1

RESEARCH PROJECT REPORT

ON

“EMPARICAL STUDY OF PERFORMANCE

APPRAISAL SYSTEM IN REAL ESTATE ”

SUBMITTEDIN THEPARTIAL FULLFILLMENT OFTHEREQUIREMENT OF

DEGREEOF
MASTEROFBUSINESS ADMINISTRATION

Dr. A.P.J. Abdul Kalam Technical University

Submitted to: Submitted By

Pushkar Goswami
Ms. Neha Sharma
Roll.no. 1778970051
MBA III Semester

Dayanand Vidyapeeth Eduational Insititute

MEERUT
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DECLARATION

I, Pushkar Goswami, hereby declare that the research work presented in this

project report entitled “EMPARICAL STUDY OF PERFORMANCE

APPRAISAL SYSTEM IN REAL ESTATE ” . For the fulfillment of the

award of Master in Business Administration from Dr. A.P.J. Abdul Kalam

Technical University is based on my work during the summer training in the

Idea . The project embodies the result of original work and studies carried out

by me and the contents of the project do not form the basis for the award of any

other degree to us or to anybody else.

DATE : Signature

M.B.A. IIIrd SEM

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ACKNOWLEDGEMENT

With great pleasure I express my heartiest thanks to Mr. Dinesh Gupta HR

Manager, for giving me an opportunity to work under their guidance in their

esteem organization and providing me necessary resources for my project . I

would like to express my extreme gratitude to Ms. for her inspiring

and supporting guidance during the course of this project. No words of

appreciation are good enough for the constant encouragement, which I

have received from him.

At last I would like to extend my sincere thanks to all the respondents

to whom I visited for giving their support and valuable information ,

which helps me in completing my project work.

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EXECUTIVE SUMMARY

Topic of the project is analysis of training need and employee satisfaction. Training and

development is gaining impetus in the organizations these days. The HR functioning is

changing with time and with this change, the relationship between the training function and

other management activity is also change & Employee satisfaction and development is

increasingly becoming a major strategic issue for organizations for several reasons.

The objective of my project is to measure the level of satisfaction among employees of Earth

& present a clear picture to management so that they can take necessary steps to increase the

level of satisfaction among employees through providing them by appropriate training .scope

of my study would be that problems of employees would be communicated to management.

I have done my project with Earth Infra & carried out survey in their organization regarding

training need and employee satisfaction. Research methodology adopted is descriptive

research; methods used were interview, questionnaire& observation method. As everybody

has a different perspective towards the need of training and level of satisfaction, so I have

taken a sample size of 100 workers so as to achieve the desired output.

In Earth Infra, they make it a point to deliver at least 2 hr training to every employee before

joining the actual workplace, then gain feedback through periodic tests. They also take

various measures to increase the level of satisfaction through continuous meetings with

employees and listening to their problems. All this analysis has been done by me through

questionnaires.
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Culture of Earth Infra is very much liked by employees; they are satisfied with the working

conditions in Earth Infra. They have job clarity; get opportunities to grow in Earth Infra. My

suggestions to company are to increase no of hrs of training worker. Rewards should be given

to workers on time and should be encouraged to work towards organizational goals.

high competition contract. Earth Infra sitarganj is the 2nd mother unit of Earth Infra which has

got certification of ISO 22000.

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CONTENT

EXECUTIVE SUMMARY 01

Chapter-1: INTRODUCTION

2-6

1 Introduction…………………………………………… 03

2 Objective of Study…………………………………… 05

3 Scope of Study…………………….....……………… 06

Chapter-2: RESEARCH METHODOLOGY

7-23

4 Methodology Adopted………………………....…….. 09

5 Research Design…………………..............………… 11

6 Sampling………………………………………............ 12

7 Limitation of Study……………………………......….. 14

8 Introduction to Training…………………………….… 15

9 Training in Earth Infra………………………………………. 19

10 Training Provided in Earth Infra…………………………… 20

11 Introduction to Employee Satisfaction……………..21

12 Employee satisfaction in Earth Infra………………………. 23

Chapter-3: CRITICAL REVIEW OF LITERATURE

24-32
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Chapter-4: INDUSTRY PROFILE 33-

37

Chapter-5: INTRODUCTION ABOUT Earth Infra

38-60

 Birth of Earth Infra…………………………………... 39

 History about Earth Infra……………………………...… 40

 Earth Infra Awards……………….……………………..……

40

 Board of Directors………..…….................…….… 41

 History about Earth Infra Biscuit..……………………… 44

 Earth Infra Biscuit Basket…….….…………………….… 45

 Earth Infra Confectionaries…..…….………………..……. 49

 Earth Infra Snacks……..…………………………………….

50

 Mission Statement……………………………..……… 51

 Values……..…………………………………………… 51

 SITARGANJ UNIT 52

1 Company profile…….………………………………… 53

2 Employee Profile..…………………………………….. 53

3 Certificate………………………………….......………. 53

4 Organizational Chart………………..…………………. 54

5 HR Policies of Earth Infra…...………..……………………... 55

6 Earth Infra-G Contents………....………………..…………... 56

7 Manufacturing Process…..……………………………. 57

8 SWOT Analysis……………………………………….... 59
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Chapter-6: DATA COLLECTION 61-

62

1 Data Collection Tools…………………………………. 62

2 Primary Data………………………………................... 62

3 Secondary Data…………………………………....….. 62

Chapter-7: FINDINGS & ANALYSIS

63-78

Chapter-8: SUGGESTIONS & RECOMMENDATIONS

79-80

Chapter-9: CONCLUSION 81-

82

Chapter-10: BIBLIOGRAPHY

83-85

Chapter-11: ANNEXURE
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1. INTRODUCTION

1.1 RESEARCH BACKGROUND

A “performance appraisal” is a process of evaluating an employee’s performance

of a job in terms of its requirements. It is a “process of estimating or judging the value,

excellence, qualities or status of some object, person or thing”. Performance appraisal has

been considered as a most significant and essential tool for an organization, for the

information it provides is highly useful in making decisions regarding various personal

aspects such as promotions and merit increases.

McGregor says: “Formal performance appraisal plans are designed to meet three needs, one

of the organization and the other two of the individual, namely:

(i) They provide systematic judgments to back up salary increases, transfers,

demotions or terminations.

(ii) They are means of telling a subordinate how he is performing, and

suggesting needed changes in his attitudes, skills or job knowledge. They

let him know “where he stands” with the boss.

(iii) They are used as a base for coaching and counseling the individual by the

superior.

On the basis of merit rating or appraisal procedures of various companies in India, the main

objectives of employee performance appraisal are:

(i) To enable an organization to maintain an inventory of the number and

quality of all managers and to identify and meet their training needs and

aspirations;

(ii) To determine increments rewards and provide a reliable index for

promotions and transfers to positions of greater responsibility;

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(iii) To maintain individual and group development by informing the employee

of his performance standard;

(iv) To suggest ways of improving the employee’s performance when he is not

found to be up to the mark during the review period.

(v) To identify training and development needs and to evaluate effectiveness

of training and development programs.

(vi) To plan career development, human resources planning based on

potentialities.
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COMPANY PROFILE

1.1 About The Industry:

Introduction

The Indian real estate and construction industry is an integral part of Indian economy and
plays an important role in the development of the country’s infrastructure base. The
contribution of the real estate sector to India’s gross domestic product (GDP) has been
estimated at 6.3 per cent in 2013, and the segment is expected to generate 7.6 million jobs
during the same period. It is also expected to generate over 17 million employment
opportunities across the country by 2025.

The sector comprises of four sub-sectors- housing, retail, hospitality, and commercial. While
housing contributes to five-six percent of the country’s GDP, the remaining three sub-sectors
are also growing at a rapid pace, meeting the increasing infrastructural needs.

Riding high on the back of rapid urbanisation, positive demographics and rising income
levels, the Indian real estate sector has attracted significant investment over the past few
years. The growing stability of the market is reflected by the continuous growth of the core
investors, with over Rs 7,705 crore (US$ 1.14 billion) invested in ready office space during
the last three years.

