Performance Appraisal at Tata

PERFORMANCE
APPRAISAL-IN SAHARA INDIA’
PROJECT REPORT ON
‘PERFORMANCE APPRAISAL-IN SAHARA INDIA’
SUBMITTED BY
TRISHLA PREM MARWAHA
T. Y. B. M. S. SEMESTER V- ROLL NO. - 7802
ACADEMIC YEAR 2012-2013
PROJECT GUIDE
PROF. SEEMA ASHAR
SUBMITTED TO
UNIVERSITY OF MUMBAI
MULUND COLLEGE OF COMMERCE

S. N. ROAD, MULUND (WEST)
MUMBAI – 400 080.
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PERFORMANCE
PROJECT REPORT
ON
‘PERFORMANCE APPRAISAL-IN SAHARA INDIA’’
SUBMITTED TO THE UNIVERSITY OF MUMBAI IN THE PARTIAL
FULFILLMENT FOR THE DEGREE OF BACHELOR OF
MANAGEMENT STUDIES
BY
TRISHLA PREM MARWAHA

(THANE)
TO
PROJECT GUIDE
SEEMA ASHAR
MULUND COLLEGE OF COMMERCE
S. N. ROAD, MULUND (WEST),
MUMBAI – 400080
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UNIVERSITY OF MUMBAI
Date of Submission:
DECLARATION
I, TRISHLA MARWAHA, A STUDENT OF MULUND COLLEGE OF

COMMERCE, S. N. ROAD, MULUND (WEST), MUMBAI – 400080
STUDYING IN T. Y. BMS HEREBY DECLARE THAT I HAVE
COMPLETED THIS PROJECT ON “PERFORMANCE APPRAISAL-IN
SAHARA INDIA’” DURING THE ACADEMIC YEAR 2012-2013. THE
INFORMATION SUBMITTED IS TRUE AND ORIGINAL TO THE BEST
OF MY KNOWLEDGE.
DATE: SIGNATURE OF STUDENT

PLACE: MUMBAI
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ACKNOWLEDGEMENT
I, TRISHLA PREM MARWAHA the student of Mulund College of Commerce, S. N. Road

Mumbai studying in T. Y. BMS would like to thank the Principal Dr Mrs. S. M. Diwanji and
the Vice Principal Dr. D. G. Deshpande.
My deepest thanks to the Coordinator of BMS course and my Project Guide Professor Seema
Ashar. I would also like to thank all the teachers who kindly cooperated with me, spared their
valuable time and contributed towards this project.
Thank You to all my student friends who patiently sat and interacted as I performed a survey
on them. The non-teaching staff and library have been of great help as I created this project, a
heartfelt thanks to them as well.
Last but not the least I am highly indebted to my Computer, for being there.
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OBJECTIVES OF PERFORMANCE APPRAISAL:
• To review the performance of the employees over a given period of time.
• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• Helps to strengthen the relationship and communication between superior –

subordinates and management – employees.
• To diagnose the strengths and weaknesses of the individuals so as to identify the
training and development needs of the future.
• To provide feedback to the employees regarding their past performance.
• Provide information to assist in the other personal decisions in the organization.
• Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.
• To judge the effectiveness of the other human resource functions of the organization
such as recruitment, selection, training and development.
• To reduce the grievances of the employees.
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EXECUTIVE SUMMARY
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CHAPTERISATION
Chapter 1: Introduction
Chapter 2: Characteristics
Chapter 3: Process
Chapter 4: Limitation and Benefits
Chapter 5: Advantages and Disadvantages
Chapter 6: Methods
Chapter 7: Rating errors
Chapter 8: Roles
Chapter 9: Rules and Regulations
Chapter 10: Case Study
Chapter 11: Suggestions/Recommendations
Chapter 12: Conclusion
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Table of Contents
Chapter-1
 Introduction
• Significance of the problem
• Review of literature
• Conceptualization
• Operationalization of the concept
• Focus of the study
• Objectives
• Hypothesis
• Limitation
• Chapterization
• Notes
Chapter-2
 Research Methodology
• Universe and Survey Population
• Profile of the organization
• Research design
• Sample design
• Data collection
• Identified independent and dependent variables
• Analysis pattern
Chapter-3
• Micro (Data) Analysis
Chapter-4
• Macro Analysis(conclusions)
Chapter-5
• Observation & Recommendations
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Chapter-6
• Questionnaire
• Raw analysis
• Bibliography
INTRODUCTION
As a distinct and formal management procedure used in the evaluation of work

performance. Its roots in the early 20th century can be traced to Taylor's pioneering Time and
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Motion studies. The practice of appraisal is a very ancient art. Appraisal, it seems, is both
inevitable and universal. In the absence of a carefully structured system of appraisal, people
will tend to judge the work performance of others, including subordinates, naturally,
informally and arbitrarily. Without a structured appraisal system, there is little chance of
ensuring that the judgments made will be lawful, fair, defensible and accurate. Performance
appraisal systems began as simple methods of income justification. That is, appraisal was
used to decide whether or not the salary or wage of an individual employee was justified.
Performance Appraisal is defined as the process of assessing the performance and

progress of an employee or a group of employees on a given job and his / their potential for
future development. It consists of all formal procedures used in working organizations and
potential of employees. According to Flippo, “Performance Appraisal is the systematic,
periodic and an important rating of an employee’s excellence in matters pertaining to his
present job and his potential for a better job.”
Modern Appraisal
Performance appraisal may also be defined as a structured formal interaction between

a subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and discussed,
with a view to identifying weaknesses and strengths as well as opportunities for improvement
and skills development. Appraisal results are used, either directly or indirectly, to help
determine reward outcomes.
RATIONALE
The rationale underlying performance appraisal programmes involves considerations.

