CHAPTER 1

INTRODUCTION OF EMPLOYEE PERFORMANCE APPRAISAL:-

MEANING OF EMPLOYEE PERFORMANCE APPRISAL:
A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company. Also known as an annual review, performance review or evaluation,
or employee appraisal, a performance appraisal evaluates an employee’s skills, achievements,
and growth--or lack thereof.

Companies use performance appraisals to give employees big-picture feedback on their work and
to justify pay increases and bonuses, as well as termination decisions. They can be conducted at
any given time but tend to be annual, semi-annual, or quarterly.

DEFINATION TO EMPLOYEE PERFORMANCE APPRAISAL:

1.According to Gomej-Mejia – “Performance Appraisal involves the identification, measurement

and management of human performance in organization.”

2.According to Slabbert and Swanepoel – “Performance appraisal is a formal and systematic

process by means of which the relevant strengths and weaknesses of the employees are
identified, measured, recorded and developed.”

3.According to Beach –"Performance appraisal evaluates systematically performance of

individual with regard to his or her performance on the job and his potential for development.”
FEATURES OF EMPLOYEE PERFORMANCE APPRAISAL:
1. Continuous Approach:
Performance appraisal is a continuous approach. It is not that evaluation is made for the
performance for a particular date. The employees’ performance for the whole review period is
assessed. So, assessment of job is continuous.
. 2. Basis of Assessment:
Assessment is made on the basis of standard set earlier. Quantum and quality of performance is
judged looking to the goals, standard fixed earlier.
 3. Reinforcement Activity:
Performance appraisal system includes reinforcement activity to strengthen weak areas of
reviews. Reviewing authority tells reviews the weak areas that need improvement. He also
ascertains reasons for less performance and provides counseling, coaching and feedback to
strengthen the weak areas. The employees who perform much more than the standard set are
given positive stroking, stimulation to maintain.
 4. Chain Activity:
Activities under this system follow each other. Performance appraisal is like a chain activity.
5. Formal/Informal Assessment:
Performance appraisal could be formal or informal. In case of informal assessment,
supervisor/boss observes working, performance of employees working under him and provides
feedback, counseling to perform as per standard set. So, this is a continuous method of looking at
job behaviour of employees and of providing annually input to employees by boss for improving
performance.
IMPORTENC OF EMPLOYEE PERFORMANCE APPRAISAL:-
Performance appraisal provides important and useful information relating to employee’s skill,
knowledge, ability and overall job performance. This information helps in decision making in
areas like promotion, training and development, wage and salary determination and so on.
1. Assessment of Employee Performance:
Performance appraisal helps supervisors to assess the work performance of their subordinates.
The strength, weaknesses and potentialities of employees, level of performance are disclosed
through performance appraisal.
2. Improvement of Performance:
The performance of employees are continuously scanned and reviewed. This creates a
psychological pressure on employees to perform well, as well as motivates the employees.
Performance appraisal helps to improve the performance of the employees.
3. Designing Training and Development Program:
Performance appraisal helps in designing training and development program for the employees.
Training and development program are designed considering the existing skill, knowledge,
capability and performance of the employees as disclosed by performance appraisal. This
enables to improve the performance of the work force.
4. Determination of Pay:
Often the pay structure of employees is linked to performance of employees and their
productivity. Bonus and increment of salary is determined on the basis of performance of
employees.
5. Decision Regarding Promotion and Transfer:
Performance appraisal helps in decision making regarding promotion and transfer. Performance
appraisal on a continuous basis helps to evaluate the improvement of employee performance,
their skill, knowledge, capability so that they can be allotted a new job.
6.Establishing compensation guidelines:
Employee pay should be directly related to productivity. Employees who exceed the call of duty
receive higher annual allowances than employees who meet the minimum. The only way to
continuously monitor the performance of exceptions is through the evaluation process. Regular
one-on-one conversations about employees' performance on their jobs help them determine the
year for those in different campuses.
7.Track strengths and weaknesses:
The success of an organization does not depend on one person. Different employees can share
their experiences and strengths and complete projects with minimal delay. Identifying the right
candidates for the right team is an important part of successful management.
8.Identifying promotion candidates:
Hiring services from within the organization strengthens the organizational memory, which
maintains the continuity of management style. Unfortunately, not every applicant has the skills
needed to be promoted. Quarterly or even annually, this assessment allows hiring managers to
look at the entire applicant's history and find the best internal candidate to promote.
9.Offer feedback:
Constructive criticism provides employees with the information they need to improve their work
performance. Good managers give opinions that motivate employees to strive for betterment.
Employees who are aware of performance expectations are better equipped to meet the
challenges of excellence. By regularly giving employees feedback on their performance,
managers open up communication channels, allowing for good working relationships and
fostering a spirit of collaboration.
10.Introducing training programs:
Performance reviews provide an excellent time to discuss the need for additional training and
continuing education. Professionals need to be up-to-date on industry best practices. The only
way to make sure this is happening is to internally track the training and deliver the programs.
Training programs not only help employees to keep up with new policies and procedures, but
also help employees keep up with technology.
PROCESS OF EMPLOYEE PERFORMANCE APPRAISAL:-
Performance Appraisal Process, each step in the process is crucial and is arranged logically. The
process as shown below is somewhat idealized. Many organizations make every effort to
approximate the ideal process, resulting in first-rate appraisal systems. Unfortunately, many
others fail to consider one or more of the steps and, therefore, have less-effective appraisal
system.
Objectives of appraisal as stated above include effecting promotions and transfers, assessing
training needs, awarding pay increases, and the like. The emphasis in all these is to correct the
problems.
STEP1.Establish Job Expectations:
The second step in the appraisal process is to establish job expectations. This includes informing
the employee ‘what is expected of him or her on the job’. Normally, a discussion is held with his
or her superior to review the major duties contained in the job description. Individuals should not
be expected to begin the job until they understand what is expected of them.
STEP2.Design Appraisal Program:
Designing an appraisal program poses several questions which need answers.
i. Formal versus informal appraisal;
ii. Whose performance is to be assessed?
iii. Who are the raters?
iv. What problems arc encountered? How to solve the problems?
v. What should be evaluated?
vi. When to evaluate?
vii. What methods of appraisal are to be used?
STEP3. Formal Versus Informal Appraisal:
The first step in designing an appraisal program is to decide whether the appraisal should be
formal or informal. Formal appraisals usually occur at specified time periods- once or twice a
year. Formal appraisals are most often required by the organization for the purpose of employee
evaluation. Informal performance appraisal can occur whenever the supervisor feels the need for
communication.
STEP4.Appraisee Performance and Performance Review:
Answering the following questions can look into these two aspects – Whose performance should
be rated?
To the question whose performance should be rated; the answer is obvious-employees. When we
say employees, is it individuals or teams? Specifically, the rate may be defined as the individual,
work group, division, or organization
ADVANTAGES OF EMPLOYEE PERFOR
ANCE APPRAISAL:-
1.A systematic performance evaluation system helps managers to correctly identify the
performance of employees in a systematic way and their areas of talent and areas where they are
lacking.
2.It helps management to hire the right employees for the perfect job depending on their skills in
a particular area.
3.It helps employees identify areas where they need to improve. Managers can use this
information to express constructive criticism of the way employees do their work.
4.Prospective employees often receive promotions based on the results of promotion reviews.
5.People with high marks get promotions.
6.They can transfer or demote employees if they do not meet the expectations of managers.
7.This creates healthy competition as employees seek to improve their performance and scores
over their colleagues.
DISADVANTAGES OF EMPLOYEE PERFORMANCE APPRAISAL
1.Creates Negative Experience