Market Dynamics

The real estate sector of India is expected to post annual revenues of US$ 180 billion by 2020
as compared to US$ 66.8 billion in 2010-11, registering a compound annual growth rate
(CAGR) of 11.6 per cent. In fact, the demand is expected to grow at a CAGR of 19 per cent
between 2010 and 2014, with tier I metropolitan cities projected to account for about 40 per
cent of this.

Mumbai, NCR and Bengaluru account for 46 per cent of total office space demand in India.
Demand growth projected to be the highest in Tier 2 cities such as Kolkata and Chennai
during 2010-14.
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1.

Investments

The prime office space segment across the country’s key cities- Mumbai, the National Capital
Region (NCR), Pune and Bengaluru has witnessed a fresh supply infusion of more than 20
million square feet (sq ft) in the first six months of 2013, witnessing a growth of 16 per cent
on year-on-year (y-o-y) basis, as per a report by CBRE.

The country is ranked 20th among the top global markets for real estate investment in 2012,
with investments worth US$ 3.4 billion during the year, according to a latest report by
Cushman & Wakefield. It is also estimated that foreign direct investment (FDI) into real
estate in India will increase to US$ 25 billion over the next 10 years.

Construction development sector (including townships, housing, built-up infrastructure &

construction-development projects) has attracted a cumulative FDI worth US$ 22,247.50
million from April 2000 to June 2013. FDI flows into the construction (infrastructure)
activities during the period stood at US$ 2,198.77 million, according to the department of
industrial policy and promotion (DIPP).

Some of the major investments in the Indian real estate sector are:

 Peninsula Land has signed an agreement to buy a five-acre property in the Byculla
area of Mumbai from its joint owners, Mahindra Lifespaces, the realty arm of
Mahindra Group, and the Kanorias, for around Rs 650 crore (US$ 96.45 million)
 Godrej Properties Ltd (GPL) has entered into an agreement to develop 37 acres in
Panvel, Maharashtra. The company will receive 35 per cent of the profits from the
development
 Cushman & Wakefield has entered into an agreement to acquire Singapore-based
project management specialist company Project Solution Group (PSG). The
acquisition is aligned with the firm's global strategy to strengthen its operations in the
Asia-Pacific

2.
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 Reliance Industries is expanding its presence in Africa's real estate sector. The firm
acquired 10 prime plots of land in Nairobi, Kenya, for around Rs 202 crore (US$
29.97 million)
 Germany-based SEA Group, engaged in the living space solutions segment, plans to
invest Rs 40 crore (US$ 5.94 million) over the next two years in its Indian operations

Government Initiatives

In an attempt to encourage investors’ participation in the Indian housing sector, the Ministry
of Housing and Urban Poverty Alleviation plans to ease the norms for FDI in real estate
projects. FDI upto 100 per cent is allowed under the automatic route in townships, housing,
built-up infrastructure and construction development projects to increase investment, generate
economic activity, create new employment opportunities and add to the available housing
stock and built-up infrastructure.

The Reserve Bank of India (RBI) has relaxed norms to raise funds via external commercial
borrowings (ECB) for low-cost affordable housing projects. Now, developers and builders
with three years of experience in undertaking residential projects are eligible to raise funds
through the ECB route. RBI has also relaxed the minimum paid-up capital norm for housing
finance companies (HFCs) to raise funds through ECBs.

The Government of India has sanctioned projects worth Rs 41,723 crore (US$ 6.19 billion)
for building of 1,569,000 houses/dwelling units for economically weaker/lower income group
sections under the Ministry’s flagship Jawaharlal Nehru National Urban Renewal Mission
(JNNURM) programmes.

The Ministry of Housing & Urban Poverty Alleviation has planned to introduce a single-
window system for clearance of all real estate projects across the country. The system could
bring down the average approval time from the current 196 days to 45-60 days.

3.
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The government has also introduced the Real Estate Regulation Bill 2013 in the Parliament to
set up a strong regulatory architecture to protect the interest of consumers and for the
regulation & promotion of the real estate sector.

Some of the initiatives taken in the union budget 2013-14 include:

 For homes and flats with a carpet area of 2,000 square feet or more or of a value of Rs
1 crore (US$ 148389.97) or more, which are high-end constructions, where the
component of services is greater, rate of abatement reduced from 75 to 70 percent
 Rs 6,000 crore (US$ 890.34 million) were given to Rural Housing Fund
 National Housing Bank plans to set up Urban Housing Fund. Rs 2,000 crore (US$
296.78 million) will be provided to the fund in the current financial year

1.2 About the Company:

Earth Infrastructures is an independent infrastructure provider with committed customer base.
It is one of India’s most well capitalized real estate companies. Today the name Earth is
synonymous with Quality, Innovation and Trust. Within a short time span, it has succeeded to
ride on a high growth curve and has witnessed significant investment interest and transaction
activities from all parts of India and across the globe. Strong financial support and
engineering expertise makes us a quality infrastructure provider with global presence. The
group is known in the Realty fraternity for its professional might. Implementation of new
technology and innovation has been its constant goal and this is evident in all its projects.

This success is the result of the leadership which understands the power of compelling vision
and it is the compelling vision and its execution that has made Earth the “Investment of
Choice” (for the investors) “the employer of choice” (for the employees) and “Associate of
Choice” (for the channel Partners and associates).

4.

The people-first, performance driven culture is spearheaded by the four Directors of Earth
Infrastructures Ltd., Mr.Avdesh Goel, Mr. Atul Gupta, Mr. Vikas Gupta and Mr.
 15

Rajnish Mittal.Their expertise in their respective fields, powerful intuitive sense, alert and
intelligent thinking pattern and a hunger to excel, has influenced the internal and external
dynamics of the organization, synergizing them with the success.

The Company’s ability to meet the special requirements of the real estate market and clients
demand comes from its strong foundations of professionalism.

The group’s strength lies in its panel of dynamic, young, qualified and highly experienced
management and dedicated marketing professionals that take care of the entire activities
eeping its main thrust on customer satisfaction, which is the main motto of the company.

“INNOVATION BEYOND IMAGINATION” is the core philosophy of Earth

Infrastructures
Ltd.

Setting benchmarks by initiating the concept of green building technology in North India,
Earth has been the pioneer in bringing the first LEED CERTIFIED Residential and of its
dynamism and company’s vision to create the finest elements of urban living with state of art
structures and sustainable models.

1.2.1VISION
To be the most innovative and trusted brand in real estate industry by adopting new
technologies with a focus on green and eco-friendly construction with focus to fulfill the
expectations of the customers.

1.2.2 MISSION
1.ONE FACE, ONE VOICE
There will be one face, one voice of Earth for the outer world.

5.
2. CUSTOMER CENTRIC ATTITUDE
To ensure complaint free operations with total customer satisfaction by resolving Customer’s
issues with utmost attention and speedy services round the clock.
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3. BRAND VALUE
To deliver the projects „differently and make the customer to feel at ease and comfort and
create the „Earth Brand a most trusted brand.
4. INNOVATION THROUGH TECHNOLOGY
Earth would be effortful and creative to identify and deliver something new, matching the
technological up gradation in the Realty sector, all around the globe.

5. CORPORATE SOCIAL RESPONSIBILITY

Earth would concentrate towards development of affordable houses for the masses, to reach
to the heart of all.

6. EMPLOYEE CULTURE
To keep on constantly searching for the talented employees, developing employee retention
policies, providing continuous training and development to facilitate them to contribute
completely in the growth of the organization.

7. CHARACTER, ETHICS AND VALUES

Earth be governed by its professional policies and procedures to ultimately benefit its valued
customers. The transparency of the policies would be maintained through the company’s
operational manual. Adhering to the manual would be mandatory for all, with an ultimate
objective to make the EARTH “Favorite of all” and to create

8.ETHICAL BRAND VALUE

within a short span.

