PERORMANCE APPRAISAL

CHAPTER – 1
INTRODUCTION
HUMAN RESOURCE MANAGEMENT
Any organization needs for its survival and growth, Money, material,
machinery and men (the 4 m’s). The success or failure of any organization
depends on the effective combination of these factors money, material, and
machinery will yield nothing if the “men” i.e. the work force (HR) factor is
not up to the mark.

The labor input is vital to the success of any organization without effective
employee, the organization may not produce its goods and services
effectively and the very survival itself is a big question. The organization
should care about human resources.

HRM address this concern through managing people at work. It is mainly
concerned with employee’s both as on individual as well as a group. The
aims are to get better result with their combination or active enrolment in the
functioning of organization. HRM should aid and direct work force in
maximizing their personal contribution.

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PERORMANCE APPRAISAL

HRM not only identifies the potentialities of the employees but also nurtures
develop and make us of the same to the maximum extent …………….1
THEORETICAL OVERVIEW
Organization today knows that outstanding business performance raises the
best possible performance by every team and every employee. How to
ascertain weather an employee has show his or her performance on a give
job, the answer is performance appraisal. Individual’s teams and
organization will all depend on receive feedback to improve the way they
perform.
Performance appraisal as a concept is not unique to the modern industrial
estate rather it is characteristic, common to all mean in which individual
match others appraise their behavior in accordance with that the individual
consider good or bad not only do we judge or rate others but also we are
aware that others are constantly evaluating us.
Performance appraisal is one of the extent methods, which includes
comprehensive detailed information on the latest state of art performance,
appraisal methods and techniques it bridges the gap b/w the theory practice

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PERORMANCE APPRAISAL

with truly useful information about designing and implementing appraisal
system.

Once the employee has been selected, trained and motivated, he is then
appraised for his performance appraisal is the step where the managements
find out how effective it has been at hiring and placing employees. If any
problem is identified steps are taken to communicate with the employee and
to remedy them ‘P.A’ is a process of evaluating employee’s performance of a
job in terms of requirements ………….2

HEYEL observed “it is a process of evaluating the performance and
qualification of employee’s in terms of the requirement of the job for which
is employed for the purpose of administration including placement.
Selection for promotion providing financial rewards and other factors
affecting an members equally”.

3

Suggested time periods include three and six month appraisals During This time the employee is learning the expectations of the job and the Company. Performance appraisal has been around For hundreds of years. as it is only human nature to evaluate fellow Colleagues.PERORMANCE APPRAISAL PERFORMANCE APPRAISAL INTRODUCTION One phase of the annual performance management cycle is performance appraisal. Performance appraisals are also effective and useful during the beginning Period of employment at set intervals or when an employee changes job duties. setting new Performance objectives. and delivering the review verbally in a face-to-face meeting. documenting the review. 4 . the process of reviewing employee performance.

 To study whether the employees are satisfied or dissatisfied with the performance appraisal procedure in the organization. 5 .  To known the degree of fairness or impartiality in performance for promotions. promotion and productivity.  To study whether the effective performance appraisal procedure is creating the healthy working condition in the organization.  To study whether the salary resize are directly proportionate to performance of the employees in the organization.  To study the employee appraisal procedure in Bharath Industries  Impact of performance appraisal in employee’s Motivation.PERORMANCE APPRAISAL OBJECTIVES.

authors and procaines have defined P. In his behavior. attitudes.PERORMANCE APPRAISAL DEFINATIONS Different theories. scholars. skills or job knowledge they let him know “where he stands” with the boss. in a position to observe his performance.  They are means of telling subordinates how he is doing to suggesting needed changes. 6 . in different ways: Performance appraisal is defined as a systematic. periodic evaluation of the worth of an individual to an organization usually made by a superior or someone. transfers demotions and terminations. MC GEGOR says “Formal appraisal man’s are designed to meet their three needs One of the organization and other two of the individual via :-  They provide systematic judgment to back up salary increase.A.

A. A formal definition is “it is the systematic evolution of an individual with respect to his or her performance on the job and his or her potential for development”.PERORMANCE APPRAISAL  The superior uses them as a base for coaching and counseling the individual. 7 . Related behavior and outcomes to discover how and why the employees is presently performing on the job and how the employee can perform more effectively in future so that the employee organization and society all benefit. is a formal structure system of measuring and evaluating an employee’s job. A more comprehensive definition is P.