It is a truism that contributions of individuals to the enterprise lead to employee rewards. In
situations, where it is possible to measure production, there exists no need for assessing
employees because they can be rewarded in terms of amount of their production. However, if
it is not possible in some positions to measure the work accomplished by the individuals, the
personal traits which are likely to cause enhanced productivity and facilitate their work.
Performance may be incorporated in the appraisal form and used for assessment purposes.
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The following traits are usually found to form-the basis for appraisal: ability to
understand people, readiness to accept new ideas, learning ability, judgment, reliability and
responsibility, common sense and initiative, attitude towards superiors, attitude towards
subordinates, attitude towards associates, safety-mindedness, attendance, cooperation and
helpfulness! Health and physical endurance, adaptability, etc.
Although these characteristics can be correlated with specific features of job

performance to infer a cause and effect relationship between personal traits and job
performance, the ratings assigned by superiors to their subordinates are usually susceptible to
subjectivity and thus, do not involve scientific precision and objectivity. Therefore, it is not
possible on the basis of these ratings to make finite differentiations in the employees'
productivity and performance and accordingly make precise personnel decisions.
Performance appraisal is a method of evaluating the job performance of an employee. It is an
ongoing process of obtaining, researching, analyzing and recording information about the
worth of an employee.
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OBJECTIVES OF PERFORMANCE APPRAISAL:


SIGNIFICANCE
• Flippo thinks that systematic "performance appraisal" is of utmost significance in

organization settings.
• It provides highly useful information in much advance of time which is of great

assistance in making and enforcing decisions regarding various personnel aspects
such as promotions, pay increments, layoffs and transfers.
• The performance appraisals are also of great significance in so far as they provide
useful criteria for determining the validity of selection and training methods and
techniques and form concrete measures for attracting individuals of higher caliber to
the enterprises
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HYPOTHESIS
• Hypothesis 1: The level of importance a supervisor views in the performance

appraisal process will be positively related to the supervisor putting forth effort to
perform the performance appraisal accurately.
• Hypothesis 2: A supervisor’s perception of justice in the performance appraisal

process will positively correlated with a supervisor accurately completing the
performance appraisal process.
• Hypothesis 3: Accurately completing the performance appraisal process will be

positively related to performance appraisal effectiveness.
• Hypotheses 4: Performance appraisal accuracy will mediate the relationship between

the supervisor’s perception of the importance of the performance appraisal and the
supervisor’s accuracy in completing the performance appraisal process.
• Hypotheses 5: An employee’s level of organizational commitment will positively

correlate with the effectiveness of the performance appraisal.
ASSUMPTIONS
• The use of the performance appraisal seems so logical until you look a little deeper.
Below are some assumptions that must be true if performance evaluations, as we
presently do them (sit down once or twice a year and talk about how the employee is
doing), can be valuable and valid.
• Evaluation will improve an employee’s performance. The standards of evaluation are

related to factors demonstrably important to the organization and its customers. The
standards are reasonable and achievable.
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• The employee being evaluated has control over the results. Each system in which an
employee works is stable and capable of delivering the expected results.
• The employee’s individual contribution can be discerned from the contributions of the
system and other managers and workers in the system.
• The processes with seemingly identical equipment, materials, training, job

description, etc., are, in fact, identical. The evaluation covers performance over the
entire cycle of evaluation, not just the period recallable by accurate memory.
• All evaluators are consistent with each other. Each evaluator is consistent from one
employee to the next.
RESEARCH METHODOLOGY
Primary Data
• Data will be collected by questioning the people working in various Sectors.
• Information will be collected by interviewing the people affected by the

Performance Appraisal, also discussion technique.
Secondary Data
• Data will be collected from books, journals and magazines. Also newspaper and
various websites.
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EXPECTED CONTRIBUTION
The appraisal should include a column for reflecting the Pen picture of the Manager
reported upon by the reporting manager, wherein he can indicate his comments on the overall
qualities of the manager including area of strength and lesser strength and his attitude
towards the weaker section.
The numerical grading are to be done with a grading of 1 -10 where 1 refers to the
lowest grade and 10 to the highest grade.
Further the appraisal can also include the following as enumerated below:-
(a) 40% weightages on assessment of work output
• Accomplishment of planned work/work slotted as per subject allotted.
• Analytical ability
• Accomplishment of exceptional work/unforeseen tasks performed
• Overall grading on 'Work Output'
(b) 30% weightages on assessment of personal attributes
• Attitude to work
• Sense of responsibility
• Maintenance of Discipline
• Communication Skills
• Leadership qualities
• Capacity to work in team spirit
• Capacity to work in time limit
• Inter-personal relations
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(c) 30% weightages on assessments of functional competency
• Knowledge of Rules / Regulations / Procedures in the area of function and

ability to apply them correctly.
• Strategic planning ability
• Decision making ability
• Coordination ability
• Ability to motivate and develop subordinates
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From the pen of our Chief Guardian
In business profit earnings and overall growth of business get the highest priority and are
certainly creditable, but ultimate credibility of business enterprise, particularly of larger ones
is in the utilization of profit be it for best possible enlistment of its workforce and for
espousing Social, National Development causes, or for rendering services to mankind as a
whole. Fulfilling the qualitative aspect of utilization of profit, the world’s largest family
‘Sahara India Pariwar’ is proud to have reached today new horizons of growth and
development.
On the threshold of a new leap forward, now we once again dedicate to you those values and
ideals which have shown us the way to this journey to our present proud position-Emotion
before Economics, Principles before Profit, Values before Wealth, Man before Money,
Country before Religion, Quality before Quantity, Conscience before Corporation, Family
before Fortune.
On the basis of our philosophy of collective materialism we have always given importance to
the fact that profit earning is the Quantitative aspect whereas the proper utilization of profit is
the Qualitative aspect. Ironically we only recognize and get recognized by the Quantitative
aspect.
I, therefore earnestly appeal to one and all in Politics, Media, Business etc. that every action,
reaction, selection, appreciation or criticism should be oriented strictly towards the
Qualitative aspect. I appeal to anybody and everybody to accord top priority to Qualitative
aspect in anything and everything for peaceful, prosperous and progressive co-existence of
mankind anywhere and everywhere.
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Today, I feel proud of the fact that I am the Guardian of the World's largest family. Perhaps, I
am the world's only person whose family is so vast, so disciplined, so dedicated and so
committed. Such a vast family as Sahara India Pariwar has a grand and infinite future and I
am sure that we will sustain our duty, consciousness, discipline and dutifulness with a sense
of dedication, as we have always done in the past, so that together we could build an India
full of energy and radiance.
SUBRATA ROY SAHARA