If not done right, the performance appraisal can create a negative experience for both the
employee as well as the manager. Proper training on processes and techniques can help with this.

2.TimeConsuming: Performance appraisals are very time consuming and can be

overwhelming to managers with many employees. I’ve known managers who were responsible
for doing an annual PA on hundreds of employees.

3.Natural Biases : Human assessment are subject to natural biases that result in rater errors.
Managers need to understand these biases to eliminate them from the process.

4. Waste of Time: The entire process can be a waste of time if not done appropriately.
Think about the time investment when the end result is negative. It is time wasted on all fronts.

5. Stressful Workplace:  Performance appraisals can create stressful work environments for
both employees and managers. Proper training can help to reduce the stress involved in the
process.
METHODES OF EMPLOYEE PERFORMANCE APPRAISAL:-
1.Management by Objectives (MBO):

This method seeks to improve the performance of the organization by setting clear goals agreed
upon by both employees and managers. Set goals should be challenging but achievable. Both
managers and employees must analyse past performance and identify problems. The information
received should be used to solve the problems and needs of the organization.

2.Psychological Appraisals:

:Psychological assessment is one of the most exciting and intuitive assessment methods. This
approach assesses the potential for future performance rather than the past performance of
employees. It focuses on the emotional, intellectual, and other personal characteristics of
employees that affect their performance.

3.360 Degree Feedback:

360-degree feedback is the systematic collection and feedback of employee performance data
from all of their colleagues, managers, and even customers. It is one of the most commonly used
evaluation methods. Since the involvement of managers, colleagues, and customers is involved,
this method provides an overview of performance reviews. It helps to have different perspectives
in the performance evaluation process.

4.Assessment Centre Method:

In this method, employees are judged to be participating in activities such as in-basket exercises,
role plays, discussions, computer simulations. Their persuasiveness, communication skills,
confidence, sensitivity to the feelings of others, mental alertness, administrative ability, etc.

5.Behaviorally Anchored Rating Scale (BARS):

Behavior classification scales are designed to take advantage of both quality and quantitative
data in the performance testing process. BARS compares a person's performance to a specific
behavior associated with the classification of numbers. He compares a person's performance to a
specific behavior that is linked to a 5 to 9 digit score.

6.Cost Accounting Method:In this method, the organization evaluates employee

performance based on the monetary output from the inputs. It is confirmed by analysing the costs
associated with retaining employees and the benefits they get from input.
 CHAPTER-2

RESEARCH METHODOLOGY

Research Methodology is a systematic and objective process of identifying and formulating the
problem by setting objective and methods and the methods for collecting, editing, tabulating,
evaluating, analyzing, interpreting and presenting data in order to find justified solution.

1. NEED FOR THE STUDY:

1.Provide information about the performance ranks. Decisions regarding salary fixation
confirmation, promotion, transfer and demotion are taken based on performance in Indian
Rayon.

2.Provide feedback information about the level of achievement and behaviour of the subordinate.
This information helps to review the performance of the subordinates, rectifying performance
deficiencies and to set new standards of work, if necessary, as practiced in Raymond’s.

3.Provide information which helps to counsel the subordinates.

4.To prevent grievances and indiciplinary activities.

2. SCOPE OF THE STUDY:

Performance appraisal plays a vital role in every organization. Manpower requirements are to be
establishment for the beyond the actual requirements. It is the method of evaluating the behavior
of the employees in the work spot including both the quantitative & qualitative aspects of job
performance.
3. OBJECTIVES OF THE STUDY:

1. To study the concept of performance appraisal.

2. To identify the factors that affect employee performance in sujala pipes.
3. To study the performance appraisal process in sujala pipes.
4. To know the impact performance appraisal on employee.
5. To assist to the organization for improving the present appraisal system.
4 LIMITATIONS OF THE STUDY:

1. The study was conducted for a limited period.

2. There is no compulsion on the part of organization to accept suggestions.
3. It needs to be pointed out that the result from the survey cannot be generalized to all the
employees as this company consists of as many as 700 employees.
DATA SOURCES:

PRIMARY DATA

The primary data has been collected through questionnaire. A well structured questionnaire has
been prepared in order to acquire all the information required for the study. Apart from this, data
has been obtained through interactions with the officials and staff in the organization.

SECONDARY DATA:
Secondary data is collected through the annual reports of the organization, from the manuals and
also from records available in the organization. Information collected from books available at the
library of the organization and from several websites. 
SAMPLING TECHNIQUES:  
In selecting the sample stratified random sampling technique is used. In this organization various
departments exist and employees are working in different cadres. The sample has been selected
on random basis to cover employees from each department. Therefore from each department 10
employees are selected on the random basis.
SAMPLE SIZE: 
The sample selected for the present study consists of 100 members working in various
departments in different cares at Zuari cement.ltd.
 CHAPTER-3
INDUSTRY PROFILE:-

The history of the cement industry in India dates back to the 1889 when a Kolkata-based
company started manufacturing cement from Argillaceous. But the industry started getting the
organized shape in the early 1900s. In 1914, India Cement Company Ltd was established in
Porbandar with a capacity of 10,000 tons and production of 1000 installed. The World War I
gave the first initial thrust to the cement industry in India and the industry started growing at a
fast rate in terms of production, manufacturing units, and installed capacity. This stage was
referred to as the Nascent Stage of Indian Cement Industry. In 1927, Concrete Association
of India was set up to create public awareness on the utility of cement as well as to propagate
cement consumption. The cement industry in India saw the price and distribution control system
in the year 1956, established to ensure fair price model for consumers as well as manufacturers.
Later in 1977, government authorized new manufacturing units (as well as existing units going
for capacity enhancement) to put a higher price tag for their products.
 
