IMPORTANCE AND SCOPE OF THE STUDY

Performance Appraisal is a systematic way of determining performance of an employee

on the job and off-the-job. It is a tool in the hands of management to evaluate employee
behavior and other traits such as socialization, commitment, morale, skills and sincerity.
In USV. Performance appraisal is made by the supervisor and concerned department
personnel. They maintain a detail report of the employee behavior. The data is taken as a
criterion for evaluating performance.
Performance appraisals are essential for the effective management and evaluation of
staff. Appraisal helps develop individuals, improve organizational performance, and
feed into business planning. Appraisal is the evaluation of the worth and the quality of
merit. Appraisal should measure both performance in accomplishing goals and plans
and performance as a manager. It is the evaluation of present performance and future
capabilities.

SCOPE OF THE STUDY

The study has been conducted at USV LTD. Bolaram Road, Miyapur,
Hyderabad. It covers the employees across all the departments.

OBJECTIVES OF THE STUDY

The various objectives pertaining to this study are as follows:

To study about the existing performance appraisal system in USV LTD.

S.R.NAGAR, Hyderabad

To evaluate the effectiveness of performance appraisal system in USV LTD.

S.R.NAGAR, Hyderabad

To measure the satisfaction level of employees on the current system.

To capture the suggestions given by the employees on improving the current

system.

METHODOLOGY
Research design:
A Research design is the arrangement of conditions for connection and analysis of
data in a manner that aims to combine relevance to the research purpose with
economy in procedure.

Sample Size
The sample size which I considered at USV LTD. In order to do the project work is 90
Employees.

Sampling Technique:
Stratified random sampling-The population is divided into non-overlapping groups, or
strata. Samples are drawn from each stratum separately and results pooled. The
population can be divided based on their department and geographical location.

Data collection measures;

The data will be collected from two sources:

Primary data

Secondary data

Primary data
The primary data are which are collected afresh and for the first time, and thus to
be original in character.
The primary data will be collected through Questionnaire. This method has been
chosen keeping in view its simplicity. And in case of few questions the respondents are
free to present their own views, opinions and suggestions.

Secondary Data
The secondary data are those which have already been collected by someone else and
which have already been passed through statistical process.
In this case the secondary data will be collected from the reports like HR manual of
the company, from the Annual Reports of the company, books of various authors and
from websites of the company and others.

PERIOD OF THE STUDY

The time period of the project is of two months.

LIMITATIONS OF THE STUDY

The time factor is one of the limitations. As specific time is allotted to complete
the project report, it was not possible to study in depth.
The questions were closed ended and as such they restrict the respondents from
presenting their views.
Respondents fear of misuse of data given by them might have forced them to
give inaccurate data.
As the employees were busy with their work, they were not able to spend much
time in providing the data.
As the sample size is large, all the facts couldnt be collected.
As the study is confined through personal interviews, the informatics gathered
may not be totally correct.

REVIEW OF LITERATURE
HUMAN RESOURCE MANAGEMENT AND ITS
PRACTICALITIES
HUMAN RESORCE MANAGEMENT has become a pervasive and
influential approach to the management of employment in a wide range of economic. The
emergence of human resource management has provided the focus for the nature of the
contemporary employment relationship. It is depicted as having an agenda which address
' business-related' issue, and thereby contributes to the overall success of the Organization
in a proactive manner. Managing human resource is one of the key elements in the
coordination and management of work organization. Whatever means are used to ensure
the creation and delivery of services and goods in modern economies, the role of
individuals and groups as employees and the ability of management to effectively deploy
such a resource is vital to the interests of both employee and organization alike.
The term human resource management has come to be used with
increasing regularity as a description of the management of employees. The more
prominent aspects of which have been claimed for HRM are that it is derived from a
more focused managerial perspective which is often strategically driven from a more
unified and a holistic approach. The advent of Human Resource Management has also
brought forward the issue of the linkages between the employment relationship and
wider organizational strategies and corporate polices.
WALTON (1985) in attempting definitions of HRM, issues mutuality between
employers and employees:
Mutual goals, mutual influence, mutual respect, mutual rewards, mutual
responsibility.
The theory is that policies of mutuality will elicit commitment which in turn will yield
both better performance and greater human development
Beer and Spector (1985) emphasized a new set of assumption in shaping the
meaning of HRM:

Proactive system wide interventions, with emphasis on fit linking HRM with
strategic planning and cultural change.

People are social capital capable of development.

Coincidence of interest between stake holders can be developed.

Seek power equalization for trust and collaboration.
Open channels of communication to build trust and commitment.

Goal orientation.

Participation and informed choice.