To let the employees know where they stand in so far as their performance is concerned to assist them with constructive criticism and guidance for their purposes of their development. To Asses the training and development need’s of employee’s 4. 2. To effect promotion based on competence and performance. To improve communication performance appraisal provides a format for dialogue b/w the superior and the sub ordinate and improves understanding of personal goals and concerns. 6. To decide upon a way raise where (as in UN organized sector) many scale has not been fixed. 5. 8 . .PERORMANCE APPRAISAL OBJECTIVES OF PERFORMANCE APPRAISAL: The main purpose of employee assessment is as follows: 1. To confirm the services of probationary employee’s upon they are completing the probationary period satisfactory. 3.

The result of this program reveal whether the individual are performing according to the expectations many organizations have began to place greater emphasis on their performance appraisal programs. performance appraisal can be used to determine whether HR programmers such as selection. It is appropriate to say that performance review brings the selection program to an end. 9 . The benefits area as follows: The process of listing man job objective by the employee and their review by his immediate superior dent to eliminate any miss understanding as to the job objectives. training and transfers been effective or not. Finally. Performance review program is an important management tool. The performance review program is designed to help to accomplish this end by having each employee become engaged in a continuous using program of self development that has been mutually conceived accepted by both the employee and superior.PERORMANCE APPRAISAL 7.

 Performance review helps in determining development and training needs of personnel. The reviews are important concerning opportunities through which the superior can help to improve sub-ordinate performance or prepare for increased responsibilities.PERORMANCE APPRAISAL  The performance review raises each superior to consider at regular intervals the relatives strengths and weakness of each subordinate and to reassure the performance against assigned responsibilities.  Performance reviews to provide objective basis for discussing salaries and wages.  It also makes each employee to know where he stands.  It also fasters good personal relations because misunderstandings are eliminated during the post appraisal interviews. 10 .

PERORMANCE APPRAISAL  By appraising the performance of new employee’s various recruitment and selection methods techniques can be validated. This will give him a sense of participation and probably increase his job satisfaction.  The sub ordinate is consulted in setting up of standard performance and he given opportunity to express his opinion during the post appraisal interview. 11 .

12 . Traditional and highly systematic measured of Employee characteristics and employee contribution or both is evaluates all the performances in the same manner utilizing the same approach so that ratings obtained from different persons are comparable. Generally speaking three approaches are used in making P.A. A casual unsystematic and often hazard appraisal: This method was commonly used in the past.PERORMANCE APPRAISAL APPROCHES TO P. but now it has given more to more formal method. The main basis being seniority or quantitative measures of quality or quantity of output for rank and fine personal.A.

A. capability and responsibility of human beings. People will be productive and develop more quickly if they know clearly: What is expected to them?  How are they doing against expectations?  How to get help to do a good job? 13 .PERORMANCE APPRAISAL The behavior approach emphasizing mutual goal settings According to MC GREGO. This approach is based on the behavior value of fundamental trust in the goodness. The primary approach of P. is to ensure communication between manager and employee in order to plan. and improve performance in the current position. review. in the traditional approach the supervisor is placed in the position of playing gods The judges and at time criticizes the personal worth of his men therefore emphasis has been laid upon providing mutual goal setting and appraisal of progress by both the appraiser and praise.

The reporting by the rater is indication of positive or negative points with respect to the employee behavior of the job. Checklist method Under this method the rather does not evaluate employee performance but he only does the reporting based on which the MR department does the final assessment. Rating scale offers the advantages of adaptability.PERORMANCE APPRAISAL PAST ORIENTED METHOD Rating scale The typical rating scale system consists of several numerical scales. relatively easy use and low cost. 14 . then computer the employee’s total numerical score. Each representing a job related performance Criterion. Each scale ranges from the excellent to the poor. The rather checks the appropriate performance level on each criterion.

PERORMANCE APPRAISAL METHODS OF APPRAISAL They can be classified into 2 sections  Past oriented methods  Further oriented methods Each group has several techniques as shown below PAST ORIENTED METHOD FUTURE ORIENTED METHOD  Rating scales * Management by objectives (MBO)  Checklist method  Forced choice method  Critical incidents methods  Behaviorally Anchored rating scales * Assessment Centers  Performance tests and observations  Cost accounting methods Forced choice description method 15 .

