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ProjectreportonPerformanceAppraisalofBSNL
1.SHERWOODCOLLEGEOFPROFESSIONALMANAGEMENTASUMMERTRANINGREPORTON
PERFORMANCEAPPRAISALSUBMITTEDINTHEPARTIALFULFILLMENTOFTHEDEGREEOF
BACHELORSOFBUSINESSADMINISTRATIONUNDERTHEGUIDANCEOF:Dr.RajneeshSrivastava
SUBMITTEDBY:ABHISHEKKUSHWAHABBA5SEMESTERROLLNO:110721010021
2.ACKNOWLEDGEMENTIconsidermyselfveryfortunatetogettheopportunitytoconductthetraining
approvalandprojectassignmentbyBHARATSANCHARNIGAMLIMITED(BSNL).Igotopportunitytoget
apracticalexposureintoactualenvironmentanditprovidesmethegoldenopportunitytomakemy
theoreticalconceptofRecruitmentandselectionprocessinamoreclearway.Iamverymuchthankfulto
MR.J.PTiwariforprovidingmetheopportunitytodothetrainingintheBSNL.Also,thankfultoallthe
officialsatBSNLfortheircooperationduringmytrainingforprovidingmenecessaryinformationwithout
whichthisprojectreportwouldnothavebeencompleted.Ihavegonethroughvarioussites,Research
Books,MagazinesandNewspaperstogettheaccurateinformationforanalysisandtriedtofindthebest
conclusion.ABHISHEKKUSHWAHA(BBAVthSEM)2
3.PREFACESummertrainingisthemostvitalpartofanBBAcourse,bothasalinkbetweentheoryand
actualindustrialpracticesaswellasanopportunityforhandsonexperienceincorporateenvironment.I
therefore,considermyselffortunatetoreceivethetraininginanesteemedorganizationviz.Bharat
SancharNigamLimited.Yettheopportunitycouldnothavebeenutilizedwithouttheguidanceandsupport
ofmanyindividualswhoalthoughheldvariedpositions,butwereequallyinstrumentforalthough
completionofmysummertraining.Dr.RajneeshSrivastavaandalsothankstoallmyfacultymembersand
myParentsandfriends.However,Iacceptthesoleresponsibilityerrorsofomissionandwouldbe
extremelygratefultoreadersofthisprojectreportiftheybringsuchmistaketomynotice.ABHISHEK
KUSHWAHA(BBAVthSEM)3
4.EXECUTIVESUMMERYMostorganizationshaveaperformanceappraisal(PA)programthathas
evolvedovertimeandislikelynotmeetingtheneedsofemployeesandmanagers.ManycompetingPA
theoriesandpracticesexistmakingdevelopmentofaneffectiveprogramdifficult.However,donewell,a
strongPAprogramreinforcesorganizationalcultureandhelpsemployeesachievehighlevelsof
performance.AneffectivePAprogramcanimprovekeybusinessmeasuressuchasReturnonAssets,
ReturnonEquity,profitmarginsandearnings.EverystrongPAprogramhasthreeelements:performance
tracking,informalfeedback,andformalappraisal.Buildonthesethreeelementstocustomizeyour
programtoyourorganizationsgoalsandvalues:oInformalcoachingisthesinglemostsignificantfactorin
easingretentionanddevelopingtalent.oForcedrankingandforceddistributionaretechniquesthatwork
wellincompetitiveenvironments.Avoidtheminteambaseddepartments.o360degreeevaluationshelp
toimprovepeoplemanagementabilities.Stayawayfromusingthemformanagercompensationor
disciplinarypurposes.4
5.TABLEOFCONTENTCONTENTPAGENO. Acknowledgement2 Preface3 Executivesummary
4 Companyprofile619 Introduction2048PerformanceappraisalprocessPerformanceappraisal
processatRelianceHRServicesprivateLtd. ResearchMethodology4958 Analysis&Interpretation
5970 Limitation71 Suggestion7375 Conclusion75 Bibliography76 Appendix775
6.COMPANYPROFILE6
7.INTRODUCTIONTYPEAVAILABILITYCOUNTRYWIDEOWNERGOVERNMENTOFINDIAKEY
PEOPLECHAIRMAN&DIRECTORRAJESHKUMARUPADHYAYFOUNDED19THCENTURY,
INCORPRATEDIN2000WEBSITE1.1COMMUNICATIONSERVICEPROVIDERWWW.BSNL.IN
OVERVIEWOFTHEBSNL:BSNLisIndia'soldestandlargestCommunicationServiceProvider(CSP).
CurrentlyBSNLhasacustomerbaseof64.8million(Basic&Mobile7

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8.telephony).IthasfootprintsthroughoutIndiaexceptforthemetropolitancitiesofMumbaiandNewDelhi
whicharemanagedbyMTNL.AsonMarch31,2007BSNLcommandedacustomerbaseof33.7million
Wireline,3.6millionCDMAWLLand27.5millionGSMMobilesubscribers.BSNL'searningsforthe
FinancialYearendingMarch31,2006stoodatINR401.8b(US$9.09b)withnetprofitofINR89.4b(US$
2.02billion).Today,BSNLisIndia'slargestTelcoandoneofthelargestPublicSectorUndertakingofthe
countrywithauthorizedsharecapitalofUS$3.95billion(INR17,500Crore)andnetworthofUS$14.32
billion.1.3PROFILEOFORGANISATION:OVERVIEWSOFORGANISATIONHISTORY:Thefoundationof
TelecomNetworkinIndiawaslaidbytheBritishsometimein19thcentury.ThehistoryofBSNLislinked
withthebeginningofTelecominIndia.In19thcenturyandforalmostentire20thcentury,theTelecomin
IndiawasoperatedasaGovernmentofIndiawing.EarlieritwaspartoferstwhilePost&Telegraph
Department(P&T).In1975theDepartmentofTelecom(DoT)wasseparatedfromP&T.DoTwas
responsibleforrunningofTelecomservicesinentirecountryuntil1985whenMahanagarTelephoneNigam
Limited(MTNL)wascarvedoutofDoTtorunthetelecomservicesofDelhiandMumbai.Itisawellknown
factthatBSNLwascarvedoutofDepartmentofTelecomtoprovidelevelplayingfieldtoprivatetelecoms.
