A PROJECT ON

A Study on Employee Performance Appraisal At

Adani Power, Tirora, Gondia
A Project Submitted in Partial Fulfilment For

The degree of

BACHELOR OF BUSINESS ADMINISTRATION

In

Faculty of Commerce

Rashtrasant Tukadoji Maharaj Nagpur University, Nagpur

Specialization
In

Marketing Management

Submitted by

Ms. Neha Pathak

Under the Guidance of

Dr. Tejasvini Paralkar

G. H. RAISONI INSTITUTE OF INFORMATION TECHNOLOGY, WADI ROAD, NAGPUR

YEAR 2018-2021
1
 CERTIFICATE

This is to certify that Mr. Vicky Ghosh is the student of BBA Semester VI, G.H Raisoni

Institution of Information Technology, Hingna Wadi Road, Nagpur. He has carried out the

research work entitled “A Study on Employee Performance Appraisal At Adani Power,

Tirora, Gondia ” for the academic session 2020-2021.

This research work has been carried out under my supervision and is of sufficiently high

standard to warrant its presentation for the examination leading to the Degree Bachelor of

Business Administration (BBA) of Rashtrasant Tukadoji Maharaj Nagpur University, Nagpur.

Project Guide Principal

Dr.Tejasvini Paralkar Dr. Sudhir Juare

2
 DECLARATION

I MR. VICKY GHOSH hereby declare that the project titled “A Study on Employee

Performance Appraisal At Adani Power, Tirora, Gondia ” is my own work. To the best of my

knowledge and belief, it is not submitted to any university for any degree.

Place: Signature

Date: Ms. Neha Pathak

3
 ACKNOWLEDGEMENT

I wish to express my profound gratitude to my guide Dr. Tejasvini

Paralkar for her guidance, encouragement and advice throughout

the course of this project.

I also express my sincere thanks to Principal Dr. Sudhir Juare.

I also offer my gratitude to my parents who were a constant source of inspiration and

encouragement throughout the project. Last but not least; I thank all my friends and

peers who have helped me directly or indirectly during the course of this project

work.

Ms. Neha Pathak

Page No. 4
 CHAPTER SCHEME

Sr. PARTICULARS
No.

1. INTRODUCTION OF THE TOPIC

2. COMPANY PROFILE

3. OBJECTIVES OF THE STUDY

4. HYPOTHESIS

5. SCOPE & IMPORTANCE OF THE STUDY

6. RESEARCH METHODOLOGY

7. DATA ANALYSIS AND INTERPRETATION

8. FINDINGS OF THE STUDY

9. CONCLUSION

10. SUGGESTIONS AND RECOMMENDATIONS

11. ANNEXURE

 BIBLIOGRAPHY AND REFERENCE

 QUESTIONNAIRE

Page No. 5
 CHAPTER-1
INTRODUCTION OF THE
TOPIC

Page No. 6
 CHAPTER-1
INTRODUCTION OF THE TOPIC

Human Resource (or personnel) management, in the sense of getting

things done through people, is an essential part of every manager’s responsibility,
but many organizations find it advantageous to establish a specialist division to
provide an expert service dedicated to ensuring that the human resource function
is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of

any senior management team would disagree with. Yet, the reality for many
organizations is that their people remain undervalued, under trained and
underutilized.

The market place for talented, skilled people is competitive and expensive.
Taking on new staff can be disruptive to existing employees. Also, it takes time to
develop „cultural awareness, “product / process / organization knowledge and
experience for new staff members.

Functions of Human Resource Management

1. Following are the various functions of Human Resource Management

that are essential for the effective functioning of the organization:
2. Recruitment
3. Selection
4. Induction
5. Performance Appraisal
6. Training & Development

Page No. 7
 WHAT IS “PERFORMANCE APPRAISAL”?

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.”

 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.
 Provide promotional/career development opportunities for staff.

WHY PERFORMANCE APPRAISAL

I have chosen Performance Appraisal as my topic because Performance

Appraisal is viewed as a beneficial process within the context of an effective
system of personnel management. It is a very effective tool to improve
performance and productivity and for developing employees. 