6.
 17

LITERATURE
REVIEW
 18

2.1 Literature review:

The real estate sector has become a major contributor of an economy¶s growth. Tounderstand
the significance of the sector and its implications there have been variousresearch on real
estate industry both in India and abroad. The research are beingconducted to gain more
knowledge about the various factors contributing to the growth of the industry and also to
analyze the factors which effect the decision of investment in thesector. I have tried to study
few such research papers to get a better idea about the currentscenario of the real estate
sector.
Graeme Newell and Rajeev Kamineni
in their research paper assessed the risk-adjusted performance and portfolio diversi¿cation
bene¿ts for the real estate markets (office, retailand residential) of New Delhi and Mumbai.
The real estate markets were found to under- perform the stock market in India over 1998±
2005, with most markets improving their performance in more recent years, although there
was some loss of portfoliodiversi¿cation benefits for office and residential real estate with
stocks. Deregulation of the capital markets and international investment in India is also likely
to have asigni¿cant impact on future FDI levels and the growth of real estate funds for real
estateinvestment in India. They also studied that offshoring in the cities like Delhi and
Mumbaihas created huge demand for better infrastructure. This area of offshoring has
signi¿cantreal estate investment issues; particularly concerning technology parks, access to
Grade Aoffice space.They have also concluded that deregulation of the Indian capital markets
since 2004, andless restrictive guidelines for foreign direct investment in real estate in India
sinceFebruary 2005 have seen signi¿cant improvements in the real estate
investmentenvironment in India for both local and international players. This has taken on
increasedimportance as India signi¿cantly expands its economic growth to potentially be
theworld¶s third largest economy by 2020, and international real estate investors seek
globalinvestment opportunities; particularly in the emerging Asian real estate markets. The
expected development of REITs in India in the next few years will also expand the realestate
investment opportunities available in India.
Vandna Singh and Komal (2009)
in their research paper found that as the GDPincreases the real estate prices also increases
because there is a high degree of Positivecorrelation between the real estate prices and GDP.
The
7
 19

Real estate prices also increaseswith increase in the per capita income as there is high degree
of positive correlation between these two. The FDI into the country affects the real estate FDI
and real estatehaving a positive correlation leads to the boom in this sector. Increase in FDI
from 2006to march 2007 is 10%. Earlier it was 16% and now in 2008 it is 25%.The interest
rate also affects the real estate prices because it affects the lending and borrowing by the
investors. In residential segment, availability of easy home finance andrising purchasing
power has driven the growth. Builders are launching high-end, life styleresidential products
to cater to the growing bunch of high net worth individuals.

2.2 ABOUT THE TOPIC

SALES AND MARKETING STRATEGIES ADOPTED BY Earth InfraSTRUCTURE.
Benefits to the company:-
 Get increased sales of their products by the proper implementation of the
recommended measures.
 To get an idea about the new marketing strategies that can be applied in future to
compete with the competitors.
 To promote their product portfolio not only among the existing customers base but
also among new customers through lead generation.
 Find out the various products present in the industry.

Academic Benefits:-

 Experience of doing a market research & practical experience in convincing the end-
users to fill up the questionnaire.
 Experience of interacting with perspective customers and convert them into real
customers.
 Got an insight of real estate products and gain thorough knowledge of various
promotional strategies.

8.
Earth infrastructure Ltd. is the fastest growing company in the Real Estate Sector. In the time
span of only 3 years, the company has launched its number of projects in Delhi- NCR region.
Some of these are:
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Earth Techone

It is an integrated commercial project which focuses on providing every type of real estate
product in an area of 15 acres.
It mainly focuses on the smooth working of business by providing offices, apartments, retail
shops so that the investor who is seeking to commence his business may not have any kind
of problem as all the facilities are provided as his rest place (apartments) will be near and any
other stuff can be bought from retail shops.

Offices
Three types of offices provided;-
 Alpha tech- fully furnished office space
Under this every facility will be provided like from desk to computers, printers and every
necessary thing which the person seeks to have in an office.
sizes available - 350, 500, 750, 1000 sq. ft.
Rates - for 350 & 500 is RS. 6000 /sq.ft., for 750 & 1000 is Rs. 5750/sq. ft.
 Beta tech- semi furnished office space
It is office space which will have less facility than alpha tech and is best suited for an investor
who wants or has interest in doing further changes as per his/ her requirements.

9.

Sizes available – 300, 500, 700, 1000

Rates – Rs. 5250/ sq. ft.
 Gamma tech- unfurnis hed virtual space
it is an open space provided with no locks and space is distributed among the investors
according to their requirements.
Size starts from 200 sq. ft. and multiples of 200
 21

Studio apartments – fully furnished

These apartments are basically for the persons who would be commencing there businesses in
the offices provided in the Tech one site. So that their work is not effected by wasting time in
travelling from their homes. It is also suited for the companies to reside their guests not far
from the workplace.
Ideal for executives, small families and senior citizens. So this concept is good as it saves
much money and time.
Sizes available – 495 & 800 sq. ft.
Rates – Rs. 4000/ sq. ft.

10.
Express one – semi furnished retail spaces

These spaces are suitable for food courts, ATM‘s, Retail shops etc.
Are also a part of facility which is to be provided to the investor who is going to invest in
 22

apartments and offices.

Retail shops -
Sizes available - 250 / 350 Sq. ft. (and, multiples)
SIZES RATE per sq.ft.
250 sq.ft. RS 9000
350 sq.ft. RS 11000

Bank Space -
Size available -3000 Sq. ft.
Rates- Rs. 8500 / Sq.ft

Food Court -
Sizes available - 500 Sq. ft. & 1000 Sq.ft
Rates- Rs. 8500/Sq.ft.

SALES drivers OF EARTH TECH ONE

1. Night Safari: GNIDA is planning to develop a Night Safari. It is fourth in the world
after Singapore, China and Thailand. Bernard Harrison will be designing the
upcoming Greater Noida night safari.
11.
2. Formula 1 Race Track: Just 5 kms. Away from Tech Zone, It was First hosted in 2011.
The track was officially inaugurated on 18 October 2011.
3.Amusement Park: It is proposed to be developed over an area spread in 200 acres. India‟s
largest amusement park by Essel World.
4. Taj International Airport hub: Very close distance from proposed airport will make this
zone as an attractive as well as comfortable destination to stay.
5. Surajpur Bird Sanctuary: Another significant step in bringing the city on tourists map,
GNIDA with collective efforts of World Wildlife Fund (WWF) and the Forest department is
developing a „paradise for bird lovers in a massive area of 330 hectares in Surajpur which
includes 110 hectares of wetland. The project is expected to getcompleted by 2013.
6. Wipro/ NIIT: Leading corporates are already making their presence felt in the region, out
 23

of which, some of them are SEZs. In coming days, these corporates will need stay
arrangements for travelling executives, guests and even clients.
7. GautamBudhha University: Spread over 550 acres, Asia’s largest residential university –
Gautam Buddha University is exactly „opposite to Tech Zone. Moreover, this university
faces the very first plot in Tech Zone – Plot No.1 which is –Tech One.
8. India Expo Mart: To improve the vast potential of exporting Indian Handicrafts, and to
encourage professional tourism, India Exposition Mart Ltd. (IEML) which is India’s first
state of the art project for cottage sector wherein Round „O’ Clock International Marketing is
available has been concep- tualized and established in Greater Noida in Knowledge Park -2,
approximately 3 kms.from Tech Zone.
9. Delhi Metro: As an extension of Line 3 of DMRC, which connects Dwarka, Sec. 21 to
Noida, Sec. 32, the work on proposed link between Noida, Sec. 32 and Greater Noida is
expected to begin this Sep. and the deadline to finish the same is 2014. This will give
connectivity to Delhi at lightning fast speed with all comforts of Delhi Metro.

12.

10. Yamuna/ Taj Expressway: 180 kms Expressway connecting Greater Noida to Agra in
less than 2 hours and hence will play pivotal role for Delhi – Greater Noida – Agra tourism
destinations.
11. FNG Corridor: 56 kms. long under construction expressway will help people commute
at a lightning fast speed between Faridabad- Noida- Ghaziabad. Trucks and
other heavy commercial vehicles will not need to enter Delhi.
12. Integrated Transport Hub at Boraki: Spread over 600 acres in Boraki, which will
include a world class ISBT and an upgraded Railway station on Ludhiana – Kolkata main
railway line, along with shopping malls and „five star‟ hotels in the area, the city will boast
of one of the unique and first integrated transport hub in India.

