Professional Documents
Culture Documents
Performance Appraisal HR Project
Performance Appraisal HR Project
110287302060
A Study on
PERFORMANCE APPRAISAL SYSTEM
With reference to
DELTA PAPER MILLS LIMITED
VENDRA.
A project report submitted to the
Department of Commerce & Management Studies
Andhra University, Visakhapatnam
in
Partial fulfillment for the Award of the Degree of
J.V.M. LAKSHMI
Under the Guidance of
Mr.V.VANU,M.B.A,M.PHIL
(Faculty Member,M.B.A. Programme)
.
CERTIFICATE
This is to certify that the project report entitled A STUDY ON
PERFORMANCE APPRAISAL SYSTEM with reference to DELTA
PAPER MILLS LIMITED VENDRA, Submitted by J.V.M. LAKSHMI Final
M.B.A, Regd No: 110287302060 in the partial fulfillment of the requirement for
the award of the degree of MASTER OF BUSINESS ADMINISTRATION
Andhra University, Visakhapatnam, During the academic year (2010-2012).
V.VANU
P.SRINIVAS
M.B.A, M.Phil
M.B.A,
M.Phil (Ph.D)
Project Guide
Department
Head of the
CONTENTS
CHAPTER-I
Page no
INTRODUCTION
METHODOLOGY
LIMITATIONS
CHAPTER-2
INDUSTRIAL PROFILE
10
CHAPTER-3
COMPANY PROFILE
20
CHAPTER-4
CONCEPT OF PERFORMANCE APPRAISAL SYSTEM
32
CHAPTER-5
DATA ANALYSIS & INTERPRETATION
55
CHAPTER-6
FINDINGS & SUGGESTIONS
74
CONCLUSION
76
BIBLIOGRAPHY
ANNEXURES
INTRODUCTION
Human Resources Management:
Human Resource Management (HRM) is the function within an organization that
focuses on recruitment of, management of, and providing direction for the people who work
in the organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with
issues related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation, communication,
administration, and training.
Human
resource
management (HRM)
is
to
the management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the business.
[1]
The terms "human resource management" and "human resources" (HR) have largely
Company:
The Delta Paper Mills Limited was established as a public limited company on
23r may 1975. Late Sri BH.Vijay Kumar Raju and Andhra Pradesh Industrial development
corporation (APIDC) on 18th September 1975 promoted the Delta Paper Mills Limited; the
company started its commercial production on 7th April 1977.
In 1978 the initial production capacity was 30 tones per day. In 1986, Delta
paper mills Limited under took an expansion project to double its capacity to 60 tones per
day. Now the capacity of the plant is 115 tones per day.
To make data analysis and interpretation based on the perception of the employee in
the organization.
To summarize and find certain suggestions for the impotent of Performance Appraisal
system in the company.
Data collections:
a) Primary data:
The primary data are those, which are collected freshly and for the first time, from the
employees directly. It is collected through the following methods.
1. Questionnaire: A structure of questionnaire was prepared and distributed among
the employees & workers.
2. Interview:
Personal
interviews
and
interaction
with
the
employees
and
contractor labour.
3. Observation: By observing the working environment.
b)Secondary data:
The secondary data are those which have already been collected by someone or else
which have been passed through statistical process. Sources of secondary data can be
categorized into two broad categories named published and unpublished statistics. Various
sources are available namely books, synergies monthly (Chakaravahini) books etc. and also
collected from various files, records and synergies casting Ltd.
Size:
A sample of 40 employees has been selected .Although it looks to be a small sample
keeping in view the large number of employees it has to be limited because of time
constraint(8 weeks).Even then the sample size is not considered to be small. It is
enough to draw conclusions.
Type:
Since employees from all levels (strata) namely the top level, the middle level, and
the lower level are bound to experience stress, the sample has to include employees
from all levels. Stratified random sampling technique was selected while preparing
questionnaire as this was the only technique that helped to draw conclusions
accurately.
10
As the study revolves around the performance appraisal of human resources aspects
the overall organization performance cannot be ascertained. In spite of giving honest and
sincere efforts there are several limitations, which are as follows:
The period of study is only for about 2months, which is a major constraint.
The perception bias or attitude of the respondents may also act as hurdles to the study.
The study is only confined to performance appraisal.
The sample size taken for the research is small due to the constraint of time.
11
CHAPTERIZATION
The first chapter deals with introduction to the topic and to the company
and it also consists of Need for the study, Objectives of the study,
Methodology, and Limitations.
The second chapter consists about the organization profile and about the
company profile of DELTA PAPER MILLS.LTD, VENDRA.
consists
of Theoretical
frame
work of
12
INDUSTRY PROFILE
Development of Paper:
Etymologically the word paper owes its origin to Papyrus (cypress Papyrus), a
plant that grew in abundance in the delta of Egypt. The barks and leaves of this plant were
woven and pressed into a sheer to be used as writing material by ancient Egyptians
(3000BC).
There is a degree of consensus that the art of making paper was first discovered in
china and its origin in that country is traced back to 2 nd Century. In about 105 A.D. TsaiLun,
an official attached to imperial court of China, created a sheet of paper using Mulberry and
other best fibers along with fishnets, old rags and hemp waste.(2 nd Century B/C)
Chinese considered paper a key invention and kept this a closely guarded secret for
over five centuries until the technology slowly made it way westward. Chinese city
containing a paper mill in the early 700s and from this started their own paper making
industry (Early 700s).
Note: - Arabs named paper as KAGAZ a name that continues to remain prevalent in India
invention of printing I 1450s brought a vastly increased demand for paper.
Paper was first made in England in 1496. The first U.S. Mill was built in 1690, the
written house mill, Germany town, Pennsylvania.
1809:
At about the same time John Dickinson, a colleague and friend of Donkin, was
working on his cylinder machine, which was refined by 1908. Infect both Dickinson and
Donkin contributed important idea to each of these machines:
1825:
The two brothers John and Christopher Philips of Kent country patented the Dandy roll
in 1825.
1826:
M.Canson of Annonay, France put a suction box under the wire of his four Drinier
machine in 1826, as had already been on cylinder machine, but on cylinder machine, but kept
this as a secret With the invention of paper machine, the amount of paper that could be
produced was soon limited by the fiber supply since cotton was the main constituent of
paper.