Subsequentlyin1990sthetelecomsectorwasopenedupbytheGovernmentforPrivateinvestment,
thereforeitbecamenecessary8
9.toseparatetheGovernment'spolicywingfromOperationswing.TheGovernmentofIndiacorporatized
theoperationswingofDoTonOctober01,2000andnameditasBharatSancharNigamLimited
(BSNL).BSNLoperatesasapublicsector.MAINSERVICESBEINGPROVIDEDBYBSNLBSNLprovides
almosteverytelecomservice,howeverfollowingarethemainTelecomServicesbeingprovidedbyBSNLin
India:1.UNIVERSALTELECOMSERVICES:Fixedwirelineservices&WirelessinLocalloop(WLL)using
CDMATechnologycalledbfoneandTarangrespectively.BSNLisdominantoperatorinfixedline.Ason
March31,2007(endoffinancialyear)BSNLhad76%shareoffixedandWLLphones.BSNLMOBILE
PREPAIDMOBILE2.CELLULARMOBILETELEPHONESERVICES:BSNLismajorproviderofCellular
MobileTelephoneservicesusingGSMplatformunderbrandnameCellone.PrepaidCellularservicesof
BSNLareknowasExcel.AsonMarch31,2007BSNLhad17%shareofmobiletelephonyinthecountry.9
10.BSNLBroadband3.INTERNET:BSNLisprovidinginternetasdialupconnection(Sancharnet)and
ADSLBroadbandDataone.BSNLhasaround50%marketshareinbroadbandinIndia.BSNLhasplanned
aggressiverolloutinbroadbandforcurrentfinancialyear.4.IntelligentNetwork(IN):BSNLisprovidingIN
servicesliketelevoting,tollfreecalling,premiumcallingetc.BSNLPRESENT&FUTURESinceits
corporatisationinOctober2000,BSNLhasbeenactivelyprovidingConnectionsinbothUrbanandRural
areasandtheefficiencyofthecompanyhasdrasticallyimprovedfromthedayswhenonehadtowaitfor
yearstogetaphoneconnectiontonowwhenonecangetaconnectioninevenhours.Preactivated
MobileconnectionsareavailableatmanyplacesacrossIndia.BSNLhasalsounveiledverycosteffective
Broadbandinternetaccessplans(DataOne)targetedathomesandsmallbusinesses.AtpresentBSNL
enjoy's47%ofmarketshareofISPservices.YearofBroadband200710
11.FormerIndianCommunicationsMinisterThiruDayanidhiMaranhaddeclaredyear2007as"Yearof
Broadband"inIndiaandBSNLisgearinguptoprovide5millionBroadbandconnectivitybytheendof
2007.BSNLhasupgradedexistingDataone(Broadband)connectionsforaspeedofupto2Mbit/swithout
anyextracost.This2Mbit/sbroadbandserviceisbeingprovidedbyBSNLatacostofjustUS$5.5per
month.Further,BSNLisplanningtoupgradeitsbroadbandservicestoTripleplay(telecommunications)in
2007.BSNLhasbeenaskedtoadd108millioncustomersby2010byFormerIndianCommunications
MinisterThiruDayanidhiMaran.WiththefranticactivityinthecommunicationsectorinIndia,thetarget
appearsachievable,howeverduetointensecompetitioninIndianTelecomsectorinrecentpastBSNL's
growthhassloweddown.BSNLispioneerofRuralTelephonyinIndia.BSNLhasrecentlybagged80%of
US$580m(INR2,500crores)RuralTelephonyprojectofGovernmentofIndia.CHALLENGES:During
FinancialYear20072008(FromApril01,2006toMarch31,2007)BSNLhasadded9.6millionnew

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customersinvarioustelephoneservicestakingitscustomerbaseto64.8million.BSNL'snearest
competitorBhartiAirtelisstandingatacustomerbaseof39million.However,despiteimpressivegrowth
shownbyBSNLinrecenttimes,thefixedlinecustomerbaseofBSNLisdeclining.Inordertowoobackits
fixedlinecustomersBSNLhasbroughtdownlongdistancecallingrateunderOneIndiaplan,however,the
successoftheschemeisnotknown.11
12.However,BSNLfacesbleakfiscal20062007asusersflee,whichhasbeenacceptedbytheCMD
BSNL.PresentlythereisanintensecompetitioninIndianTelecomsectorandvariousTelcosarerollingout
attractiveschemesandareprovidinggoodcustomerservices.However,BSNLbeinglegacyoperatorand
itsconversionfromaGovernmentDepartmentearnslotofcriticismforitspoorcustomerservice.Although
inrecentpasttherehavebeentremendousimprovementinworkingofBSNLbutstillitismuchbelowthe
Industry'sExpectations.Alargeaging(averageage49years(appx))workforce(300,000strong),whichis
mostlysemiliterateorilliterateisthemainreasonforthepoorcustomerservice.Further,theTop
managementofBSNLisstillworkinginBSNLondeputationbasisholdingGovernmentemployeestatus
thushavinglittlecommitmenttotheorganisation.Althoughincomingyearstheretirementprofileofthe
workforceisveryfastandaround25%ofexistingworkforcewillretireby2010,however,stilltheworkforce
willbequitelargebytheindustrystandards.Qualityoftheworkforcewillalsoremainanissue.Access
DeficitCharges(ADC,alevybeingpaidbytheprivateoperatorstoBSNLforprovideserviceinnon
lucrativeareasespeciallyruralareas)hasbeenslashedby37%byTRAI,w.e.f.April01,2007.The
reductioninADCmayhitthebottomlineofBSNL.12
13.VISIONTobecomethelargesttelecomServiceProvider.MISSION ToprovideworldclassStateof
arttechnologytelecomservicestoits Customersondemandatcompetitiveprices. ToProvideworld
classtelecominfrastructureinitsareaofoperationandtoContributetothegrowth.OBJECTIVE: MP
Telecomlooksoverthemanagement,controlandoperationofthetelecom networkwiththefollowing
aimsandobjective Tobuildahighdegreeofcustomerconfidencebysustainingqualityandreliabilityin
service. Toupgradethequalityoftelecomservicetointernationallevel. Provisionoftelephone
connectionsondemandinallthevillagesofM.P. ExpansionofnewserviceslikeInternet,Intelligent
Network,ISDN,InternetTelephony,VideoConferencing,Broadbandetc. PopularizeBroadbandServices
andtobeondemandinthewholeState.13
14. ExpansionofCellularMobileTelephonetoalltowns. ToopenInternetKiosks(Cafe's)atallBlock
HeadQuarters. Toimprovethequalityofpresentservicesbeinggiventothesubscribers. Toopen
moreCustomerServiceCentersandupgradetheexistingCustomerServiceCentersforbetterandfriendly
Customercare. ModernizePSTNnetworkbymakingRSUs&ANRAX. PlantationofTreestomake
environmentClean&Green. Toraisenecessaryfinancialresourcesforitsdevelopmentalneeds. To
increaseaccessibilityofservices,byprovidingalargenumberofLocalandNSD/ISDPublicCallOffices
(PCOs)soastoreachouttothemasses.14
15.ProductsBSNLLANDLINEBSNLMOBILE_POSTPAID_PREPAID_UNIFIEDMESSAGING_
GPRS/WAP/MMS_DEMOs_TARIFFBSNLWLLINTERNETSERVICES_NETWORK_BROADBAND
_WIFI_COLOCATIONSERVICE_BSNLWEBHOSTING_DIALUPINTERNET_SMS&BULKSMS
BSNLBROADBANDBSNLMANAGEDNETWORKSERVICESBSNLMPLSVPNISDNLEASEDLINE
15
16.INTELLIGENTNETWORK_FREEPHONESERVICE_PREMIUMRATESERVICE_INDIA
TELEPHONECARD_VIRTUALPRIVATENETWORK(VPN)_VOICEVPN_UNIVERSALNUMBER_
UNIVERSALPERSONALNUMBER_TELEVOTINGVIDEOCONFERENCINGAUDIOCONFERENCING
TELEX/TELEGRAPHEPABX_EPABX_FREEEPABX_CENTREXHVNETINMARSAT
TRANSPONDER16
17.SWOTAnalysis(Strength/Weakness/Opportunities/Threats)StrengthThetelecomsectorispoised
forcontinuedhighgrowthandourcompanyiswellplacedtobenefitfromthisphenomenon.BSNListhe

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largesttelecomoperatorprovidingallkindoftelecomservicesthroughoutthecountry.Thewidestnetwork
reachofthecompanyisitsUSP.WeaknessBSNLbeingGovernmentCompanyhasnoanymajor
weaknessinthebusiness.OpportunitiesHavingbiggestinfrastructureprovideritiseasyforcompanyto
enterintoanyarea.BSNLhasvastrangeofproductaswellasbetterinfrastructureitmakesthetodeal
withanykindofcustomer.Dealinginurbanareanowithasalsoopportunitiesinruralarea.ThreatsThe
companyoperatesinanindustry,whichishighlycompetitiveandfacesintenseCompetitionfromother
serviceprovider,whoenjoycertainadvantagesintheirProcurementaswellasinselectionoftechnology.