It is accepted as abnormal management responsibility to review the

performance of all employees and for all managers to discuss performance with
their subordinates on a regular basis. It helps individuals to do better, raises self-
esteem and motivation.

Above all it strengthens the management/subordinate relationship and

fosters commitment. Performance evaluation is not a process to be avoided; rather
it should be implemented in all organizations and promoted as a key management
activity.

Page No. 8
RANKING METHODS

For comparative purposes, particularly when it is necessary to compare people

who work for different supervisors, individual statements, ratings, or appraisal
forms are not particularly useful. Instead, it is necessary to recognize that
comparisons involve an overall subjective judgment to which a host of additional
facts and impressions must somehow be added. There is no single form or way to
do this. The best approach appears to be a ranking technique involving pooled
judgment.

The two most effective methods are alternation ranking and paired comparison
ranking.

1. “Alternation ranking”:
2. “Paired-comparison ranking”:
3. Assessment Centers
4. 360 Degree Feedbacks

ADVANTAGES

Instead of assuming traits, the MBO method concentrates on actual outcomes. If

the employee meets or exceeds the set objectives, then he or she has demonstrated
an acceptable level of job performance. Employees are judged according to real
outcomes, and not on their potential for success, or on someone's subjective
opinion of their abilities.

The guiding principle of the MBO approach is that direct results can be observed
easily. The MBO method recognizes the fact that it is difficult to neatly dissect all
the complex and varied elements that go to make up employee performance.

MBO advocates claim that the performance of employees cannot be broken up

into so many constituent parts, but to put all the parts together and the
performance may be directly observed and measured.

Page No. 9
DISADVANTAGES

This approach can lead to unrealistic expectations about what can and cannot be
reasonably accomplished. Supervisors and subordinates must have very good
"reality checking" skills to use MBO appraisal methods. They will need these
skills during the initial stage of objective setting, and for the purposes of self-
auditing and self-monitoring.

Variable objectives may cause employee confusion. It is also possible that fluid
objectives may be distorted to disguise or justify failures in performance.

Rating Errors in Performance Appraisals

Performance appraisals are subject to a wide variety of inaccuracies and biases

referred to as 'rating errors'. These errors can seriously affect assessment results.
Some of the most common rating errors are:-

 Leniency or severity :-
Leniency or severity on the part of the rater makes the assessment Subjective.
Subjective assessment defeats the very purpose of performance appraisal. Ratings
are lenient for the following reasons:
· The rater may feel that anyone under his or her jurisdiction who is rated
· Unfavorably will reflect poorly on his or her own worthiness.
· She/he may feel that a derogatory rating will be revealed to the rate to detriment
the relations between the rater and the rate.
· She/he may rate leniently in order to win promotions for the subordinates and
therefore, indirectly increase his/her hold over him.

 Central tendency :-
This occurs when employees are incorrectly rated near the average or middle of
the scale. The attitude of the rater is to play safe. This safe playing attitude stems
from certain doubts and anxieties, which the raters have been assessing the rates.

Page No. 10
 Halo error :-
A halo error takes place when one aspect of an individual's performance
influences the evaluation of the entire performance of the individual. The halo
error occurs when an employee who works late constantly might be rated high on
productivity and quality of output as well as on motivation. Similarly, an
attractive or popular personality might be given a high overall rating. Rating
employees separately on each of the performance measures and encouraging
raters to guard against the halo effect are the two ways to reduce the halo effect.
 Rater effect :-
This includes favoritism, stereotyping, and hostility. Extensively high or low
score are given only to certain individuals or groups based on the rater's attitude
towards them and not on actual outcomes or behaviors; sex, age, race and
friendship biases are examples of this type of error.

 Primacy and Regency effects :-

The rater's rating is heavily influenced either by behavior exhibited by the rate
during his early stage of the review period (primacy) or by the outcomes, or
behavior exhibited by the rate near the end of the review period (regency). For
example, if a salesperson captures an important contract/sale just before the
completion of the appraisal, the timing of the incident may inflate his or her
standing, even though the overall performance of the sales person may not have
been encouraging. One way of guarding against such an error is to ask the rater to
consider the composite performance of the rate and not to be influenced by one
incident or an achievement.