The art of making paper reached in India though Arabs who initially learnt it from
Chinese prisoners when they raided parts of china. Some Indian Muslims might have also
learnt it directly when they visited Mongolia.
14
The art of making paper was kept a fairly guarded secret by few families that initially
learn it. These papermaking families were known as KAGZIS. These kagzis were largely
settled in Punjab and Kashmir and flourished under the patronage of Moguls Empire.
The adoption of the art of papermaking could not be widespread in India because
Hindus, which constituted a large majority of population, did not like handling of rags and
other materials essentials to paper making.
Paper forms basic material for written communication. The need for paper was felt
because human capability to memories the accumulating wealth of information and
knowledge was limited. The limitation was over come by early Aryans settled in north India
by the use of TamraPatra(Copper plates), Talapatra etc.,
At the need for writing surface increased in India, attention was paid to master the
techniques of putting metals such as lead, copper and bronze to increased use in this regard.
The records suggest that before the advent of machine made paper a sizeable hand
made paper industry flourished in India. Paper was observed to be in common use almost all
over India at the close of Akbars region.
categories.
1. The products, which are used for writing and printing, wrapping, packaging.
2. The products, which are comparatively thicker and stiffer for the purpose of packing,
decorating etc. this paper called as board.
Writing Paper:
Writing paper is a general trade term used to indicate all papers intended to be written
upon. The quality requirements for such kind of papers are hard size, smooth finish and low
transparency.
15
Printing Paper:
It is a comprehensive tem used by printers for the innumerable varieties of paper
suitability for many process of production. In general a printing paper should be a good
shade, migrate size and opaque.
Examples:- Maplitho, Offset, Parchment, Photocopier etc.
Wrapping Paper:
The basic requirement of wrapping paper as that it should be able to fulfill its task of
wrapping, to contain and protect. Therefore essential requirement of this paper is its strength.
Example:- Poster, Tea yellow, Manila etc.
Packaging Paper:
This category of paper includes Kraft Paper, Linear, media etc. The basic purpose of
this paper is to pack various commodities.
Specialty Paper:
This paper is specialized to serve a particular purpose. Some of the specialty papers
include Bond paper, MICR, Electrical, Greaseproof, Tissue, Cigarette Paper, etc.
Board:
It is a general term for stiff and thick papers of 200 GSM and above. Some of the
paperboards include strawboards, millboard, duplex, triplex, etc.
16
17
Working with along the above lines would pre-conceive plenty of joint effort with in
the paper industry itself, between the industry and the Government as well as between the
industry and its financiers.
CULTURE PAPER
INDUSTRIAL PAPER
TOTAL
1995-96
1.32
1.54
2.86
1996-97
1.39
1.64
3.03
2000-01
1.68
2.11
3.79
2001-02
2.00
2.50
4.50
2002-03
2.75
3.25
6.00
2003-04
3.20
3.90
7.10
2004-05
4.00
4.50
8.50
2005-06
4.75
5.50
9.50
2006-07
5.00
5.75
9.75
18
(Expected)
A finish consultancy firm, in its recent study of world market for paper and Board has
forecast the growth in capita consumption and demand for paper and paperboard in India, as
shown in the following table.
2000
2005
2011
Population (million)
901.46
102.36
111.03
119.32
3.20
4.40
5.20
6.20
2.92
4.50
5.80
7.35
(Million tones)
19
0.69
1.24
1.33
Demand by 2000
0.01
1.95
1.74
Demand by 2005
0.99
2.45
2.36
Production in 1995
0.40
1.27
1.33
Additional Capacity
0.51
0.86
0.52
0.74
1.48
1.29
0.25
0.65
0.52
0.26
0.65
0.52
0.49
0.84
0.77
TABLE-2.5 The price paper increased gradually during the period 1992- 1996 was as in 1997 it is
decreased.
Major Players
Capacity in TPA
20
Product mix
AP Paper Mills
1,53,500
Ballarpur Industries
1,98,368
2,00,000
Cream Wove
ITC Bhadrachalam
3,00,000
JK Corp
75,500
1,61,000
Sinar Mas
1,10,000
1,19,750
21
(Metric tones)
U.S.A
80,000,000
CANADA
19,000,000
JAPAN
29,000,000
CHINA
19,000,000
GERMANY
14,200,000
FINLAND
9,200,000
SWEDAN
8,400,000
FRANCE
7,600,000
ITALY
6,600,000
UNITED KINGDOM
5,200,000
INDIA
3,500,000
22
COMPANY PROFILE
Introduction:
The DELTA PAPER Mills Ltd., Located at VENDRA village near BHIMAVARAM
of WEST GODAVARI Dist in A.P is one of the and at the same time most modern paper
units in the Country today.
History:
The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU garu and
had tone into commercial production in 1978
The Krishna, Godavari delta known as the rice- bowl of Indian and more particularly
W.G.Dist comes under the well known networks of canal from the Godavari Anacut. Almost
all parts of the district have wet land. Cultivation with to paddy, crops per year since paddy
straw can be used to the 60% of the total raw material of delta paper mills and as it also is the
most economical of all the available inputs, one could not have asked suitable location.
Other raw materials such as gunny waste , cotton lintels and waste paper are produced
easily from Rajahmundry, Vizag, Eluru, Vijayawada and Hyderabad in A.P. Since the
company as well connected by broad gauge railway lines, the factory as not in the past
experienced any problem in producing these raw material.
Coal needed boil the pulp solution is obtained from the nearly singarni coal mines
which situated A.P. itself. The lad and other chemicals need in water purification are
available with coal mines, which are situated about 200 km from the site. Fortunately, the
factory is situated in the proximity of the electrolytic castic-soda and chlorine plant of the
Andhra sugars limited, Kovvur which is hardly 60 k.m from the plant bournt lime could be
produced from pidiguralla of dronchalam lime store belt in A.P.
However Udaipur in rajastan is the only source of Talcum powder which is another
chemical required for any paper plant.
23
The Delta Paper Mills Limited was established as a public limited company on 23r
may 1975. Late Sri BH.Vijay Kumar Raju and Andhra Pradesh Industrial development
corporation (APIDC) on 18th September 1975 promoted the Delta Paper Mills Limited; the
company started its commercial production on 7th April 1977.