17
18.BSNLhaveseveralregionalofficestolocalizeitsoperationsinIndiaREGIONALOFFICESOFBSNL
MEERUTDEHRADUNDELHILUCKNOWGROWTHPLANOFBSNL18
19.BSNL'sfutureplanincludeafastexpansionprogrammeofincreasingthepresent93millionlinesto
twicethatnumberby2009andsome120millionlinesby2010.Theshiftindemandfromvoicetodata
domination,andfromwirelinetowireless,hasrevolutionizedtheverynatureofthenetwork.BSNLhas
alreadysetinplaceseveralmeasuresthatshouldenableittoevolveintoafullyintegratedmultioperatorby
2009anditsincumbentstatus,size,infrastructureandhumanresourceshouldcertainly,giveitadistinct
advantage.Consolidationofthenetworkandmaintaininghighqualityofservicecomparableto
InternationalstandardsisthekeyaimoftheGrowthPlan.Objectiveoftheplanare: Thetelephone
connectionshallbeprovidedondemandanditshallbesustained. TheNetworkshallbemadefully
digital.Allthetechnologicallyobsoleteanalogexchangeswillbereplacedwithdigitalexchanges. To
providedigitaltransmissionlinksuptoallSDCAs. Digitalconnectivityshallbemadeavailabletoallthe
exchangesby200709 ExtensiveuseofOpticalfiberSysteminthelocal,Junctionandlongdistance
networksoastomakeavailablesufficientbandwidthforthespreadofInternetandInformationtechnology.
ISDNservicesshallbeextendedtoallthedistrictheadquarters,subjecttodemand. Toprovide
IntelligentNetworkServices,progressivelyalloverthecountry(majorcitieshavealreadybeencovered).
TosetupInternetNodesprogressivelyuptoDistrictheadquarterslevel.UpgradingexistingSTD/ISDPCOs
tofullfledgedPublicTeleInfoCenters(PTIC)forsupportingMultimediacapabilityandInternetAccess19
20.INTRODUCTION20
21.PERFORMANCEAPPRAISALManagementPerformanceappraisalisamethodofevaluatingthe
evaluatingthebehaviorofemployeesPerformanceappraisalormeritratingisoneoftheoldestandmost
universalpracticesofintheworkspot,Normallyincludingboththequantitativeandqualitativeaspectsof
jobperformance.Performanceappraisalcanbeaneffectiveinstrumentforhelpingpeoplegrowand
developinorganizationalsetting.ThroughaWellorganizedappraisalsystem.Anemployeecancreate
learningspacesforhimselfinanorganization.Effectivelypracticedanddevelopmentorientedperformance
appraisal&Reviewsystem,substantiallycontributetotheorganizationhealth.Organizationcannotdo
awaywithPERFORMANCEAPPRAISAL.Someformofassessmentofperformanceonacontinuingbasis
isessentialforsurvivalaswellasgrowthofanorganization.Ifanddevelopyardstickstomeasureit,ifyou
wanttoimproveperformance.Theperformerhastobeabletounderstandit.Performanceappraisalisa
systematicappraisaloftheemployeespersonalitytraitsandperformanceonthejobandisdesignedto
determinehiscontributionandrelativeworthtothefirm.21
22.Aformaldefinitionofperformanceappraisalisthat,itisthesystematicevolutionoftheindividualwith
respecttohisorherperformanceonthejobandhisorherpotentialfordevelopmentPerformance
appraisalisaformalstructuredsystemofmeasuringandevaluatinganemployeesjob,relatedbehaviors
andoutcomestodiscoverhowandwhytheemployeeispresentlyperformingonthejobanhowthe
employeecanperformeffectivelyinthefuturesothattheemployee,organizationandsocietyallbenefit.
Underperformanceappraisal,weevaluatenotonlytheperformanceofaworkerbutalsohispotentialfor
development.22

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23.COMPONENTSOFAPPRAISALEVALUATIONAswehaveseenperformanceevolutionscanbemade
averityofreasonscounseling,promotion,research,salary,administrationoracombinationsofthese
thereforeitisnecessarytobeginbystatingveryclearlytheobjectivesoftheevolutionprogram.Having
donethis,thepersonalevolutionsystemshouldaddressthequestions,who,what,when,where,how?Of
performanceappraisalWHOTheappraisalcanbeaccomplishedbyoneormoreindividualsinvolvinga
combinationoftheimmediatesupervisor,ahigherlevelmanager,apersonalmanager,theassessees
peers,theassesseehimselfandtheassesseessubordinates.Usuallytheimmediatesupervisormustbe
interestedwiththetaskofratingtheassesseebecausehehismostfamiliarwithhiswork,andbecausehe
isalsoresponsibleforrecommendingorapprovingpersonalactionbasedontheperformanceappraisal.
Thestaffspecialists,i.e.thepersonalofficeralsodoappraisal.Theymayadvisethesupervisorwhile
evaluatingtheirsubordinatesstressingtheneedforevidenceformakingspecificappraisaljudgmentsand
comparingaparticularsubordinatesevolutionwiththoseofothers.Theappraisalofanindividualmayalso
bedonebyhispeerssuchappraisalproveseffectiveinpredictingfuturemanagementsuccess.23
24.Thisapproachhasitsdisadvantagethattheindividualmayratehimselfexcessivelyhighthenitwould
beifhissuperiorratedhim.Manycompaniesuseratingcommitteestoevaluateemployees.These
committeesconsistofsupervisors,peers,andsubordinates.WHATThewhatoftheperformance
appraisalconsistsinappraisingnonsupervisoryemployeesfortheircurrentperformanceandmanagers
forpotential?Italsoincludesevaluationofhumantrades.WHYThewhyofanappraisalisconcerned
witha)Creatingandmaintainingasatisfactorylevelofperformanceofemployeesintherepresentjobs.