A couple of years later; government introduced a three-tier pricing system with different pricing
on cement produced in high, medium and low cost plants. Cement industry, in any country, plays
a major role in the growth of the nation. Cement industry in India was under full control and
supervision of the government. However, it got relief at a large extent after the economic reform.
But government interference, especially in the pricing, is still evident in India. In spite of being
the second largest cement producer in the world, India falls in the list of lowest per capita
consumption of cement with 125 kg. The reason behind this is the poor rural people who mostly
live in mud huts and cannot afford to have the commodity. Despite the fact, the demand and
supply of cement in India has grown up. In a fast developing economy like India, there is always
large possibility of expansion of cement industry. 
DOMESTIC PLAYERS: 
While the Cement Corporation of India, a central public sector undertaking, comprises 10 units;
the various State governments own 10 large cement plants. Among the leading domestic players
in terms of large cement manufacturing are: Ambuja Cement, 13 Aditya Birla Group (which
owns UltraTech Cement), ACC Ltd, Binani Cement , India Cements and J K Cement. They are
not the foremost producers of cement but also enjoy a high level of equity in the market. Despite
a slowdown in most sectors of the economy, the Aditya Birla group, the country’s largest cement
maker, has seen a sharp rise in cement sales in December. According to figures released by
the conglomerate, sales by the group are up 13.36 percent at 2.82 MT, compared to last year. The
Birla group’s production of cement for December also rose, by 14.85 percent to 2.27 MT. The
other large cement maker, ACC, too saw a jump in sales in December, despite the slowdown in
the realty sector. ACC reported a marginal rise in its cumulative production for the January-
December period to 20.84 MT, from 19.92 MT last year; sales rose to 20.86 MT from 19.88 MT
last year. Ambuja Cements Ltd, India’s third-largest cement maker, too saw an increase in
shipments in December 2008. Shipments rose 11.8 per cent to 16.62 MT from 14.86 MT, a year
earlier. 
Cement companies in India: Fast rising Government Expenditure on Infrastructure sector
in India has resulted in a higher demand of cement in the country. In the same direction,
participation of larger companies in the sector has increased. For raising efficiency in the sector,
the Planning Commission of India in the 10plan has formed a ‘Working Group on Cement
Industry’. There are a total number of 125 large cement plants and more than 300 small cement
plants operating in India presently. 
Cement Production and Growth: Domestic demand plays a major role in the fast growth
of cement industry in India. In fact the domestic demand of cement has surpassed the economic
growth rate of India. The cement consumption is expected to rise more than 22% by 2009-10
from 2007-08. In cement consumption, the state of Maharashtra leads the table with 12.18%
consumption, followed by Uttar Pradesh.