The plant is located at Vendra, a village of Palakoderu mandal, in Andhra Pradesh.
The following reasons will explain for selecting the location.
The companies' main activity is to produce all varieties writing and printing paper. It
is mainly an agro-based industry. Its main raw material is paddy straw.
In 1976 ICICI along with IDBI, IFCI, LIC and UTI assisted the company for selling up
the product DELTA PAPER MILLS LIMITED commissioned the paper machine for
commercial production from July 1978 and pulp mill by November 1973. It earned its profits
in the second and third year of operations.
Around 2000 families are getting their lively hood from this industry besides; ill
farmers in and around the Vendra village are benefited from selling their paddy raw to the
company.
To carry on the business of manufacturing and dealing in all kinds and classes of
paper.
To manufacturing and deal in all material and substances used in the manufacturing
production of treatment of all kinds and classes of paper.
24
To buy, sell, import, process chemically or otherwise treat and to workout for special
purpose of all kinds and classes of paper.
The company is situated at Vendra, 8km from Bhimavaram, West Godavari that
some under the well-known Krishna Godavari Delta known as rice bowl of India. The
company's main raw materials are paddy straw, which is available in huge quantities in this
area. The other raw materials such as gunny waste, cotton linters and waste paper are
procured easily from Rajahmundry, Visakhapatnam, Eluru, Vijayawada and Hyderabad in
Andhra Pradesh.
25
Capacity:
In 1978 the initial production capacity was 30 tones per day. In 1986, Delta paper
mills Limited under took an expansion project to double its capacity to 60 tones per day.
Now the capacity of the plant is 115 tones per day.
Nature of Activity:
Delta paper Mills Limited specialties in making paper alone, and produce primarily
only three types of paper.
1. Printing
2. Writing
3. Craft paper.
Raw Materials:
The following type of raw materials is used in manufacturing the paper in this
company are:
1. Paddy straw.
2. Waste paper.
3. Cotton linters.
4. Reg pulp.
5. Wood pulp.
6. Bagasse & Chikusa.
7. Gunny & Jute waste.
8. Bleaching pulp.
9. Hosiery cutting pulp and others.
26
Coal:
Coal, which is essential to boil pulp solution, is obtained from sniggering calmness,
which is in AP tiles.
Water facility:
The Delta paper Mills plant requires 30 million gallons of water per day, and that up
to 60 million after expansion of the plant. The water supply for the plant is obtained form
Godavari canal system.
The company was permitted to dispose of its effluents into Godavari river drains,
which flows, by the plant.
Electricity Facility:
The Andhra Pradesh state Electricity Board (APSEB) agrees to supply, required power to the
plant and 2500KW, line was laid down from Nidadavole electric substation.
Transportation:
The factory has both rail and road transportation facility. Apart form these navigable
canal system aids economical transport of paddy straw and other raw materials form all
sides. So it is better place to install the paper mill which is mainly based on agricultural raw
material.
27
The Delta Paper Mills limited enterprise is broadly divided into two parts:
1. Mills.
2. Administration.
Mills part divided into 10 parts:
1. Production.
2. Electrical.
3. Mechanical.
4. Paper machine.
5. Utilities.
6. Stores.
7. Quantity.
8. Personnel.
9. Co-ordinate.
10. Finishing house and paper go down.
Employment:
(AS ON 1 JANUARY 2006)
Dedicated and committed team of about 2376 employees mans the company.
Officers
------
38
Staff
------
156
Workers
------
571
Workers 5 grades:
E, F, G, H, I, J
Un Semi Skilled
(E)
------
253
Semi Skilled
(F)
------
Semi Skilled
(G)
------
Skilled
(H)
------
Skilled
(I)
------
60
Semi Skilled
(E)
------
253
Total
571
Environment Policy:
Delta paper Mills shall continue to pursue the policy of modifying and upgrading
the existing technologies and processes. Implementing eco-friendly measures for minimizing
waste generation, resource conservation and prevention of pollution of contribute to wars
environmental improvement.
then passed through pulp Knitters to remove Knots and then passed through four stage
counter current washer for screening the foreign matters and separating the spend liquor is
collected in big storage tanks from where it goes to soda recovery for converting into white
liquor for use cooking chemical in diggers.
The unbleached pulp fitter through screening to separate out the foreign materials is
processed in bleaching plant to make it white for manufacturer of white/color paper. The
pulps bleached in three stages consisting of chlorination. Cause extraction and hypochlorite
in Bleach Plant No.2 and in addition chlorine Dioxide Bleaching is taking place in Bleach
plant no.03 as per requirement.
The bleached and unbleached pulp are send to stock preparation section, where the
same is suitably refined to impart strength to the paper to be produced and suitable
chemicals/dyes are added to give desirable chemicals generally used are Talcum, Alum,
Rosin clay, Whitening agent.Various dyes for tinting & colorings.
The wet web of paper is taken passed through roller presses with Woolen/Synthetic
felts acting as cushion between the set paper and rolls. The function of the press is to extract
future water as far as possible from the wed paper sheet and impart the required texture and
when the paper comes out of the press it contains around in series to give dry paper.
The sheet is then passed through highly polished rolls stacked one over the other. This
process of calendaring imparts smooth finish to the paper. Then the paper sheet is wound
around rotating shaft and rolls of paper are built up. These rolls converted into sheets on
sheet cutters to meet the sheet orders. The rewound small reels and bundles of reams are
packed with Hessian/HDPE cloth and transferred to go down for dispatch to customers.
At corporate level, the Vice President (Finance) executes the overall responsibility for
finance activities Viz., Management of Budgetary Activities, Electronic Media Data Control
and through the respective Managers.