The approach focuses on certain critical behavior of an employee that makes all the difference b/w effective and no effective performance of the job. This method is know as forced choice method because the raters are forced to select statements. The disadvantage is that the statement may not be properly framed. They are said to be behaviorally anchored 16 . The advantage of this method is the absence of personal bios in ratings. which are ready made. These statements are arranged in block of two or more and the rather indicates which statement is more or less descriptive of the employees. The superiors record such incidents as and when they occur. the rater is given a series of statements of an employee. Critical incidents method This method has generated a lot of interest these days. Behavior anchored rating scales (BARS) BARS are rating scales whose scales points are determined by statement of effective and ineffective behavior. One of the advantages of this method is that evaluation is based on actual job behavior.PERORMANCE APPRAISAL In this.

17 .PERORMANCE APPRAISAL in that the scales represent a range of descriptive statements of behavior varying from the least to the most effective a rater indicates which behavior on each scale best describes an employee’s performance. The test must be reliable and validates to be useful. The employee yield to his/her organization a relationship is established between the cost included in keeping the employee and the benefit the organization derives from his/her performance is then evaluated based on the established relationship. Performance test and observations The employee’s assessments are based upon a test of knowledge or skills. Cost accounting method This method evaluates performance from the monitory returns.

Psychological tests and discussions with the supervisors and review of other evaluations. define each individuals major areas of responsibility in teams of results expected of him use these measures as guidelines for operating the unit and assigning the contribution of its members the steps involved are. Psychological appraisals When psychologists are used for evaluations they assess an individual’s future potential and not past performance.PERORMANCE APPRAISAL FUTURE ORIENTED APPRAISALS Management by objectives (MBO) This is a process whereby the superior and sub ordinate managers of an organization jointly define or identify its common goals. The appraisal normally consists of in depth intervals.  Performance review at the end of the period  Set further objectives for the future.  Setting of objectives consistence with the co Objectives time duration allowed and basis of judgment. 18 .

The principal idea is to evaluate managers over a period of time by observing their behavior across a series of selected exercises or work examples. Assessment centers: It is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. A will conducted assessment centre can achieve better forecast of future performance and progress than other method of appraisal. 19 .PERORMANCE APPRAISAL The psychologist then writes an evaluation of the employee’s intellectual. emotions motivational and other work related characteristics that suggest individual potential and may predict future performance.

transfer.A. 4. The main features are 1. It rates the job worker not the job. confirmation. It is an attempt to identify the efficiencies deficiencies of an employee. It helps in identifying those average employees. promotion. etc. It provides an adequate feed back to each employee for his or her performance. 7. It is used as scientific techniques for coaching and consulting of an employee by his supervisor / officer. 20 . demotions and terminations. It provides a systematic judgment on salary increases. who need special care observation. 2.PERORMANCE APPRAISAL FEATURES OF P. 3. control. 5. It serves as basis for improving or changing an employee’s behavior towards some more effective working habits. 6.

4. To create and maintain a satisfactory level of performance.A. 1. 5. 21 . 6. 2.PERORMANCE APPRAISAL PURPOSE OF P. To facilitate for testing and validating selected tests. To provide information for making decision regarding lay off etc. 3. To facilitate fair and equitable compensation based a performance. 7. To guide the job changes with the help to continuous ranking. To help the superiors to have a proper understanding about their subordinate. To contribute the entire growth and development through training.

popularly known as “Research Designe” design regarding what.concening an enquiry of the research study constitute a research desgine a research design is arrangement of conductions of collection and analysis of data in the manner that aims to combine relevance to the research purpose with economy. 22 . is conducted.PERORMANCE APPRAISAL CHAPTER-2 RESEARCH DESIGN The task of defining the research problem is the preparation of the research Product. which research. It is a structure nothing. when by means. how much etc.

PERORMANCE APPRAISAL TITLE OF THE PROJECT AND STATEMENT OF THE PROBLEM The problem selected for the research is to make in in-depth study of the Prevalent “performance appraisal system” at BHARATH INDUSTRIES. research and experiment. Through discussion with Employees and supervision. Hence research has made effort to study its effectiveness of the system and The survey was aimed at knowing how the employee (both appraise and appraiser) fees above the system their suggestions. if any for making the System effective. The problem was specified. 23 . Performance appraisal and practice have been continuously done based on Innovation.

books. The researcher should keep in mind the two types of data Via. 1 primary data 2secoundary data For this research purpose the primary data was obtained by means of a Common structured question are that was given to employees. The Questionnaire was carefully planned to cover various aspects of the Appraisal system. newsletters etc 24 .PERORMANCE APPRAISAL TOOLS FOR DATA COLLECTION:The task of data collection beings after a research problem has Been identified while deciding about the method of data collection to be Used for the study. In deserving the questions. Care was taken to avoid bias the secondary data Was collected through magazines.

