or objectives. U.S.  The superior and the subordinate meet at the end of the period to discuss the result of the subordinate's efforts to meet the targets mutually established.  The subordinate prepares a list of reasonable objectives for the coming period of the six to twelve months.  Check-points are established for the evaluation of progress.A. Using BARS. an employee is not appraised by these recognizable traits. the supervisor is in position to compare the employee's actual behavior with the behavior that has been previously determined to be more or less effective.  He sits with the superior to discuss these targets and plans and a final set is worked out.

Unwillingness on the part supervisors to tell employees plainly how to improve their performance. CAUSES OF FAILURE OF APPRAISAL TECHNIQUE Performance appraisal techniques have often failed due to following reasons: 1. 4. The supervisors play dual & conflicting role of both the judge & the helper. BARS approach gets away from measuring subjective traits and instead measures observable. If the factors included in assessment are irrelevant. The supervisor must vary thorously evaluate the employee's performance. 5. Different qualities to be rated may not be given proper weight age certain in cases. Poor communications keep employees in the dark about what is expected of them. Too many objectives often cause confusion. Rating should be used to evaluate the effectiveness of training programmes. critical behaviors that are related to specific job dimensions. The supervisor feels that subordinate appraisal is rewarding. Performance appraisal should provide an incentive to the employees to better performance in a bid to improve their over other. This method employs individuals who are familiar with a particular job to identify its major components. . They are asked to rank and validate specific behaviors for each of the components. 3. 7. the result of merit rating will not be accurate.objectively. 6. SUCCESS OF AN APPRAISAL SYSTEM • • • • • Existence of an atmosphere of confidence & trust so that both supervisor & employee may discuss matters frankly. The result of performance rather than personality traits should be given due weight. 2.

• Systematic appraisals will prevent grievances & develop confidence amongst the employees if they are convinced of the impartial basis of evaluation. .


adaptability. In paired comparison method every employee in a job family is compared with every other to determine which is the better employee. initiative. etc. All employees are judge on the same factors & they are rated on the overall basis with reference to their job performance instead of individual assessment of traits.EXISTING APPRAISAL PRACTICES IN LPS Ranking method & man to man comparison method is used in LPS. This is provided with little booklet containing two names on each page. In this way best is placed first in rank & poorest occupies the last rank. . In ranking method comparison of employees in any single rating group regardless of type of work. Instruments used of appraisal: Knowledge of work  Ability to do work  Quality & Quantity of output  Personal qualities like dependability.

Method followed by the organization for performance evaluation
No. of employees = 100 Data analysis:-

Methods Unstructured appraisal Employee ranking Forced distribution Graphic rating scales Check-list Critical incidents Field review Management by objectives Behaviorally anchored Interpretation:-


        

Employee ranking method is used by organization for performance

evaluation of employees.

Appraisal which is followed in your organization is
No. of employees = 100 Data analysis:-

Time Yearly Half yearly 8 months


  


In LPS yearly appraisal is given to their employees.

48. 13.46 48.64 13. Un sa t is fa cto Ou ts Sa tis ry .46 Series1 47 fa cto ry Interpretation:- 47% appraisers viewed that periodic performance reviews by their boss was in outstanding parity.00 48.64 13. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory 60 50 40 30 20 10 0 tan din g % of respondents  47.64% appraisers viewed that periodic performance reviews by their boss was in satisfactory parity.46% appraisers viewed that periodic performance reviews by their boss was in unsatisfactory parity.Parity between periodic performance reviews & annual appraisal Rating No.

00 48.64% people said that existing criteria for appraisal is satisfactory.46% people said that existing criteria for appraisal is unsatisfactory. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory % of respondents  47. .Satisfaction of employees with the existing criteria followed for appraisal No.64 13.46 13. 48.64 Outstanding Satisfactory Unsatisfactory Interpretation:- 47% people said that existing criteria for appraisal is outstanding.46 47 48. 13.

81% of total appraisers said that system was outstanding in terms of rationality. . 76.88 12.81 76.88 10.31 Interpretation:- 10.Rationality of existing system No.31 12. 12.81 Outstanding Satisfactory Unsatisfactory 76.88% of total appraisers said that system was unsatisfactory in terms of rationality. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory % of respondents  10.31 of total appraisers said that system was satisfactory in term of rationality.

77 19.55% of appraisers did not respond.44 % age of respondents  2. while 19.Compatibility ration between self appraisal & appraisal rating by Deptt.77 19. of employees = 100 Data analysis:- Compatibility Around 25% Around 50% Around 75% Around 100% 50 40 30 20 10 0 Around 25% Around 50% 2.22% of appraisers viewed that the compatibility ratio is 75%.44% of appraisers said that the compatibility ratio is 50%.22 -47.44 47. 47. 30.77% of total appraisers said.22 Series1 Around 75% Around 100% Interpretation:- 2. the compatibility ratio is 25%. No. .

70% of appraisers did not respond. 8. .1 37.35% of appraisers viewed that extent of assistance was satisfactory.83% revealed that existing appraisal system is helpful in setting future goal up to outstanding level.83 51. 2. 51.10% of appraisers viewed that this system is unsatisfactory.83 51. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory % of respondents  37.35 8.Appraisal exercise helps in identifying & setting future goals No.35 Outstanding Satisfactory Unsatisfactory Interpretation:- 37.10 8.

5% of the appraisers recommended qualitative method for goal setting.Method of goal setting used by departmental heads No.84 Interpretation:- 80.5 Quantitative Qualitative Both 80.63 18.63% of the appraisers recommended quantitatively for goal setting.84% of the appraisers recommended that method of goal setting quantitatively as well as qualitative. 18. . 2.84 2.50 80.63 18. of employees = 100 Data analysis:- Rationality Quantitative Qualitative Both % of respondents  2.