31
32
MANAGING DIRECTOR
CHIEF EXICUTIVE
WORKS MANAGER
GENARAL MANAGER
(Engineering)
(Finance and
Administration)
SUPDT
SUPDT
SUPDT
SUPDT
EXICUTIVE
EXICUTIVE
Paper
Paper
Engineer
Mills
Electrica
l
Engineer
M/c
Proces
s
Mechanical
Mechanical
Quality
Civil
Finance
Manager
Manager
Sr. Manager
Manager
Personal
Stores
(Marketing &
Purchase)
2 Clerks
2 Typists
Sales Officer
Staf
33
PERSONAL
MANAGER
PERSONAL
OFFICER
WELFARE
OFFICER
SECURITY
OFFICER
MEDICAL
OFFICER
ASST.PER
.OFFICER
CANTEEN
SUPERVISOR
SECURITY
SUPERVISOR
DOCTER
GARDINER
SECURITY
GUARDS
LABOUR
ASSISTENTS
ASSISTENTS
MAJDUR
SWEEPERS
TIMEKEEPERS
TYPIST
ATENDER
34
COMPOUNDER
Meaning:
Performance appraisal is a method of evaluating the behavior of employees in the work
spot, normally including both the quantitative and qualitative aspects of hob performance.
Performance here refers to the degree of accomplishment of the tasks that make up an
individual's job. It indicates how well an individual is fulfilling the job demands. Often the term
is confused with effort, but performance is always measured in terms of results and not efforts.
Some of the important features of performance appraisal given, they are:
1. Performance appraisal is the systematic description of an employee's job- relevant strengths and
weaknesses.
2. The basic purpose is to find out how well the employee is performing the job and establish a plan of
improvement.
3. Appraisals are arranged periodically according to a definite plan.
4. Performance appraisal is not job evaluation. Performance appraisal refers to how well someone is
doing the assigned job. Job evaluation determines how much a job is worth to the organization and,
therefore, what range of pay should be assigned to the job.
Appraisal Process:
Each step in the process is crucial and is arranged logically. Many organizations make
every effort to approximate the ideal process, resulting in first-rate appraisal systems.
Unfortunately, many others fail to consider one or more of the steps and, therefore have lesseffective appraisal system.
Objectives of
Performance appraisal
Establish job
Expectations
Design an appraisal
Programme
Appraise performance
Performance
Interview
37
1. Objectives of Appraisal:
Objectives of appraisal include effecting promotions and transfers, assessing training
needs, awarding pay increases, and the like. The emphasis in all these is to correct the problems.
second step in the appraisal process is to establish job expectations. This includes
4.Performance Interview:
Performance interview is another step in the appraisal process. Once appraisal has been
made of employees, the raters should discuss and review the performance with the rates, so that
they will receive feedback about where they stand in the eyes of superiors.
38
Traditional Methods
1) Graphic Rating Scales:
Graphic rating scales compare individual performance to an absolute standard. In this
method, judgments about performance are recorded on a scale. This is the oldest and widely used
technique. This method is also known as linear rating scale or simple rating scale. The appraisers
are supplied with printed forms, one for each employee. These forms contain a number of
objectives, behavior and trait - based Qualities and characters to be rated like quality and volume
of work, job knowledge, dependability, initiative, attitude etc., in the case of workers and
analytical ability, creative ability, initiative, leadership qualities, emotional stability in the case of
managerial personnel. These forms contain rating of scales. Rating scales are of two types, viz.,
continuous rating scale and discontinuous rating scales. In continuous order like o, 1, 2, 3, 4 and
5 and in discontinuous scale the appraiser assigns the point to each degree. The points given by
the rater know performance regarding each character. The points given by the rater to each
character are added up to find out the overall performance. Employees are ranked on the basis of
total points assigned to each one of them.
One reason for the popularity of the rating scales is its simplicity, which permits many
employees to be quickly evaluated. Such scales have relatively low
Design cost and high in case of administration. They can easily pinpoint significant dimensions
of the job. The major draw back to these scales is their subjectivity and low reliability. Another
limitation is that the descriptive words often used in such lies may have different meanings to
different raters.
39
2) Ranking Method:
Under this method the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the highest performance and the
employees with the lowest performance in that particular job category and rates the former as the
best and the later as the poorest. Then the rater selects the next highest and next lowest and so on
until he rates all the employees in that group. Ranking can be relatively easy and inexpensive, but
its reliability and validity may be open to doubt. It may be affected by rater bias or varying
performance standards. Ranking also means that somebody would always be in the backbench. It
is possible that the low ranked individual in one group may turnout to be superstar in another
group. One important limitation of the ranking method is that size of the different between
individuals is not well defined. For instance, there may be little difference between those ranks
third and fourth.
Example:
40
number of evaluations
Employee A Employee B Employee C Employee D
(4/4)* 100=100%
(0/4)* 100=0%
Employee E
(2/4)* 100=50%
(1/4)* 100=25%
5) Checklist Methods:
The Checklist is a simple rating technique in which the supervisor is given a list
of
statement or words and asked to check statements representing the characteristics and
41
performance of each employee. There are three types of checklist methods, viz, simple checklist,
weighted checklist and forced choice method.
Simple
Wadia
Checklist
Method,
Industries
Performance
Ltd.,
Appraisal
Form
Name of Employee:
Number:
Designation:
Department:
Checklist of Qualities:
1. Behavior is the employee punctual in attending the office?
A) Yes
B)No
B) No
B) No
B) No
The rater checks to include if the behavior of an employee is positive or negative to each
statement. Employee performance is rated on the basis of number of positive checks. The
42
negative checks are not considered in this method. A difficulty often arises because the
statements may appear to be virtually identical in describing the employee. The words or
statements may have different meanings to different raters.
(b)Weighted Checklist:
The weighted checklist method involves weighting different items in the checklist having a
series of statements about an individual, to indicate that some are more important than others.
The rater is expected to look into the questions relating to the employee's behavior, the attached
rating scale (or simply positive /negative statements where such a scale is not provided) and tick
those traits that closely describe the employee behavior. Often the weights are not given to the
supervisors who complete the appraisal process, but are computed and tabulated by someone
else, such as a member of the personnel unit. In this method the performance ratings of the
employee are multiplied by the weights of the statements and coefficients are added up. The
cumulative coefficient is the weighted performance score of the employee. Weighted
performance score is compared with the overall assessment standards in order to find out the
overall performance of the employee.
The weighted checklist, however, is expensive to design to design, since checklist for
each different job in the organization must be produced. This may prove time consuming also in
the end. Though the weighted checklist method is evaluative as well as development, it has the
basic problem of the evaluator not knowing the items, which contribute mostly of successful
performance.