25 . the Research met all respondent and explained about the survey and got his Or her options through questionnaire. In spite of this. the same was distributed to employees Who are randomly selected from each group The employee’s were very busy in there activities.PERORMANCE APPRAISAL PLAN OF THE STUDY After preparing the questionnaire.

promotions  To know the system of performance appraisal system followed in the Organization is linked with following aspects 26 . promotions. with the employee’s  To know whether the system of performance appraisal is linked with Rewards. transfers etc.PERORMANCE APPRAISAL OBJECTIVE OF STUDY The study has been undertaken to fulfill as far as possible the Following objectives:  To know the accusary of the present system in evaluating poor Performance of the employees in the organization  To know whether the present system of performing improve the Individual performance in organization  To know the periodicity of the appraisal of performance of the Employees in the organization  To know whether the present system of performance appraisal is linked With rewards.

The individual represent employees working in different departments of the Co. 27 . responsibility or job rotation  Individual capacity and basic level of responsibility  Individual potential for growth.PERORMANCE APPRAISAL Additional work.  To know whether the employees are satisfied with present system of performance appraisal SAMPLE SIZE The workmen sample taken for analysis consists of 30 individuals. and incentives based on the performance of the executive. promotion. this was done to avoid bios and get a clear understanding about he Approach the employees.  To know whether the predetermined goals are realistic and attainable by employees  To know the criteria of performance appraisal.

PERORMANCE APPRAISAL LIMINATIONS OF STUDY o The study was conducted under limited period o The assumption are based on the answers given by limited(30) Employees o Only employees with the experience of being appraised were taken Into sample leaving out others 28 .

PERORMANCE APPRAISAL CHAPTER-4 DATA ANALYLSIS AND INTERPERATION 1. TABLE SHOWIGN THE YEAR OF SERVICE IN BHARATH INDUSTRIES YEAR OF SERVICE 1-5 5-10 10-15 NO. OF RESPONDENTS 40 7 3 PERCENTAGE 80 14 6 29 .

PERORMANCE APPRAISAL TABLE SHOWING THE YEAR OF SERVICE IN BHARATH INDUSTRIES 30 .

PERORMANCE APPRAISAL 2. OF RESPONDENTS 35 6 3 4 1 1 PERCENTAGE 70 12 6 8 2 2 TABLE SHOWIGN THE AGE OF THE EMPLOYEE 31 . TABLE SHOWIGN THE AGE OF THE EMPLOYEE AGE GROUP 21-30 30-35 35-40 40-45 45-50 50 & ABOVE NO.

From the above data it is clear that most of the employees that is 80% of the employees are completed their 1 to 3 years of service in the organization. Rest of the 14% completed 5 to 10 years.PERORMANCE APPRAISAL INFERENCE: . 6% of them have competed 10 to 15 years. 32 . It is clear that most of the employees are having between 1 to 5 years of work experience in the organization. TABLE SHOWIGN THE PERFORMANCE APPRAISAL CONDUCTED IN BHARATH INDUSTRIES. 3.

PERORMANCE APPRAISAL YEAR OF SERVICE Less than 5 5 to 10 10 to 15 15 and above RESPONDENTS 24 15 8 3 PERCENTAGE 48 30 16 6 TABLE SHOWIGN THE PERFORMANCE APPRAISAL CONDUCTED IN BHARATH INDUSTRIES. 33 .

Remaining 30%.From the above data it is clear that 48% of the people are assessed less than 5 times the current appraisal system in their service. 34 . 15 and above times respectively. 10-15. 16%. of the employees were assessed 5-10. TABLE SHOWIGN RATING OF PERFORMANCE APPRAISAL IN THE COMPANY BY THE EMPLOYEES.PERORMANCE APPRAISAL INFERENCE: . 4. 6%.

OF RESPONDENTS 6 7 14 15 8 PERCENTAGE 12 14 28 30 16 TABLE SHOWIGN RATING OF PERFORMANCE APPRAISAL IN THE COMPANY BY THE EMPLOYEES. 35 .PERORMANCE APPRAISAL RATINGS Very poor Poor Satisfactory Good Excellent NO.