b)Highlightingemployeeneedsandopportunitiesforpersonalgrowthanddevelopment.c)Promoting
understandingbetweenthesupervisorandhissubordinates.d)Providingausefulcriterionfordetermining
thevalidityofselectionandtrainingmethodsandtechniquesandformingconcretemeasuresforattracting
individualofhighercalibertotheenterprise.24
25.WHENThewhenanswersthequeryaboutthefrequencyofappraisal?Ithasbeensuggestedin
formalcounselingshouldoccurcontinuously.Themanagershoulddiscussanemployeesworkassoonas
possibleafterhehasjudgedit.WHEREThewhereindicatesthelo0cationwhereanemployeemaybe
evaluated.Itisusuallydoneattheplaceofworkorofficeofthesupervisor.HOWUnderhowthe
companymustdecidewhatdifferentmethodsareavailableandwhichofthesemaybeusedfor
performanceappraisal.Basedonthecomparativeadvantagesanddisadvantagesitisdecidedwhich
methodsuittheproposebest.25
26.PURPOSEOFPERFORMANCEAPPRAISAL Tocreateandmaintainasatisfactorylevelof
performance. Toprovideinformationmakingdecisionforrewardinglyofretrenchmentetc. Toguide
thejobchangeswiththehelptocontinuousranking. Tocontributetotheemployeegrowthand
developmentthroughtraining,selfandmanagementdevelopmentprogram. Tofacilitatefortestingand
validatingselectiontests,interviewtechniquesthroughcompeeringtherescoreswithperformance
appraisalranks. Tofacilitatefairandequitablecompensationbasedonperformance. Tohelpthe
superiorstohaveproperunderstandingabouttheresubordinates.26
27.WHATSHOULDBERATEDThesevencriteriaforassessingperformanceare:1.Quality:thedegreeto
whichtheprocessorresultofcarryingoutanactivityapproachperfection2.Quantity:theamountproduce
expressedinmonetarytermsnumberofunits,ornumberofcompletedactivitycycles3.Timeliness:the
degreetowhichanactivityoranresultproduced4.Costeffectiveness:thedegreetowhichtheuseofthe
organizationsresources(e.g.human,monetary,technological,material)ismaximizedinthesanceof
waitingthehighestgain5.Needforsupervision:thedegreetowhichajobperformercancarryoutjob
functionwithoutsupervisoryassistance6.Interpersonalimpact:thedegreetowhichperformerpromotes
feelingofselfesteem,goodwillandcooperationamongcoworkersandsubordinates.7.Training:need
fortrainingofimprovinghisskillsknowledge.27

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28.OBJECTIVEOFPERFORMANCEAPPRAISAL Agoodperformanceappraisalhasfollowing
objectives: HelpemployeetoKrishakBhartiCoperativeLtd.Hisweaknesses,andimprovehisstrengths,
andthusenablehimtoimprovehisperformanceandthatofthedepartment. Generateadequate
feedbackandguidelinesfromthereportingofficerstotheemployee. Contributiontothegrowthand
developmentoftheemployeethruhelpinginrealisticgoalsetting Helpidentifyingemployeesforthe
porpoiseofmotivating,traininganddevelopingthem. Generatesignificantrelevant,freeandvalid
informationaboutemployeesthusgoodperformanceappraisalandreviewsystemshouldprimarilyfocus
onemployeedevelopment28
29.METHODSOFAPPRAISALBroadlyalltheapproachestoappraisalcanbeclassifiedinto: Past
oriented:RatingscalesChecklistForcedchoicemethodForceddistributionCriticalincidentmethod
BehaviorallyanchoredscalesFieldreviewmethodAnnualconfidentialreportEssaymethodCost
accountingapproachesComparativeevolutionapproachRankingmethodPairedcomparisonmethod
Futureoriented:ManagementbyobjectivesPsychologicalappraisalsAssessmentcenter29
30.METODSOFPERFORMANCEAPPRAISALSPastOrientedMethods Ratingscales:Thisisthe
simplestandthemostpopulartechniqueforemployeeperformance.Thetypicalratingscalessystem
consistsofseveralnumericalscales,eachrepresentingjobrelatedperformancecriterionsuchas
dependability,initiativeoutput,attendance,attitude,cooperationandthelike.Eachscalesrangesfrom
excellenttopoor.Theratercheckstheappropriateperformanceleveloneachcriterion,andthencomputes
theemployeestotalnumericalscores. Checklist:Inthismethod,theratersdontevolutesemployee
performance,hesuppliesreportsaboutitandthepersonaldepartmentdoesthefinalratingaseriesof
questionarepresentedconcerningandemployeetohisbehavior.Therater,then,toindicateiftheanswer
toaquestionaboutanemployeeinpositiveornegative.Generally,thequestionsareonyes/nopattern.
Forcedchoicemethod:Inthistheraterisgivenaseriesofstatementsaboutemployee.Thesestatements
arearrangedinblockoftwoormore,andtheraterindicateswhichstatementsismostorleastdisruptiveof
theemployee30
31. CriticalincidentmethodThe,approachesfocusoncertaincriticalbehaviorsofanemployeethat
makesallthedifferencebetweeneffectiveandnoneffectiveperformanceofajob.Suchincidentsare
recordedbythesuperiorsasandwhentheyoccur. BehaviorallyAnchoredRatingScalesSometimesthis
iscalledbehavioralexpectationscales,areratingscaleswhosescalepointaredeterminedbystatements
ofeffectiveandineffectivebehaviors.Aratermustindicateswhichbehavioroneachscalebestdescribes
anemployeesperformance. FieldreviewmethodThisisanappraisalbysomeoneoutsidetheassesses
ondepartmentusuallysomeonefromthecorporateofficeorH.Rdepartment.Theoutsiderreview
employeerecordsandholdsinterviewswiththerateandhisorhersuperior.themethodisprimarilyused
formakepromotionaldecisionatthemanageriallevel. AnnualconfidentialreportmethodInthismethod
eachemployeeisratedconfidentiallybyoneormoreseniorofficersforhisperformance.Thereportdeals
withtheyearsworkandgeneralopinionoftheratertowardstheemployee.Themainproblemwithhis
methodisthatitisnotdatabasedandtheappraisalisdonethebasesofimpression.31
32. EasymethodIntheessaymethod,theratermustdescribetheemployeewithinanumberofbroad
categoriessuchasa)Theratersoverallimpressionoftheemployeesperformanceb)Thepromotabilityof
theemployeec)Thejobsthattheemployeeisnowableorqualifiedtoperformd)Thestrengthand
weaknessesoftheemployeeandthetraningandthedevelopmentassistantrequiredtheemployee.
ComparativeEvolutionApproachesTheseareacollectionofadifferentmethodsthatcompareone
workersperformancewiththathis/hercoworkers.Supervisorsusuallyconductcomparativeappraisals.
Astheseappraisalscanresultsinarankingfrombesttoworsttheyareusefulondecidingmeritspay
increasespromotionsandorganizationalrewards.Wecanclassifyitintoa)RankingmethodInthis,the
superiorhisorhersubordinatesintheorderoftheremeritsstartingfromthebesttotheworst,.This
methodissubjecttothehalloandRecencyeffects,althoughrankingbytwoormoreraterscanbe

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averagedtohelpreducebiases.Itadvantagesincludeeaseofadministrationandexplanation.b)Paired
Comparisonmethod:Underthismethodtheappraisercompareseachemployeewitheveryother
employee,oneatatime.Thenumberofcomparisonsmaybecalculatedwiththehelpofformula,which
readsthus:N(N1)/232
33.360DEGREEPERFORMANCEAPPRAISALTypicalappraisersare:supervisors,peers,subordinates
employeesthemselvesusersofserviceandconsultants.Performanceappraisalbyallthesepartiesis
called360DEGREEPERFORMANCEAPPRAISAL1.Supervisors:Supervisorsincludesuperiorsofthe
employeeothersuperiorshavingknowledgeabouttheworkoftheemployeeanddepartmentheador
manager.Generalpracticesisthatimmediatesuperiorsappraisetheperformance,hitchinturnreviewed
bythedepartmentalhead/manager.2.Peers:Peerappraisalmaybereliableiftheworkgroupisstable
overareasonablylongperiodoftimeandperformtasksthatrequireintegration.3.Subordinates:The
conceptofhavingsuperiorsratedbysubordinatesisbeingusedinmostorganizationstodayespeciallyin
developedcountries.Suchanovelmethodcanbeusefulinotherorganizationalsettingstooprovidedthe
relationshipbetweensuperiorsandsubordinatesarecoordinal.4.SelfAppraisal:Inindividualsunderstand
theobjectivetheyareexpectedtoachieveandthestandardbywhichtheyaretobeevaluated,theyareto
agreatextendinthebestpositiontoappraisetheirownperformance.33
34.5.UsersofServiceCustomers:Employeeperformanceinserviceorganizationrelatingtobehaviors,
promptness,speedindoingthejobandaccuracy,canbebetterjudgedbythecustomersorusersof
services.6.Consultants:Sometimesconsultantsmaybeengagedforappraisalwhenemployeesor
employersnottrustsupervisorandmanagementdoesnottrusttheselfappraisalapeerappraisalor
subordinateappraisal.34
35.THEPOSTAPPRAISALINTERVIEWThisinterviewprovidestheemployeethefeedbackinformation,
andanopportunitytotheappraisertoemployeehisrating,thetrailandbehaviorhehastakeninto
considerationetc.Furtherithelpsboththepartiestoreviewstandards,setnewstandardsbasedonthe
realityfactorsandhelpstheappraisaltoofferhissuggestion,help,guideandcoachtheemployeeforhis
advancement.Thus,thepostappraisalinterviewisdesignedtoachievethefollowingtheobjectives.Tolet
employeeknowwherestandTohelpemployeedobetterjobbyclarifyingwhatisexpectedofthemToplan
opportunitiesfordevelopmentandgrowthToprovideanopportunityforemployeestoexpressthemselves
onperformancerelatedissue.Thus,postappraisalinterviewismosthelpfultotheemployeeaswellashis
superior.35
36.KEYELEMENTSOFPASYSTEMS1)PerformanceImprovement:Performancefeedbackallowsthe
employee,manager,andpersonnelspecialiststointerviewwithappropriateactiontoimproveperformance.