43
each group out of which one would be neutral. The actual weightings of the statements are kept
secret.
The appraiser is asked to select one statement that that mostly describes employee's behavior out
of the two favorable statements are kept secret. The appraiser is asked to select one statement that
that mostly describes employee's behavior out of the two unfavorable statements. The items are
usually a mixture of positive and negative statements. The intent is to eliminate or greatly reduce
the rater's personal bias, specially the tendency to assign all high or low ratings. The items are
designed to discriminate effective from ineffective workers as well as reflect valuable personal
qualities.
asking supervisors to enumerate specific examples of employee behavior, the essay technique
minimizes supervisory bias and halo effect.
8) Group Appraisal:
Under this method, an employee is appraised by a group of appraisers. This group
consists of the immediate supervisor of the employee, to other supervisors who have close
contact with employee's work, manager or head of the department and consultants. The head of
the department or manager may be the chairman of the group and the immediate supervisor may
act as the coordinator for the group activities. This group uses any one or multiple techniques
discussed earlier. The immediate supervisor enlightens others members about the job characters,
demands, standards of performance etc. Then the group appraises the performance of the
employee, compares the actual performance with standards, find out the deviations, discusses the
reasons therefore, suggests ways for improvement of performance, prepares action plans, studies
the need for change in job analysis and standards and recommends change, it necessary. This
method is widely used for purpose of promotion, demotion and retrenchment appraisal.
9) Confidential Report:
Assessing the employee's performance confidentially is a traditional method of
performance appraisal. Under this method, superior appraises the performance of his
subordinates based on his observations, judgments and institutions. The superior keeps his
judgment and report confidentially. In other words the superior does not allowed the employee to
know the report and his performance. Superior writes the report about his subordinates,
strengths. Weakness, intelligence, attitude to work, sincerity, commitment, punctuality,
attendance, conduct, character, friendliness, etc,
Though confidential report is a traditional method, most of the public sector organizations
still follow this method in appraising the employee's performance. This method suffers from a
number of limitations.
45
Modern Methods
1) Behaviorally Anchored Rating Scales (BARS):
The Behaviorally Anchored Rating Scales (BARS) method combines elements of the traditional
rating scales and critical incidents methods. Using BARS, job behaviors from critical incidents effective and ineffective behaviors are described more objectively. The method employs
individuals who are familiar with a particular job to identify its major components. They then
rank and validate specific behaviors for each of the components. BARS require considerable
employee participation; its acceptance by both supervisors and their subordinates may be greater.
Proponents of BARS also claim that such a system differentiates among behavior, performance
and results, and consequently is able to provide a basis for setting developmental goals for the
employee. Because it is job - specific and identities observable and measurable behavior, it is
more reliable and valid method for performance appraisal.
2) Assessment Centre:
This method of appraising was first applied in German Army in 1930. Later business and
industrial houses started using this method. This is not a technique of performance appraisal by
itself. In fact it is a system or organization, where assessment is done by several individuals and
also by various experts by using various techniques.
In this approach individual from various departments are brought together to spend two or three
days working on an individual or a group assignment similar too the ones they'd be handling
when promoted. All assess get an equal opportunity to show their talents and capabilities and
secure promotion based on merit. An assessment model is shown below.
Human Resource Accounting deals with cost of and contribution of human resource to the
organization. Cost of the employee includes cost of manpower planning, recruitment, selection,
induction, placement, training, development, wages and benefits etc. employee contribution is
the money value of employee service which can be measured by labour productivity or value
added by human resources.
46
3) Management by objectives:
Although the concept or management by objectives was advanced by Peter F.Duckers way
back in 1954, it was described only recently as 'large range' in performance appraisal.
Refinements brought out by George Odione, Valentines, Humble and others have enriched the
concept and made it more acceptable all over the globe as an MBO in their work settings. Some
of the companies which implemented MBO reported excellent results, others disappointments,
and many in decisions. Started briefly, MBO is a process whereby the superiors and subordinate
managers of an organization jointly identify its common goals, define each individual's major
areas of responsibility in terms of results excepted of him, and use these measures of guides for
operating the unit and assessing the contribution of its members. Generally, the unit and assessing
the contribution of its members.
Generally the 1VIBO is undertaken along the following lines.
The subordinate and superior jointly determine goals to be accomplished during the
appraisal period and what level of performance is necessary for the subordinate to
satisfactory achieve specific goals.
During the appraisal period the superior and subordinate update and later goals as
necessary due to changes in the business environment.
4) Psychological Appraisal:
Psychological appraisal are conducted to asses the employee potential, Psychological
appraisal consist of
(a) In - depth interviews
(b) Psychological tests
(c) Consultations and discussions with the employee
(d) Discussions with the superior's sub-ordinates and peers
(e) Reviews of others evaluations.
47
5) Counseling:
After the performance of the employee is appraised, the superior should inform
the employee about the level of his performance, the reason for the same, need for and
the methods of improving the performance. The superior should counsel the employee
about his performance and the methods of improving it.
Counseling is a planned, systematic intervention in the life of an individual who
is capable of choosing the goal and the direction of his development. Thus, the purpose
of counseling is to help the employee aware of his own performance, his strengths and
weakness, opportunities availabilities available for performance counseling can be done
in the form of performance interview by the superior.
48
provide
an
opportunity
for
employees
to
experience
themselves
on
include: (a) Private and public praise, (b) Written commendation, (c) published
commendation, (d) increased autonomy, (e) change in job title, (f) Status symbols like office
space, furnishings, (g) performance bonuses, (h) salary increases, (i) promotion in grade, or
increase in responsibilities and (j) various forms of supplementary compensation. Managers
should match the rewards both with performance and with the perception and needs of the
employee.
6) Managerial Appraisal:
It is relatively easy to appraise the performance of technical or operative employees
compared to managerial personnel. This is because; the performance of operative employees can
be measured quantitatively, whereas the performance of managers cannot be determined
quantitative terms. Harold Koontz has developed a concept of managerial functions, viz.,
planning, organizing, leading motivating, staffing and controlling. Performing a number of or
series of activities can perform each of these functions. For example, performing staffing
functions requires performing a series of activities like analyzing jobs of his department,
planning for human resources, deciding upon internal and external recruitment. Thus each
function and sub functions of manager are elaborated into a series of activities. The checklist
contain the questions in these areas is prepared with a five degree rating scale, i.e., externally
49
poor performance, neither poor nor fair performance and externally fair performance. Thus this
technique measures the performance of managers in managing organizational environment.