TABLE SHOWIGN THE DEGREE OF FAIRNES/ IMPARTIALITY. 36 . 5. From this it is clear that more than fifty percent of the employees are satisfied with the performance appraisal procedure. 16%. So the satisfied employees can reach the organizational goal and work very efficiently.Out of 50 people 6 people rated performance appraisal s very poor. that constitute 12% to 7 people rated as poor that is 14%.PERORMANCE APPRAISAL INFERENCE: . 14 employees has rated as satisfied that is 28%. 15 and 8 employees rated it has good and excellent that is 32%.

PERORMANCE APPRAISAL RATINGS Very poor Poor Satisfactory Good Excellent NO. OF RESPONDENTS 5 5 13 12 15 PERCENTAGE 10 10 26 24 30 TABLE SHOWIGN THE DEGREE OF FAIRNES/ IMPARTIALITY. 37 .

TABLE SHOWIGN THE CAPABILITY OF PERFORMANCE APPRAISER. Where there is no much partiality in performance appraisal in the organization. 38 . good and excellent. because almost they have rated satisfactory.From the table it is clear that 30% of the people respondent the fairness in performance for promotions is excellent and 24% says it is good and 26% of employees say it is satisfactory and 10% of employees say it is poor and another 10% says it is very poor.PERORMANCE APPRAISAL INFERENCE: . 6.

PERORMANCE APPRAISAL RATINGS Very poor Poor Satisfactory Good Excellent NO. 39 . OF RESPONDENTS 5 6 18 14 7 PERCENTAGE 10 12 36 28 14 TABLE SHOWIGN THE CAPABILITY OF PERFORMANCE APPRAISER.

TABLE SHOWIGN THE FEED BACK OF THE RATIGN RATINGS NO.PERORMANCE APPRAISAL 7. OF RESPONDENTS PERCENTAGE 40 .

PERORMANCE APPRAISAL

Always
Occasionally
Rarely

16
21
13

32
42
26

TABLE SHOWIGN THE FEED BACK OF THE RATIGN

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PERORMANCE APPRAISAL

INFERENCE: - It w sound that 42% of the employees says that the feedback

of the rating is done occasionally. 32% always and 26% says rarely. It is
clear that the feedback of the employees is only done occasionally. Feed
back is more important in performance appraisal it should be improved by
tang the views of the employees.

8. TABLE SHOWIGN THE INCENTIVE PROPORTIONATE TO
THE PERFORMANCE APPRAISAL

42

PERORMANCE APPRAISAL

BASIS
Yes
No

NO. OF RESPONDENTS
27
23

PERCENTAGE
54
46

TABLE SHOWIGN THE INCENTIVE PROPORTIONATE TO THE
PERFORMANCE APPRAISAL

43

PERORMANCE APPRAISAL INFERENCE: . It is clear that the incentives are proportionate to the performance in the performance in the organization when it is proportionate the employee will perform better in his work.From the above data it is clear that out of 50 respondents 27 employees responded positively and 23 responded negatively. TABLE SHOWIGN THE CONDUCTING OF PERFORMANCE APPRAISAL RATERS NO. OF RESPONDENTS PERCENTAGE 44 . 9.

PERORMANCE APPRAISAL Supervisors Department Heads Self appraisal 7 17 26 14 34 52 CHART SHOWIGN THE CONDUCTING OF PERFORMANCE APPRAISAL 45 .

TABLE SHOWIGN THE TRAINING AFTER APPRAISAL BASIS NO. OF RESPONDENTS PERCENTAGE 46 . they are lagging behind and where they have to in prove by adopting this procedure. it is clear to them.From the above data it is clear that more than 52% of the employees are assessed by self-appraisal. 10.PERORMANCE APPRAISAL INFERENCE: .

PERORMANCE APPRAISAL Yes No Occasionally 20 25 5 40 50 10 CHART SHOWIGN THE TRAINIGN AGTER APPRAISAL 47 .

The analysis of the data shows that majority of the employees that is 50% says no.PERORMANCE APPRAISAL INFERENCE: . TABLE SHOWIGN THE EFFECTIVENCESS IN IDENTIFIYIGN THE TRAINING NEEDS 48 . It is very necessary to attend the training program in the organization. 11. and 40% and 10% says yes and occasionally. It is clear that most of the employees don’t attend the training after the appraisal in the organization.

PERORMANCE APPRAISAL BASIS Yes No NO. OF RESPONDENTS 20 30 PERCENTAGE 40 60 CHART SHOWIGN THE EFFECTIVENESS IN IDENTIFYING THE TRAINING NEEDS 49 .