In addition, decentralization and development of responsibility are also seen as

very much a part of the HRM strategy as it facilities communication, involvement and
commitment of middle management and other employees deeper within the
organization. The effectiveness of organization thus rested on how the strategy and the
structure of the organization interrelated. A concept rooted in the view of the
organization developed by Alfred Chandler (1962).
Guest (1987) asserts that the combination of the propositions which include:

Strategic integration is defined as 'the ability of organization to integrate HRM

issues into their strategic plans, to ensure that the various aspect of HRM coheres
and for line managers to incorporate an HRM perspective into their decision
making'.

High commitment is defined as being 'concerned with both behavioral

commitment to pursue agreed goals and commitment reflected in a strong
identification with the enterprise'.

High quality 'refers to all aspects of managerial behavior, including management

of employees and investment in high-quality employees, which in turn will bear
directly on the quality of the goods and services provided'.

Finally flexibility is seen as being 'primarily concerned with what is sometimes

called functional flexibility but also with an adaptable organizational structure
with the capacity to manage innovation'.
The need manage people and relationship is inherent in the managing of an

organization, but the nature of people and the way they constitute an organization
makes management complex. The organization, writes Barnard (1938, schein,
6

1978)pays people only for the certain of their activities...but it is whole persons
who come to work. Unlike other resources, people interact with those who manage
them and among themselves, they have needs for autonomy and agency, they think
and are creative, they have feelings, they need consideration for their emotional and
their
physical needs and protection. The management of people is, therefore not only a
more
diffuse and complex task than the management of other resources, but also an
essentially moral one. Management is concerned with:
Individuals who are delegated authority to manage others;

Activities for achieving goals;

A body of Knowledge represented by theories and framework about people and

organization.
It is also pointed out that if the human resource is to become a critical success

factor organization must be prepared to develop individual managers and management

terms that are not only flexible, adaptable and innovative in technical, financial and
business issues, but skilled in human resource management as well . To achieve this,
organization must be prepared to establish, as a strategic imperative, greater investment
in continues management education and development (coulson-thomas, 1989).
Human Resource Management has two kinds of functions namely:1.

MANAGERIAL FUNCTION:-

Planning

Organizing

Staffing

Directing

Controlling

Coordinating

2. Operating functions:-

Acquisitions

Development

Motivation

Maintenance

Fig1- Map of HRM Territory

THEORITCAL BACKGROUND
INTRODUCTION
Personnel administration, the manager of human resources is an evolving science
concerned with the management of the people constitute the principal assets of our
business and industry. Any business is sound as its people. The mission of personnel
administration is to assure a study source of sound people who can contribute to the
success of business enterprise.

Human resource management (HRM) is a management function that helps the

managers recruit, select, train and develops the members of the organization.
The central and legitimate purpose of the modern management and business is the
development of people by producing the environment where the individual may grow to
his fullest potentialities. Reviewing the performance of employees is a specialized
function of personnel administration, which will enable the people to realize their
strengths and weaknesses and perform better.

William James of Harvard University that employees could retain their jobs by
working at a mere 20-30 percent of their potential. His research led him to believe that if
these employees were properly motivated, they could work at 80-90 percent of their
capabilities. Behavioral science concepts like motivation and enhanced productivity could
well be used for such improvements in employee output. Performance appraisal could be
one of the means used to achieve such improvements through viewing the performance of
the employees at regular intervals and motivating to perform better.

CONCEPTUAL FRAMEWORK
PERFORMANCE APPRAISAL
Performance appraisals are essential for the effective management and evaluation of staff.
Appraisals help develop individuals, improve organizational performance, and feel into
business planning. Appraisal is the evaluation of the worth and quality of merit. Appraisal
should be measure both performance ion accomplishing goals and plans and performance
as a manger. It is the evaluation of present performance and future capabilities.

Definitions of performance appraisal;

Performance appraisal is a systematic periodic and so far as human possible, an
important rating of employees excellence in matters pertaining to his present job and to
his potentialities for a better job.

Flippo

10

It is the evaluation or appraisal of the relative worth to the company of a mans

services on his job.

-Alford & Beatty.

A structured formal interaction between a subordinate and supervisor, that usually
takes the form of a periodic interview (annual or semi-annual) in which the work
performance of the subordinate is examined and discussed, with a view to identifying
weakness and strengths as well as opportunities for improvement and skills
development.

Objectives of Performance Appraisal:

To improve job performance:

Improving the job performance and identifying the potentialities of the
employees for the work.

To help training:
To identify the need and areas for further training of the employees.

To assist promotion and transfer:

To assist in determining promotion and transfer policies.

To reduce grievances:
To reduce the grievances and among the employees.
11

 To help compensation:
To make the compensation plans more scientific and rational.

To help placements:
To help in proper placement of the workers after the completion of their
training and probation.