Performance dimension order:-

Two or more dimensions on a performance instrument follow each other and both
describe or rotate to a similar quality. The rater rates the first dimensions
accurately and then rates the second dimension to the first because of the
proximity. If the dimensions had been arranged in a significantly different order,
the ratings might have been different.

Page No. 11
 CHAPTER-2
COMPANY PROFILE

Page No. 12
 CHAPTER-2

COMPANY PROFILE

ADANI POWER MAHARASHTRA LTD

.
Adani Power Limited is a holding company. The Company is engaged in providing
electric power generation by coal-based thermal power plants and coal trading. Its
business activity is undertaken at Mundra Thermal Power Plant of the Company in
Gujarat and Thermal Power Plant of its subsidiaries at Tiroda (Maharashtra), at Kawai
(Rajasthan) and at Udupi (Karnataka). It has approximately five power projects. The
Company operates an aggregate of approximately 10,480 megawatts generation
capacity comprising of over 4,620 megawatts at Mundra; approximately 3,300
megawatts at Tiroda; over 1,320 megawatts at Kawai; approximately 1,200 megawatts
at Udupi, and over 40 megawatts (solar) at Kutch, Gujarat. It focuses to sell the power
generated from these projects under a combination of long term Power Purchase
Agreements and on merchant basis. Its subsidiaries include Adani Power Maharashtra
Limited, Adani Power Rajasthan Limited, Udupi Power Corporation Limited and Adani
Power Resources Limited.

Page No. 13
Adani power limited is the process business arm of Indian business conglomerate adani
group with head office at ahmdabad gujrat.the company is currently implementing
16500 mv at different stages of construction.
Its mission is to achieve 20000 mw by 2020.The company currently produces electricity
using coal.100 mw of solar power station is under adanced stage of implementation at
surendranagar in gujrat out of which 40 mw is already commissioned. The company has
gone to long term PPAs of about 7200MW of its 9280MW with government of
Gujrat ,Maharashtra, Haryana

Adani power limited

Type Public (BSE:533096,NSE:533096)

Industry Energy

Founded 22 August 1996

Headquaters Ahmdabad,India

Key people Gautam Adani(Chairman)

Product Electricity generation,transmission and

distribution;energy trading
Revenue Rs4240 crore
Net income Rs 294 crore
Employees 2000(2011)

Parent Adani Group

Website adanipower.com

Page No. 14
Adani power Has a 4620 MW thermal power project in Mundra,Kutcg region 3300
MW in Tiroda,Maharashtra and 1320 MW at kawai rajasthan.In march 2012 company
synchronized its last 9th unit of 660 Mw at Mundra and successfully completed the
mundra project of 4620 MW in committed time,therapy APL become the largest
SINGLE LOCATION coal based Thermal power plant in private sector.Now at
Mundra company has 4 units 330 MW and 5 units 660 Mw.At location Tiroda
Maharashtra 01 unit out of 05 has been synchronized in the mid of 2012 another group
is going to syncronise in the end of 2012.

Page No. 15
 CHAPTER-3
OBJECTIVES OF THE
STUDY

Page No. 16
 CHAPTER- 3

OBJECTIVES OF THE STUDY

1. To carry out the study of Adani Power we framed the following

objectives Identification of the technique of performance appraisal followed in
Adani Power.

2. Employee attitude towards the present appraisal system.

3. Review of the current appraisal system in order to

 Enhance productivity
 Attain global standards

4. To provide suggestions & recommendations from the study conducted.

5. To provide feedback, improving communication, understanding training
needs.
6. To clarity roles &responsibility & determine how to allocate rewords.
7. To judge gap between actual &desired performance.

Page No. 17
CHAPTER-4
HYPOTHESIS

Page No. 18
 CHAPTER-4

HYPOTHESIS

Hypothesis is considered as the most important instrument in research. A

hypothesis is an assumption or some assumption to be proved or disapproved.

Hypothesis can also be divided as

(1) Null Hypothesis

(2) Alternative Hypothesis.

In line with the problem of this study has following hypothesis.

 H11: Performance Appraisal is not having positive effect on Adani Power

employee on Tirora.