In terms of cement14 production, Andhra Pradesh leads the list with 14.72% of production, while
Rajasthan remains at second position. The production of cement in India grew at a rate of 9.1%
during 2006-07 against the total production of 147.8 MT in the previous fiscal year. During April
to October 2008-09, the production of cement in India was 101.04 MT comparing to 95.05 MT
during the same period in the previous year. During October 2009, the total cement production in
India was 12.37 MT compared to a production of 11.61 MT in the same month in the previous
year. The cement companies are also increasing their productions due to the high market
demand. The cement companies have seen a net profit growth rate of 85%. With this huge
success, the cement industry in India has contributed almost 8% to India's economic
development. 
Technology Up-gradation: 
Cement industry in India is currently going through a technological change as a lot of up
gradation and assimilation is taking place. Currently, almost 93% of the total capacity is based
entirely on the modern dry process, which is considered as more environment-friendly. Only the
rest 7% uses old wet and semidry process technology. There is also a huge scope of waste heat
recovery in the cement plants, which lead to reduction in the emission level and hence improves
the environment 
Major players in Indian cement industry. 
There are a number of players prevailing in the cement industry in India. However, there
are around 20 big names that account for more than 70% of the total cement production in
India. The total installed capacity is distributed over around 129 plants, owned by 54 major
companies across the nation. Following are some of the major names in the Indian cement
industry: 
STATE OF TECHNOLOGY AND ENERGY CONSERVATION -
ENVIRONMENTAL POLLUTION TECHNOLOGY:- 
Cement Industry has been in existence in India for over eight decades. From the initially
available wet process technology the industry has traveled through semi-dry and the latest energy
efficient dry process technology. Recent plants have been erected with state-of-art technology
comparable to those available in the world. The earlier cement plants that came into existence
were mostly of small kiln capacities of 300 to 600 tpd based either on wet or dry process;
however, the new plants set up later were of the order of 3000 tpd or more exclusively of dry
process. Kilns of the capacities 5000 to 7000tpd are also in operation now. At present 91% of the
total kiln capacity comprise dry process, 7% wet process and the remaining 2% on semi-dry
process based technologies. The average kiln capacities under each of these categories are 2358
tpd, 421 tpd and 609 tpd respectively. About 72% of the industry’s capacity comes from the plant
with a total capacity of one million tones and above at a single location. 
Indian cement industry has been actively pursuing various avenues to improve its productivity
and energy efficiency. There has been all-around up gradation of technology in all sections of the
plant like mining, process, equipment and machinery, packaging and transportation. Adoption of
modern techniques like photo grammetry and remote sensing has enabled the industry to
discover virgin limestone. Advanced equipment like hydraulic excavators, surface miners, large
wheel loaders and mobile crushers have helped the industry in increasing its productivity
considerably. The modern raw material evaluation and management system starts from
computerized mine planning through on-line bulk material analysis to automated X-ray analysis
and process computers to control the weigh feeders. 
Expert systems based on ‘fuzzy logic’ are used to control the operation of kilns and mills to
ensure that the process systems operate at optimum levels of energy efficiency all the time.
Energy efficient technologies are being adopted for a new as well as for retrofits, modernization
and expansion of existing plants. 
ENERGY CONSERVATION: 
The cement industry is an energy intensive industry by virtue of high temperature reactions and
various physical operations involved in its manufacture. The industry uses both coal and power
as energy inputs. The cost of energy accounts for about 45% of the total production cost.
Energy management in modern cement plants in India meets the standards comparable with the
best in the world. Energy studies of cement plants are being 16 carried out in a large number of
plants on a continuing basis by the National Council for Cement & Building Materials (NCB).
NCB has a mobile energy diagnostic unit (Energy Bus) equipped with necessary instrumentation
and on-board computer with relevant software for conducting the energy studies on systematic
and accurate manner. NCB has been giving National Awards for Energy Efficiency in Indian
Cement Industry to the best performing cement plants on annual basis since 1986. Based on the
recent data of 51 participating plants, the weighted average energy consumption. 
POLLUTION CONTROL: 
The main source of pollution in cement industry is dust emission. The industry’s achievement
in controlling particular emission has been quite satisfactory. Considerable progress has been
made in. installing Electrostatic Precipitators(ESP’s) and bag houses / fabric filters in various
sections of cement plants, especially after the promulgation of the environment legislation in
1981 and 1986. The Central Pollution Control Board has fixed standards for particulate
emissions from stacks as under: 
QUALITY CONTROL AND ASSURANCE: 
In order to ensure quality, effective control has to be experienced throughout the process
of production. The control procedure covers all aspects of cement manufacture from quarry
operation, handling, mixing and grinding to packing. In order to achieve quality assurance, most
of the cement plants have established facilities for sophisticated controls. Some of the important
controls introduced in the cement industry as follows:- Computerized mine planning and deposit
evaluation to enable optimum use of raw material. Online X-ray fluorescence spectrometer for
raw material control and raw mix design. Better aided instrumentation and process measurements
using X- ray analysis, gas analyzers, temperature and pressure measuring devices,
etc. .Centralized kiln control system in conjunction with expert control systems for process and
operation control Continuous monitoring of quality in production by plants as well as by the
certifying agency, namely, Bureau of Indian Standards (BIS) under compulsory Certification
Schemein India is well recognized for producing vast varieties of cement that conform to Bureau
of Indian Standards (BIS).Some of the types of cement in India that boast of good demand in the
market are: 
Varieties of Cement in India 
There are some varieties in cement that always find good demand in the market. To know
their characteristics and in which area they are most required, it will be better to take a look at
some of the details given below. 
Portland Blast Furnace Slag Cement (PBFSC): 
The rate of hydration heat is found lower in this cement type in comparison to PPC. It is most
useful in massive construction projects, for example - dams. 
Sulphate Resisting Portland Cement: 
This cement is beneficial in the areas where concrete has an exposure to seacoast or sea water or
soil or ground water. Under any such instances, the concrete is vulnerable to sulphates attack in
large amounts and can cause damage to the structure. Hence using this cement one can reduce
the impact of damage to the structure. This cement has high demand in India. 
Rapid Hardening Portland Cement: 
The texture of this cement type is quite similar to that of OPC. But, it is bit more fine than OPC
and possesses immense compressible strength, which makes casting work easy. 
Ordinary Portland Cement (OPC): 
Also referred to as grey cement or OPC, it is of much use in ordinary concrete construction .in
the production of this type of cement in India, Iron (Fe2O3), Magnesium (MgO), Silica (SiO2),
Alumina (AL2O3), and Sulphur trioxide (SO3) components are used. 
Portland Pozolona Cement (PPC): 
18 As it prevents cracks, it is useful in the casting work of huge volumes of concrete. The rate of
hydration heat is lower in this cement type. Fly ash, coal waste or burnt clay is used in
the production of this category of cement. It can be availed at low cost in comparison to OPC. 
Oil Well Cement: 
Made of iron, coke, limestone and iron scrap, Oil Well Cement is used in constructing or fixing
oil wells. This is applied on both the off-shore and on-shore of the wells. 
Clinker Cement: 
Produced at the temperature of about 1400 to1450 degree Celsius, clinker cement is needed in
the construction work of complexes, houses and bridges. The ingredients for this cement
comprise iron, quartz, clay, limestone and bauxite. 
White Cement: 
It is a kind of Ordinary Portland Cement. The ingredients of this cement are inclusive of clinker,
fuel oil and iron oxide. The content of iron oxide is maintained below 0.4% to secure whiteness.
White cement is largely used to increase the aesthetic value of a construction. It is preferred for
tiles and flooring works. This cement costs more than grey cement. .Apart from these, some of
the other types of cement that are available in India can be classified as: Low heat cement High
early strength cement 
How to Make Cement : 
Cement is everywhere around us and it is easy to make. Since ages, humans have been using a
binding material to make brick walls and firm structures to dwell in. Limestone was the earliest
binder and the quest to obtain desirable characteristics, derived the cement, the ultimate binding
material. It is a substance which not only sets fast but, also hardens as time passes. It also has
most noteworthy quality of binding almost any material. The word 'cement' has a Roman
descent. They described the structures made from crushed rock binded with burnt lime, by the
term 'opus caementicium'. But, the procedure of 19 making the modern day cement involves
using some state of art techniques. How to make cement blocks. Let us try to find some of these
answers.
The Process of Making Cement : 
As said earlier, the procedure of making cement is a complex one and is done using some
latest technology. Here are the various chemical and thermal processes which are important to
know how to make cement from scratch. 
Raw Material Mining: 
Limestone, sand and clay are three main raw materials required to make cement. They contain
the four essential mineral elements required in making cement - calcium, silicon, aluminum and
iron. Limestone and clay is mined from quarries by drilling or setting off explosions in to the
rock. Large sized limestone rocks and boulders are fragmented in to smaller pieces and
transported to the cement making plant using either huge dump trucks or high capacity conveyor
belts. 
Crushing: 
These medium sized rocks now go through the first process in the plant. Here, they are first put
in to heavy crushers who break down the rocks in marble sized pieces (approx 1½ inch in size) 
Pre homogenization: 
It is a process of proportionally mixing the different raw materials. The limestone pieces are
added to a blender where they are mixed with other raw materials in the required proportion. 
Raw Material Milling: 
A vertical steel mill is made use of in this process which further grinds the blended material
using the pressure exerted by three conical rollers. The rolling of these three rollers on the
turning milling table crushes the blend in fine powder. Sometimes, horizontal crushing mills are
also used in this process. 
Calcinations: 
This is the must know core process if you want to learn how to make cement. In the process
of calcinations, the crushed and blended raw material goes into a huge, extremely hot, rotating
kiln to undergo a process called sintering. In this phase, the raw blend turns in to sort of partially
molten state. The raw materials reach about 2700° F (1480°C) inside the furnace. This state
facilitates some chemical and physical processes in the raw material. The resultant coming out of
the furnace is small, dark gray, red-hot nodules called clinker, which are 1-2 inches in diameter. 
Cement Milling: 
These clinkers are cooled and grounded into a fine gray powder. To extend the cement's setting
time, small amount of gypsum is added during this process as this powder makes its way through
the mill's two chambers. This is now the finished product and is called Portland cement or simply
cement. 
Packaging: 
Cement is stored in dry storage silos, from where it is extracted and packed in sacks on demand.
It can be shipped by rail, road or ships, but extreme care is taken to maintain dryness. Cement is
one of the most important commodity today and its production and consumption is constantly on
the rise. China is the largest manufacturer of cement in the world and accounts for about 45% of
the world's cement. India and the US are distant 2nd and 3rd respectively with 6.5% and 4.5% of
world’s cement production respectively. Cement manufacturing also has its environmental
effects. The cement industry is responsible for emitting about 5% of the global CO 2 emissions.
Nearly 900 kg of CO2 is emitted for every 1000 kg of cement produced. The burning of fossil
fuels produces other polluting gases as well.
TARGET AND PRODUCION 
During the 8Plan period (1992-97), cement industry has recorded an average growth rate of
7.4%. In 1996-97, actual production was 76.22 million tones against a target of 76 million tones.
The growth rate achieved was 9.46%. In 1997-98, the target set was 81 million tones. The
Industry has been able to meet its target with a production of 83.16 million tones with a growth
rate of 9.11%. In 1998-99 the industry has achieved production of 87.91 million tones with a
growth rate of a 5.70%, in spite  21 sluggish market throughout the year. In 1999-2000, actual
production was 100.45 million tones against a target of 94 million tones. The growth rate
achieved was 15%. 
EXPORT OF CEMENT: 
The country had been facing acute shortage of cement till a few years back and it had to import
cement till the middle of 1980’s for meeting the gap in demand and supply. However, after a
number of liberalization measures taken by Government, the position was totally reversed and
the country started exporting cement. The export of cement and clinker are mainly to
Bangladesh, Nepal, Sri Lanka, Maldives, Mauritius, Africa, Seychelles, Burma, UAE, Singapore
etc. 
Companey profile:-