Traditional Methods:
1. Graphic Rating Scales
2. Ranking Method
3. Paired Comparison Method
4. Forced Distribution Method
5. Checklist Method
a. Simple Checklist Method
b. Weighted Checklist
c. Forced Choice Method
6. Critical Incident Method
7. Essay or Free Form Appraisal
8. Group Appraisal
9. Confidential Reports

12

COMPANY PROFILE

USV is a 49 year old leading healthcare company which began as a joint venture with
USV&P Inc. USA, a subsidiary of Revlon. Our product offering today includes Active
Pharmaceutical Ingredients (APIs), Peptides, Biosimilars, Injectables and Ophthalmics
and Solid Orals. These are manufactured in our cGMP compliant plants located in India.
We market our products globally to 57 countries. In the financial year 2009-10, our sales
were Rs. 10,211 million. Our Indian business contributed 67% to this and the rest was
from export of APIs and Finished Dosages.
In India we are recognized for our leadership in the Oral Anti-Diabetic market where we
rank No. 1 by Rx and Value. In the Cardiovascular diseases segment we are No. 1 by Rx
and in the top 10 by Value. We also have a significant presence in the areas of
Gynaecology, Dermatology, Gastroenterology and General Practice.
Our international business consists of:

A large portfolio of small molecule APIs. Of the 54 products in our portfolio, 21

APIs are commercially available, with others in various stages of development.

13

Our special skills include production and characterization of polymorphs and

particle sizing.

A portfolio of Finished Dosages. These include immediate release, modified

release and products with 'complex' characteristics which are promoted through
ANDA filings and Dossiers linked to supply. Our spend of 7% of sales on R&D
ensures that we are able to deliver on our research portfolio. We have over
100,000 sq. ft. of laboratory space with excellent infrastructure. Our research is
driven by a team of 250 scientists including 3 doctors, 33 PhDs and 165 postgraduates, many of whom have studied in universities in USA, Europe and Japan.
Our intellectual property portfolio consists of 83 patent filings of which 30 have
been granted.

In 1952 Dr. med. Heinz Maurer had a crucial experience at the Dermatological clinic of
the University of Bonn and created a new market: the market for medicinal skin cleansing
and care. His discovery, that the skin's slightly acidic surface protects against injurious
environment influences, dehydration, germs, bacteria etc. with its so-called protective
acid mantle kick-started an intensive and long lasting research period. For years Dr.
Maurer was searching for a cleansing product that was adjusted to the physiological pH
value of 5.5 of healthy skin.
In 1953 Dr. Maurer took the position of Director of the R&D department at Rei-Werke,
the company founded and owned by his brother, Willi Maurer. There, he continued his
searched for gentle skin cleansing products that would not destroy the skin's biological
acid protection mantle.
In 1957 Dr. med. Heinz Maurer finally realized his idea. The first "soap-free cleansing
bar" was put into production. This bar was based on tensides that corresponded to the
physiological slightly acidic skin pH value of 5.5. of the healthy skin. It was than, that Dr.

14

Maurer made the provocative statement to the medical profession that "people have not
washed correctly for 2,000 years".

In 1967 the physician founded Sebamat Chemie GmbH and manufactured the first USV
LTD products. Dr. Maurer's ideas for medicine products found wide acceptance by
pharmacies and met great approval among dermatologists as his invention also enabled
the washing of infected and irritated skin (which had not been possible beforehand). With
USV LTD a new chapter of medical body care was opened. The idea was swiftly copied.
Soon so-called "pH-neutral" products appeared on the market and caused confusion as
these products didn't offer a pH value of 5.5 and therefore didn't correspond to the acid
protection mantle of healthy skin. The small-scale entrepreneur took on big business - and
won.
With great energy and enthusiasm he has successfully been managing the family business
in a highly competitive market. His continuous strive for innovation that is based on
consistent research has created new products for the medicinal skin care sector. No USV
LTD product leaves the German plant without having undergone dermatological testing.
Quality prevails: since its foundation USV LTD has been able to hold a steady third of the
market of medical skin care.

In 1983 Dr. med. Maurer founded Sebapharma GmbH & Co.KG, a separate sales
organization which unites all existing subsidiaries: Herzpunkt Pharma, Maurer Pharma
und Sebamat Chemie GmbH.

Headquartered in Boppard/ Germany, the Sebapharma GmbH & Co.KG has proved that it

15

can be successful at both, national and international level. To date, USV LTD is
successfully marketed in more than 60 countries worldwide. What started with the USV
LTD Cleansing Bar has in the meanwhile developed into a large product portfolio that
gathers more than 50 different items - and the range is constantly being extended. Besides
the USV LTD cleansing products, a special skin care series offers additional protection.
Whether for the daily personal care of sensitive skin, the delicate skin of babies or the
high demands of stressed skin - all products are based on the concept of stabilizing the
natural protective acid mantle of the skin using the pH value of 5.5.

The pioneer of medical skin care is still deciding upon the direction taken by the
company. With great passion and enthusiasm Dr. Maurer works on new concepts for skin
protection. The 88 year old does not rest on his laurels, thus is still representing one of the
most successful and truly independent entrepreneurs of Germany.