EARTH GRACIA (Open lifestyle)

 24

2 and 3 BHK „semi-furnished‟ and „fully-furnished‟ apartments which will not only become
a
symbol of lifestyle statement in near future, but the ones which will surpass your imagination,
be fitting Earth Gracia
With Earth Gracia, not only, you will see your future living address become a paradise of
modern living with hardcore sensibility of contemporary living… but a place, where it’s hard
to beat imagination and when you beat it, you feel that heaven has fallen on your feet.
Mentioned below are some prominent „reasons to make Earth Gracia your future living
address:
LEED Certification (Leadership in Energy and Environmental Design)
Location: Greater Noida-West
Sales drivers of EARTH GRACIA
 Tennis Court
 Golf Putting and Basket Ball Ground Entertainment Zone with Single Screen
multiplex

13.

 Horse Riding & Party Lawns

 Barbeque Corner
 Party Area with Pavilion and Amphitheater Health Zone with Art of Living Classes,
Yoga Classes, Aerobics Classes
 Fish Therapy Art Zone with Music, Dance & Painting Classes
 Club Zone with Spa Facility
 Card Room, Ball Room, Gun Fight, Salsa Dance Classes etc.
 Fine Dining Zone with dedicated Food Court
 Lounge and Roof Cafeteria
 Caring Zone with Nursing Homes
 Hospitals and Round the Clock Chemist Shop
 25

 Located on 200 feet wide road

 Close proximity with Noida, Ghaziabad & Faridabad
 Well connected to proposed metro station
 Near to 130 meter wide road expressway
 Close to all daily need amenities

Free Value Added Services

 Medical Consultancy for Residents
 Electrician & Plumber on call
 24 Hours Ambulance Service
 Pollution Free Battery Operated Carts for residents
 In house Consultancy by Interior Designer
 Feeder bus facility to Metro Station
 Vaastu and Astrology Advice

14.
Available Sizes

TYPE SIZES
2 BHK + STUDY ROOM 1310 Sq.ft.
3 BHK + 2T 1545 Sq.ft.

Earth Gracia Payment Plans

TYPES OF PLAN RATE / sq. ft.

DOWN PAYMENT PLAN RS 3100/-per sq.ft.
CONSTRUCTION LINKED PLAN RS 3400/-per sq.ft.
Booking amount is 10% of B.S.P (base selling price)
 26

Additional Charges
 ECC ( External electrification charges Rs 85/ sq.ft

 FFC ( Fire fitting charges) Rs 40/sq.ft

 Lease rent Rs 100/sq.ft
 Electric connection charges (min. Rs 5000/KVA
5kva)
 DG Power back up Rs 20,000/KVA
 Mandatory Club Membership Rs 1.5 LACS
 Covered Car Parking Rs 2.5 LACS
 Road Facing PLC Rs 50/sq.ft
 Corner Facing PLC Rs 75/sq.ft
 Park Facing PLC Rs 75/sq.ft

15.
Preferential Location Charges

Floor PLC Rs /sq.ft Floor PLC Rs/sq.ft

GROUND 150 9TH FLOOR 60

FLOOR
1ST FLOOR 140 10TH FLOOR 50

2ND FLOOR 130 16TH FLOOR 60

3RD FLOOR 120 17TH FLOOR 70
4TH FLOOR 110 18TH FLOOR 80

5TH FLOOR 100 19TH FLOOR 90

6TH FLLOOR 90 20th FLOOR 100

7TH FLOOR 80
8TH FLOOR 70

Advantages of Earth Projects over competitors:

 27

 Availability of maximum project details – Project details of almost half of „either

soon to be launched projects or have not been launched projects are either, minimalor not
available at all.
 Minimum Ticket Size - No other project offers a business space/suite of as less as
350 sq. ft.
 Locational Advantage – Location of earth’s tech zone‟s most prime location and
very first plot on entrance – Plot no. 1, the plot is Taj Expressway facing and is
located right
opposite of proposed Gautam Buddha University – largest university in Asia and a
huge catchment area for talented professionals.

16.
 Flexible Payment Options - Flexibility to choose from as much as three (maximum)
payment options available – D.P., Flexi and C.L.P. on different sizes of business suites as
well as for residential suites whereas in many of the other projects not as many payment
options are available.
 Assured Returns + clearly specified possession date - As compared to other
projects which does not have any clearly defined possession date, and hence assured
returns till possession, Earth Tech one gives its investors a complete peace of mind
with a reason to smile as the investor would be sure of getting almost half of his
invested amount back in 51 months + manifold capital appreciation once the project is
completed in June 2013. The investor would be assured of both returns and timely
possession, and hence capital appreciation.
 Fully Loaded, Plug & Play Concept - Early possession – June 2013 coupled with
fully loaded business suites means its plug & play for dynamic and charged up
professionals.

Reasons Behind to Select Greator Noida as a LOCATION FOR MOST OF

THE PROJECTS
GREATER NOIDA:
Located in Uttar Pradesh, barely 40 kms.from New Delhi and 20 kms. from Noida, the area
of Greater Noida is slowly but surely on the path of becoming one of the largest industrial
 28

and education centres of the country. The area of Greater Noida is 44,000 hectares and its
current population is 12,00,000. Real Estate in this area is amplifying at a good pace in wake
of its growing importance as a reality destination around Delhi. Like other areas of the NCR,
Greater Noida too is home to a number of Indian and Foreign companies, which is an
advantage for the area. It is on its way to becoming a commercial hub. Real estate in this city
has huge potential for development.
 29

2.1 OBJECTIVES OF THE STUDY

 To find out the satisfaction level for the Performance Appraisal system in the Earth

Infra.

 To get suggestions from the employees for further improvement in existing

performance appraisal system.

 To contribute to the growth of the organization

 To measure the subjectivity and objectivity, which influence the existing

Performance appraisal system and remove the subjectivity and to increase the

objective.
 30

2.3 RESEARCH METHODOLOGY

2.3.1 DATA PROCESSING

Type of Data

There are 2 types of data available to a researcher. They are primary data and secondary data

Primary Data

Primary data was collected from employees through the interview schedule.

Secondary Data

Secondary data is the organization profile and was collected from the website.

2.3.2 SAMPLING METHODS

Sampling Framework

 Type of Survey : Sample Survey

 Sample Unit : Employees from Earth Infra

 Sample Size : The sample size was limited to 100.

 Sampling Plan : Stratified Sampling Technique

Descriptive Research Design

This study is a descriptive research design based on survey method; First hand data

were collected from the employees through questionnaire method. Descriptive research

describes the characteristics of a particular individual, or of a group, the researcher has

 31

come to know the need of performance appraisal required in Earth Infra so survey will

be made to know the level of performance appraisal level from the employees in Earth

Infra (GM office) Meerut.

2.3.3 DATA COLLECTION PROCESS

The employees were met at their organization and interview schedule was distributed to them

for which their responses were collected.

2.3.4 TOOLS FOR ANALYSIS

Percentage Analysis

Percentage method is adopted to derive the exact representation of each of the attribute

from a group of responses. For each of the responses group total is first ascertained.

Each individual responds in the group of the divided by the total of the group can

multiple by hundred and the percentage is derived. Highest percentage is given first

rank followed by other descending rankings.

No. of response
Percentage of respondents = ---------------------------------- * 100
Total number of respondent
 32

Chi-Square Analysis

A chi square test, developed by Prof.Fisher is considered as an important test amongst

the several tests used in statistics for judging the significance of the sampling data. It is

statistical measure with the help of which it is possible to assess the significance of the

difference between the observed frequencies and the expected frequencies obtained

from some hypothetical universe. Chi-square test enables us to test whether more than

two population proportion can be considered equal. In order to that a chi-square test

may be grouped in some way and the theoretical distribution must be adjusted to give

the same total frequency which is equal to that of observed frequencies. The observed

and expected frequencies completely coincide when the chi-square is zero.

Chi-square is calculated with the help of following formula

X2 =  (O-E)2
E

Where O = Observed frequency

E = Expected frequency

E = Row total x Column total

Grand total

2.3.5 Limitations of the Study

Geographical

 The study is limited to Earth Infra GM office B.B.Kulam Meerut.

Temporal
 33

 The period of research is limited for a short span. Hence, all data & their temporal

context may pertain to change in future.