Out of 50 employees 20 employees believe in there is an identification of the needs of the individuals in performance appraisal and the 30 employees go for no.PERORMANCE APPRAISAL EFFECTIVENESS OF IDENTIFYING TRAINING NEEDS 40% Yes 60% No INFERENCE: . TABLE SHOWIGN THE CONTRIBUTION OF THE EMPLOYEE TO ACCOMPLISH THE ORGANIZATIONAL GOALS 50 . 12. It is clear that the effectiveness of performance appraisal in identifying training needs of an individual is not good. So they have given more importance to the training needs of an individual by doing it more effectively.

OF RESPONDENTS 36 14 PERCENTAGE 72 28 CHART SHOWIGN THE CONTRIBUTION OF THE EMPLOYEES TO ACCOMPLISH THE ORGANIZATIONAL GOALS 51 .PERORMANCE APPRAISAL BASIS Yes No NO.

TABLE SHOWIGN THE VIEW CONSIDERATION IN PERFORMANCE APPRAISAL 52 .PERORMANCE APPRAISAL CONTRIBUTION TO ACCOMPLISH ORGANIZATIONAL GOAL 28% Yes 72% No INFERENCE: . 13. From this it is clear that most of the employees in the organization work for accomplishing the ultimate objective of organization.It is clear that 72% of employees say that performance appraisal is used in assessing the contribution an individual in accomplishing the organizational goals and the remaining 28% says no.

OF RESPONDENTS 43 7 PERCENTAGE 86 14 THE TABLE SHOWIGN THE VIEW CONTRIBUTION IN PERFORMANCE APPRAISAL 53 .PERORMANCE APPRAISAL BASIS Yes No NO.

PERORMANCE APPRAISAL VIEW CONSIDERATION IN PERFORMANCE APPRAISAL 14% Yes No 86% INFERENCE: . PRESENTATION OF HYPOTHESIS TESTING 54 .Majority of the employees says the view of the employees is taken into consideration that is 86% and the remaining 14% of the employee says it is not taken into consideration. It is clear that all most all the employees in the organization are satisfied with performance appraisal procedure in the satisfied employees are the assets to the company.

PERORMANCE APPRAISAL 1. RATINGS OF PERFORANCE APPRAISAL BY THE EMLOYEE IN THE ORGANIZATION Ratings Very poor Poor Satisfactory Good Excellent Number of respondents 6 7 14 15 8 Percentages 12 14 28 30 16 STEP-2 Let the null Hypothesis Ho: the ratings do not differ significantly Against alternative hypothesis H1: the ratings differ significantly STEP-2 under Ho.X2-test static is X2 =(o-E)2/E CALCULATION 55 .

6 1. The test is one tail test.6 1. for 4 df.5 0.00 STEP-3 Here df is 5-1 =4. at 5% level significance the critical value K=9.49(X2 table) 56 .6 2.4 2 X =7.PERORMANCE APPRAISAL O 6 7 14 15 18 Total 50 E 10 10 10 10 10 50 (O-E)2/E 1.

PERORMANCE APPRAISAL STEP-4 Decision making: Here calculated X2 =7. 57 . it is clear that in the organization the ratings do not differ significantly. That is the ratings to not differ significantly INFERENCE: From the above hypothesis testing.05=9.00 < k 0.49 Therefore Ho is accepted at 5% level of significance STEP-5 Since H1 is rejected accept Ho at 5% level of significance. The rating done by the employees is almost same in the organization.

PERORMANCE APPRAISAL 2. DEGERE OF FIRNESS/IMPARTIALITY IN PERFORMANCE APPRAISAL FOR PROOTION Ratings Number of Percentages Very poor Poor Satisfactory Good Excellent Respondents 5 5 13 12 15 10 10 26 24 30 STEP-1 Let the null hypothesis Ho: there is no partiality in appraisal Against alternative Hypothesis H1: there is partiality in appraisal STEP-2 Under Ho. X2 –test statistic is X2 = (O-E)2 /E CALCULATION O E (O-E)2/E 58 .

05=8.5 2 X =8.9 0.5 2.8.PERORMANCE APPRAISAL 5 5 13 12 15 Total 50 10 10 10 10 10 50 2. for 4 df at 5% level of significance the critical value K=9. 59 .49<k0.8 STEP-3 Here. therefore Ho is accepted STEP-5 Conclusion: Since H1 rejected accept H0 at5% level of significance.4 2.5 0. df is 5-1=4 The test is one tail test. That means no partiality in performance appraisal for promotion in the organization.49(from X2 table) STEP-4 Decision making: Here calculated X2 test=9.