Dalmia Group

Dalmia Bharat Group, (DBG) is an Indian conglomerate company, which trace their origin to the
businesses established by Ramkrishna Dalmia and Jaidayal Dalmia. The Dalmia brothers
established a business conglomerate in eastern India, in the first half of the 20th century. In the
1930s, the group merged with the businesses of the Sahu Jain Family to form the Dalmia-Jain
Group. In 1948, the two families decided to split the businesses; the Dalmia businesses were
further divided between Ramkrishna and Jaidayal. Today, a number of companies and
conglomerates trace their origin to the original Dalmia businesses; these include Dalmia
Brothers, which is now managed by Vishnu Hari Dalmia's sons, Sanjay Dalmia and Anurag
Dalmia; Dalmia Bharat Group, which is managed by Gautam Dalmia & Puneet Dalmia;
Renaissance Group; and their subsidiaries.

History

The Dalmia Group of companies traces its origins to Ramkrishna Dalmia and Jaidayal Dalmia.
The two Marwari brothers were born in the present-day Rajasthan; the name Dalmia comes from
the name of their ancestral village in present-day Haryana. The Dalmias established a group of
businesses in East India during the first half of the 20th century. These businesses included a
sugar mill in Danapur and a commodity trading business in Calcutta. In 1932, Ramkrishna
Dalmia's daughter married Shanti Prasad Jain of the wealthy Sahu Jain Family. Subsequently,
Shanti Prasad and the Dalmia brothers worked together to expand the business, resulting in the
formation of the Dalmia-Jain Group. By the end of 1940, the group was operating several sugar
mills, cement plants, chemical factories, engineering plants and a paper mill. The Dalmia-Jain
Group challenged ACC's monopoly in the Indian cement industry by setting up cement factories
all over India (including the present-day Pakistan). The Group also ventured into other
businesses; its subsidiaries included Bharat Bank, Bharat Fire and General Insurance, Lahore
Electric, Govan group of companies, two cotton mills, a dairy, and three Andrew Yule jute
mills.In 1946, Ramkrishna Dalmia bought out Bennett, Coleman & Co. Ltd., the publisher of The
Times of India; which was later sold to the Jains after a split in the Dalmia-Jain Group. By 1948,
differences had developed between the Dalmias and the Jains. On 12 May 1948, the two families
worked out the details of a split at the family house of the Jains in Mussoorie.On 31 May 1948,
the Dalmia-Jain Group was dissolved, splitting into what were colloquially known as Dalmia
Group (divided between Ramkrishna and his brother Jaidayal) and Sahu Jain Group.However,
this split was not official: there was no legal document to this effect. Vivian Bose remarked that
the Dalmia-Jain Group's affairs "were so interlocked and complex because of black money and
secret, undisclosed assets and undetermined income tax liabilities, that this (dissolution or
partition) was not found to be easy". After the split, Jaidayal Dalmia gained control of Dalmia
Cement (Bharat) Ltd., established in 1939 and Orissa Cement Ltd., established in 1949. Later, his
sons Jai Hari Dalmia and Yadu Hari Dalmia took control of Dalmia Cement. Three other sons -
Ajay Hari Dalmia, Mridu Hari Dalmia and Raghu Hari Dalmia - took over the Orissa Cement
business. In 1999, Ajay Hari Dalmia separated from Orissa Cement, and started his own line of
businesses under the name Renaissance Group. In 1956, the Government of India set up a
Commission of Inquiry to investigate alleged malpractices of the Dalmia-Jain Group of
companies. The Commission was headed by Justice S. R. Tendolkar (and after his death, by
Justice Vivian Bose). In 1962, Ramkrishna Dalmia was jailed for tax evasion, perjury and
criminal misappropriation of funds. By the time he died in 1978, he had 17 children from 6
wives. These heirs fought several court cases for control of the various businesses owned by him.
In 1983, these businesses were divided among his seven sons.