Importance of performance appraisal:
For many organizations the primary goal of an appraisal system is to improve
individual and organizational performance. There may be other goals, however. In fact,
performance appraisal data are potentially valuable for virtually every human resource
functional area.
At the first stage, performance standards are established based on the job description and
job specification. The standard should be clear, objective and incorporate all the factors.
The second stage is to inform these standards to all the employees including appraisers.
The third stage is following the instructions given for appraisal, measurement of
employee performance by the appraisers through observations, interviews, records and reports.
50
Fourth stage is finding out the influence of various internal and external factors on actual
performance. The influence of these factors may be either inducing or hindering the employee
performance. The measured performance may be adjusted according to the influence of external
and internal factors. The performance derived at this stage may be taken actual performance.
Fifth stage is comparing the actual performance with that of other employees and
pervious performance of the employee and others. This given an idea where the employee to the
influence of external and internal factors. The performance derived at this stage may be taken
actual performance.
Sixth stage is comparing the actual performance with the standards and finding out
deviations. Deviations may be positive or negative. If employee's performance is more than
standards, it is positive deviation and vice-versa is negative deviation.
Seventh stage is communicating, the actual performance of the employee and other
employees doing the same job and discuss with him about the reasons for the positive or
negative deviations from the pre-set standards as the case may be.
Eighth stage is suggestions necessary changes in standards in standards, job analysis, and
internal and external environment.
Ninth stage is follow-up of performance appraisal report. This stage includes guiding,
counseling, coaching and directing the employee or making arrangements for training and
development of the employee in order to ensure improved performance. If actual performance
is very poor and
beyond
the
scope
51
Performance
Employee
Performance
Appraisal
Feedback
Performance
Measures
Performance Related
Standards
Human Resources
Employee
Decisions
Records
52
Some times halo error occurs when a manager generalizes one positive
performance feature or incident to all aspect of employee performance.
Traits: Certain employee traits such as attitude, appearance, and initiative are the basis for
some evaluations.
Competencies: This includes a broad range of knowledge, skills, traits, and behaviors that may be
technical in nature, relate to interpersonal skills or be business oriented.
Goal achievement: If organizations consider ends more important than means, goal
achievement
Improvement potential: When organizations evaluate their employees* performance, many of the criteria used focus on
the past. From a performance management view point the problem is that you cannot change the past.
Unless a firm takes further steps, the evaluation data become merely historical documents. Therefore
firms should emphasize the future, including the behaviors and outcomes needed to develop the
54
employee, and in the process achieve the firm's goals. This involves an assessment of the employee's
potential.
Job related criteria: Job relatedness is perhaps the most basic criteria in employee performance appraisal.
More specifically, evaluation criteria should be determined through job analysis.
Performance expectations: Managers and sub-ordinates must agree on performance expectations in advance of the appraisal
period. On the other hand, if employees clearly understand the expectations, they can evaluate their own
performance and may timely adjustments as they perform their jobs without having to wait for the
formal evaluation review.
Standardization: Firm should use the same evaluation instrument for all employees in the same job categorywho work for the same supervisor. Supervisors should also conduct appraisals covering similar
periods for these employees. Regularly scheduled feedback sessions and appraisal interviews for
all employees are essential.
Trained appraisers: 55
The individual or individuals who observe at least a representative sample of job performance
normally have the responsibility for evaluating employee performance. This person is often the
employee's immediate supervisor. Training should be given to these appraisers to ensure accuracy and
consistency. A training module posted on the internet or company intranet may serve to provide
information for managers as needed.
Continuous open communication: Most employees have a strong need to know how well they are performing. A good appraisal
system provides highly desired feedback on a continuing basis. There should be few surprises in the
performance review.
Performance reviews: A performance review allows them to detect any errors or omissions in the appraisal, or an
employee may simply disagree with the evaluation and want to challenge it. Constant employee
performance documentation is vitally important for accurate performance appraisal.
Due process: Ensuring due process is vital. If the company does not have a formal grievance procedure, it should
develop one to provide a employees an opportunity to appeal appraisal results that they consider
inaccurate or unfair. They must have a procedure for pursuing their grievances and having them
addressed objectively.
56
57
58
Rating Scale
No.
of
Respondents
7
4
0
29
0
40
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
In%
17.5
10
0
72.5
0
100
Graph-4.1
Analysis:
From the above table-4.1 it can be known that 72 % of respondents have agreed about
the assessment of individual potential and 17.5 % of them have strongly agreed of the above
statement and 10 % of the employees are in a neutral stage and where none of them have
disagreed for the above statement. So majority of the respondents i.e. 72.5 % of the respondents
have agreed about the assessment of individual potential.
59
Interpretation:
From the above analysis we can interpret that, some of the employees were in neutral
position, because the appraisal system in the organization was not in a full fledge way.
Table-4.2
Performance Appraisal system followed in the organization is rational and fair.
S.No.
Rating Scale
No.
of
ln%
respondents
1.
2.
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
1
12
1
22
4
40
2.5
30
2.5
55
10
100
Graph-4.2
Analysis:
From the above table-4.2 it can be known that, 55% of respondents have agreed that die
performance appraisal system followed in the organization rational and fair and 30 of the
respondents are in neutral stage. Where as 2.5pciceiU of the respondents have agreed for the
60
above statement and 2.5petce&t of the respondents have strongly disagreed, where 10 % of the
respondents have disagreed for the above statement.
Interpretation:
From the above analysis we can interpret that, some of the employees were in neutral
position. Because the organization doesnt following the companys policies fairly.
Table-4.3
Job expectations are informed and the superiors set the tasks.
S, No.
1.
2.
3.
Rating Scale
Strongly Agree
Neutral
7.5
10
25
Strongly Disagree 0
4.
Agree
24
60
5.