 H12: Performance Appraisal is having positive effect on Adani Power

Employees of Tirora.

Page No. 19
 CHAPTER-5
SCOPE & IMPORTANCE OF
THE STUDY

Page No. 20
 CHAPTER-5

SCOPE & IMPORTANCE OF THE STUDY

1. Performance appraisal system provide an opportunity for the redressal of

employee grievance.

2. Performance appraisal system aims all strengthening mutual understanding &

relationship between superior & subordinates.

3. The research needs is limited & human resource development in general &
performance appraisal practice in particular of Adani Power.

Page No. 21
 CHAPTER-6
RESEARCH METHODOLOGY

Page No. 22
 CHAPTER-6

RESEARCH METHODOLOGY

Research refers to a search for knowledge. It is a systematic method of

collecting and recording the facts in the form of numerical data relevant to the
formulated problem and arriving at certain conclusions over the problem based on
collected data.

Thus formulation of the problem is the first and foremost step in the
research process followed by the collection, recording, tabulation and analysis
and drawing the conclusions. The problem formulation starts with defining the
problem or number of problems in the functional area. To detect the functional
area and locate the exact problem is most important part of any research as the
whole research is based on the problem.

According to Clifford Woody, Research comprises defining and

redefining problems, formulating hypothesis or suggested solutions:
collecting, organizing and evaluating data: making deductions and reaching
conclusions: and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis.

Research can be defined as “the manipulation of things, concepts or

symbols for the purpose of generalizing to extend, correct or verify
knowledge, whether that knowledge aids in construction of theory or in the
practice of an art”

In short, the search for knowledge through objective and systematic

method of finding solution to a problem is research.

Page No. 23
Data sources

The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be
used for the study, the researcher should keep in mind two types of data viz.
Primary and secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and
thus happen to be original in character. The primary data were collected through
well-designed and structured questionnaires based on the objectives.

Primary Source

Primary data are first hand information and are collected from various sources
like:

 Informal interviews
 Through Structured questionnaire
 Observation

Secondary Data:

The secondary data are those, which have already been collected by someone else
and passed through statistical process. The secondary data required of the
research was collected through various newspapers, and Internet etc.

Secondary Source

The secondary source consists of readily available data’s and is already compiled
statistical statements and reports. Secondary data’s are collected from;

 Business Magazines
 Internet
 Annual reports
 Journals

Page No. 24
Instrument for data collection

When people speak of research methods, they often are referring to processes and
instruments used for gathering information. Three important processes are content
analyses, observations, and interviews. Three important instruments are factual
questionnaires, inventories, and tests. The purpose of this chapter is to identify
basic characteristics of these data-collection techniques and to illustrate their
qualitative and quantitative forms.

Sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is
much less costly, quicker and analysis will become easier. Sample size is 50 will
100% employees of Adani Power.

Page No. 25
 CHAPTER-7
DATA ANALYSIS &
INTERPRETATION

Page No. 26
 CHAPTER-7

DATA ANALYSIS & INTERPRETATION

1. How long have you been with Adani Power? (In Year)

Year of service
4%
12%
30%
below 2yrs
2-5 yrs
5-10 yrs
10yrs and above

54%

Data Interpretation

From the above pie chart we conclude that the maximum year of service of the
employees of Adani Power is maximum between 5-10 years (i.e. 54%) and
minimum is below 2years (i.e. 4%).

Page No. 27
2. Are you aware of the performance appraisal technique being
followed at Adani Power?

Awareness of technique of Performance

Appraisal
28%

Yes
No

72%

Options No. of
Responses
Yes 36
No 14

Interpretation

From the above pie chart we conclude that maximum employees are aware of
their performance appraisal technique (i.e. 72%) and the employee not aware of it
is minimum (i.e. 28%)

Page No. 28
3. What is the employee’s opinion as to the present appraisal
system?

Employees’ opinion as to the present appraisal

system
2%
24%
30%
Fully Satisfied
Satisfied
Can‟t Say
Dissatisfied

44%

No. Of
Options respondents Percentage

Fully satisfied 12 24

Satisfied 22 44

Can’t Say 15 30

Dissatisfied 1 2

Interpretation

From the above pie chart we conclude that maximum employees are satisfied with
the present appraisal system ( i.e. 44%) and minimum (i.e. 2%) are dissatisfied.