 34

3. ANALYSIS AND INTERPRETATION

3.1 DATA ANALYSIS

In the collection of data, there are two important things - the sources of information and

the method of collecting the data. Sources of data can be primary or secondary. Primary

sources include the original documents i.e. the first reporting of facts while secondary

sources are facts from primary sources.

According to PROF JOHN GATTING –“Analysis of data refers to seeking the data in

the light of hypothesis of research questions and the prevailing theories and drawing

conclusions that are as amenable to theory formation as possible ”Interpretation is the

task of drawing conclusions and inferences from a careful analysis of data.

Analysis and Interpretation means mass data need to be reduced to meaningful number

by using various statistical devices like averages, mean, percentage, correlation, rank

correlation, regression, pie diagrams, simple bar diagram, horizontal bar diagram,

cylindrical bar diagram, graph, percentage bar diagram etc. For materials evaluation,

relevance, suitability for age, needs of learners and sequencing are also to be seen.

3.2 DISCUSSION

The data’s collected are discussed by applying statistical tools namely Percentage

Analysis & Chi-Squrae Analysis and they are represented in diagrammatic form and

inference are given for each factors in this chapter.

 35

3.3 DIAGRAMMATIC REPRESENTATAION

TABLE 3.3.1

GENDER OF THE EMPLOYEES:

S. No Gender No. of Respondents Percentage (%)

1 Female 37 37.0

2 Male 63 63.0

TOTAL 100 100.0

FIGURE 3.3.1

37%

Female
Male

63%

INFERENCE

From the above table it is inferred that 37.0% of the respondents are

Female and 63.0% of the respondents are male respondents.

 36

TABLE 3.3.2

AGE LEVEL OF THE EMPLOYEES

S. No Age Level No. of Respondents Percentage (%)

1 Below 35 years 35 35.0

2 36-45 years 34 34.0

3 Above 45 years 30 30.0

Total 100 100.0

FIGURE 3.3.2

Chart Title

36
34
32 Series1
30
28
26
Below 35years 36-45 years Above 45 years
 37

INFERENCE

It is identified from the above table that 35.0% of the respondents

belongs to below 35 years, 34.0% of the respondents belongs to 36-45 years of age level and

30.0% of the respondents belongs to above 45 years of age level.

 38

TABLE 3.3.3

DESIGNATION OF THE EMPLOYEES

S. No Designation No. of Respondents Percentage (%)

1 Clerk 20 20.0

2 Officer 21 21.0

3 Operator 16 16.0

4 Supervisor 28 28.0

5 Engineer 14 14.0

6 Manager 1 1.0

Total 100 100.0

FIGURE 3.3.3

30

25

20

15

10

0
clerk officer operator supervisor engineer manager

INFERENCE:
 39

It is found from the above table that 20.0% of the respondents were

clerk grade, 21.0% of the respondents were officer grade, 16.0% of the respondents were

operator grade, 28.0% of the respondents were supervisor grade, 14.0% of the respondents

were engineer grade and 1.0% of the respondents were Manager grade.

TABLE 3.3.4

DEPARTMENT OF THE EMPLOYEES

S. No. Department No. of Respondents Percentage (%)

1 JTO(Junior Telecom officer) 3 3.0

2 SDE(Sub-Divisional Engineer) 2 2.0

3 DE(Divisional Engineer) 5 5.0

4 DGM(Deputy General Manager) 3 3.0

5 DM(Draughts Man) 6 6.0

6 TSO(Telecom Supervisor officer) 12 12.0

7 SSO(Senior Section Officer) 6 6.0

8 TOA(Telecom Office Assistant) 15 15.0

9 TS(Telecom supervisor) 11 11.0

10 TO(Telecom operator) 7 7.0

11 TC(Telecom clerk) 9 9.0

12 CTS(Chief Trunk Supervisor) 6 6.0

 40

13 STS(Senior Trunk Supervisor) 8 8.0

14 SS(Section Supervisor) 7 7.0

TOTAL 100 100.0

FIGURE 3.3.4

16

14

12

10

2
0
JTO SDE
DE DGM
DM TSO
SSO TOA
TS TO TC CTS STS SS

INFERENCE:

It is found from the above table that 3.0% of the respondents have been

working in JTO department, 2.0% of the respondents have been working in SDE department,

5.0% of the respondents have been working in DE department, 3.0% of the respondents have

been working in DGM department, 6.0% of the respondents have been working in DM

department, 12.0% of the respondents have been working in TSO department, 6.0% of the

respondents have been working in SSO department, 15.0% of the respondents have been
 41

working in TOA department, 11.0% of the respondents have been working in TS department,

7.0% of the respondent have been working in TO department, 9.0% of the respondent have

been working in TC department, 6.0% of the respondent have been working in CTS

department, 8.0% of the respondent have been working in STS department, 7.0% of the

respondent have been working in SS department.

 42

TABLE 3.3.5

EXPERIENCE OF THE EMPLOYEES

S. No Experience (in years) No. of Respondents Percentage (%)

1 Up to 5 years 2 2.0

2 5-15 years 26 26.0

3 16-25 years 27 27.0

4 Above 25 years 45 45.0

Total 100 100.0

FIGURE 3.3.5

45
40
35
30
25
20
15
10
5
0
Upto 5 years 5-15 years 16-25 years Above 25 years

INFERENCE:

From the above table it is found that 2.0% of the respondents have up to 5 years

of experience, 26.0% of the respondents have 5-15 years of experience, 27.0% of the
 43

respondents have 16-25 years of experience and 45.0% of the respondents have above 25

years of experience

TABLE 3.3.6

MONTHLY INCOME LEVEL OF THE EMPLOYEES

S. No Monthly Income No. of Respondents Percentage (%)

1 Up-to Rs.12000 25 25.0

2 Rs.12001 - Rs.20000 28 28.0

3 Above Rs. 20000 47 47.0

Total 100 100.0

FIGURE 3.3.6
 44

47

28
25

upto Rs. 12000 Rs.12001 - Rs. 20000 Above Rs.20000

INFERENCE:

It is found that the above table that 25.0% of the respondents have their monthly

income up-to 12000, 28.0% of the respondents have their monthly income in the range of

Rs.12001-Rs.20000, 47.0% of the respondents have their monthly income of above

Rs.20000.

TABLE 3.3.7

LEVEL OF EFFECTIVENESS OF PERFORMANCE APPRAISAL

S. No Level of Effectiveness No. of Respondents Percentage (%)

1 Low 32 32.0

2 Medium 33 33.0
 45

3 High 35 35.0

Total 100 100.0

FIGURE 3.3.7

35

34

33

32

31

30

29
Low Medium High

INFERENCE:

It is observed from the above table that 32.0% of the respondents have low level of

effectiveness, 33.0% of the respondents have medium level of effectiveness, and 35.0% of

the respondents have high level of effectiveness with respect to Performance Appraisal.
 46

TABLE 3.3.8

AWARENESS OF PERFORMANCE APPRAISAL

S. NO AWARENESS NO OF PERCENTAGE (%)

RESPONDENTS

1 Yes 72 72.0

2 No 28 28.0

Total 100 100.0

FIGURE 3.3.8

80

60
40 72
20
28
0
Yes
No

INFERENCE:

It is observed from the above table that 72.0% of the respondents have aware of

performance appraisal, 28.0% of the respondents has not know about performance appraisal.
 47

TABLE 3.3.9

NUMBER OF EMPLOYEES APPRAISED DURING SERVICE PERIOD

S. No Appraised No. of Respondents Percentage (%)

1 Yes 68 68.0

2 No 32 32.0

Total 100 100.0

FIGURE 3.3.9
 48

no
32%

yes
68%

INFERENCE:

It is observed from the above table that 32.0% of the respondents have not appraised

in service period, 68.0% of the respondents have appraised in service period.