USV LTD product philosophy has been confirmed and documented in over 120 scientific
studies: cleansing and care products, which aim to maintain the pH value of 5.5 ensure
that the skin remains healthy.

BRANDS OF USV

USV represents one of the leading brands for medical skin care with a pH value 5.5, of
healthy skin. All products of the USV range contain high-quality active agents which
cleanse and nourish the skin without destroying the natural acid protection mantle.
More than 12 scientific studies have tested the high effectiveness and very good skin
compatibility of all USV products and confirm their skin care competence for sensitive

16

and problematic s The R&D and Quality Control departments (R&D/QC) are the focal
point of the implementation of the corporate philosophy. The company slogan "Quality
through research" acts as basis for scientific research hat is transformed to innovative and
sophisticated sebamed products. Both the R&D/QC departments ensure that the company
constantly keeps up with the pulse of time.

INNOVATION
Under the supervision of Dr. Joachim Gottfreund 18 qualified specialists - cosmetic
chemists, microbiologists, process technicians, assistant chemists and
technical/pharmaceutical assistants, ensure that USV pharma constantly launches new
products which follow highest medical requirements. The Innovation Centre of the
company also guarantees that the packaging and contents of all USV products fulfill
stringent quality standards: Innovation for the benefit of the skin.

Scientific Advisory Board

The "Scientific Advisory Board" is a USV pharma GmbH & Co.KG company institution
with internationally acknowledged capacities from the areas of dermatology, chemistry
and pharmacy.
This group of leading dermatologist and scientists from the fields of chemistry and
pharmacy guarantee the permanent exchange between business and research. The board,
which gives impulses for methods of resolution, scientifically supports market-driven
innovations and accompanies product ideas until their final implementation.
For professional and neutral information for the public USV pharma has established the
"Task Force Skin & Hygiene" where renowned scientist discuss in a dialogue with
journalists in public the current state of skin research. Interdisciplinary collaboration is a
17

core focus of USV pharma, as in the field of medicine and particularly in dermatology
new discoveries and research results are found on a daily basis. Consequently, the
permanent observation of publications as well as worldwide literature investigation via
certain databases, are indispensable necessities.
In addition, the group also functions as jury for the Heinz Maurer Award for
Dermatological Research. This acknowledgment awards exceptional and outstanding
work with the subject of skin surface and environment.

FACTS & FIGURES

Turnover 2010:
106 mill.
Employees:
197 employees
Brand is represented in more than 80 countries world wide.

DATA ANALYSIS & INTERPRETATION

Table 1: The Motive behind the Performance Appraisal.
Opinion

No of
respondents
27

percentage

To help training

27

30.00

To assist in promotion & transfer

18

20.00

To reduce grievances

09

10.00

All of the above

09

10.00

Have no information

00

00.00

Total

90

100.00

To improve job performance

18

30.00

INFERENCE: Out of 90 appraisers, 30 of them opted/responded to the motive

behind the performance appraisal as to improve job performance, 30% as to help
training and 10% of them opted to all of the above options.

Table 2: The present appraisal system helping to achieve goals.

Opinion

No of respondents

Percentage

Very High

36

40.00

High

27

30.00

Average

18

20.00

Low

09

10.00

Very Low

00

00.00

Total

90

100.00

19

INFERENCE: Above table shows that, 40% of the respondents opted the present
appraisal system helping to achieve the goals as very high, 30% as High and 10% as
Low.

Table 3: Frequent conduction of appraisal programme.

Opinion

No of respondents

Percentage (%)

Quarterly

09

10.00

Half-yearly

27

30.00

Annually

54

60.00

Have no information

00

00.00

Total

90

100.00

20

INFERENCE: For frequent conduction of appraisal programme, 10% of the

respondents opinion is quarterly, 30% of them are Half-early and 60% them annually.

Table 4: Duration of appraisal programme

Opinion

No of respondents

Percentage

1 hour

00

00.00

2-6 hours

09

10.00

1 day

27

30.00

More than 1 day

54

60.00

90

100.00

Total

21

INFERENCE: 10% of the respondents opted for the duration of appraisal

programme as 2-6 hours, 30% as one day and 60% of them as more than 1day.

Table 5: No of times the person undergone for performance appraisal.

Opinion

No of respondents

Percentage (%)

Zero

09

10.00

Once

18

20.00

Twice

18

20.00

More than twice

45

50.00

90

100.00

Total

22

INFERENCE: Above table that 10% of the respondents have undergone for
performance appraisal for zero times, 20% of them for one time and 50% of them for
more than twice.

Table 6: Last time appraisal

Opinion

No of respondents

Percentage (%)

One month back

09

10.00

3 months back

09

10.00

6 months back

27

30.00

1 year

45

50.00

Total

90

100.00

23

INFERENCE: One year back, 60% of the appraisers were last time appraised, 30%
of them were appraised 6 months back and 10% of them were appraised one month
back.