2)CompensationAdjustments:Performanceevaluationshelpdecisionmakersdeterminewhoshould
receivepayraises.Manyfirmsgrantspartoralloftheirpayincreaseandbonusesbaseduponmerit,
whichisdeterminemostlythroughperformanceappraisal.3)PlacementDecisions:Promotions,transfers,
anddemotionsareusuallybasedonpastonanticipatedperformance.4)TrainingandDevelopment
Needs:Poorperformancemayindicatetheneedforretraining.Likewise,goodperformanceindicate
untappedpotentialthatshouldbedeveloped.5)CareerPlanningAndDevelopment:Performancefeedback
guidescareerdecisionsaboutspecificcareerpaths.6)InformationInaccuracies:Poorperformanceindicate
errorsinjobanalysisinformationshumanresourceplan,orotherparts,orthepersonalmanagement36
37.informationssystems.Relianceoninaccurateinformationmayhaveledtoinappropriatehiring,
training,orcounselingdecisions.7)JobDecisionErrors:Poorperformancemaybeasystemofill
conceivedjobdesigns.Appraisalshelpdiagnosetheseothers.8)EqualEmploymentopportunity:Accurate
performanceappraisalsthatactuallymeasurejobrelatedperformanceensurethatinternalplacement
decisionsarenotdiscriminatory.9)Feedbacktohumanresource:Good/badperformancethroughoutthe
organizationindicatehowwellthehumanresourcefunctionisperforming.37

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38.STAGESOFPERFORMANCEAPPRAISALPROCESS123456789PERFOMANCE
STANDEARDSAREESTABLISHEDINFORMTHESESTANDARDSINSTRUCTIONGIVENFOR
APPRAISALFINDINDOUTTHEINFLUENCECOMPARINGTHEPERFORMANCEFINDINGOUT
DEVIATIONCOMMUNICATING,THEACTUALPERFORMANCESUGGESTINGNECESSARY
CHANGESFOLLOWUPOFPERFORMANCEAPPRAISALREPORT38
39.PerformanceAppraisalisaNineStepProcess: AttheFirststage,performancestandardsare
establishedbasedonjobdescriptionandjobspecification.Thestandardshouldbeclear,objectiveand
incorporateallthefactors. TheSecondstage,istoinformthesestandardstoalltheemployeesincluding
appraisers. TheThirdstageisfollowingtheinstructiongivenforappraisalmeasurementofemployee
performancebytheappraisersthroughobservationsinterview,recordsandreports TheFourthstageis
findingouttheinfluenceofvariousinternalandexternalfactorsonactualperformance. TheFifthstageis
comparingperformancewiththatofotheremployeeandpreviousperformance. TheSixthstageis
comparingtheactualperformancewiththestandardsandfindingoutdeviations. TheSeventhstageis
communicating,theactualperformanceoftheemployeeandotheremployeesdoingthesamejoband
discusswithhimthereasonsforpositiveornegativedeviationsfromthepresetstandardsasthecasemay
be. TheEighthstageissuggestingnecessarychangesinstandards,jobanalysisinternalandexternal
environment. TheNinthstageisfallowupperformanceappraisalreport.Thisstageincludesguiding,
counselingcoachinganddirectingtheemployeeormakingarrangementsforthetraininganddevelopment
oftheemployee.39
40.PROBLEMSOFPERFORMANCEAPPRAISALThemajorprobleminperformanceappraisal:1)Rating
Biases:Theproblemsubjectivemeasure(isthatratingwhichisnotverifiablebyothers)hastheopportunity
forbiasesinclude:a)Haloeffectb)Theerrorofcentraltendencyc)Theleniencyandstrictnessbiasesd)
Personalprejudicee)TheRecencyeffect HaloEffect:Itisthetendencyoftheraterstodefend
excessivelyontheratingofonetraitorbehavioralconsiderationinratingallothertraitsorbehavioral
consideration.Onewayofminimizingthehaloeffectisappraisingalltheemployeebyonetraitbefore
goingtoratebasisofanothertrait. TheErrorCentralTendency:Someratersfallowplaysafepolicyin
ratingbyratingalltheemployeeonthemiddlepointoftheratingscaleandtheyavoidratingthep[people
atboththeextremesofthescale.Theyfallowplaysafepolicy40
41.becauseofaanswerabilitytomanagementorlackofknowledgeaboutthejobandpersonheisrating
orleastinterestinhisjob. TheleniencyandStrictness:Theleniencybiascropswhensomeratershave
antendencytobeliberalintheirratingbyassigninghigherratesconsistentlysuchratingdonotseveral
anypurposeequallydamagingoneisassigningconsistentlylowrates.d)PersonalPrejudice:Iftherater
dislikeanyemployeeoranygroup,hemayratethematthelowerthemwhichmaydistorttherating
purposeaffectthecareeroftheseemployee. TheRecencyEffect:Theratersgenerallyrememberthe
recentactionsoftheemployeeatthetimeofratingandrateonthebasisofthisrecentaction.1)Favorable
orunfavorableratherthanonthewholeactivities.2)Failureofthesuperiorinconductingperformance
appraisalandpostperformanceappraisalinterview.3)Mostpartoftheappraisalisbasedonsubjectivity.