Page No. 29
 4. What is the employee perception as to the frequency of
appraisal?

Employee perception as to the

frequency of
2%
appraisal
Once During The servise
6% period
Continuous
Never
Can’t Say

92%

No. Of
Options respondents Percentage
Once During The
Service Period 1 2%
Continuous 46 92%
Never 0 0%

Can’t Say 3 6%

Interpretation

From the above pie chart we find that the maximum (i.e. 92%) of the employees
think that the Frequency of appraisal must be continuous whereas minimum (i.e.
0%) none of the employees feel that Adani Power should not appraise.

Page No. 30
5. If continuous appraisal – what should be the gap between two
appraisal period?

20%
36%

Quarterly
Half Yearly
Yearly

44%

No. Of
Options respondents Percentage
Quarterly 10 20%
Half Yearly 22 44%

Yearly 18 36%

Interpretation

From the above pie chart we conclude that maximum (i.e. 44%) of the employees
want to Consider performance appraisal half yearly whereas minimum (i.e. 20%)
of them want it quarterly.

Page No. 31
6. Who should do the appraisal?

Who should do the appraisal?

16% 24%
Superior
Peer
Subordinate
Self Appraisal
Consultant
8% All of the above
Superior + Peer
4%
48%

Options No. Of respondents Percentage

Superior 12 24%
Peer 0 0%
Subordinate 0 0%
Self Appraisal 4 8%
Consultant 2 4%
All of the above 24 48%
Superior + Peer 8 16%

Interpretation

From the above pie chart we conclude that the maximum employees (i.e. 24%)
want to get the appraisal through superior, self appraisal, consultant. Whereas
none of them want to get it done from their peers and subordinates.

Page No. 32
7. Does appraisal help in polishing skills and performance area?

Does appraisal help in polishing skills

and
performance area?
Yes
16% No
10% Somewhat

74%

Options No. Of Respondents Percentage

37 74%
Yes
No 10%
5
Somewhat 8 16%

Interpretation

If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In
the survey conducted it was observed that nearly 74 % of the respondents agree
that Performance Appraisal does leads to polishing the skills of the employees.
Nearly 10 % of the respondents view that it does not serve this purpose and
around 16 % were not able to respond as to whether it serve any such purposes or
not.

Page No. 33
8. Do you think personal bias creeps in while appraising an
individual employee?

Does personal bias creeps-in while

appraising an
employee
Yes
No

Options No. Of Respondents Percentage

Yes 41 82%

No 9 18%

Interpretation

In the process of appraising, both the parties are human being, that is, the one who
is being apprised and the other who is appraising. Thus, there bound to be
subjectivity involved, be it an objective way of appraising. Thus, when asked
from among the sample size of 50 respondents, as huge as 82 % respondents that
personal bias do creep in while appraising an individual. Hence, it is inevitable to
say that personal likings do not come in the process of appraisal. It is the extent to
which the appraiser manages it so that it does not become very partial and bias.

Page No. 34
9. If given a chance, would employees like to review the current
appraisal technique

24%
32%

Yes
No
Can't Say

44%

Options No. Of Respondents Percentage

Yes 16 32%

No 22 44%

Can’t Say 12 24%

Interpretation

From the above pie chart we conclude that the maximum employees (i.e. 32%) do
not want to review the performance appraisal system whereas minimum (i.e.
24%) can’t comment about the same.

Page No. 35
 10. What is the appropriate method of conducting the
performance appraisal?

Appropriate method of conducting the

performance appraisal
12% 6% Ranking Method
Paired Comparison
Critical Incidents
MBO
Assessment Centre
20% 360 degree
58%

4
%

No. Of
Options Respondents Percentage
Ranking Method 6 12%

Paired Comparison 0 0%

Critical Incidents 3 6%

MBO 10 20%

Assessment Centre 2 4%

360 degree 29 58%

Interpretation

From the above pie chart we conclude that the maximum (i.e. 58%) of the
employees prefer the 360 degree technique of performance appraisal whereas the
minimum (i.e. 0%) want paired comparison technique.