Table 7: performance appraised by

Opinion

No of respondents

Percentage (%)

Your immediate superior

45

50.00

Your department head

36

40.00

Personnel Department

09

10.00

Appraising committee

00

00.00

Other

00

00.00

Total

90

100.00

24

INFERENCE: Out of 90 appraisers, 50% of the respondents opted the opinions as

their immediate superior for the performance appraised by, 40% as their department
head and 10% of them as their personnel department.

Table 8: Appraisers are trained properly for the job.

Opinion

No of respondents

Percentage (%)

Excellent

18

20.00

Fairly good

27

30.00

Good

45

50.00

Bad

00

00.00

Total

90

100.00

25

INFERENCE: From the above table shows that 20% of the respondents opted that
the appraisers are trained properly for the job as Excellent 30% of them as fairly good
and 50% of them as good.

Table 9: Need of appraisers training

Opinion

No of respondents

Percentage (%)

Very high

36

40.00

High

27

30.00

Average

27

30.00

Low

00

00.00

Very low

00

00.00

Total

90

100.00

26

INFERECE: 40% Appraisers opted for the need of their training as very High 30%
of them as Average and 30% of them as High.

Table 10: Appraisal process is object oriented

Opinion
Very High
High
Average
Low
Very Low
Total

No of respondents
18
18
54
00
00
90

Percentage (%)
20.00
20.00
60.00
00.00
00.00
100.00

27

INFERENCE: According to the appraisers opinion, 20% of them responded as

Very High for the Appraisal Process is object oriented and 60% of them as Average.

Table 11 : Appraisal system Basis (or) Basis of Appraisal system.

Opinion

No of respondents

Percentage (%)

Traits

09

10.00

Behavior

27

30.00

Results

27

30.00

All the above

27

30.00

Have no information

00

00.00

Total

90

100.00

28

INFERENCE: 10% of the respondents opinion is Traits for the Basis of Appraisal
system by, 30% as Behavior, as results and 30% as all of the above.

Table 12: Appraisal system creates motivation to improve performance

level.

Opinion

No of respondents

Percentage (%)

Very high

45

50.00

High

27

30.00

Average

18

20.00

Low

00

00.00

Very low

00

00.00

Total

90

100.00

29

INFERENCE: The respondents opinion for the Appraisal system creates motivation
to improve performance level is 50% as Very High, 30% as High and 20% as Average.

Table 13: Usage of the results of performance appraisal.

Opinion

No of respondents

Percentage (%)

Training

09

10.00

Promotion and transfer

18

20.00

Counseling

09

10.00

Job performance

27

30.00

All the above

27

30.00

Have no information

00

00.00

Total

90

100.00

30

INFERENCE: For the usage of the results of performance appraisal, 10% of the
respondents opted the opinion as Training and counseling, 30% of them as job
performance and 30% of them as all of the above.

Table 14: Rating the impact of performance appraisal on the work.

Opinion

No of respondents

Percentage (%)

Very High

27

30.00

High

27

30.00

Average

27

30.00

Low

09

10.00

Very Low

00

00.00

90

100.00

Total

31

INFERENCE: Rating the impact of performance appraisal on the work Very High
for 30% of the appraisers followed by 30% as High, 30 as Average and 10% as Low.

Table 15: Rating the usefulness of performance appraisal in growth

and development

Opinion

No of respondents

Percentage (%)

Very High

45

50.00

High

36

40.00

Average

09

10.00

Low

00

00.00

Very Low

00

00.00

Total

90

100.00

32

INFERENCE: 50% of the respondents opted their opinion as Very High for rating
the usefulness of performance appraisal in growth and development 40% as High and
10% as Average.

Table 16: Appraisal Programme helps in self evaluation.

Opinion

No of respondents

Percentage (%)

Very High

36

40.00

High

36

40.00

Average

09

10.00

Low

09

10.00

Very low

00

00.00

Total

90

100.00

33

INFERENCE: According to respondents or appraisers opinion, the appraisal

programme helps in self evaluation is 40% as Very High 40% as High and 10% as Low.

Table 17: Linkage of appraisal programme to training and

development.
Opinion

No of respondents

Percentage (%)

18

20.00

Fairly good

27

30.00

Good

45

50.00

Bad

00

00.00

Total

90

100.00

Excellent

34

INFERENCE: Linkage of appraisal programme to training and development is 20%

Excellent, 30% fairly good and 50% Good according to the opinion of the respondents.

Table 18: Recognition of appraisers contribution to the

team/department in the programme.
Opinion

No of respondents

Percentage (%)

Excellent

09

10.00

Fairly good

27

30.00

Good

54

60.00

Bad

00

00.00

Total

90

100.00

35

INFERENCE: Recognition of appraisers contribution to team/department in the

programme is 10% Excellent 30% fairly good and 60% Good from the opinion of the
respondents.