PERORMANCE APPRAISAL INFERENCE. from the above Hypothesis. it is clear that in the organization there is no partiality in performance appraisal for promotion. Almost all the employees are happy with the performance appraisal procedure followed by the company 60 .

The feedback for rating in performance appraisal was occasionally conducted. When employee level of morale is high then the employees are motivated towards the work and finds good working environment. Which helps achieving individual as well as organizational goals? 3. 2. 4. 6. Majority of the respondent agreed that impartiality in performance appraisal for promotion is excellent.PERORMANCE APPRAISAL CHAPTER-5 FINDINGS&CONCLUSION FINDINGS 1. 5. 61 . It was found that there is recognition the top level management in identifying the needs and requirements of the employees. Organizational goals should achieve the profit and wealth maximization. It was found that most of the employees are satisfied with the performance appraisal method used by the organization.

13.PERORMANCE APPRAISAL 7. The monitory benefit was directly proportionate to performance appraisal in the organization. The organization has very pleasant and peaceful working environment in which employees will be motivated to work. 9. 62 . 12. Most of the performance appraisal is conducted through selfappraisal. 10. In the appraisal methods. The organization was following very good time management. Majority of the employees do not attend training programme after appraisal. Majority of employees said that they don’t involve in external curricular activities. Most of the employees agreed that the organization goal is achieved through assessing the employees’ performance. 8. 14. 11. superior take most of the views of the employees.

19. 63 .PERORMANCE APPRAISAL 15. 18. The assessment of current performance appraisal system is conducted once in a year that to less than 5 times in their service. Employees are co-operative while giving the information in the organization. 16. Most of the employees said that they are aware of productivity scheme. Employees are aware of performance appraisal methods that are followed in the organization. 17. Employees agreed that performance appraisal is assessed based on productivity.

PERORMANCE APPRAISAL CONCLUSIONS To start up any business everyone needs four M’s that is Men. Material. It has to be evaluated by the top management in every organization according to some norms and which has got direct impact on the performance of employees in any organization. without which the rest of four M’s cannot be managed and maintained properly. Money. Thus performance appraisal as to be conducted appropriately. Any organization survives only when they manage to the maximum extent of these resources. and we could see know the evaluation of managing men as human resource management. Thus in present business environment men are considered very significant in all organization. and Methods. 64 . Among these four M’s Men is considered as the biggest asset for any organization. which in turn helps to achieve individual and organizational goals as a whole. Performance appraisal is one of the important functions in HRM.

which is existing at BHARATHINDUSTRIES. Most of the employees are satisfied with present performance appraisal system. So it creates an environment to work better.PERORMANCE APPRAISAL To conclude the overall research “Employee perception towards the performance appraisal procedure at BHARATHINDUSTRIES. Majority of the employee felt that partiality shouldn’t be there in performance appraisal. 65 . Performance appraisal system is conducted once in a year at BHARATHINDUSTRIES all most all the employees are satisfied with that. Performance appraisal is directly proportionate to the monetary benefits in the organization and organization is having pleasant and peaceful working environment in which employees are motivated to work. The research clearly shows that performance appraisal followed by BHARATHINDUSTRIES is accepted by all employees.

The organization is having good relationship between the employer and employee. 66 . During performance appraisal concerned authority as to take the views of the employees for the betterment of the working condition.PERORMANCE APPRAISAL In the organization partiality is not there is performance appraisal. Employees are the biggest assets of the organization so that an asset has to be taken care and create a channel through which the organization goals have to be met. which should be maintained for the better future. In the organizational training programmes should be conducted regularly with regard to enhance the knowledge in productivity of the employee.

of condition the survey about the performance appraisal is to make them aware of the importance of performance appraisal. Which helps in achieving organizational goals? 1. 3. It is always recommended that it is very important to keep the employee environment good.PERORMANCE APPRAISAL CHAPTER-6 RECOMMENDATION&SUGGESTION SUGGESTIONS One of the main purposes. since the recognition of the performance of the employees depends on the capability of the appraiser. Performance appraisal system as to be upgraded and assessment as to followed in such a way that should be beneficial to everybody. 67 . Majority of the employees are not satisfied with the work of the performance appraiser this has to be taken into consideration. 2. They should continue maintaining good relationship between employer and employee.