 49

TABLE 3.3.10

EMPLOYEES OPINION FOR PERFORMANCE APPRAISAL

S. NO EMPLOYEE’S OPINION No. of Respondents Percentage (%)

1 Evaluation of employees 30 30.0

2 Promotion of employees 24 24.0

3 Job satisfaction of employees 28 28.0

4 Motivation 18 18.0

Total 100 100.0

FIGURE 3.3.10

40 30
24 28
20
18
0
evaluation of
promotion of
employees
employees job satisfaction motivation
of employees

INFERENCE:

It is observed from the above table that 30.0% of the respondents have said that

performance appraisal is done for evaluating the employees, 24.0% of the respondents has

said that performance appraisal is done for promotion of employees, 28.0% of the
 50

respondents has said that performance appraisal is done for job satisfactio n of employees and

18.0% of the respondents have said that performance appraisal is done for motivation.
 51

TABLE 3.3.11

FREQUENCY OF PERFORMANCE APPRAISAL

S. NO FREQUENCY OF No. of Respondents Percentage (%)

PERFORAMANCE

APPRAISAL

1 Once in a year 89 89.0

2 Once during the service 7 7.0

period

3 Never 0 0.0

4 Can’t say 4 4.0

Total 100 100.0

INFERENCE:

It is observed from the above table that 4.0% of the respondents have said that

frequency of performance appraisal is done in any time they can’t say, and 7.0% of the

respondents said that they will be evaluate once in during service period and 89.0% of the

respondents said that performance appraisal is done in once in a year.

 52

FIGURE 3.3.11

89
90
80
70
60
50
40
30
20 7 4
10 0
0
Once in a year Once during Never Can’t say
the service
period
53
 54

TABLE 3.3.12

GAP BETWEEN PERFORMANCE APPRAISALS

S. NO FREQUENCY OF No. of Percentage

PERFORAMANCE Respondents (%)

APPRAISAL

1 Quarterly 20 20.0

2 Half-yearly 44 44.0

3 Yearly 36 36.0

Total 100 100.0

FIGURE 3.3.12

50 44
40 36

30
20
20

10

0
Quaterly Half Yearly Yearly

INFERENCE:
 55

It is observed from the above table that 20.0% of the respondents have said that there

is quarterly gap between two appraisal periods, 44.0% of the respondents have said half-

yearly and 36.0% of the respondents have said that there is yearly gap between the two

appraisal periods.

TABLE 3.3.13

Who should do the Appraisal?

S. No Appraisers No. of Respondents Percentage (%)

1 Superior 78 78.0

2 Peer 5 5.0

3 Self-Appraisal 2 2.0

4 Sub-ordinate 4 4.0

5 Consultant 4 4.0

6 All the above 2 2.0

7 Superior + Peer 5 5.0

Total 100 100.0

FIGURE 3.3.13
 56

78

5 2 4 4 2 5

INFERENCE:

It is observed from the above table that 78.0% of the respondents have chosen

superior as a appraiser, 5.0% of respondents have chosen superior + peer and peer, 4.0% of

the respondents have chosen sub-ordinate and consultant as their appraiser and 2.0% of the

respondents have chosen self-appraisal is the best way for appraising.

TABLE 3.3.14

METHOD OF PERFORMANCE APPRAISAL FOLLOWED IN Earth

Infra

S. NO Methods No of Percentage (%)

Respondents

1 Ranking Method 58 58.0

2 Paired Comparison 15 15.0

3 Critical Incidents 4 4.0

 57

4 MBO 12 12.0

5 360 degree 5 5.0

6 Assessment Centre 6 6.0

Total 100 100.0

FIGURE 3.3.14

60

50

40

30

20

10

0
Ranking Paired Critical MBO 360 degree Assessment
Method Comparison Incidents Centre

INFERENCE:

It is observed from the above table that 58.0% of the respondents have chosen ranking

method, 15.0% of the respondents have chosen paired comparison, 4.0% of the respondents

have chosen critical incidents, 12.0% of the respondents have MBO, 5.0% of the respondents

have chosen 360 degree, 6.0% of the respondents have chosen Assessment centre for

Performance Appraisal.

TABLE 3.3.15
 58

DOES PERFORMANCE APPRAISAL HELPS IN POLISHING SKILLS

AND PERFORMANCE AREA

S. NO Options No. of Percentage (%)

Respondents

1 Yes 74 74.0

2 No 10 10.0

3 Somewhat 16 16.0

Total 100 100.0

FIGURE 3.3.15

80

60

40

20

0
Yes No Somewhat

INFERENCE:

It is observed from the above table that 74.0% of the respondents have accepted that

performance appraisal helps employees to polish the skills, 10.0% of the respondents said

that performance appraisal does not serve this purpose and 16.0% were not able to respond as

to whether it serve any such purposes or not.

 59

TABLE 3.3.16

DOES PERFORMANCE APPRAISL LEADS TO IDENTIFY HIDDEN

POTENTIAL

S. NO Options No. of Respondents Percentage (%)

1 Yes 91 91.0

2 No 2 2.0

3 Somewhat 7 7.0

Total 100 100.0

FIGURE 3.3.16

100
80
60
40
20
0
Yes No Somewhat
 60

INFERENCE:

It is observed from the above table that 91.0% of the respondents said that

Performance Appraisal helps them to identify potential, 2.0% of the respondents said that

performance appraisal does not helps to identify the potential and 7.0% of the respondents

have said that performance appraisal somewhat helps to identify the potential.

TABLE 3.3.17

IF GIVEN A CHANCE, WOULD EMPLOYEES LIKE CURRENT

APPRAISAL TECHNIQUE TO REVIEW

S. NO Options No. of Respondents Percentage (%)

1 Yes 87 87.0

2 No 4 4.0

3 Can’t say 9 9.0

Total 100 100.0

FIGURE 3.3.17
 61

100

80

60

40

20

0
Yes No Can’t say

INFERENCE:

It is observed from the above table that 87.0% of the respondents have suggested the

performance appraisal should be reviewed, 4.0% of the respondents have said that the current

performance appraisal is good no need to review and 9.0% of the respondents have said that

they can’t say that the performance appraisal should be reviewed.

TABLE 3.3.18

PROMOTION, TRANSFER, DEMOTION, SUSPENSION AND

DISMISSAL IS PURELY BASED ON THE PERFORMANCE

APPRAISAL
 62

S. No OPTIONS No. of Percentage (%)

Respondents

1 Yes 70 70.0

2 No 9 9.0

3 Sometimes 21 21.0

Total 100 100.0

FIGURE 3.3.18

70
60
50
40
30
20
10
0
Yes No Sometimes

INFERENCE:

It is observed from the above table that 70.0% of the respondents have said that the

promotion, demotion is all based that Performance appraisal, 21.0% of the respondents have

said that sometimes it is based on the performance appraisal.

 63

TABLE 3.3.19

OVERALL PERFORMANCE IN LAST THREE YEARS

S. No Options No. of Percentage (%)

Respondents

1 Strongly Satisfied 24 24.0

2 Satisfied 55 55.0

3 Neutral 19 19.0

4 Dissatisfied 2 2.0

5 Strongly dissatisfied 0 0

Total 100 100.0

FIGURE 3.3.19

60

40

20

0
Strongly Satisfied Neutral Dis-Satisfied Strongly
Satisfied Satisfied

INFERENCE:

It is observed from the above table 24.0% of the respondents have strongly satisfied

the performance appraisal, 55.0% of the respondents have satisfied the performance
 64

appraisal,19.0% of the respondents have neutral with the performance appraisal and 2.0% of

the respondents have not satisfied with the performance appraisal.

TABLE 3.3.20

AFTER PERFORMANCE APPRAISAL IMPROVEMENT IN YOUR

PERFORMANCE

S. No Options No. of Respondents Percentage (%)

1 10-20 2 2.0

2 20-30 6 6.0

3 Above 30 30 30.0

4 Motivation 62 62.0

Total 100 100.0

FIGURE 3.3.20
 65

80
60
40
20
0
Oct-20 20-30 Above 30 Motivation

INFERENCE:

It is observed from the above table that 2.0% of the respondents have said that after

performance appraisal they have improvement of 10-20, 6.0% of the respondents said 20-30

and 30.0% of the respondents have said after performance appraisal they have improvement

of Above 30 and 62.0% of the respondents have said that after performance appraisal they

motivate themselves.