Disagree
7.5
Total
40
100
Graph-4.3
61
Analysis:
From the above table-4.3 it can be known that, 60% of respondents have agreed
that the job expectations are informed and the superiors set die tasks. And 25% of die respondents
are in neutral stage and 7,5% strongly agree for above statement and where as 7.5% of the
respondents disagree for die above statement, none of them are in a stage of strongly disagree
opinion.
Interpretation: The above analysis shows that, some of employees were in neutral position.
Because the job expectations were not informed, and the tasks were not assigned by superiors
properly.
Table-4.4
Performance Appraisal followed in the Organization helps to the Training and development
needs of employee.
zS.No.
RatingScale
No.
of
In%
respondents
1.
2.
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
6
4
0
27
3
40
Graph4.4
62
15
10
0
67.5
7.5
100
Analysis:
From the above table-4.4 it is found that, 67.5% of respondents have agreed for the performance
appraisal followed in the organization helps to assess the training and development needs of
employee and I5 % of them have strongly agreed in ID-% of the respondents are in neutral stage
and the remaining 7.5% of the respondents are in disagreed opinion. Where none of them are is
strongly disagreed opinion.
Interpretation: The above analysis states that, majority of the employees opined that a good
performance appraisal system in the organization, helps to train and develop an employee in all
aspects.
Table-4.5
The Performance appraisal in the organization helps to recognize the competence and potential
of an individual.
S.No.
Rating Scale
No.
of ln%
respondents
1.
Strongly Agree
10
2.
3.
4.
5.
Neutral
Strongly Disagree
Agree
Disagree
Total
3
1
30
2
40
7.5
2.5
75
5
100
63
Graph-4.5
Analysis:
From the above table-4.5 it is found that, 75% of respondents have agreed for the performance
appraisal in the organization helps to recognize the competence and potential of individual and 10
% of the respondents have strongly agreed, and 7.5% of the respondents are in neutral stage and
5% are in disagreed opinion where as 2.5% of the respondents strongly disagree for the above
statement
Interpretation:
The above analysis elicits that, some of the employees were in neutral and disagree position.
Because the appraisal process in the organization is not that much effective.
64
Table-4.6
Employees are happy with the assessment of performance followed in the organization.
S.No.
Rating Scale
of
ln%
respondents
Graph-4.6
Analysis:
No.
1.
Strongly Agree
7.5
2.
3.
4.
5.
Neutral
Strongly Disagree
Agree
Disagree
Total
14
0
18
5
40
35
0
45
12.5
100
From the above table-4.6 it is found that, 45% of respondents have agreed that
they are happy with the assessment of performance appraisal followed in the organization. And
35 % of the respondents are in neutral stage and 12.5% of the respondents are in a disagreed
stage where 7.5% have strongly agreed for the above statement but none of them have strongly
disagreed for this statement.
65
Interpretation:We can interpret that, most of the employees were in disagree and neutral
position. Because the assessment system in the organization was not up to the mark.
66
Table-4.7
Employees have been appraised fairly according to the company's policies.
S. No.
Rating Scale
1.
2.
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
No.
of In %
respondents
2
13
0
23
2
40
5
32.5
0
57.5
5
100
Graph-4.7
Analysis:
From the above table-4.7 it is found that, 57.5% of respondents have agreed that
the employees have been appraised fairly according to the company policies and 32.5% of the
respondents are neutral stage and 5% of them are strongly agree and where as 5% of the
respondents disagree for the above opinions and none of them have disagree for the above
opinion.
Interpretation: Here we can state that, most of the employees were in disagree and neutral
position. Because performance appraisal was not done fairly according to the companies policies.
67
Table-4.8 Advises and suggestions are given to the employees during the appraisal process.
S. No.
Rating Scale
No.
of
In%
respondents
1.
2
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
3
15
0
10
12
40
7.5
37.5
0
25
30
100
Graph-4.8
Analysis:
From the above table4.8 it is found that, 30 % of respondents have disagreed that
advises and suggestions are given to the employees during the appraisal process and 25% of them
have agreed and 7.5% of the respondents strongly agree and majority of the respondents i.e.
37.5% are in a neutral stage and none of them have disagreed for the above statement.
Interpretation:
The above analysis exhibits that, employees are expecting many more
suggestions and advises, during the appraisal process that would be helpful for their career.
68
Table-4.9
The employees accept the appraisal feed back as.
S. No.
Of %
respondents
1.
2.
3.
4.
Positive way
Uninteresting
Negative way
Neutral
Total
3
15
0
10
40
7.5
37.5
0
25
100
Graph-4.9:
Analysis:
positive way regarding acceptance of the appraisal feed back. And 47.55 of them are in a
neutral opinion and 2.5% of the respondents feel it uninteresting on the above statement.
And none of them have a negative acceptance of this statement
Interpretation:
This analysis shows that, employees are not much interested in taking the appraisal feedback.
69
Rating Scale
No.
of
Superior
HOD
Subordinate
Peer groups
Total
respondents
13
25
1
1
40
In%
32.5
62.5
2.5
2.5
100
Graph-4.10
Analysis:
that their HOD should be their appraiser and 32.5% of them feel that their superior should
be the appraisal and 2.5% of the respondents feel that their subordinates and peer groups
should be the appraiser.
Interpretation: This states that, the appraiser should be the head of the department, the
employee feel that he is the right person to evaluate their performance.
70
Table-4.11
Employee need to be assessed as.
S.No.
1.
2.
3.
No.
Rating Scale
of
respond
eents 8
11
21
40
Once in 3 months
Once in 6 months
Once in a year
Total
In%
20
27.5
52.5
100
Graph-4.11
Analysis:
From the above table-4.11 it is found that, 52.5% of respondents feel that their
appraisal system should be once in a year and 27.5% of the respondents feel that it should be
twice in a year (6 months) and where as 20% of the respondents feel that it should be for every 3
months.
Interpretation:
Here, the employees felt that, they need to be assessed once in a year, as
71
Table-4.12
The performance appraisal followed in the organization makes the employees.
S.No Rating Scale
No.
1
2
Respondents
38
95
2
5
Motivating
De motivating
of In%
Graph-4.12
Analysis:
From the above table-4.12 it is found that, 95% of respondents are motivated
Interpretation:
motivating factor.
72
Table-4.13
Types of errors / problems have impact on performance rating in the Organization.