Offshoots

Dalmia Bharat Group

The Dalmia Bharat Group is engaged in cement, sugar, refractories, renewable energy and other
businesses. The Group traces its origin to Dalmia Cement (Bharat) Limited, established in 1939.
After the Dalmia-Jain Group's split, it was controlled by Jaidayal, and later by his sons Jai Hari
Dalmia and Yadu Hari Dalmia and now by their sons Gautam Dalmia and Puneet Dalmia. The
Dalmia Bharat Group was officially incorporated on 10 February 2006 as Sri Kesava Mines &
Minerals Limited, with its office in Dalmiapuram, Tamil Nadu. On 19 February 2010, the name
was changed to DCB Renewable Energy and Industries Limited. On 25 March 2010, the name
was changed; this time, to Dalmia Bharat Enterprises Limited. The present name, Dalmia Bharat
Ltd was adopted in 2012. Puneet Dalmia is controlling the business of DCBL and OCL[7] The
total turnover of the group is over ₹10,000 crore. The Group operates the following businesses,
all registered in Tamil Nadu: Dalmia Cement Bharat Limited (DCBL; BSE: 542216,
NSE: DALBHARAT): started operating in 1939, in Tamil NaduDalmia Bharat Sugar and
Industries Ltd (BSE: 500097, NSE: DALMIASUG): started operating in 1994, in Uttar
PradeshDalmia Refractories (NSE: DALMIAREF): operates units in Gujarat and Madhya
PradeshDalmia Power: established to meet the power requirements of the Group's cement and
sugar plants

OCL

OCL (BSE: 502165, NSE: OCL)

traces its origin to the cement plant set up by Jaidayal Dalmia at Rajgangpur, Orissa Province
during 1950-51. Originally named Orissa Cement Limited, the company was incorporated on 11
October 1949, and the plan started operating in 1952. On 15 January 1996, the company changed
its name to OCL India to reflect its non-cement ventures, including steel and iron.[8] After
Jaidayal Dalmia's death, OCL was controlled by his sons Ajay Hari Dalmia, Mridu Hari Dalmia
and Raghu Hari Dalmia; Ajay Hari separated in 1999, to start his own venture under the name
Renaissance Group.[5] OCL is now a part of the Dalmia Bharat Group.

Dalmia Brothers

Dalmia Bros. Pvt. Ltd. originated from the businesses controlled by Jaidayal Dalmia's son
Vishnu Hari Dalmia. This group of companies is now managed by his sons Sanjay Dalmia
(Chairman)[9] and Anurag Dalmia.[6] The group's businesses include: GHCL Limited
(BSE: 500171, NSE: GHCL): Founded as Gujarat Heavy Chemicals Limited, the company is
involved in textiles and chemicals business. It has units in Gujarat and Tamil Nadu. Gujarat
Heavy Chemicals Limited (GHCL) Ltd. GHCL Limited is a flagship company of the Dalmia
Group. Incorporated in 1983, the company has attained success under the aegis of Chairman
Sanjay Dalmia.[10]Dalmia Healthcare Limited (DHL), the medical division of ace Industrialist
Sanjay Dalmia has forayed into Medical Tourism.[11]
Bharat Pharma Limited

Colwell & Salmon, Information Technology Enabled ServicesCaretel Infotech Limited, Business
process outsourcingGolden Tobacco Limited (GTL; BSE: 500151, NSE: GOLDENTOBC):
Cigarette manufacturer; formerly Golden Tobacco Company (GTC)

Dalmia Industries

Dalmia Industries (BSE: 519393) is a part of the Sanjay Dalmia Group. It descends from a
company that was incorporated in 1937, in Bihar. The original company manufactured dairy
products, including powdered milk and ghee, under the Sapan brand. It also traded in peanut
candy, mustard oil and crash helmets. In the late 1960s, Dalmiapuram-based manufacturing and
refractory plants were taken over on lease by Dalmia Industries. The business was carried out
under the name Dalmia Ceramic Industries. Dalmia Industries also set up a plant at Bharatpur
(Rajasthan) for manufacturing powdered milk and ghee. The company name was changed from
Dalmia Dairy Industries Limited to Dalmia Industries Limited in 1989.[12]

Other

 Hari Machines was established in 1971 as a manufacturing division of the Dalmia Group.
 Marathwada Refractories Ltd (BSE: 502250) is controlled by Mridu Hari Dalmia's
family.
 Jaidayal Dalmia's son Ajay Hari Dalmia established Renaissance Group, which holds
stakes in Revathi Equipment Limited, Rajratan Global Wires Ltd., Shogun Organics Ltd.,
Monarch Catalyst Pvt. Ltd. and Semac Consultants Pvt. Ltd.
 Dalmia Continental Privated Limited (DCPL) and Sunshine Tourism were established by
Vidyanidhi "VN" Dalmia, son of Ramkrishna Dalmia.

Public service

 Dalmia Cement Bharat Limited established an annual award, the "Young Achievers
Award," in 2014 for young people in northeast India with exceptional talents in any walk
 of life.
 Padma Vibhushan laureate boxer Mary Kom is the ambassador.
 Recipients include physically disabled but internationally certified tennis official,
Madhurya Saikia.
 The youngest reccipient is a four-year-old internet singing sensation, Esther Hnamte.

CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

1).Group performance is taken into an account while evaluating performance of

individual?  
Table-1
Attributes No. Of respondents %  Of
respondents 
Strongly agree 35 35%
Agree 45 45%
Disagree 12 12%
Strongly 8 8%
disagree
Total  100 100%

Graph No

Interpretation: 

 45% of the employees strongly agree that group  performance is taken in to an

account while evaluating performance of an individual, 
 8% employees strongly disagrees with this statement,
 35% of the employees strongly agree with the above statement, 
 12% of the employees disagree with the above statement.
2). Superior is right person to assess the performance and his assessment reflects the
performance of sub ordinates?
Table-2
Attributes No. Of %  Of
respondents respondents 
Strongly agree 8 8%
Agree 45 45%
Neither agree nor Disagree 37 37%
Disagree 10 10%
Strongly disagree 0 0%
Total  100 100%

Graph No:.2

Interpretation:
 45% of the employees agree that superiors are right person to assess the performance of
subordinates, 
 37% of the employees are neutral,
 8% of the employees strongly agree, 
 10% of the employees disagree,
 0% of the employees strongly disagree.
3). Do you agree that self appraisal system gives good result? 
Table.3
Attributes  No. of respondents  % of respondents
Strongly agree 20 20%
Agree 55 55%
neither agree nor 0 0%
disagree
Disagree 25 25%
Strongly disagree 0 0%
Total  100 100%

Graph No:3

Interpretation:
The above table shows that,
 55% of the employees agree that self appraisal gives good result,
 20% of the employees strongly agree that self appraisal gives good result,
 25% of the employees are disagree that self appraisal gives good result,
 0% of the employees strongly disagree that self appraisal gives good result,
 0% of the employees neither agree nor disagree that self appraisal gives good
result.
4). Does your superior encouraging you in achieving your goals? 
Table.4
Opinion No. of respondents % of respondents
s
Yes 60 60%
No 40 40%
Total  100 100%

Graph No: 4

Interpretation:  
1.60% of the employees are satisfied encouragement from their employer, 
2.40% are not satisfied are satisfied encouragement from their employer.
 