Managing Worker & Chairman
Sahara India Pariwar
Significance of the problem
The study will be worth full for the industry to take some updated and dedication and will
make them competent within the existing dynamic environment. The study will provide the
industry clues about what the employees expect or what modifications they want in the
existing process of performance appraisal measures in order to make the performance
appraisal programs more impact able on the employees. This will not only upgrade the
morale of employees but also will maintain the faith of the workers in the organizations
policies. This will make the employees to work with more confidence
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Review of literature
1. Douglass: Performance appraisal is a method of acquiring and processing the

information needed to improve an individual employee’s performance and accomplishments.
2. Newstrom: It is the process of evaluating the performance of employees, sharing that

information with them and searching for ways to improve their performance.
Talent Management is directed to top-level management, senior human resources,

workforce and organizational development executives whose task is to optimize the abilities
of their human assets to drive and improve the execution of enterprise strategy
Process by which a manager or consultant (1) examines and evaluates an employee's work
behavior by comparing it with preset standards, (2) documents the results of the comparison,
and (3) uses the results to provide feedback to the employee to show where improvements
are needed and why. Performance appraisals are employed to determine who needs what
training, and who will be promoted, demoted, retained, or fired.
According to Flippo, a prominent personality in the field of Human resources, “performance

appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in
the matters pertaining to his present job and his potential for a better job." Performance
appraisal is a systematic way of reviewing and assessing the performance of an employee
during a given period of time and planning for his future.
Performance appraisal is the process of obtaining, analyzing and recording information

about the relative worth of an employee. The focus of the performance appraisal is measuring
and improving the actual performance of the employee and also the future potential of the
employee. Its aim is to measure what an employee does.
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It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps
to analyze his achievements and evaluate his contribution towards the achievements of the
overall organizational goals.
By focusing the attention on performance, performance appraisal goes to the heart of

personnel management and reflects the management’s interest in the progress of the
employees
A face-to-face discussion in which one employee's work is discussed, reviewed, and

appraised by another, using an agreed and understood framework. Usually, line managers
conduct the appraisals of their staff, although peers can appraise each other, and line
managers can themselves be appraised by their staff through 360 degree appraisal. The
appraisal process focuses on behaviors and outcomes, and strives to improve motivation,
growth, and performance of the appraisee. Performance appraisals should be conducted at
least once a year.
Performance management is the process of creating a work environment or setting in

which people are enabled to perform to the best of their abilities. Performance management
is a whole work system that begins when a job is defined as needed. It ends when an
employee leaves your organization.
Many writers and consultants are using the term “performance management” as a substitution
for the traditional appraisal system. I encourage you to think of the term in this broader work
system context.
A performance management system includes the following actions: -
• Develop clear job descriptions.
• Select appropriate people with an appropriate selection process.
• Negotiate requirements and accomplishment-based performance standards,

outcomes, and measures.
• Provide effective orientation, education, and training.
• Provide on-going coaching and feedback.
• Conduct quarterly performance development discussions.
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• Design effective compensation and recognition systems that reward people for
their contributions.
• Provide promotional/career development opportunities for staff.
• Assist with exit interviews to understand WHY valued employees leave the
organization.
Conceptualization
Performance appraisal
An organization’s goals can be achieved only when people put in their best efforts. How to
ascertain whether an employee has shown his or her best performance on a given job? This
can be done through performance appraisal.
In simple terms, performance appraisal may be understood as the assessment of an

individual’s performance in a systematic way, behaviors on jobs and his or her potential for
future performance.
Objectives of Performance appraisal:


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Whose performance should be appraised?
It is obvious, that employee’s performance should be appraised. Here employees, is

individuals or teams. Specifically, it includes individual, work group, division or
organization.
Who is the appraiser?
Appraiser can be immediate supervisors, specialists from the HR department

subordinates, peers, committees, clients, self-appraisals or a combination of several.
Immediate supervision is the fit candidate to appraise the performance of his or her
subordinates because no one is more familiar with the subordinate’s performance then his or
her superior.
Subordinates can assess the performance of their superiors. The use of this choice
may be useful in assessing an employee’s ability to communicate, delegate work, allocate
resources, disseminate information, resolve intra-personal conflict, and deal with employees
on a fair basis.
Peers are in better position to evaluate certain facts or job performance which the
subordinates or supervision cannot do.
Where superiors, peers, subordinates and clients, make appraisal it is called the 360-
degree system of appraisal.
In self-appraisal, the employee himself or herself evaluates his or her own

performance.
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What should be appraised?
One of the steps of an appraisal programmes is to determine the evaluation criteria. It

is obvious that the criteria should be related to the job. The criteria are:-
(a) Quality: The extent to which result of carrying out an activity approaches
perfection.
(b) Quantity: The amount produced expressed in monetary terms number of units,
or number of completed activity cycles
(c) Timeliness: The degree to which an activity is completed or a result produced at

the earliest desirable time.
(d) Cost effectiveness: The degree to which the organizations resources is

maximized in the sense of getting the highest gain or reduction in loss.
(e) Need for Supervision: The degree to which a job performer may need or may
not need supervisory for carry out a job function.
(f) Interpersonal Impact: The degree to which a performer promoters feeling of

self-esteem, goodwill and co-operation among Co-workers and subordinates.
Why Performance Appraisal?
Performance Appraisal is a vehicle to (1) validates and refines organizational actions

(e.g. Selection, training etc.) (2) Provide feedback to employees with an eye on improving
future performance.
Tools of performance appraisal
Performance Appraisal Techniques
Individual evaluation methods Multiple-person evaluation methods
1. Confidential report Ranking
2. Essay evaluation Paired comparison
3. Critical incidents
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4. Checklists
5. Graphic rating scale
6. Forced choice method
7. MBO
Individual evaluation methods
a. Confidential report: It is mostly used in government organizations. It is a

descriptive report prepared, generally at the end of every year, by the employee's
immediate superior. The report highlights the strengths and weaknesses of the
subordinate. The report is not data based. The impressions of the superior about the
subordinate are merely recorded there. It does not offer any feedback to the appraisee.
Since the report is generally not made public and hence no feedback is available, the
subjective analysis of the superior is likely to be hotly contested.
b. Essay evaluation: Under this method, the rater is asked to express the
strong as well as weak points of the employee's behavior. This technique is normally
used with a combination of the graphic rating scale because the rater can elaborately
present the scale by substantiating an explanation for his rating.
c. Critical incident technique: Under this method, the manager prepares lists of
statements of very effective and ineffective behavior of an employee. These critical
incidents or events represent the outstanding or poor behavior of employees on the
job. The manager maintains logs on each employee, whereby he periodically records
critical incidents of the workers behavior.
d. Checklists and weighted checklists: Another simple type of individual evaluation

method is the checklist. A checklist represents, in its simplest form, a set of objectives
or descriptive statements about the employee and his behavior.
e. Graphic rating scale: Under this method, a printed form, as shown below, is used to
evaluate the performance of an employee. A variety of traits may be used in these
types of rating devices, the most common being the quantity and quality of work. The
rating scales can also be adapted by including traits that the company considers
important for effectiveness on the job. From the graphic rating scales, excerpts can be
obtained about the performance standards of employees.
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f. Forced choice method: This method was developed to eliminate bias and the
preponderance of high ratings that might occur in some organizations. The primary
purpose of the forced choice method is to correct the tendency of a rater to give
consistently high or low ratings to all the employees.
g. Management by objectives (MBO): MBO represents a modern method of