4)Lessreliabilityandvalidityoftheperformanceappraisaltechnique.5)Negativeratingsaffect
interpersonalrelationssystem.41
42.WHYAPPRAISALTECHNIQUESPROVEFAILUREPerformanceappraisaltechniquestechniqueshave
oftenfailedtogiveacorrectassessmentoftheemployee.Thecausesofsuchfailureare:1)Thesupervisor
playsdualandconflictingroleoftheboththejudgeandthehelper.2)Toomanyobjectivesoftencause
confusion.3)Thesupervisorfeelsthatsubordinateappraisalisnotrewarding.4)Aconsiderabletimegap
existbetweentwoappraisalprograms.5)Theskillsrequiredfordailyadministrationandemployee
developmentareinconflict.6)Poorcommunicationkeepsemployeesinthedarkaboutwhatisexpectedof
them.7)Thereisthedifferenceofopinionbetweenasupervisorandasubordinateconcerningtheliters

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performance.8)Feedbackonappraisalisgenerallyunpleasantforbothsupervisorandsubordinate.9)
Unwillingnessonthepartofsupervisortotellemployeeplainlyhowtoimprovetheirperformance.42
43.AboutEmployee: SafeandFriendlyWorkEnvironment:Whatsortofenvironmentareyouproviding
youremployees. UseofEmployees:Isthebusinessmaximizingitsuseofemployeetobestsuitthe
businessneeds? EmployeeKnowledge:Howfamiliar(whatknowledge)areyouremployeewiththe
runningofmachine/equipments,productsofthecompanies?Doesemployeerequiretraining? Employee
Happiness:Aretheemployeeshappywiththeirwages,rewardsandhoursofworkgiven?43
44.PERFORMANCEMATRIXInprincipletheindividualperformancematrix(IPM)canbenotionallydivided
intotwoparts: Teammatrix IndividualMatrixKRA1to5 Forachievementofthesettargets,the
prescribedcreditpointswouldaccruetoallteammembersfortheteamperformanceandtoanindividual
fortheindividualperformance. Anydrop/deviationfromthetargetswillleadtoDebittowhilethe
overalldebitpointsforthenegativevariancevisvishasbeenprescribedfortheteamtheindividualwill
beliabletotheloseadditionalpointsbincaseofdirectresponsibilityfordeviation. Thesedebitpoints
willbedeterminedependingongravityoferror,quantumofloss,extraneous/inhibitingfactors,etc.asa
partofappraisalprocess.KRA6Itisintendedtocovereveryindividualdistinguishingcontribution/efforts
madeinrespectofeitherassignedprojectsorinnovations,costsaving44
45.measuresvalueadditionsetc.thishasbeenspecificallydesigntoacknowledgementandreward
individualexcellence.KRA7(Health.Safety/fire,Environment)Debitwillapplytoanindividualandhis
superiorsbuthisnotpeers/otherswhomaynotbeconnectedwiththesafetyincident.Similarlythereis
scopetoearnseparatecreditpointsforanindividualthroughsafetysuggestionandreportingofnear
missesandunsafeacts/conditions/KRA8(TrainingandHR)thisisintendedtocoverselftraining,
trainingofsubordinates,forthetrainingprogramsorganizedbylearningcentreareHRbasedonindividual
needassessmentofself&subordinates.Thesealsoincludequarterlyreview,counselingandmaintaining
ofperformancediary.KRA9(QualitySystem&Documentation)thisincludepropermaintenanceofeach
andeverydocumentsofISO9000and14001forsurveillanceaudits,alsorevisionofSOPs/SOCsdecided
bytheplant.45
46.KRA10(IndustrialRelations)thereisascopeforateamtoearnseparatecreditpointsbasedonthe
numberofimplementsuggestions.Inthiscasetheteammeanstheconcernimmediatesupervisor,
production/departmentmanagerandplantmanager.DisciplinaryActionItwillbedeemedtobecomplete
whenthematterisbroughttologicalConclusionresultingineitherappropriatepunishmentorwithdrawalof
Chargesheet.HowevernodebitwillbeaccruedintheeventofProlongedenquirybeyondthecontrolof
theemployee.FurtherfortheDisciplineviolationsnotreportedanddiscovered.TierIITheappraisalfor
managerialkeydimensiondeterminedcarderwiseWith20%weightage.46
47.PerformanceDiaryTheperformancediaryisameanttotrack/capturethesignificantperformance
eventswhetherpositiveornegative(CreditorDebit).Thisisalsothetoolforrecordingthepersonal
contributionintermsofinnovativeideas,suggestions,costsavingeffortsetc.Thefillingupthe
performancediaryismostcriticalandimportantaspectonwhichtheentiresystemrests.Eachandevery
individualhasresponsibilitytohighlighteventintheperformancediary,timelyandproperly.Whileforan
individualontheotherhand,itmaymeanestablishingclearresponsibilityforafault/formaloperation/
misjudgmentetc.ontheotherhanditwillmeanrecordingofcreditsworthyefforts/contributionwhichmay
otherwisegounnoticed.Itisalsoessentialtomentiontheimpactoftheincidentinthetermsofbeneficial
anddetrimentalconsequencesasthecasemaybe.Whereeverpossible,theconsequenceneedstobe
quantified.Twoimportantfactorswhichislikelytoberecordedintheperformancediaryareasfollows:47
48.FacilitatingFactor:Arethosefactorsthatarebeyondthecontroloftheappraisethathaveledtobetter
performance.Example:Availabilityofresourcesintime.InhibitingFactor:Arethosefactorsthatare
beyondthecontroloftheappraisetheyhaveledtopoorperformance.EXAMPLE:powerfailurethathas
ledtolossofoutput.WhomitwillbeAvailable:Theperformancediarywillremainincustodyofthe

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immediatesuperioranditwillbethejointresponsibilityoftheappraisetomaintainthesanctityofthis
instrumentthroughtimelyandmeticulousrecording.Infect,maintenanceofperformancediaryhasbeen
keptastheimportantparameterforperformanceassessment.WhowillbeTheAppraiser:Theappraiser
willbethesectionalhead/departmentalhead.48
49.RESEARCHMETHODOLOGY49
50.RESEARCHTheresearchdesignofthisprojectisexploratory.Thougheachresearchstudyhasitsown
specificpurposebuttheresearchdesignofthisprojectonBSNLisexploratoryinnatureastheobjectiveis
thedevelopmentofthehypothesisratherthantheirtesting.Theresearchdesignsmethodsoffinancial
analysis.Throughofcomparativebalancesheetincomparativestatement,Iamstudyingonbalancesheet
ofBSNLoffiveyear.Sotakingcomparativestatement,Iamgoingtoanalyzedoffiveyearsbalancesheet
ofBSNLMETHODOLOGYEveryprojectworkisbasedoncertainmethodology,whichisawayto
systematicallysolvetheproblemorattainitsobjectives.Itisaveryimportantguidelineandleadto
completionofanyprojectworkthroughobservation,datacollectionanddataanalysis.Research
Methodologycomprisesofdefining&redefiningproblems,collecting,organizing&evaluatingdata,making
deductions&researchingtoconclusions.CliffordWoodyRESEARCHDESIGNResearchDesignrefersto
"frameworkorplanforastudythatguidesthecollectionandanalysisofdata".Atypicalresearchdesignof
acompanybasicallytriestoresolvethefollowingissues:50
51.a)DeterminingDataCollectionDesignb)DeterminingDataMethodsc)DeterminingDataSourcesd)
DeterminingPrimaryDataCollectionMethodse)DevelopingQuestionnairesf)DeterminingSamplingPlan
(1)EXPLORATIVERESEARCHDESIGN:Explorativestudiesareundertakenwithaviewtoknowmore
abouttheproblem.Thesestudieshelpinaproperdefinitionoftheproblem,anddevelopmentofspecific
hypothesisistobetestedlaterbymoreconclusiveresearchdesigns.Itsbasicpurposeistoidentifyfactors
underlyingaproblemandtodeterminewhichoneofthemneedtobefurtherresearchedbyusingrigorous
conclusiveresearchdesigns.(2)CONCLUSIVERESEARCHDESIGN:ConclusiveResearchStudiesare
moreformalinnatureandareconductedwithaviewtoelicitingmorepreciseinformationforpurposeof
makingmarketingdecisions.Thesestudiescanbeeither:a)Descriptiveorb)ExperimentalThus,itwas
mixofboththetoolsofResearchDesignthatis,ExplorativeaswellasConclusive.51
52.SAMPLINGPLAN:SampleSize=50EmployeesSampleArea=BSNLlucknowUtterPradeshDuration
=6weeksRESEARCHPROBLEMIhaveselectedthatPERFORMANCEAPPRAISERasresearchproblem
formysummertrainingproject.Asaresearchproblemisthesituationthatcausestheresearchertofeel
apprehensive,confusedandillatease.Itisthedemarcationofaproblemareawithinacertaininvolving
theWHOorWHATtheWHEREtheWHENandtheWHYoftheproblemsituation.RESEARCHOBJECTIVE
Howproductivityrelateswithperformanceappraisal.Inaddition,themajorfactorsofperformance
appraisal,whichhavetakenapartinincreasingproductivityoftheorganization.52
53.RESEARCHINSTRUMENTUSED QUESTIONNAIRE:Thetermquestionnaireusuallyreferstoaself
administeredprocesseswherebyherespondenthimselfreadthequestionandrecordswithoutthe
assistanceofaninterviewer. INTERVIEW:Theinterviewmethodofcollectiondatainvolvespresentation
oforalverbalstimuliandreplyintermsoforalverbalresponse.EXPLORATORYRESEARCHExploratory
researchstudiesarealsotermedasformulatingstudies.Themainpurposeofsuchstudiesthatof
formulatingoftheproblemformorepreciseinvestigationorofdevelopingtheworkinghypothesesfroman
operationalpointofview.Anexploratoryresearchfocusesonthediscoveryofideasandisgenerallybased
onsecondarydata.Itconsists: Searchofsecondarydataandliterature Survey53
54.SEARCHOFSECONDARYDATAANDLITERATURE:Thequickestandmosteconomicalwayistofind
possiblehypothesesfromtheavailableliterature.Thepastresearchmaybesuitablemaysuitablesources
ofinformationtodevelopnewhypotheses.Theresearchercansearchthemforhisresearchpurpose.