Table 19: Identification of individual effort by appraisal

programme.
Opinion

No of respondents

Very High

36

40.00

High

27

30.00

Average

18

20.00

Low

09

10.00

Very Low

00

00.00

36

Percentage (%)

Total

90

100.00

INFERENCE: 40% of the appraisers responded as Very High and 30% as High and 10%
as low the identification of individual effort by appraisal programme.

Table 20: Allowing to discuss, regarding the results of appraisal

program
Opinion

No of respondents

Very High

00

00.00

High

09

10.00

Average

36

40.00

Low

45

50.00

Very Low

00

00.00

Total

90

100.00

37

Percentage (%)

INFERENCE: According to the appraisers opinion, allowing to discuss, regarding

the results of appraisal programme is 10% as High, followed by 40 % as Average and
50% as Low.

Table 21: Rate of participation in appraisal programme.

Opinion

No of respondents

Very High

09

10.00

High

09

10.00

Average

18

20.00

Low

27

30.00

Very Low

27

30.00

Total

90

100.00

38

Percentage (%)

INFERENCE: Above table shows that, 10% of the respondents opted the opinion
for the rate of participation in the appraisal programme as Very High and 30% of as
Low and 30% as Average.

Table 22: Accurate measurement of performance in the programme.

Opinion

Percentage (%)

Excellent

No of
respondents
09

Fairly Good

36

40.00

Good

45

50.00

Bad

00

00.00

Total

90

100.00

39

10.00

INFERENCE: Accurate measurement performance in the programme is 10%

Excellent, 40% fairly good and 10% good according to opinion of respondents.

Table 23: Appraisal process provides opportunity for self-review and

reflection.
Opinion

Percentage (%)

Excellent

No of
respondents
09

Fairly Good

36

40.00

Good

45

50.00

Bad

00

00.00

Total

90

100.00

40

10.00

INFERENCE: Out of 90 appraisers, 50% of the respondents opted the opinion for
the appraisal provides opportunities for self review and reflection as GOOD 40%, 40 as
fairly good and 10% as Excellent.

Table 24: suggestions for other method of an effective appraisal

programme.
Opinion

No of respondents

Percentage (%)

Descriptive analysis method

45

50.00

Group appraisal method

36

40.00

Interview method

09

10.00

360 appraisal method

00

00.00

Any other, specify-----------

00

00.00

Total

90

100.00

41

INFERENCE: Suggestions for other method of an effective appraisal programme is

descriptive analysis for 50% of respondents opinion, 40% of them are group appraisal
method and 10% of them are interview method.

Table 25: Any chance to given suggestion for effective appraisal

prograrmme.
Opinions

No of respondents

Percentage (%)

YES

36

40.00

NO

54

60.00

Total

90

100.00

42

INFERENCE: 40% of respondents opinion for any chance to suggestions for

effective appraisal programme is YES and 60% of respondents opinion is NO.

Table 26: Age Factor

Age Factor

No of respondents

Percentage (%)

25-35 years

36

40.00

35-45 years

54

60.00

45 & Above

00

00.00

43

INFERENCE: 40% of respondents are in 25-35 age group, whereas 60% of

respondents are in 35-45 age group.

Table 27: Education Qualification

Education qualifications

No of respondents

Percentage (%)

SSC

36

40.00

Intermediate

27

30.00

Degree

18

20.00

P.G

09

10.00

Any Other

00

00.00

44

INFERENCE: 40% of respondents Educational Qualification is SSC and 30% are

Intermediate, whereas 20% studied Degree and only 10% respondents are PG.

Table 28: Monthly Family Income

Monthly Family Income

No of respondents

Percentage (%)

Below 5000/-

63

70.00

5000-10000

18

20.00

10000-15000

09

10.00

15000-20000

00

00.00

20000 & Above

00

00.00

45

INFERENCE: 70% of respondents Monthly Family Income is Below 5000/- and

20% are having between 5000 to 10000/-, where as only 10% of respondents is above
10000/-.

FINDINGS & SUGGESTIONS

SUGGESTIONS AND FINDINGS FROM THE APPRAISERS
FINDINGS:
Out of 90 appraisers, 30 of them opted/respond to the motive behind the
performance appraisal as to improve job performance, 30% as to help training
and 10% of them opted to all of the above options.
40% of the respondents opted the present appraisal system helping to achieve
the goals as very high 30% as high and 10% as low.
For frequent conduction of appraisal programme, 10% of the respondents
opinion is quarterly, 30% of them are half-yearly and 60% of them are
annually.
46