TABLE 3.3.21

DOES Earth Infra FOLLOW 360 DEGREE PERFORMANCE

APPRAISAL PROCESS

S. NO OPTIONS NO OF PERCENTAGE
 66

RESPONDENTS (%)

1 Yes 5 5.0

2 No 95 95.0

Total 100 100.0

FIGURE 3.3.21

Yes
Chart Title 5%

No
95%

INFERENCE:

It is observed from the above table that 5.0% of the respondents have agreed that they

are following the 360 performance appraisal method and 95.0% of the respondents have not

said that they are not following 360 degree Performance appraisal method.
 67

TABLE 3.3.22

WHETHER Earth Infra EMPLOYEES SUPPORTS THE 360 DEGREE

PERFORMANCE APPRAISAL METHOD

LEVEL OF EFFECTIVENESS

Neither
S. no Factors
Agree agree nor Disagree

Disagree

360 degree helps to

provide an atmosphere

1 where all are encouraged 18(16.66%) 63(45.3%) 19(35.8%)

to share one another

burden.

360 degree helps

2 employee to set and 57(52.7%) 23(16.5%) 20(37.7%)

achieve goals.

360 degree gives

constructive criticism in a
3 33(30.5%) 53(38.1%) 14(26.4%)
friendly and positive

manner.

GRANT TOTAL 108 139 53

Level of effectiveness
36 46.33 17.66
(Mean)
 68

INFERENCE:

 63.0% of the respondents neither agree nor disagree that 360 degree performance

appraisal helps them to provide an atmosphere where all are encouraged to share one

another burden.

 53.0% of the respondents have agreed that 360 degree performance appraisal helps

employee to set and achieve the goals.

 53.0% of the respondents have neither agreed nor disagree that 360 degree gives
constructive criticism in a friendly and positive manner.
 69

CHI-SQUARE - HYPOTHESIS TESTING:

TABLE 3.3.23

AGE AND LEVEL OF EFFECTIVENESS OF PERFORMANCE APPRAISAL

(TWO WAY TABLE)

Age Level of Effectiveness ROW TOTAL

LOW MEDIUM HIGH

 70

Below 35 years 12 16 6 34

36-45 years 10 7 18 35

Above 45 years 10 10 11 31

COLUMN 32 33 35 100

TOTAL

Null Hypothesis (H0 ) : There is no significant relationship between age and level of

effectiveness of performance appraisal.

Alternative Hypothesis (H1 ): There is close significant relationship between age and

level of effectiveness of performance appraisal.

Chi-square formula  2 = (O-E) ^2/ E

AGE LEVEL OF EFFECTIVENESS ROW TOTAL

Low Medium High

Below 35 years O 12 16 6 34

E 10.88 11.22 11.9

36-45 years O 10 7 18 35

E 11.2 11.55 12.25

Above 45 years O 10 10 11 31

E 9.92 10.23 10.85

COLUMN 32 33 35 100

TOTAL
 71

OBSERVED VALUE (O) EXPECTED VALUE(E)  2 = (O-E)^2/E

12 10.88 0.115

10 11.2 0.128

10 9.92 6.45*10^-4

16 11.22 2.036

7 11.55 1.792

10 10.23 5.171*10^-3

6 11.9 2.925

18 12.25 2.69

11 10.85 1.911*10^-4

CHI-SQUARE  2 TOTAL 9.692

CHI – SQUARE TEST:

Calculated 2 value = 9.692

Degree of freedom =4

Table value = 9.488

Result = Significant at 5% level

INFERENCE:
 72

It is found from the above table that calculated value is greater than the table value

at 4 degree of freedom. So, Null hypothesis (H0 ) rejected. Hence it is concluded that there is

close significant relationship between age and level of effectiveness of performance

appraisal.

TABLE 3.3.24

MONTHLY INCOME AND LEVEL OF EFFECTIVENESS OF PERFORMANCE

APPRAISAL (TWO-WAY TABLE)

MONTHLY INCOME LEVEL OF EFFECTIVENESS ROW TOTAL

LOW MEDIUM HIGH

UPTO 12,000 8 11 6 25

12,000 – 20,000 14 7 7 28

Above 20,000 10 15 22 47

COLUMN TOTAL 32 33 35 100

Null Hypothesis: There is no significant relationship between monthly income and level

of effectiveness of Performance Appraisal.

 73

Alternative Hypothesis: There is close significant relationship between monthly Income

and level of effectiveness of Performance Appraisal.

Chi-square formula  2 = (O-E) ^2/ E

MONTHLY LEVEL OF EFFECTIVENESS ROW TOTAL

INCOME LOW MEDIUM HIGH

UPTO 12,000 O 8 11 6 25

E 8 8.25 8.75

12,000 – 20,000 O 14 7 7 28

E 8.96 9.24 9.80

Above 20,000 O 10 15 22 47

E 15.04 15.51 16.45

COLUMN TOTAL 32 33 35 100

OBSERVED VALUE (O) EXPECTED VALUE (E)  2 = (O-E)^2/E

8 8 0

14 8.96 2.835

10 15.04 1.688
 74

11 8.25 0.916

7 9.24 0.543

15 15.51 0..016

6 8.75 0.864

7 9.80 0.8

22 16.45 1.872

CHI-SQUARE  2 TOTAL 9.534

CHI-SQUARE TEST:

Calculated chi-square value= 9.534

Degree of Freedom = 4

Table value = 9.534

Result = significant at 5 % level.

INFERENCE

It is found from the above table that calculated value is greater than the table value

at 4 degree of freedom. So, Null hypothesis (H0 ) rejected. Hence it is concluded that there is

close significant relationship between monthly income and level of effectiveness of

performance appraisal.
 75

TABLE 3.3.25

EXPERIENCE AND LEVEL OF EFFECTIVENESS OF

PERFORMANCE APPRAISAL

EXPERIENCE LEVEL OF EFFECTIVENESS ROW TOTAL

LOW MEDIUM HIGH

UPTO 15 YEARS 13 6 9 28

16-25 YEARS 11 11 5 27

ABOVE 25 YEARS 8 16 21 45

COLUMN TOTAL 32 33 35 100

Null Hypothesis: There is no significant relationship between experience and level of

effectiveness of Performance Appraisal.

Alternative Hypothesis: There is close significant relationship between experience and

level of effectiveness of Performance Appraisal.

Chi-square formula  2 = (O-E) ^2/ E

Experience Level of effectiveness Row total

Low Medium High

Up-to 5 years O 13 6 9 28

E 8.96 9.24 9.80

 76

16-25 Years O 11 11 5 27

E 8.64 8.91 9.45

Above 25 years O 8 16 21 45

E 14.40 14.85 15.75

COLUMN TOTAL 32 33 35 100

OBSERVED VALUE (O) EXPECTED VALUE (E)  2 = (O-E)^2/E

13 8.96 1.821

11 8.64 0.644

8 14.40 2.844

6 9.24 1.136

11 8.91 0.490

16 14.85 0.089

9 9.80 0.065

5 9.45 2.095

21 15.75 1.75

CHI-SQUARE  2 TOTAL 10.934

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CHI - SQUARE TEST

Calculated 2 value = 10.934

Degree of Freedom = 4

Table value = 9.488

Result = Significant at 5% level

INFERENCE

It is found from the above table that calculated value is greater than the table value

at 4 degree of freedom. So, Null hypothesis (H0 ) rejected. Hence it is concluded that there is

close significant relationship between experience and level of effectiveness of performance

appraisal.

TABLE 3.3.26

DESIGNATION AND LEVEL OF EFFECTIVENESS OF

PERFORMANCE APPRAISAL
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DESIGNATION LEVEL OF EFFECTIVENESS ROW

LOW MEDIUM HIGH TOTAL

Clerk 10 5 7 22

Officer 10 5 5 20

Supervisor 6 15 7 28

Engineer and operator 6 8 16 30

COLUMN TOTAL 32 33 35 100

Null Hypothesis: There is no significant relationship between designation and level of

effectiveness of Performance Appraisal.

Alternative Hypothesis: There is close significant relationship between designation and

level of effectiveness of Performance Appraisal.