evaluating the performance of personnel. Thoughtful managers have become
increasingly aware that the traditional performance evaluation systems are
characterized by somewhat antagonistic judgments on the part of the rater. There is a
growing feeling nowadays that it is better to make the superior work with
subordinates in fixing goals. This would inevitably enable subordinates to exercise
self-control over their performance behaviors. The concept of management by
objectives is actually the outcome of the pioneering works of Drucker, McGregor and
Odiorne in management science.
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Features
• MBO emphasizes anticipatively set goals that are tangible, verifiable and measurable.
• MBO focuses attention on what must be accomplished (goals) rather than how it is to
be accomplished (methods).
• MBO by concentrating on key result areas translates the abstract philosophy of

management into concrete phraseology. The technique can be put to general use (non-
specialist technique). Further it is ''dynamic system which seeks to integrate the
company's need to clarify and achieve its profit and growth targets with the manager's
need to contribute and develop himself''.
• MBO is a systematic and rational technique that allows management to attain
Maximum results from available resources by focusing on achievable goals. It allows the
subordinate plenty of room to make creative decisions on his own.
Multiple-person evaluation techniques
a. Ranking method: This is a relatively easy method of performance

evaluation. Under this method, the ranking of an employee in a work group is done
against that of another employee. The relative position of each employee is tested in
terms of his numerical rank. It may also be done by ranking a person on his job
performance against another member of the competitive group. The quintessence of
this method is that employees are ranked according to their levels of performance.
While using this method, the evaluator is asked to rate employees from highest to
lowest on some overall criterion.
b. Paired comparison method: Ranking becomes more reliable and easier

under the paired comparison method. Each worker is compared with all other
employees in the group; for every trait the worker is compared with all other
employees. For instance, when there are five employees to be compared, then A's
performance is compared with that of B's and decision is arrived at as to whose is the
better or worse. Next, B is also compared with all others. Since A is already compared
with B, this time B is to be compared with only C, D and E. By this method when
there are five employees, fifteen decisions are made (comparisons).
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Appraisal interview and feedback
The post appraisal interview is an essential part of the performance appraisal system.
The employee gets useful feedback information about how effectively and efficiently he is
able to discharge the assigned duties. It also gives the opportunity to employee to explain his
views about the ratings, standards, rating methods, internal and external causes for low level
of performance. The appraiser gets a chance to explain the employee his rating, the traits and
behavior he has taken into account for appraisal, etc. He can utilize this opportunity to offer
constructive suggestions help, guide and coach the employee for his advancement.
Performance management
The performance management process begins with analysis and descriptions of the
job. The performance manger identifies essential functions in the job description and the
strategic mission and goals of the department or organization unit. Standard of minimum
acceptable performance are developed for the position with the employees. Additionally
standards for performance that exceeds expectations may be set to encourage the employee to
strive for even better results.
Throughout the appraisal period (typically one year0 the performance manager
observes and provides behavioral feedback on the performance of the employee focusing on
helping the employee to achieve successful performance. At the end of the appraisal period,
and in collaboration with the employee, the performance manager prepares, writes, delivers
and then produces a final copy of the written performance appraisal.
At any point in the process, the employee and performance manager may identify needs and
creates a plan for employee education, training or development in job or career related areas.
The issues related to performance management of teams and team member arise out
of the variety of reporting relationships and degree of independent responsibility that teams
exercise, as well as the creed to reinforce team value and efforts without undercutting
individual responsibility.
By following the steps outline in this guide to performance Management, you will
find that the performance management process faster improve communication with your
employees. You will also achieve better result for your organization unit or department.
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Job description and essential functions strategic

plan and annual goals
Standard of performance
Observation and feedback
Performance Appraisal
Performance Development
An important component of the performance management process is development of

employee’s work related skills, knowledge and experience. The development process offers
another opportunity for you and your employee to work collaboratively to improve
performance and to contribute to organizational effectiveness.
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Limitations of performance appraisal
1. Halo error: - The “Halo Effect” is a tendency to let the assessment of an

individual one trait influence the evaluation of that person on other specific traits.
The “Halo Effect” refers to the tendency to rate an individual consistently high or
low or average on the various traits, depending upon whether the rate is overall
impression of the individual is favorable or not. This means that the halo effect
allows one characteristics, observation or occurrence (either good or bad) to
influence the rating of all performance factor.
This effect arises when traits are unfamiliar, ill-defined and involve personal
relations.
2. Leniency or Constant Errors: - Every evaluation has his own value system,
which acts as a standard against which he makes his appraisals. Relative to the
true or actual performance an individual exhibits some supervisors have a
tendency to be liberal in then ratings i.e. they consistently assign “high value” the
their employees, while at other times they may have a tendency to assign
consistently “low ratings”. The former tendency is known as “Positive leniency
error”, while the later as “negative leniency errors”.
3. Central Tendency Problem: - It assigns “average ratings” to all the employees

with a view to avoiding commitment or involvement, or when the rater is in doubt
or has inadequate informations or lack of knowledge about the behavior of
employee or when he has not much time at his disposal. Such tendency seriously
distorts the evaluations making them most useless for promotion, salary or
counseling purposes.
4. Similarity Error: - This type of error occurs when the evaluator rates other
people in the same way he perceives himself. For example, the evaluation that
perceives himself as aggressive many evaluate others by looking for
aggressiveness. Those who show this characteristic may be benefited while others
may suffer. This error also washes out if the same evaluator appraises all the
people in the organization.
5. Hypercritical Effect: - It is the tendency of a superior to rate people lower than

their performance justifies.
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6. Reluctant to ‘Play God’: - Some managers are unwilling to ‘Play God’ by

judging others. Accepting the responsibility for being a judge for the future of
another person causes severe anxiety in some people.
Operationalisation
Performance appraisal in Sahara India Pariwar
“Our Pariwar is committed to cherished traditions of Indian Family where there’s no

malik, but a guardian, forever guiding and encouraging the family members. This spirit of
true Bharatiya values continues to inspire us to work towards our constructive and productive
goals in a common emotional bond of caring and sharing-leading to nirantar Collective
Growth.
HR department of Sahara India Pariwar has to decide upon the content to be appraised
before the programme is approved. Generally, the content to be appraised is determined on
the basis of Job analysis. The content to be appraised may vary with the purpose of appraisal
and type and level or employees.
Appraisal factor used in Sahara India Pariwar: -
There are various factor used for Appraisal in Sahara India Pariwar–
1) Ability to plan, delegate, control and coordinate.