S. No
1
2
3
4
5
6
Rating Scale
No
of In%
Respondents
Influence
9
Attitude
16
Biased
8
Personal Grudge
1
Subjectivity
5
Status Effect
1
22.5
40
20
2.5
12.5
2.5
Graph-4.13
Analysis:
From the above table-4.13 it is observed that, appraisal system is rated by attitude
that is 40% and 22.5% of the respondents by influence and 20% by biased, 12.5% by subjectivity
and 2.5% by personal grudge and remaining 2.5% by status effect.
Interpretation:
The employees opined that, attitude factor have a greater impact on the
73
Table -4.14
Feedback on Performance is communicated after assessment of the Performance.
S.No Rating Scale No
1
2
Yes
No
of In%
Respondents
19
47.5
21
52.5
Graph-4.14
Analysis:
From the above table-4.14 it is found that, 52.5% of respondents disagree that feed
back on performance is communicated after assessment of the performance appraisal. And 47.5%
of the respondents agree for the above statement.
So majority of the respondents i.e. 52.5 % of the respondents have disagreed that the
feedback on performance is communicated after assessment of the performance appraisals.
74
Interpretation:
Here, the some of the employees express their view that, the
performance feedback need not be communicated after the assessment, while some of them
felt that it is essential.
75
Table-4.15
Employees are aware of 360-degree appraisal.
S.No Rating Scale No of Respondents
1
Yes
11
2
No
29
In%
27.5
72.5
Graph-4.15
Analysis:
From the above table-4.15 it is found that, 72.5% of respondents are aware of 360degree appraisal and 27.5% of die respondents are not known of 360-degree appraisal.
So majority of the respondents i.e.. 72.5 % of the respondents have agreed that they
were aware of 360 degree appraisal
Interpretation:
Here from the above study it is known that, the employees are not completely aware of 360degrees appraisal system.
76
SUMMARY
Human Resource Management (HRM) is the function within an organization that
focuses on recruitment of, management of, and providing direction for the people who work
in the organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with
issues related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation, communication,
administration, and training.
Performance appraisal refers to all the formal procedures used to evaluate an
individual, his contributions and potential. In other words, it is to plan and measure the
performance of an individual in terms of the requirement of the job or it is a process of
finding out how effective the organization has been at hiring and placing an employee.
Performance appraisal is a formal system of review and evaluation of individual or
team task performance. While evaluation of team performance is critical when teams exist in
an organization, the focus of performance appraisal in most firms remains on the individual
employees. Regardless of the emphasis, an effective appraisal evaluates accomplishments
and initiates plans for development, goals and objectives.
The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU garu and had
tone into commercial production in 1978
The Krishna, Godavari delta known as the rice- bowl of Indian and more particularly
W.G.Dist comes under the well known networks of canal from the Godavari Anacut. Almost
all parts of the district have wet land. Cultivation with to paddy, crops per year since paddy
straw can be used to the 60% of the total raw material of delta paper mills and as it also is the
most economical of all the available inputs, one could not have asked suitable location.
77
Other raw materials such as gunny waste , cotton lintels and waste paper are produced
easily from Rajahmundry, Vizag, Eluru, Vijayawada and Hyderabad in A.P. Since the
company as well connected by broad gauge railway lines, the factory as not in the past
experienced any problem in producing these raw material.
The Delta Paper Mills Limited was established as a public limited company on 23r
may 1975. Late Sri BH.Vijay Kumar Raju and Andhra Pradesh Industrial development
corporation (APIDC) on 18th September 1975 promoted the Delta Paper Mills Limited; the
company started its commercial production on 7th April
1977.
The plant is located at Vendra, a village of Palakoderu mandal, in Andhra Pradesh.
The following reasons will explain for selecting the location.
The companies' main activity is to produce all varieties writing and printing paper. It
is mainly an agro-based industry. Its main raw material is paddy straw.
In 1976 ICICI along with IDBI, IFCI, LIC and UTI assisted the company for selling up
the product DELTA PAPER MILLS LIMITED commissioned the paper machine for
commercial production from July 1978 and pulp mill by November 1973. It earned its profits
in the second and third year of operations.
Hence by the above analysis, we can conclude that employees responded according to
their own perception and were expecting additional benefits which management has to
concentrate and take into consideration such that employees can be retained and can excel in
their profile.
78
FINDINGS
More than half of the employees (72.5%) agree that Performance Appraisal is the
79
SUGGESTIONS
As per the study the following are the suggestions:
The Performance Appraisal in the organization should be in a full fledge way so that
superiors task by training & development which should be more effective so that the
other employees will also be attracted.
The Performance Appraisal should be assist effectively to the employees as it
80
CONCLUSION
The options required strong motivation to face the challenges.
Proper training and satisfaction at all levels will be the strongest foundation to
launch an assault on the challenges and convert the challenges to opportunities
through effective performance appraisal measures in the organization.
81
BIBLIOGRAPHY
Books:
Donald L. Kirkpatrick, 2006, Improving Employee Performance through Appraisal
and Coaching.
Richard Rudman, 2003, Performance Planning and Review.
Roger E. Herman, 1997, The Process of excelling, oak Hill press.
P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial
Relations, Himalaya Publishing House.
Journals:
Gitam Journal of Management.
Journal of Occupational and Environmental medicine.
Indian Journal of Social Work.
Indian Journal of Human Resource.
www.deltapapermills.com
www.google.com
82
ANNEXURE
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
2. Does the Performance Appraisal system followed in the organization is rational and
fair?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
3. Whether the Job expectations are informed and the superiors set the tasks?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
83
4.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
6. Whether the employees happy with the assessment of Performance followed in the
organization?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Strongly Agree
Agree
84
Neutral
Disagree
Strongly Disagree
8. Does the Advises and suggestions are given to the employees during the
appraisal process?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Positive way
Negative way
Uninteresting
Neutral
Superior
Subordinate
HOD
Peer group
85
Once in 3months
Once in 6months
Once in a year
12. How the performance appraisal followed in the organization?
Motivate
Denominative
13.What types of errors / problems have impact on performance rating in
the organization?
Influence
Biased
Attitude
Personal Grudge
Subjectivity
Status Effect
No
No
86