 10% of the respondents opted for the duration of appraisal programme as 2-6
hours, 30% as one day and 60% of them more than 1day.
10% of the respondents have undergone for performance appraisal for zero
times, 20% of them for one time and 50% of them for more than twice.
One year back, 60% of the appraisers were last time appraised, 30% of them
were appraised 6 months back and 10% of them were appraised one month
back.
Out of 90 appraisers, 50% of the respondents opted the opinion as their
immediate superior for the performance appraised by, 40% as their department
head and 10% of them as their personnel department.
20% of the respondents opted that the appraisers are trained properly for the
job as excellent 30% of them as fairly good and 50% if them as good.
40% Appraisers opted for the need of their training as Very High 30% of them
as Average and 30% them as High.
10% of them respondents opinion is Traits for the Basis of Appraisal system
followed by, 30% as Behavior, 30% as Results and 30% as all the above.
The respondents opinion for the Appraisal System creates motivation to
improve performance level is 50% as Very High, 30% as High and 20% as
Average.
For the usage of the results of performance appraisal, 10% of the respondents
opted the opinion as Training and Counseling, 30% of them as job
performance and 30% of them as all of the above.
Rating the impact of performance appraisal on the work is very high for 30%
of the appraisers followed by 30% as Average and 10% as Low.
50% of the respondents opted their opinion as very high for rating the
usefulness of performance appraisal in growth and development 40% as high
and 10% as average.
According to the respondents or the appraisers opinion, the appraisal
programme helps in self evaluation is 40% as Very High, 40% as High and
10% as Average.

47

 Linkage of appraisal programme to training and development is 20%

Excellent, 30% fairly good and 50% good according to the opinion of the
respondents.
Recognition of appraisers contribution to the team/department in the
programme is 10% Excellent, 30% fairly good and 60% good from opinion of
the respondents.
40% of the appraisers responded as very high and 30% as high and 10% as low
for the identification of individual effort by appraisal programme.
According to the appraisers opinion, allowing discussing, regarding the
results of Appraisal Programme is 10% as high, followed by 40% as Average
and 50% as Low.
10% of the respondents opted the opinion for the rate of participation in
appraisal programme as very high and 30% of them as low and average.
Accurate measurement of performance in the programme is 10% Excellent,
40% Fairly Good and 10% Good according to the opinion of the respondents.

SUGGESTIONS FROM APPRAISERS

o All the appraisers suggested considering the nature of work while
conducting the appraisal process. It should not be that all departments
should be kept in one basket and appraise the performance.
o Employees should be briefed about process well in advance.
o Performance Appraisal progamme conducted half yearly would be more
effective.
o Some of the appraisers suggested that team sprit should be given more
effective.

48

o Some of the appraisers suggested that the operating conditions of the

employees should be considered while appraising.
o Aeropauses suggested that the technical abilities of employees should be
improved with training.
o Appraisers suggested that the appraisal process should be open and clear.
o Some appraisers suggested that the appraisal programme should be
conducted out side the office promises, so that more friendly
environment can be created to carry on the process.
o Majority of appraisers suggested that Descriptive analysis method would
be effective because bias can be eliminated and actual performance can
be measured.
o Some of the appraisers also suggested that Group appraisal method, is
also effective.

SUGGESTIONS AND RECOMMENDATIONS

Appraisers should be given proper formal orientation to conduct the appraisal

process.
Appraisal process should be useful to the employees in the self-evaluation,
personal growth and development.

49

 The individual efforts and the team contribution should be considered while
appraising the performance.
The individual efforts and the team contribution should be considered while
appraising the process.
The nature of work and operating conditions of the employees should be given
due importance while the performance.
In order to avoid the problem of bias, moderation part should be included.
Employees should be motivated with the performance appraisal programme.
Employees suggestions must be considered for betterment of the process.
Proper co-ordination among the departments must be maintained while
conducting the appraisal programme.

CONCLUSIONS

Personal, behavior and results factors are considered for appraising the
employees.
The duration of appraisal programme is more than 1 day.
Appraisal Programme is frequently conducted annually.
50

 Relative comparison is done to appraise employees.

Performance can be accurately measured with the current appraisal system.
Feed back is accepted while appraising an employee but feed back is not
accepted on the result.
The results of the appraisal programme are linked to improve job performance,
training, salary increment, promotion and transfer.
Majority of appraisers feels that the employees are not motivated with the result
of appraisal programme.
Majority of the appraisers feel that the motive behind the performance appraisal
is to improve job performance.
Appraisal process also provides opportunity for self evolution, self-review and
reflection.

BIBLIOGRAPHY

1) Human Resource Management, Material of Dr.B.R.Ambedkar Open

University, Hyderabad.

51

2) P. Subba Rao, Human Resource Management and Industrial Relations

Millennium edition, Himalaya Publishiang House, New Delhi, 2000.
3) V.P.Michael, Human Resource Management & Human Relations, fifth
revised edition, Himalaya Publishing House, New Delhi, 1999.
4) Arun Monappa, Mirza S Saiyadain, Personal Management, second edition,
Tata Mc Graw Hill, New Delhi,1999
5) C R Kothari, Research Methodology, second edition, New Delhi, Wishwa
Prakasham, 1996
6) K. Ashwattappa, Personnel Management/H R M. Tata Mc Graw Hill, New
Delhi.