2) Knowledge of the job.
3) Clarity about objectives.
4) Ability to take decisions.
5) Power of expression, written and verbal.
6) Cooperation.
7) Manner and general bearing.
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8) Initiative.
9) Communication skill.
10) Attitude to work
11) Loyalty
12) Sociability
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However the content to be appraised varies from higher-level employees to these of

junior cadre employees. Such as work force assistants. There are various factors to be
appraised in junior cadre employees. They are –
1) Knowledge of work.
2) Ability to learn.
3) Initiative
4) Personality
5) Hygiene
6) Attendance
7) Ability to communicate
8) Loyalty.
Appraiser is the person who has through knowledge about the job content. In Sahara
India Pariwar, Appraisal is mainly done by –
• HOD
• The immediate senior
• Employees appraise their own performance. (Self appraisal)
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Appraisal process of Sahara India Pariwar: -
* SAHARA INDIA PARIWAR STANDS FOR *
Emotion before Economics
Principles before Profits
Values before Wealth
Man before Money
Country before Religion
Quality before Quantity
Conscience before Corporation
Family before Fortune
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First of all performance standard is established and the employees are rated on the
basis of established standard.
The appraisal for is being rated by employees him/ her-self, and by the immediate
Superior and lastly by the HOD.
Various Scales are being used to rate the employees, Such as: -
a) Quality of work.
b) Interpersonal relation.
c) Confident.
d) Tideness etc.
On the basis of this rate scales employees are either promoted or given any increment
etc or even dismiss.
The systematic appraisal is conducted on regular basis – that is annually here-
Rating Process: -
Following rating process used to rate the employees
Over All Rating: -
• Outstanding (46-50)
• Very Good (36-45)
• Good (25-35)
• Average (20-25)
• Below Average (19 or less)
35
PERFORMANCE
The potential of the employees is also appraised in this way:-
1. Do he/ she have potential to assume?
2. Details of training undergone during the year.
3. Indicate your training needs.
4. Special remarks if any.
Focus of the study
The focus of the study has been determining the performance appraisal system
in Sahara India Parivar and understanding its effectiveness for harnessing people’s
potential adequately. An attempt also has been made to understand the contribution of
HR practices towards organizational success.
The project has been crafted with immense effort and utmost care has been
taken to do justice to the study area concerned. The data has been sourced from
internet and books of OB/HR.
In my project, I have given a brief introduction about the topic i.e. “Performance
appraisal, in Sahara India Pariwar. It includes:-
1. It helps to strengthen the relationship and communication between superior –
2. It diagnoses the strengths and weaknesses of the individuals so as to identify
the training and development needs of the future.
36
PERFORMANCE
Objectives
• To check the performance of the employees of SAHARA PARIVAR over a given

period of time.
• To find out the effectiveness of the other human resource functions of the
organization such as recruitment, selection, training and development and get the
better results from the employees.
• To find the availability of the healthy relationship and communication between

superior – subordinates and management – employees.
• To check the satisfaction level of employees towards the performance appraisal of

SAHARA INDIA PARIWAR.
• To check the effectiveness of Performance Appraisal Programme.
Hypothesis
The HR department with its deep concern for its employees aims to have a better
understanding of people, generating awareness among them of their roles as a resource of the
organization for the attainment of its goals and objectives. With a challenge of developing a
highly skilled and flexible workforce, through continuous Performance appraisal, it seems
that HR has become an integral and indispensable part of any organization and its presence is
very much required for achievements of its organization goals and its success.
37
PERFORMANCE
Limitations
Every survey has some sort of limitations and this survey has also some limitations:-
1. Time constraint: - Limited time available was not enough to convince the people
2. Awareness: - People have not exact and appropriate knowledge about the life insurance.
3. Incorrect information: - Their might be wrong information provide in the Questionnaire.
4. Un updated data: - Data collected is secondary which is not a fresh and updated.
Chapertization
CHAPTER I: - chapter one is introduction i e., significance of the problem, review of

literature, conceptualization, operationalization of the concept, focus of the study, objectives,
hypothesis, limitation.
CHAPTER II:- chapter two is explain the research methodology which includes universe
and survey population, profile of the organization, research design, sample size and
techniques, analysis pattern, data collection(primary & secondary),identified independent &
dependent variables, content analysis and applied statistical tools.
CHAPTER III: - Chapter three explain s the objectives wise analysis
CHAPTER IV: - Chapter fourth is all about macro analysis.
CHAPTER V: - Chapter fifth is summary of major observation & recommendations
CHAPTER VI: - Chapter sixth includes questionnaires/schedule, raw analysis & tables and
38
PERFORMANCE
Bibliography.
Notes
1. Human Resource Management : By V.S.P. Rao
2. Personal Management : By Dr. C.B. Mamoria
3. Research Methodology : By C.R. Kothari
4. Resource & Personal Management : By K. Aswathappa Human
39
PERFORMANCE
Research methodology
Research methodology refers to the systematic method consisting of enunciating the

problem, formulating a hypothesis, collecting the facts or data, analyzing the facts and
reaching certain conclusions either in form of solutions towards the concerned problem or in
certain generalizations for some theoretical formulation.
In the context of Sahara India Pariwar, Performance Appraisal exist in both officer
and non officer. In tune with this concept I took the subject of research project.
“Study of effectiveness of performance Appraisal of employees in Sahara India

Pariwar”
Universe: - Local strength of employees whether or not they are directly or indirectly
involved in the performance appraisal programme.
Profile of Sahara India Pariwar
Sahara India Pariwar with Global perspective, World-class standards of efficiency and
professional and Core Institutional values. Retain its position in the country as a pioneer
organization. In this emotionally integrated family “Nobody has even felt the need for trade
40
PERFORMANCE
union and it does not exist”.
An institution with a culture of mutual Care and Commitment, a satisfying and

exiting work environment and continuous learning opportunities.
The synergy of an action oriented management, a dedicated work force and the proper
assimilation of state of the art technology has put Sahara India Pariwar in forefront of the
country. It is established in 1978 from Gorakhpur with 3 workers with assets Rs. 2000 only.
Vision of Sahara India Pariwar
* SAHARA INDIA PARIWAR STANDS FOR *

Emotion before Economics
Principles before Profits
Values before Wealth
Man before Money
Country before Religion
Quality before Quantity
41
PERFORMANCE
Conscience before Corporation