SURVEYREPORT:Surveymeansthesurveyofpeoplewhohavehadpracticalexperiencewiththe

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problemtobestudy.Theseindividualcanbetopexecutives,salesmanager,wholesalerandretailer
processingvaluableknowledgeandinformationabouttheproblemenvironment.54
55.RESEARCHINSTRUMENTSUSED:Ihaveusedthefollowingresearchinstrumentinmyproject:
QUESTIONNAIRE:Thetermquestionnaireusuallyreferstoaselfadministeredprocesswherebythe
respondenthimselfreadthequestionandrecordswithouttheassistanceofaninterviewer. INTERVIEW:
Theinterviewmethodofcollectiondatainvolvespresentationoforalverbalstimuliandreplyintermsof
oralverbalresponse.SAMPLINGTECHNIQUEUSEDWhenfieldstudiesareunderareundertakenin
practicallife,considerationoftimecostandsomeotherfactorsalmostinvariablyleadtoselectionof
respondents.Theselectedrespondentsconstitutesasampleandtheselectionprocessiscalledsampling
technique.Asampledesignisdefineplandeterminedbeforeanydataareactuallycollectedforobtaininga
samplefromagivenpopulation.Samplecanbeeitherprobabilitysampleornonprobabilitysample.Ihave
selectedsimplerandomsamplinginmyproject.55
56.SIMPLERANDOMSAMPLING:Thistypeofsamplingisalsoknownaschancesamplingorprobability
samplingwhereeachiteminthepopulationhasanequalchanceofbeingselectedinthesample.SAMPLE
SIZE:Whenasurveyisundertakenandwhenitisnotpossibletocovertheentirepopulationthe
researcherhastoanswerthebasicquestionhowlargeshouldbesamplebe?thesamplesizedecision
isrelateddirectlytoresearchcost.Theintendedsamplesizeisthenumberofparticipantsplannedtobe
includedinthetrial,usuallydeterminedbyusingastatisticalpowercalculation.Theachievedsamplesize
isthenumberofparticipantsenrolled,treated,oranalyzedinthestudy.Ihavetaken50peopleinmy
samplesizeasthesamplesizeshouldbeneithersosmallnorsolarge.56
57.METHODUSEDFORDATACOLLECTIONThetaskofdatacollectionbeginsafteraresearchaftera
researchproblemhasbeendefinedandresearchdesignchalkedout.Whiledecidingaboutthemethodof
datacollectiontobeusedforthestudytheresearchershouldkeepinmindtwotypesofdata:1)Primary
Data2)SecondaryData1.PRIMARYDATAThosedatathathavebeenobservedandrecordedbythe
researcherforthefirsttimeintheirknowledge.Sources: Questionnaire Interviewmethod2.
SECONDARYDATA:Thosedatathathavebeencompilebysomeagencyotherthanuser.Sources:
Companyprofile Magazine Internet Books Previousreport57
58.ANALYTICALTOOLSUSEDThetermanalysisreferstothecomputationofcertainmeasuresalong
withsearchingforpatternofrelationshipthatexistsamongdatagroup.Analysisisessentialforascientific
studyandforensuringthatwehaveallrelevantdataformakingcontemplatedcomparison.Therefore,I
haveusedTabulation,Graphs&chartsinmyproject.58
59.DATAANALYSIS59
60.1.Areyouawareoftheobjectiveoftheperformanceappraisalsystem?OPTIONSNOOF
RESPONDENT(SAMPLESIZE50)PERCENTAGEVERYMUCH4284%SOMEWHAT714%DONT
KNOW12%9080706050403020100verymuchsomewhatdon'tknowINTERPRITATION84%
Employeesareawareoftheobjectoftheperformanceappraisalsystem.60
61.2.Performanceappraisalhelpstheorganizationinachievinggoal.OPTIONSNOSOF
RESPONDENT(SamplePERCENTAGEsize50)YES3876%NO1020%DONTKNOW24%80706050
403020100yesnodon'tknowINTERPRITATION76%Employeessayyesthatperformanceappraisal
helpstheorganizationinachievinggoal.61
62.3.Holdmeetinginthebeginningoftheyeartoexplain&clarifyactivitytask&goalstobeachieved.