76 Low Clarity No Clarity Interpretation:- 56.1 2.43% of the appraisers said that clarity about their targets/objective up to average lever.7% of the appraisers were not clear about their targets/objective. of employees = 100 Data analysis:- Clarity High Average Clarity Low Clarity No Clarity % of respondents  56. .43 8.43 56.76 32.10 2. 2. 8.Clarity about goals/objectives/targets No.1% of the appraisers said that clarity about their targets/objective up to low level.76% of the appraisers said that they are very much clear about their targets/objective.70 8.7 High Average Clarity 32. 32.

.62 21. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory - % of respondents  --65.68 21. 12.62% of the appraisers said that the existing system assists in swot analysis poorly.62 Satisfactory Unsatisfactory 65. 21.68% of the appraisers said that the existing system assists in swot analysis.68 Interpretation:- 65.Helpful in SWOT-Analysis No.70 of the appraisers said that the existing system does not help in swor analysis.

.38 61.38% of the appraisers. of employees = 100 Data analysis:- Rationality Outstanding Satisfactory Unsatisfactory % of respondents  38.11 -- 0 38. 61.11% of the appraisers said that the improvement in communication was satisfactory.38 61.11 Outstanding Satisfactory Unsatisfactory Interpretation:- The data obtained shows that the communication between superior subordinate was improved outstandingly in view 38.Help in improving communication between superior & Subordinate No.

64 Unsatisfactory Interpretation:- 38.Provide positive reinforcement for good work & training for Poor work No. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory % of respondents  38.70 12. 48. 12.64 Outstanding Satisfactory 48. .64% of the appraisers said that positive reinforcement for good work & training for poor work is satisfactory.64% of the appraisers said that positive reinforcement for good work & training for poor work is outstanding.64 12.7 38.7% of the appraisers said that positive reinforcement for good work & training for poor work is unsatisfactory.64 48.

.64% of the appraisers viewed that the extent of motivation is satisfactory & 12.Motivated for further improving performance through discussions/performance counseling No.64% of the appraisers assured that they felt highly motivated through discussions/performance counseling.7 38.7% of the appraisers viewed that the extent of motivation is unsatisfactory.64 12.64 Outstanding Satisfactory 48.70 12.64 48. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory % of respondents  38.64 Unsatisfactory Interpretation:- 38. 38.

55% of the appraisers assured that after last appraisal they have improved satisfactory.44% of the total appraisers assured that after last appraisal they have improved outstandingly. .44 Outstanding Satisfactory Unsatisfactory Interpretation:- 54.44 45. 45. of employees = 100 Data analysis:- Options Outstanding Satisfactory Unsatisfactory % of respondents  54.Improvement in performance after last appraisal No.54 54.54 -- 0 45.


48.  Mostly appraisers said that they are very much clear about their targets/objectives.  Compatibility ratio between self appraisal & appraisal rating by Deptt.64% appraisers viewed that periodic performance reviews by their boss was in satisfactory parity.  Mostly all of the appraisers are satisfied with these criteria.  All most all of the appraisers recommended that method of goal setting quantitatively as well as qualitative.  Mostly all of the appraisers assured that their performance is outstanding with in department.  47% appraisers viewed that periodic performance reviews by their boss was in outstanding parity.  All most all of the appraisers said that positive reinforcement for good work & training for poor work is satisfactory.  Mostly all of the appraisers said that system is satisfactory in terms of rationality.  The improvement in communication between superior & subordinate is up to satisfactory level.  Mostly all the appraisers said that the existing system assists in swot analysis.FINDINGS  Employee ranking method & man to man comparison method is being used at LPS. Is 75%.  In LPS yearly appraisal is given to their employees.  All the appraisers assured that they felt highly motivated through discussions/ performance counseling at the time of appraisal. .  Mostly all of the appraisers said that appraisal exercise helps in identifying & setting future goals. Rohtak.  All the appraisers assured that after last appraisal they have improved outstandingly.


All appraisers should be told about SWOT analysis. The emphasis on identification of training needs & promotion should also be paid in addition to increments. 3. 5. Performance appraisal system should be clear to both boss & employee.SUGGESTIONS 1. There should not be difference of opinion between superior & subordinate in regard to letter of performance. An atmosphere of confidence & trust should be created to both superior & subordinate may discuss matters frankly. 9. . 6. Too many objectives should not served before subordinate because it often cause confusion & cannot get his goal. The unit under study is suggested to pay more attention on feed back & performance review so that employees may become aware of their weaker area. Scientific methods should be adopted for performance appraisal. 2. 10. Implementation of appraisal system should also be audited by personnel people. 8. 4. 7. Proper human relation should be developed.


Since the study was conducted under various departments so most of respondents were feeling reluctant in giving what they personally feel. 3. Though every caution in flowing questionnaire was taken due to human nature. . 2. the possibility of business in the questionnaire cannot rule out.LIMITATIONS OF STUDY 1. They were giving their view from industry's angle rather than personal point of view. The size of sample used in this study is small which may influence the findings of study.


B.N.B. E. 'Business & Management in India' . 'Personnel Management'.  Chhabra T.. 'Principle of Management'  Das Gupta..BIBLIOGRAPHY  Rao T. 'reading In Human Resource Development'  Mamoria C.V. 'Human Resource Management'  Flippo..

Sign up to vote on this title
UsefulNot useful