Chi-square formula  2 = (O-E) ^2/ E

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DESIGNATION LEVEL OF EFFECTIVENESS ROW

LOW MEDIUM HIGH TOTAL

Clerk O 10 5 7 22
E
6.40 6.60 7

Office O 10 5 5 20
E
6.72 6.93 7.35

Supervisor O 6 15 7 28
E
8.96 9.24 9.80

Engineer and O 6 8 16 30
operator E 9.92 10.23 10.85

COLUMN TOTAL 32 33 35 100

OBSERVED VALUE (O) EXPECTED VALUE (E)  2 = (O-E)^2/E

10 6.40 2.025

10 6.72 1.600952

6 8.96 0.977857

6 9.92 1.549032
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5 6.60 0.387879

5 6.93 0.537504

15 9.24 3.590649

8 10.23 0.486109

7 7 0

5 7.35 0.751361

7 9.80 0.8

16 10.85 2.44447

CHI-SQUARE  2 TOTAL 15.15081

CHI - SQUARE TEST

Calculated 2 value = 15.15081

Degree of Freedom = 4

Table value = 12.592

Result = Significant at 5% level

INFERENCE

It is found from the above table that calculated value is greater than the table value

at 4 degree of freedom. So, Null hypothesis (H0 ) rejected. Hence it is concluded that there is

close significant relationship between designation and level of effectiveness of performance

appraisal.
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4.1 SUMMARY OF FINDINGS

 From the analysis it is found that 63% of the respondents are male.

 Maximum (35.0%) of the respondents age were below 35 years.

 Most (28.0%) of the respondents belongs to Supervisor designation.

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 Majority (15.0%) of the respondents were in Telecom Office Assistant Department.

 Maximum (45.0%) of the respondents have above 25 years of experience.

 Most (47.0%) of the respondents have their monthly income of above Rs. 20000.

 Maximum (35.0%) of the respondents have high level effectiveness of performance

appraisal.

 Most (72.0%) of the respondents were aware of performance appraisal.

 Most (30.0%) of the respondent’s opinion that performance appraisal is done for

Evaluating the employees.

 Most (89.0%) of the respondents said that performance appraisal is done once in a

year.

 Most (78.0%) of the respondents chose supervisor as their appraiser.

 Most (58.0%) of the respondents chose ranking method for performance appraisal.

 Most (74.0%) of the respondents agreed that performance appraisal helps in polishing

skills and performance area.

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 Maximum (91.0%) of the respondents agreed that performance appraisal leads to

identify the hidden potential.

 Most (87.0%) of the respondents suggest that current performance appraisal should

reviewed.

 Most (70.0%) of the respondents were agreed that promotion, transfer, demotion,

suspension and dismissal is based on performance appraisal.

 Most (55.0%) of the respondents were agreed that they get improved with

performance appraisal in last three years.

 Most (62.0%) of the respondents were not aware of 360 degree performance appraisal

method.

 Most (95.0%) of the respondents neither agreed nor disagreed with 360 performance

appraisal method.

Chi-Square Method:

 It is concluded that there is close association between Age and Level of effectiveness.

 It is concluded that there is close relationship between monthly income and level of

effectiveness.

 It is concluded that there is close relationship between experience and level of

effectiveness.
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 It is concluded that there is close relationship between designation and level of

effectiveness.

4.2. SUGGESTIONS AND RECOMMENDATIONS

 Maximum of respondents are not satisfied with their performance appraisal system.

 It is suggested to consider the current appraisal system and there is a need for

improvement.

 Consistent and equitable system of rewards can be formulated.

 Opportunities for promotions and advancement must be adequately provided for

further up-liftmen of employees.

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4.3. CONCLUSION

In every organization, job satisfaction plays a vital role. Employees tend to satisfy

if they meet their needs, wants, requirements and most of all job recognition and

encouragement from the top management is expected so their work has to be appreciated by a

method of performance appraisal. So by enhancing these appraisal techniques, it helps in

level of job satisfaction and healthy work atmosphere.

Thereby effective performance appraisal method encourages employees in work

and it also helps in improving their individual responsibility which in turn affects profitability

of the organization.
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BIBLIOGRAPHY

1. Tripathi P.C (2002), Personnel Management and Industrial Relations published

by Sultan chand & Sons

2. Mamoria C.B (2002), Personnel Management published by Himalaya

publishing house
 87

3. Malhotara R.K. Sharama S.D.& Nachhathar Singh (1999) Personnel

management (New Delhi) Arnold Publications (p) Ltd.,

4. C.R. Kothari (1999), Research Methodology, Methods and Techniques, Wishwa

Prakasan publication

Websites

 www.Earth Infra.co.in

 www.managementstudyguide.com
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APPENDIX

COPY OF INTERVIEW SCHEDULE

Interview Schedule for Identifying the Performance Appraisal

Dear Respondent,

I am G.S.Vaishnavi pursuing MBA in KLN college of Engineering. As a part of my

curriculum I am undergoing a project titled,” A Study on Annual Performance Appraisal in

Earth Infra, Meerut”. I kindly request you to spare your valuable time to fill the following

data which is strictly for academic purpose and high confidentially will be maintained.

Individual will be identified during analysis. Fair response is highly solicited.

1. Name of the respondent (optional) _________________________________

2. Gender Male Female

3. Age: Below 25 25-35 36-45 Above 45

4. Department: ___________________________________________________

5. Designation: ____________________________________________________

6. Years of Experience: less than 5 years 5-15 years

16-25 years above 25 years

7. Monthly Income:

Up-to Rs. 12,000 Rs. 12001 – Rs. 20,000

Above Rs. 20,000.

8. Are you Aware of technique of performance appraisal being followed at Earth Infra?

Yes No

8. Were you informed about the performance appraisal model, used in the Earth Infra, during

your Induction?
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Yes No

9. In your opinion performance appraisal is ____________

a. Evaluation of Employees

b. Promotion of Employees

c. Job satisfaction of Employees

d. Motivation

10. The performance standards are communicated to the employees in

advance______________________________________________

Yes No Never

11. Employee’s perception to the frequency of appraisal

a. Once in a year

b. Once during the service period

c. Continuous

d. Never

e. Can’t say

12. If continuous appraisal- what is the gap between two appraisal period

a. Quarterly

b. Half Yearly

c. Yearly

13. Appropriate method of conducting the performance appraisal.

a. Ranking Method

b. Paired Comparison
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c. Critical Incidents

d. MBO

e. 360 degree

f. Assessment centre

14. Who is authority to do the appraisal?

a. Superior

b. Peer

c. Self-Appraisal

d. Sub-ordinate

e. Consultant

f. All the above

g. Superior + peer

15. In your opinion performance Appraisal system of your organization is related to which of

the following?

a. Retention of Employees

b. Promotion

c. Monetary Benefit/ Incentives

16. Is the Top level Management partial in Performance Appraisal

Yes No

17. Do you think Performance Appraisal helps to change behaviour of Employees

Yes No
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18. If given a chance or an opportunity would you like that the current Appraisal procedure

should be reviewed?

Yes No

SA- STRONGLY AGREE A– AGREE NN-NEITHER AGREE NOR

DISAGREE DA-DISAGREE SDA- STRONGLY DISAGREE

S.NO FACTORS SA A NN DA SDA

19 Satisfied with the existing performance appraisal

system

20 The performance appraisal helps to win co-operation

and team work

21 The performance appraisal is helpful in reducing

grievance among the employees

22 The performance appraisal is helpful for improving

personnel skill

23 The performance appraisal system helps to identify

the strength and weakness of the employee

24 Promotion is purely based on performance appraisal

25 Management fixes salary through the performance

rating

26 Transfer, demotion, suspension and dismissal is

based on performance appraisal

27 Performance appraisal improving the productivity of

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the employee

28 Overall performance in last three years

29 360 degree helps to provide an atmosphere where all

are encouraged to share one another burden

30 360 Degree performance appraisal helps people set

and achieve meaningful goals

31 360 Degree performance appraisal gives constructive

criticism in a friendly and positive manner

32 360 degree appraisal process create a participative

environment in the organization

33. Level of performance appraisal effectiveness

Low Medium High

34. Does the Earth Infra Follow 360degree Performance Appraisal Process?

Yes No

35. After performance appraisal, Rate the level of improvement in your performance.

a.10-20

b. 20-30

c. 30- above

d. Motivation

36. Suggestions and views

___________________________________________________________________________

___________________________________________________________________________

____________________________________________________________.
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