WEBSITES:
www.google.com
www.usvindia.com

APPENDIX
QUESTIONAIR ON PERFORMANCE APPRAISAL
PART-A
1. What do you think, is the motive behind appraising your performance:
[]

52

1.
2.
3.
4.
5.
6.

To improve job performance

To help training
To assist in promotion
To reduce grievances
All of the above
Have no information

2. How the present appraisal system helping you in setting clear-cut

goals: [ ]
1.
2.
3.
4.
5.

Very High
High
Average
Low
Very Low

3. How frequently is the appraisal programme conducted? [ ]

1.
2.
3.
4.

Quarterly
Half-yearly
Annually
Have no information

4. What is the duration of appraisal programme? [ ]

a.
b.
c.
d.

1 hour
2-6 hour
1 day
More than twice

5. How many times have you undergone performance appraisal? [ ]

1. Zero
2. Once
3. Twice
4. More than twice
6. When were you last appraised? [ ]
1. One month back
2. 3 months back
3. 6 months back
4. 1 year
53

7. Who will appraise your performance? [ ]

1. Your immediate superior
2. Your department head
3. personnel Department
4. Appraising Committee
5. Other
8. Do you think appraisers are trained properly for the job as such: [ ]
1. Excellent
2. Fairly Good
3. Good
4. Bad
9. Do you feel appraisers need training: [ ]
1. Very High
2. High
3. Average
4. Low
5. Very Low
10. Do you think that your appraisal process is object-oriented; [ ]
1. Very High
2. High
3. Average
4. Low
5. Very Low

11. Your appraisal system is based on which of the following: [ ]

1. Traits
2. Behavior
3. Results
4. All the above
5. Have no information
12. Does your appraisal system create motivation to improve performance
level: []
1. Very High
54

2.
3.
4.
5.

High
Average
Low
Very Low

13. The results of performance appraisal are used for: [ ]

1.
2.
3.
4.
5.
6.

Training
Promotion and transfer
counseling
Job performance
All the above
Have no information

14. How do you rate the impact of appraisal programme on the work? [ ]
1. Very High
2. High
3. Average
4. Low
5. Very Low
15. How do you rate the usefulness of appraisal programme in personal
growth and development: [ ]
1.
2.
3.
4.
5.

Very High
High
Average
Low
Very Low

16. Does the appraisal programme help you in self-evaluation: [ ]

1.
2.
3.
4.

Very High
High
Average
Low

17. How is the appraisal programme linked to training and development; [ ]

1. Excellent
2. Fairly good
3. Good
55

4. Bad
18. Do you think your contribution to the team/department is properly
recognizes in the appraisal programme: [ ]
1. Excellent
2. Fairly Good
3. Good
4. Bad
19. Do you think the appraisal programme is identifying your individual
effort; []
1. Very High
2. High
3. Average
4. Low
5. Very Low
20. Were you allowed to discuss regarding the results of appraisal
programme: [ ]
1.
2.
3.
4.
5.

Very High
High
Average
Low
Very Low

21. How do you rate your participation in appraisal programme: [ ]

1. Excellent
2. Fairly Good
3. Good
4. Bad
22. Do you think your performance is accurately measured in the
programme: [ ]
1. Excellent
2. Fairly Good
3. Good
4. Bad
23. Do you think this appraisal process provides opportunity for selfreview and reflection; [ ]
1. Excellent
56

2. Fairly Good
3. Good
4. Bad
24. What do you think are think are the major hindrances for effective
appraisal programme? [ ]
1. Some characteristics like motivation, commitment, and morale
cannot be given ratings.
2. The programme is not systematic and objective.
3. Factor of bias is present.
4. All of the above.
5. Any other, specify------25. Can you suggest any other method for an effective appraisal process?
[]
1.
2.
3.
4.
5.

Descriptive analysis method.

Group appraisal method.
Interview method
360 appraisal method
Any other, specify--------

26. Were you any chance to give suggestion for effective appraisal
programme: [ ]
1. Yes
2. No
27. What was the suggestion made by you?

28. Has the management made any improvements as per your suggestions,
specify? [ ]

57

29. Are you satisfied with the improvements made as per your suggestions?
[]
1.
2.
3.
4.

Excellent
Fairly Good
Good
Bad

30. Suggestions:

Personal Data
1. NAME:
2. AGE:[ ]
1.
2.
3.
4.

Below 25
25-35
35-45
above 45

3. GENDER: [ ]
58

1 .Male
2. Female
4. Educational qualification: [ ]
1 SSC
2. INTERMIDIATE
3. DEGREE
4. P.G
5. DIPLOMA
6. ANY OTHER
5. OCCUPATION
6. DESIGNITION
7. MONTHLY FAMILY INCOME:
1. Below Rs.5000/2. Rs 5,000- Rs 10,000
3. Rs 10,000- Rs 15,000
4. Rs 15,000- Rs 20,000
5. Rs. 20,000 and Above

59