Family before Fortune
Mission of Sahara India Pariwar
We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH QUALITY –
means enthusiastic, productive performance of duty ‘KARTAVYA’ towards the consumers’
worker’s survive satisfaction.
Objectives of Sahara India Pariwar:
• To insure optimum use of resources for manufacturing of the better product &
services.
• To generate sufficient resources for meeting the needs of expansion and growth
for servicing the investors.
• To ensure customer satisfaction competitiveness through quality, delivery and
cost.
• To constantly upgrade the technology and build market oriented Research &
Development in product development process development and cost reduction.
42
PERFORMANCE
• To minimize the net foreign exchange outflow without any conflicts with other
objectives.
• To generate and exploid the export potential for telecom equipment services.
43
PERFORMANCE
Profit sharing of Sahara India Pariwar
On the onset of the 25th year (1st Feb. 2002) 25% - 50% hike in Gross Salary for Sahara
employees finds a mention in the Limca Book of Records and going for a mention in the
Guinness Book of World Records.
Core Commitments – our strength
EMOTION
Emotion – is in performance of genuine duties towards the loved ones primarily in their
44
PERFORMANCE
benefit, from their point of view. EMOTION is THE KEY that generates the required energy
and enthusiasm for desired quality performance.
DISCIPLINE
The enthusiastic obedience of laws and orders, which are given by the rightful authority.
DUTY
The enthusiastic obedience of laws and orders, which are given by our CONSCIENCE.
NO DISCRIMINATION
Never should we discriminate in any of our actions, reactions, attitudes, decisions,
conclusions, in any of our expressions while caring for the six healths of other human beings,
namely physical, material, mental, emotional, social and professional healths.
QUALITY
Results from honoring Rules, Regulations, Commitments, Values, Fairness, Performance of
Duties by honestly balancing one’s own and other’s own and others’ reasonable point of view
in the matters of Material & Emotional aspects.
GIVE RESPECT
To definitely make others feel important and respected by giving sincere regard to others’
feelings, reasonable wishes & thoughts with an open and receptive mind and warmth.
SELF-RESPECT
To develop a sense of respect of oneself in others’ mind that is, to generate genuine & warm
45
PERFORMANCE
feelings for oneself, among others on a continuous basis.
TRUTH
Means total transparency in action, reaction, attitude and all other expressions and the
conviction to follow the right course.
COLLECTIVE MATERIALISM
Means to progress and prosper together for collective sharing and caring and not individually
or for a select group.
RELIGION
There is a religion higher than religion itself – it is NATIONALITY. We may practice our
religions in the confines of our homes, but outside, we should be Indians and only Indians.
Activities of Sahara India Pariwar