PERORMANCE APPRAISAL 4. so training should has to be provided. Most of employees did not attend the training programme. Adopting an unbiased view of the individual like taking feedback from all the employees 5. 8. Publishing a list of ethical values and systems for enhancing spiritual and moral values among the employees. 10. 9. Perform decisions for better motivations and team spirit. Drawing a detailed plan containing various aspects of performance appraisal and communicating the same to the employees for their self understanding and improvements. presentations. 7. Emphasis on the cultural aspects like games. 68 . Taking self view of the employees in performance appraisal for the betterment of the results in the organization. Communication of the feedback to the person whose performance has been apprised both positive and negative aspect of his her behavior of an employee. 6.

so it should be maintained. so it has to be maintained. Some employees are not satisfied with incentives. 14. Employee should be motivated to take part in external curricular activities. Most of the employees specified that the performance appraisal procedure followed by the company was satisfactory. 12. 13. Supervisor should also be involved in conducting performance appraisal. That view point should reach the excellent level.PERORMANCE APPRAISAL 11. so it has to be improved. 16. The impartiality in performance for promotions is excellent. 69 . 28% of respondents that they are not involved in contribution of achieving Organizational goal. 15.

Laying down the career plan and goals to be accomplished for the employees to motivate themselves for the better achievement of the organization goals. 18.PERORMANCE APPRAISAL 17. The company should focus on 3600 Performance Appraisal System to enhance the effectiveness of Performance Appraisal 70 .

PERORMANCE APPRAISAL CHAPTER-7 ANNEXURE QUESTIONNAIRE:- 1. How regularly do they conduct assessment? Once in a year ( ) Once in a 2 years ( ) Once in 3 years ) ( 71 . Have you been assessed by the current performance appraisal system if yes. Are you aware of the Performance Appraisal method adopted by your organization? Yes ( ) No ( ) 2. how many time in your service? Less than 5 times ( ) 5 to 10 times ( ) 10 to 15 times ( ) 15 and above ( ) 3.

Are you aware of the parameters that are taken into consideration while assessing performance? Yes ( ) No ( ) 5. How would you rate the performance Appraisal procedure of your Company on a scale of 1 to 5? Very poor ( ) Poor ( ) 72 .PERORMANCE APPRAISAL Above 5 years ( ) 4. Are you aware of the parameters that are taken consideration while assessing performance? Productivity ( ) Behavior ( ) Discipline ( ) Efforts ( ) Participation ( ) Responsibility ( ) Others ( ) 6.

PERORMANCE APPRAISAL Satisfactory ( ) Good ( ) Excellent ( ) 7. Who conducts performance appraisal? Superior (dept heads) ( ) 73 . What is the degree of fairness / impartiality in performance for promotion? Very Poor ( ) Poor ( ) Satisfactory ( ) Good ( ) Excellent ( ) 8. Is there any feedback of the rating? Always ( ) Occasionally ( ) Rarely ( ) 10. What is your opinion on capability of performance appraiser? Very Poor ( ) Poor ( ) Satisfactory ( ) Good ( ) Excellent ( ) 9.

PERORMANCE APPRAISAL Self appraisal ( ) Peer groups ( ) 3600 appraisal ( ) Any others ( ) 11. Does your organization use this trail (performance Appraisal) in assessing your exact contribution to the accomplishment of organization task or goals? Yes ( ) No ( ) 13. Does it take your behavioral knowledge and external curricular activities into consideration that helps in keeping the work environment a pleasant one? Yes ( ) No ( ) 74 . Has the performance been effective in identifying the training needs of individual? Yes ( ) No ( ) 12.

PERORMANCE APPRAISAL 14. Are your satisfied or dissatisfied with the performance appraisal procedure in the organization? Yes ( ) No ( ) 18. Are you ever been trained like this in your service? Yes ( ) No ( ) 17. Did your superior take your views into consideration in the appraisal methods? Yes ( ) No ( ) 15. Whether the effective performance appraisal procedure is creating the healthy working in the organization? Yes ( ) No ( ) 16. Have you attended training after appraisal? Yes ( ) No ( ) 75 .

Whether the salary revises or directly proportion to performance of the employees in the organization? Yes ( ) No ( ) 76 .PERORMANCE APPRAISAL Occasionally ( ) 19.

Aswathappa  Project Report on Performance Appraisal procedure from Central College Library. Company Profile & Brochure of BHARATH INDUSTRIES.Smither  Human Resource Management third edition by Fisher Schoenfeldt Shaw.PERORMANCE APPRAISAL BIBLIOGRAPHY  Performance Appraisal State Of Art In Practice by James. Vivekananda Degree College Library.  Human Resource & Personnel Management by K. 77 .W.