5) Existing performance appraisal system is based on employee’s key performance
standards? 
Table.5
Attributes  No. of respondents % of respondents
Strongly agree 40 40%
Agree 45 45%
Disagree 10 10%
Strongly 5 5%
disagree
Total  100 100%

Graph no: 5

Interpretation: 
The above table shows that,
 45% of the employees are agree with this statement,
 40% of the employees are strongly agree with this statement,
 5% of the employees are not strongly agree with this statement,
 10% of the employees are not disagreeing with this statement.
6. Do you think that changes are necessary in existing performance appraisal system? 
Table.6
Attributes  No. of respondents % of respondents
Agree 25 25%
Disagree 75 75%
Total  100 100%

Graph no:6

Interpretation: 
1.75% of the employees are disagreeing with this statement changes are necessary in existing
performance appraisal system.
2.25% of the employees are agreeing with this statement.
7) The present appraisal system has scope for communicating the play of management and
goals of staff?
Table.7
Attributes  No. of respondents % of respondents
Strongly agree 40 40%
Agree 45 45%
Disagree 10 10%
Strongly 5 5%
disagree
Total  100 100%

Graph no..7

Interpretation: 
1.45% of the employees are agreed with above statement,
2.40% of the employees are strongly agreed,
3.10% of the employees are disagree,
4.5% of the employees are disagreeing.
8. Individual performance is affected your team performance? 
Table.8
Attributes  No. of respondents % of respondents
Agree 84 84%
Disagree 16  16%
Total  100 100%

Graph no:8

Interpretation:
1.84% of the employees are agree that individual performance is affected their team
performance, 
2.16% of the employees are disagree that individual performance is affected their team
performance. 
9) Your performance results indicated the requirements of trainings needs? 
Table.9
Attributes  No. of respondents % of respondents
Strongly agree 45 45%
Agree 38 38%
Disagree 10 10%
Strongly 7 7%
disagree
Total  100 100%

Graph no.9

Interpretation: 
1.45% of the employees are strongly agree that their performance results indicated their
requirements of training need,
2.38%% of the employees are just agree that their performance results indicated their
requirements of training need,
3.7% % of the employees are strongly disagreeing that their performance results indicated their
requirements of training need.
10) How do you respond on your feedback? 
Table.10
Attributes  No. of respondents % of respondents
Positively 84 84%
Negatively 16 16%
Total l  100 100%

Graph no.10

Interpretation:
1.84% of the employees are taken their feedback positively,
2.16% of the employees are taken their feedback negatively.
11)  Opinion of each employee should be taken for appraisal? 
Table.11
Attributes  No. of respondents % of respondents
Strongly agree 50 50%
Agree 35 35%
Disagree 10 10%
Strongly 5 5%
disagree
Total  100 100%

Graph no.11

Interpretation:
1.50% of the employees are strongly agree that opinion of each employee should be taken for
appraisal,
2.35% of the employees are just agree that opinion of each employee should be taken for
appraisal,
3.5% of the employees are strongly disagreeing that opinion of each employee should be taken
for appraisal.
12) What extent counseling is useful to overcome your drawbacks? 
Table.12
Attributes  No. of respondents % of respondents
Agree  95 95%
Disagree 5 5%
Total  100 100%
Graph no.12

Interpretation:
1.95% of the employees agreeing said that counseling is useful to overcome their drawbacks, 
2.5% of the employees disagreeing said that counseling is useful to overcome their drawbacks
13) Seniority playing a dominant role while appraising performance of an employee? 
Table.13 
Attributes  No. of respondents % of respondents
Strongly agree 35 35%
Agree 65 65%
Disagree 0 0%
Strongly 0 0%
disagree
Total  100 100%

Graph no:.13

Interpretation:
1.65% of the employees agree that Seniority playing a dominant role while appraising
performance of an employee based on above information,
2.35% of the employees are strongly agree, 
3.0% of the employees are disagreeing,
4.0% of the employees are strongly disagreeing.
14) Performance appraisal is a based on timeliness? 
Table.14
Attributes  No. of respondents  % of respondents
Strongly agree 20 20%
Agree 55 55%
neither agree nor 0 0%
disagree
disagree 25 25%
Strongly disagree 0 0%
Total  100 100%

Graph no:14

Interpretation:
1.55% of the employees are agree that Performance appraisal is a based on timeliness, 
2.20% of the employees are strongly agree that Performance appraisal is a based on timeliness, 
3.25% of the employees are strongly agreed that Performance appraisal is a based on timeliness.
15) Organization can be run effectively without performance appraisal system? 
Table.15
Attributes  No. of respondents % of respondents
Agree  5 5%
Disagree 95 95%
Total  100 100%

Graph no:.15

Interpretation:
1.95% of the employees are disagree with this statement,
2.5% % of the employees are agreeing with this statement.
16) Do you accept your negative feedback through performance appraisal? 
Table.16
Attributes  No. of respondents %. of respondents
Strongly agree 38 38%
Agree 42 42%
Disagree 12 12%
Strongly 8 8%
disagree
Total  100 100%

Graph no:.16

Interpretation:
1.42% of the employees are agree that they accept your negative feedback through performance
appraisal,
2.38% of the employees are strongly agree,

3.8% are strongly disagree based on above information,

4.12% of the employees are strongly agreed.

17) How do you rate present Appraisal system being implemented? 

Table.17     
Attributes  No. of respondents % of respondents
Good 35 35%
very good 45 45%
not 12 12%
effective
Better 8 8%
Total  100 100%

Graph no:.17

Interpretation: 
1.45% of the employees said that present Appraisal system is very good, 
2.35% of the employees said good,
3.12% of the employees are not effective.

4.8% of the employees are better.

18) Performance appraisal acts as a basis of incentive reward system? 