Para banking
• Stringent Expense Control with the Cost of Fund including Interest Cost within
10.5% per annum.
46
PERFORMANCE
• No Speculative Investment with Investment in Equity at 0.46% only, of the Total
Investment.
• High-class Quality Investment, which restricts the Non-performing Asset Ratio to 1%
only.
• Capital Adequacy Ratio of 23.60% when the statutory requirements are 12% only.
Housing
47
PERFORMANCE
 Countrywide 9000 acres of company owned lade. (Including land of around 2000
acres being purchased, in the pipeline).
 Shortly expanding our housing scheme with construction of more then 3 lakh
homes in 94 cities round the country in three phases.
 Project worth Rs.55000 crores. (Including project worth Rs.10, 000 cr., in the
pipeline).
Media & Entertainment
 26 Daily Newspaper Editions in 2 languages (Hindi/ Urdu)
48
PERFORMANCE
 Launching 1 national and 37 regional/city round-the-clock news channels.
 Shortly coming up with world class Studio, Media Institute & Media Club.
 One of the largest & fully Integrated Pre - Press, On- Press and Post - Press
Production facilities in India.
 Launching 48-page, broadsheet weekly news magazines with 32 editions Hindi &
one All-India, New Delhi, Mumbai, Pune & Lucknow editions in English.
Aviation
49
PERFORMANCE
 A new sophisticated fleet of 9 advanced Aviation Technology Boeing 737-800s , 737-
700,&737-400s.
 Offering a host of Customer Delight Programmers.
 Engineering and Maintenance support from KLM and Lufthansa.
 In the Its phase of expansion, the airline aim for a combined fleet strength of 23
aircraft with an operation of 155 flights, across 32 destinations and offering 15000
seats per day. We would eventually expand to a fleet strength of 45 constituting long
haul aircraft, new generation Boeing jets and regional jets.
Forthcoming project
50
PERFORMANCE
Consumer Products
 44 brands-more then 1957quality items which ensure ultimate customer
satisfaction.
 Seven broad product categories, which include.
 1635 distribution center.
 Over 6las strong sales force.
 3.2 crore-consumer bases.
Information Technology
51
PERFORMANCE
• Shall also become one of the largest News Gathering agencies with start-up points of
hundreds of locations across the nation providing text-audio news through portal.
• Shall also offer varied innovative services like Telemedicine, e-mandi, e-purse (Debit
Card), Online Railway/Air Ticketing and nationwide chain of Cyber Cafes.
52
PERFORMANCE
Sunder ban Project
 Spread over 36000 sq.kms. of water area which is the biggest Delta in the world.
 Connecting Kolkata and Sunder ban with hi-tech transportation and communication
facilities, these areas would be equipped with the latest in hospitality and
entertainment.
 This project is going to be one of its kinds in the world and shall definitely be a great,
grand-Global Destination.
Sahara Hospital
• A 350- bed (expandable to 500 beds) international standard hi-tech medical aid
centre.
• To be set up in association with Apollo Hospital and Enterprises Ltd.
• Coming up on 40 acres of land in Gomti Nagar, Lucknow.
53
PERFORMANCE
Research Design
A research design is an arrangement for the analysis and the collection of data in a manner
that combine relevance to the research purpose with economy in procedure.
Research design provides decisions regarding:
1. What is the study about?
2. Why is the study being made?
3. What type of data is required?
4. Where the required data can be found?
5. What will be the sample design?
6. How will the data be analyzed?
The design of this research is descriptive in nature because it is describing the characteristics
of a particular individual, or of a group.
In this study some facts are taken in to consideration which belongs to SAHARA INDIA
PARIVAR.
54
PERFORMANCE
The descriptive design of the study obtains the information regarding full organization. The
facts, characteristics, nature of the SAHARA INDIA PARIVAR are taken in to consideration
with the help of primary and secondary data.
Sample Size: - It refers to the no. of employees selected from the universe to the sample
which is a proper representation of the universe the manner of selecting the sample.
For the purpose of conducting the survey a questionnaire was prepared and a simple
random sampling technique was used to select the respondent covering all the four
department
DATA COLLECTION
55
PERFORMANCE
There are two methods of collecting data. They are primary method and secondary method.
SECONDARY DATA COLLECTION: - Secondary data have been collected from different
websites, company journals.
PRIMARY DATA COLLECTION: - Primary method of data collection i.e. though
questionnaire and interview.
56
PERFORMANCE
Objective wise analysis of data of Sahara India Pariwar
1. Awareness of Performance Appraisal Programmes:
94% of the employees in Sahara India pariwar are aware about the prevailing
structure of performance appraisal programme. At the same time 6% are still unaware about
the same.
1
2
94
2. Fulfillment of Objective:
80% of the employees in Sahara India Pariwar are of the opinion that the present system for
performance appraisal fulfills the required objective of appraisal. This shows the most of the
employees are satisfied with the appraisal programme they are undergoing.
57
PERFORMANCE
20
1
2
80
3. Importance of employees in Appraisal Programme :
83% of the employees in Sahara India Pariwar feels that there suggestions and
interests are considered. While other 17% of the employees does not feel the same.
17
1
2
83
4. Effectiveness of Performance Appraisal Programme:
71% of the employees in Sahara India Pariwar feels that existing programme is capable
enough to analyze the strengths and weakness of employees while other 29% does not feel
that performance appraisal programme is not such effective.
58
PERFORMANCE
29
1
2
71
5. Time span of Performance Appraisal Programme:
40% of employees in Sahara India Pariwar gives their opinion that performance appraisal
programme should be conducted half yearly, while 8% of employees agree that it should be
conducted monthly and 26% of the employees agree with quarterly and annually conduction
of performance appraisal.
40 26 1
2
3
4
26
6. Purpose of performance Appraisal:
40% of the employees of Sahara India Pariwar say that promotion is the main purpose of
performance appraisal. 34% of the employees feel that training is the main purpose of
59
PERFORMANCE
performance appraisal and 26% of the employees feels that pay increase is the purpose of
performance appraisal.
26
40
1
2
3
34
7. Personal Involvement of Employees:
48% of the employees of Sahara India Pariwar feels that there is personal involvement of
employees in the performance appraisal process while other 52% of the employees does not
feel the same.
48
1
2
52
8. Need of the Training:
60
PERFORMANCE
68% of the employees in Sahara India Pariwar feels that existing process of performance
appraisal is able to recognize the need of the training while other 32% of the employees does
the feel the same.
32
1
2
68
9. Behavioral Aspects:
37% of the employees of Sahara India Pariwar feel that existing appraisal method
completely change the behavioral aspects of employees while 49% of the employees feel
that, it changes partially and other 14% of the employees feel that it does not changes at
all.
14
37
1
2
3
49
61
PERFORMANCE
10. Satisfaction level:
80% of the employees of Sahara India Pariwar are satisfied with the existing
performance appraisal system while other 20% of the employees are not satisfied with the
existing system.
20
1
2
80
62
PERFORMANCE
Macro analysis
Comparative analysis of Sahara India Pariwar, Reliance Infocomm ltd and
Pradeshik Cooperative Dairy Federation ltd.
1. Role of Performance Appraisal Programme:
80% of the employees in Sahara India Pariwar agrees that performance appraisal
programme is well defined for various level of employees while 73% of the employees in
Parag and only 40% of the employees in Reliance agrees that the Appraisal programme is
well defined for various level of employees.
This shows that performance appraisal programme plays a major role in Sahara India
Pariwar.
63
PERFORMANCE
2. Personal involvement of employees in appraisal process: -
About 48% of the employees in Sahara India Pariwar feels that there is personal
involvement of employees in appraisal process while 40% of the employees parag and only
25% of the employees in Reliance feels the same.
This shows that personal involvement of the employees in Sahara India Pariwar is
higher than the any other organization.
3. Purpose of Performance Appraisal:
About 40% of the employees of Sahara India Pariwar say that promotion is the main
purpose of performance appraisal while 60% of the employees in Reliance and 74% of the
employees in Parag say that promotion is the main purpose.
Most of the employees are in the view that promotion is the main purpose rather
training and pay increase.
4. Time span of Performance Appraisal programme:
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PERFORMANCE
About 40% of the employees in Sahara India Pariwar are of the opinion that
performance appraisal programme should be conducted Half yearly rather monthly, quarterly,
annually while 35% of the employees in Reliance are of the opinion that it should be
conducted Annually and 40% of the employees in Parag are of the view that it should be
conducted quarterly.
Performance Appraisal should be conducted annually as it saves time, money and is
accurate.
5. Fulfillment of needs of trainings:
68% of employees in Sahara India Pariwar agrees that existing process of Appraisal
programme is able to recognize the need of the training while 80% of the employees in Parag
and only 45% of the employees in Reliance agrees the same.
6. Behavioral aspects:
About 49% of the employees in Sahara India Pariwar feel that Performance Appraisal
methods partially change the behavioral aspects of employees while 80% of the employees in
65
PERFORMANCE
Parag and only 50% of the employees in Reliance feels the same.
Thus most of the employees feel that the existing performance appraisal methods and
techniques partially change the behavioral aspects.
7. Role of Employees:
About 43% of the employees in Sahara India Pariwar think that when self appraisal is
done, the employee is honest while only 5% of the employees in Reliance and only 7% of the
employees in Parag thinks the same.
This means that when self-appraisal is done, the most of the employees does not seem
to be honest.
8. Awareness of Performance Appraisal Programme:
94% of the employees in the Sahara India Pariwar are aware that about the prevailing
structure of performance appraisal while 93% of the employees in Parag and 75% of the
employees in Reliance are aware that performance appraisal prevail in the organization.
66
PERFORMANCE
This means that employees of Sahara India Pariwar are much more aware about the
implementation of performance appraisal than in any other organization.
9. Satisfaction Level:
About 80% of employees in Sahara India Pariwar are satisfied with the performance
Appraisal system while 73% of the employees in Parag and 65% of the employees in
Reliance are satisfied with the existing performance appraisal system.
This shows that most of the employees are satisfied with the existing performance
Appraisal system.
Recommendations
Performance Appraisal programme can be made effective and successful if the following
suggestions are considered:
1. The appraisee should be provided with regular, constructive feedback concerning
his progress in performance appraisal and implementation of the newly acquired
abilities.
67
PERFORMANCE
2. It should be recognized that all the appraisee do not progress at the same rate.
Therefore, flexibility should be allowed in judging the rates of progress in the
performance appraisal programme.
3. If possible, the personal involvement or active participation of the appraisee
should be got in the performance appraisal programme.
4. As the appraisee acquire new knowledge, skills or attitudes and applies them in
job situation, he should be significantly rewarded for his efforts.
5. Suggestion and interest of employees should be considered as it motivates
employees to perform better in future than present.
6. Not only promotion needs is considered as the man purpose of performance
appraisal but training need should also be considered.
7. Attempt should be made to determine if the appraisee has intelligence, maturity
and motivation to successfully complete the performance appraisal programme.
8. The appraise should be helped to see the need of training by making him aware of
the personal benefits he can achieve through better performance. He should be
helped to discover the reward and satisfaction that might be available to him
through changes in behavior.
68
PERFORMANCE
Questionnaire
Name…
Age …
Place …
1. Are the employees in Sahara India pariwar are aware about the prevailing
structure of performance appraisal programme?
a. Yes b. No
2. Are the present system for performance appraisal fulfills the required
objectives of appraisal?
a. Yes b. No
3. Are the employees in Sahara India Pariwar feels that there suggestions and
interests are considered?
a. Yes b. No
4. Is the existing programme capable enough to analyze the strengths and
weakness of employees?
69
PERFORMANCE
a. Yes b. No
5. What should be the Time span of Performance Appraisal Programme?
a. half yearly b. monthly
c. quarterly d. annually
6. What is the Purpose of performance Appraisal?
a. promotion b. training
c. pay increase
10. Should there be Personal Involvement of Employees in the performance
appraisal process?
a. Yes b. No
11. Is the existing process of performance appraisal is able to recognize the
need of the training?
a. Yes b. No
12. Is the existing appraisal method change the Behavioral Aspects of
Employees?
a. Completely b. partially
c. not at all
70
PERFORMANCE
13. Are the employees of Sahara India Pariwar are satisfied with the existing
Performance appraisal system?
a. Yes b. No
Thank you for your cooperation and giving your precious time.
***
71
PERFORMANCE
Raw Analysis
Q.1 Are the employees in Sahara India pariwar are aware about the
prevailing structure of performance appraisal programme?
Response Employee
Yes 94
No 06
Q.2 Are the present system for performance appraisal fulfills the
Required objectives of appraisal?
Response Employee
Yes 80
No 20
Q3. Are the employees in Sahara India Pariwar feels that there
suggestions and interests are considered?
Response Employee
Yes 83
No 17
72
PERFORMANCE
Q4 Is the existing programme capable enough to analyze the
strengths and weakness of employees?
Response Employee
Yes 71
No 29
Q5. What should be the Time span of Performance Appraisal?
Programme?
Response Employee
Half yearly 40
Monthly 08
Quarterly 26
Annually 26
Q.6. What is the Purpose of performance Appraisal?
Response Employee
Promotion 40
Training 34
Pay Increase 26
Q.7 Should there be Personal Involvement of Employees in
the performance appraisal process?
Response Employee
Yes 48
73
PERFORMANCE
No 52
Q8 Is the existing process of performance appraisal is able
to recognize the need of the training?
Response Employee
Yes 68
No 32
Q9. Whether the proper facility provided to implement the change?
Response Employee
Completely 37
Partially 49
Not at all 14
Q10. Are the employees of Sahara India Pariwar are satisfied with
the existing Performance appraisal system?
Response Employee
Yes 80
No 20
74
PERFORMANCE
Bibliography
1. www.google.com
2. www.talash.com
3. www.winkipedia.com
4. www.saharaindiapariwar.org
5. www.sahara.in
6 wikipedia.org/wiki/Sahara_India_Pariwar. en.
75