OPTIONSNOSOFRESPONDENT(Samplesize50)PERCENTAGEYES3978%NO1122%90807060
50403020100yesINTERPRITATION:no78%Employeessaythatyesorganizedmeetingshelpsgoal
andtask.Whiletheother22%employeesthatisnotverymuchhelpful.62
63.4.Organizationhastomakeafixeddurationforperformanceappraisal.OPTIONSNOSOF
RESPONDENT(Samplesize50)PERCENTAGEYES4080%NO1020%9080706050403020100

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yesINTERPRITATION:no80%Employeesagreewiththatisorganizationshouldhavetomakeafixed
durationforperformanceappraisal.Whiletheother20%employeesdonotagreewiththisstatement.63
64.5.SatisfiedforpointallocationonthebasisofKRAs&managerialdimension.OPTIONSNOSOF
RESPONDENT(Samplesize50)PERCENTAGEFULLYSATISFIED2040%SATISFIED2652%
DISSATISFIED24%UNCERTAIN24%6050403020100fullysatisfiedsatisfiedINTERPRITATION:
dissatisfieduncertain40%EmployeesarefullysatisfiedforpointallocationonthebasisofKRAsand
managerialdimension.64
65.6.Performanceappraisalaffectstheworkingefficiencyofemployees.OPTIONSNOSOF
RESPONDENT(Samplesize50)PERCENTAGEYES4284%NO816%9080706050403020100yes
noINTERPRITATION:84%Employeessaythatyesperformanceappraisalsystemaffecttheworking
efficiencyofemployee.Whiletheother16%employeesdonotagreewiththisstatement.65
66.7.Appraisalsystemisabletodevelophighresultorientationapproach.OPTIONSNOSOF
RESPONDENT(Samplesize50)PERCENTAGEYES4794%NO36%1009080706050403020100
yesnoINTERPRITATION:94%Employeessaythatyestheappraisalsystemisabletodevelophighresult
orientationapproach.Whiletheother6%employeesdonotagreewithus.66
67.8.Thesystemswillalsocontributioninpotentialappraisal.OPTIONSNOSOFRESPONDENT(Sample
size50)36PERCENTAGE72%YES1020%48%NODONTKNOW80706050403020100yesno
don'tknowINTERPRITATION:72%employeesthinkthatthesystemswillalsoContributioninpotential
appraisal.67
68.9.PromotionprocessintheorganizationisbasedonOPTIONSNOSOFRESPONDENT(Samplesize
50)PERCENTAGEPERFORMANCE24%EXPERIENCE612%BOTH4284%908070605040302010
0PerformanceexperiencebothINTERPRITATION:4%employeessaythatpromotionsaysthatprocessin
theorganizationisbasedonperformance,12%employeessaythatbasedonexperienceand84%say
both.68
69.10.Thepresentperformanceappraisalsystemistransparent&Freefrombias.OPTIONSNOSOF
RESPONDENT(Samplesize50)PERCENTAGEYES4284%NO816%9080706050403020100YES
NOINTERPRITATION:84%Employeesagreewiththisstatementthatthepresentperformanceappraisal
systemistransparentandfreefrombias.69
70.11.Satisfiedwiththecurrentperformanceappraisalsystem.PERCENTAGEOPTIONSNOSOF
RESPONDENT(Samplesize50)HIGHLYSATISFIED2754%SATISFIED1836%DISSATISFIED12%
JUSTSATISFIED48%6050403020100HighlysatisfiedINTERPRITATION:SatisfiedDissatisfiedJust
satisfied54%EmployeesarehighlysatisfiedwiththecurrentPerformanceappraisalsystem.While36%
employeesaresatisfiedwiththecurrentperformanceappraisalsystem.70
71.LIMITATIONS71
72.LIMITATIONSAfewlimitationsandconstraintscameinwayofconductingthepresentstudy,under
whichtheresearcherhadtoworkareasfollows:Althoughallattemptsweremadetomakethisan
objectivestudy,biasesonthepartofrespondentsmighthaveresultedinsomesubjectivity.Though,no
effortwassparedtomakethestudymostaccurateanduseful,thesampleSizeselectedforthesame
maynotbethetruerepresentativeoftheCompany,resultinginbiasedresults.Thisbeingthemaiden
experienceoftheresearcherofconductingstudysuchasthis,thepossibilityofbetterresults,usingdeeper
statisticaltechniquesinanalyzingandinterpretingdatamaynotberuledout.72
73.SUGGESTIONSANDCONCLUSION73
74.SUGGESTIONSAfterhavinganalyzedthedata,itwasobservedthatpracticallytherewasnoappraisal
intheorganization.Tobeaneffectivetool,ithastobeonthecontinuousbasis.Thisisthethingthathas
beenmentionedtimeandagaininthereport,as,intheabsenceofcontinuity,itbecomesaredundant
exercise.Beforeactuallydecidingdraftingwhatshouldbethekindofappraisalthefollowingthingsshould
betakencareof:1.Theveryconceptofperformanceappraisalshouldbemarketedthroughoutthe

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organization.Unlessthisisdone,peoplewouldnotacceptit,beithowimportanttotheorganization.2.To
marketsuchaconcept,itshouldnotstartatbottom,insteaditshouldbestartedbytheinitiativeofthetop
management.Thiswouldhelpinpercolatingdowntheconcepttotheadvantageofall,whichincludesthe
topmanagementaswellasthosebelowthem.Thismeansthatthetopmanagementhastotakea
welcomingandpositiveapproachtowardsthechangethatisintendedtobebrought.3.Further,atthetime
ofconfirmationalso,theappraisalformshouldnotleadtoduplicationofanyinformation.Instead,detailed
appraisaloftheemployeesworkmustbedonewhichmustincorporatesboththeworkrelatedaswellas
theotherpersonalattributesthatareimportantforworkperformance.4.Itshouldbenotedthatthe
appraisalformforeachjobpositionshouldbedifferentaseachjobhasdifferentknowledgeandskill
requirements.74
75.Thereshouldnotbeacommonappraisalformforeveryjobpositionintheorganization.5.Thejoband
roleexpectedfromtheemployeesshouldbedecidedwellinadvanceandthattoowiththeconsensuswith
them.6.Aneutralpanelofpeopleshoulddotheappraisalandtoavoidsubjectivitytoamarkedextent,
objectivemethodsshouldbeemployedhavingquantifiabledata.7.Thetimeperiodforconductingthe
appraisalshouldberevised,sothattheexercisebecomesacontinuousphenomenon.8.Transparency
intothesystemshouldbeensuredthroughthediscussionabouttheemployeesperformancewiththe
employeeconcernedandtryingtofindoutthegreyareassothattrainingcanbeimplementedtoimprove
onthat.Ideallyinthepresentdayscenario,appraisalshouldbedone,takingtheviewsofalltheconcerned
partieswhohavesomebearingontheemployee.But,sinceachangeinthesystemisrequired,itcannot
beadrasticone.Itoughttobegradualandachangeinthemindsetofboththeemployeesandtheheadis
required.75
76.BIBLIOGRAPHYBOOKSHumanResourceV.S.PRaoResearchMethodologyC.R.KothariBSNL
ManualCompanyMagazines AnnualReportofOrganization InternalRecordsofOrganization
WEBSITESwww.bsnl.netwww.bsnl.co.in76
77.QUESTIONNAIRE(PERFORMANCEAPPRAISALSYSTEMATB.S.N.L.)
Name..
Designation
Department1)Areyouawareoftheobjectiveofthe
performanceappraisalsystem?a)Verymuchb)Somewhatc)Dontknow2)Performanceappraisalhelps
theorganizationinachievinggoal?a)Yesb)Noc)Cantsay3)Doyouholdmeetinginthebeginningof
theexplain&clarifyactivitytask&goalstobeachieved?a)Yesb)No4)Shouldorganizationhavetomake
afixeddurationforperformanceappraisal?a)Yesb)No77
78.5)TowhatextentareyousatisfiedforpointallocationonthebasisofKRAs&managerialdimension?
a)b)c)d)FullysatisfiedSatisfiedDissatisfiedUncertain6)Doperformanceappraisalaffecttheworking
efficiencyofemployee?a)Yesb)No7)Whethertheappraisalsystemisabletoabletodevelophighresult
a)Yesb)No8)Doyouthinkthatthesystemwillsalsocontributioninpotentialappraisal?a)Yesb)Noc)
Cantsay9)Promotionprocessintheorganizationisbasedona)Performanceb)Experiencec)Both10)
Doyouthinkthatthepresentthatthepresentperformanceappraisalsystemistransparent&freebias?a)
Yesb)No78
79.11)Areyousatisfiedwiththecurrentperformanceappraisalsystem?a)b)c)d)Highlysatisfied
SatisfiedJustsatisfiedDissatisfiedGiveyoursuggestionfortheperformanceappraisalsysteminBSNL
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