Table.18
Attributes  No. of respondents % of respondents

Agree  85 85%

Disagree 15 15%

Total  100 100%

Graph no:.18

Interpretation: 
1.85% of the employees are agree that Performance appraisal acts as a basis of incentive reward
system, 
2.15% of the employees are disagreeing that Performance appraisal acts as a basis of incentive reward
system.
19) During performance appraisal, how do you feel psychologically? 
Table.19
Attributes  No. of respondents % of respondents
Good 45 45%
Energetic 35 35%
Not good 12 12%
Not useful 8 8%
Total  100 100%

Graph No:19

Interpretation:
1.45% of the employees feel good,
2.35% of the employees feel energetic,
3.12% of the employees feel not good,

4.8% of the employees are not useful.

20. Do you agree that top management involve in performance appraisal system?
Table.20 
Attributes  No. of respondents % of respondents
Strongly agree 35 35%
Agree 65 65%
Disagree 0 0%
Strongly 0 0%
disagree
Total  100 100%

Graph no:20

Interpretation:
1.65% of the employees agree with this statement,
2.36% of the employees are strongly agree,

3.0% of the employees are strongly disagree,

4.0% of the employees are disagreeing.

CHAPTER-5

FINDINGS

 Most of the employees strongly agree (35%) and (35%) agreed that the performance in 
the group is considered while evaluating individual employee performance. 
 Majority of the employees (53%) have accepted the that the superiors are right persons to
evaluate subordinates performance.
 Most of the employees strongly agree (20%) and (55%) agreed that the self appraisal
system give good result. Remaining 25% of the employees opposed with this statement.
 Majority of the employees (60%) have accepted your superior encouraging you in aching
you in achieving your goals. 
 Most of the employees strongly agree (40%) and (45%) agreed that the existing
performance appraisal system is based on employees key performance.
 Most of the employees (84%) have agree the individual performance is affecting your
team performance. Remaining (16%) of the employees opposed with this statement.
 The current appraisal system is increasing the job satisfaction of employees.
 The management is paying much attention to the performance appraisal of rewards and
career enrichment of the employees.
 Majority number of respondents said that organization has informed about the appraisal
system at the time of joining
SUGGESTIONS

 Some of the employees said that the promotions of employees should be based on
performance and not just on experience.
 Appreciate good performance and motivate others for better performance.
 The efforts, skills and abilities of the employee should also consider while appraising
the employees.

 
 CONCLUSION

The performance appraisals are one of the most effective supervisory tools to
communicate expectation, provide feedback, plan work, acknowledge contributions, and help
employees again the skills to be successful. The appraisal system has to be reliable and
consistent, and should include both objective and subjective ratings. It should be linked with
rewards. After the completion of my project work, it was found that the employees believe that
the performance Appraisal system should provide employee with an opportunity to receive
feedback regarding their performance most of the employees are happy with the appraisal system
followed by the organization and they suggested that the appraisal should be conducted usually
once in a year. This leads to reduced wastage of time and increased production.

                                     
 QUESTIONNAIRES

Respected Sir/madam,
I am MR SURENDRA College, SAI PARAMESWARA DEGREE AND PG
COLLWGW, kadapa (YSR)(DT).

I request you kindly to give your co-operation in filling of this questionnaire.

A study on “performance appraisal”.

PERSONAL DETAILS        :

Name of the employee :

Department :
Age :
Experience

1)  Group performance is taken in to an account while evaluating performance of individual?                               

(  )
(A) Strongly agree     (B) Agree (C) Neither agree nor disagree
(D) Disagree       (E) strongly disagree
2) Superior is right person to assess the performance and his assessment reflects the performance
of sub ordinates ?     (    ) (A) Strongly agree    
(B) Agree (C) neither agree nor disagree
(D) Disagree       (E) strongly disagree
3) Do you agree the appraisal system gives good result?     (     ) (A) Strongly
agree     (B) Agree (C) neither agree nor disagree
(D) Disagree       (E) strongly disagree
4) Does your superior encouraging you in achieving you goals?   (  ) (A) Yes
        (B) No
5) Existing performance appraisal system based on employee’s key performance appraisal
standards?             (     ) (A) Strongly agree    
(B) Agree (C) neither agree nor disagree
(D) Disagree       (E) strongly disagree
6) Do you think changes are necessary in existing system?  (  ) (A)Agree   
(B) Disagree

7) The present appraisal system has scope for communicating the play of management and goals
of staff?                                                                                         (     )
(A) Strongly agree     (B) Agree (C) Disagree agree D) Strongly disagree     
8) Individual performance is affected your team performance?           (  )
A) Agree     b) disagree
9) Your performance results indicated the requirements of training needs? (     )
(A) Strongly agree     (B) Agree (C) Neither agree nor disagree
(D) Disagree       (E) strongly disagree
10) How do you respond on your feedback? (  )
(A) Positively (B) negatively (C) not agree 
11)  Opinion of each employee should be taken for appraisal? (  )
(A) Strongly agree     (B) Agree (C) Neither agree nor disagree
(D) Disagree       (E) strongly disagree
12) What extent counseling is useful to overcome your drawbacks? (  )
 (A) Agree         (B) disagree      
13) Seniority playing a dominant role while appraising performance of an employee? 
(    )
 (A) Strongly agree     (B) Agree (C) neither agree nor disagree  
(D) Disagree       (E) strongly disagree
14) Performance appraisal is a based on timeliness? (     )      
(A) Strongly agree     (B) Agree (C) Neither agree nor disagree
(D) Disagree       (E) strongly disagree
15) Do you accept your negative feedback through performance appraisal? (     )
(A) Strongly agree     (B) Agree (C) Neither agree nor disagree
(D) Disagree       (E) strongly disagree
16) Do you accept your negative feedback through performance appraisal? (     )
(A) Strongly agree     (B) Agree (C) Neither agree nor disagree
(D) Disagree       (E) strongly disagree
17) How do you rate present Appraisal system being implemented? (  )
(a) Good     (b) Very good (c) Not effective (d) Bette 
18) Performance appraisal acts as a basis of incentive reward system?   
A) Agree      B) disagree
19) During performance Appraisal, how do you feel psychologically? (  )
A) Good    B) Energetic C) Not good   d) Not useful
 20) Do you agree that top management involve in performance appraisal system?
                             (  )
 (A) Strongly agree     (B) Agree (C) neither agree nor disagree    
(D) Disagree       (E) strongly disagree

BIBLIOGRAPHY

 P.SUBBA RAO- Essentials of Human Resource Management and Industrial Relations.

Himalaya Publishing House, 2007
 Mamore C.B, Personnel Management, Himalaya Publishing House, 2007.
 T.V.RAO, Human Resource Development, Himalaya Publishing House, 2007.

    WEBSITE BROWSED
 www.citehr.com
 www.hrguru.com