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PERFORMANCE

APPRAISAL-IN SAHARA INDIA’

MULUND COLLEGE OF COMMERCE

‘PERFORMANCE APPRAISAL-IN SAHARA INDIA’’

SUBMITTED TO THE UNIVERSITY OF MUMBAI IN THE PARTIAL

FULFILLMENT FOR THE DEGREE OF BACHELOR OF

TRISHLA PREM MARWAHA

MULUND COLLEGE OF COMMERCE

S. N. ROAD, MULUND (WEST),

I, TRISHLA MARWAHA, A STUDENT OF MULUND COLLEGE OF

DATE: SIGNATURE OF STUDENT

I, TRISHLA PREM MARWAHA the student of Mulund College of Commerce, S. N. Road

OBJECTIVES OF PERFORMANCE APPRAISAL:

• To review the performance of the employees over a given period of time.

• To help the management in exercising organizational control.

• Helps to strengthen the relationship and communication between superior –

• Provide information to assist in the other personal decisions in the organization.

• Provide clarity of the expectations and responsibilities of the functions to be

Chapter 4: Limitation and Benefits

Chapter 5: Advantages and Disadvantages

Chapter 7: Rating errors

Chapter 9: Rules and Regulations

Chapter 10: Case Study

Chapter 11: Suggestions/Recommendations

Chapter 12: Conclusion

As a distinct and formal management procedure used in the evaluation of work

Performance Appraisal is defined as the process of assessing the performance and

Performance appraisal may also be defined as a structured formal interaction between

The rationale underlying performance appraisal programmes involves considerations.

Although these characteristics can be correlated with specific features of job

OBJECTIVES OF PERFORMANCE APPRAISAL:

• To review the performance of the employees over a given period of time.

• To help the management in exercising organizational control.

• Helps to strengthen the relationship and communication between superior –

• Provide information to assist in the other personal decisions in the organization.

• Provide clarity of the expectations and responsibilities of the functions to be

• Flippo thinks that systematic "performance appraisal" is of utmost significance in

• It provides highly useful information in much advance of time which is of great

• Hypothesis 1: The level of importance a supervisor views in the performance

• Hypothesis 2: A supervisor’s perception of justice in the performance appraisal

• Hypothesis 3: Accurately completing the performance appraisal process will be

• Hypotheses 4: Performance appraisal accuracy will mediate the relationship between

• Hypotheses 5: An employee’s level of organizational commitment will positively

• Evaluation will improve an employee’s performance. The standards of evaluation are

• The processes with seemingly identical equipment, materials, training, job

• Data will be collected by questioning the people working in various Sectors.

• Information will be collected by interviewing the people affected by the

(a) 40% weightages on assessment of work output

• Accomplishment of planned work/work slotted as per subject allotted.

• Accomplishment of exceptional work/unforeseen tasks performed

• Overall grading on 'Work Output'

(b) 30% weightages on assessment of personal attributes

• Capacity to work in team spirit

• Capacity to work in time limit

(c) 30% weightages on assessments of functional competency

• Knowledge of Rules / Regulations / Procedures in the area of function and

• Strategic planning ability

• Decision making ability

• Ability to motivate and develop subordinates

From the pen of our Chief Guardian

SUBRATA ROY SAHARA

Significance of the problem

1. Douglass: Performance appraisal is a method of acquiring and processing the