Page No. 36
 CHAPTER-8
FINDINGS OF THE STUDY

Page No. 37
 CHAPTER-8

FINDINGS OF THE STUDY

1. The very concept of performance appraisal is marketed throughout the

organization; people have accepted it and understood its importance to the
organization.

2. To market such a concept, it should not start at bottom; instead it should be

started by the initiative of the top management. This would help in percolating
down the concept to the advantage of all, which includes the top management as
well as those below them.

3. Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employee’s work
must be done – which must incorporates both the work related as well as the other
personal attributes that are important for work performance.

4. It should be noted that the appraisal form for each job position should be
different as each job has different knowledge and skill requirements. There should
not be a common appraisal form for every job position in the organization.

5. The job and role expected from the employees should be decided well in
advance and that too with the consensus with them.

6. A neutral panel of people should do the appraisal and to avoid subjectivity to a

marked extent, objective methods should be employed having quantifiable data.

7. The time period for conducting the appraisal should be revised, so that the
exercise becomes a continuous phenomenon.

8. Transparency into the system should be ensured through the discussion about
the employee’s performance with the employee concerned and trying to find out
the grey areas so that training can be implemented to improve on that.

9. The feedback doesn’t come from multiple sources. It should to increase the
efficiency.

Page No. 38
CHAPTER-10
CONCLUSIONS

Page No. 39
 CHAPTER-10

CONCLUSIONS

 Performance appraisal ratings can influence many personnel decisions, and

thus care in the development and use of performance appraisal systems is
warranted.

 There appears to be at least as much effort expended on performance

appraisal in the federal government as elsewhere.

 Where performance appraisal is viewed as most successful in the private

sector, it is firmly embedded in the context of management and personnel
systems that provide incentives for managers to use performance appraisal
ratings as the organization intends.

 These incentives include managerial flexibility or discretion in rewarding

top performers and in dismissing those who continually perform below
standards.

 When performance appraisal ratings are used to distribute pay (as in a merit
plan) the size of the merit pay offered allows managers to differentiate
outstanding performers from good and poor performers, and thus provides
them with incentives to differentiate. Whatever incentives there are for
federal managers seem currently dwarfed by the disincentives.

Page No. 40
 CHAPTER-11
SUGGESTIONS AND
RECOMMENDATIONS

Page No. 41
 CHAPTER-11

RECOMMENDATION OF THE STUDY

After having analyzed the data, it was observed that there was appraisal in the
organization. It is an effective tool, since it is on continuous basis. Performance
appraisals in Adani Power are satisfactory for its effective management and
evaluation of staff. Appraisals here are helping individuals to develop, improve
organizational performance, and feed into business planning. Performance
appraisals enable management in monitoring of standards, agreeing expectations
and objectives, and delegation of responsibilities and tasks. Staff performance
appraisals also establish individual training needs and enable organizational
training needs analysis and planning. 90degrees appraisal system or review is
being followed in Adani Power i.e. feedback that comes from members of an
employee's immediate work circle most often; 360-degree feedback will include
direct feedback from an employee's subordinates, peers, and supervisor(s), as well
as a self-evaluation. It can also include, in some cases, feedback from external
sources, such as customers and suppliers or other interested stakeholders. The
appraisal process is continuous here and encourages employee productivity with
positive feedbacks.

Page No. 42
 BIBLIOGRAPHY

BOOKS:

 VSP Rao — Human Resource Management, Anurag Jain for excel books, 2005
ninth edition.

 R. Kothari - Research Methodology Methods and Techniques, New age

international publishing, second edition.

 Donald R Cooper, Pamela S Schindler — Business Research Methods, Adani

MC Graw Hill, ninth edition.

 Performance management — Michael Armstrong and Angela Baron.

 Human Resource Management Prentice, Half of Indian private limited 2004

ninth edition. -Gary Dessler

WEBSITE:

 http://oppapers.com/subjects/Sunflagmotors-page.html

 Economic Times

 www.Scribd.com

 http://Sunflagmotors.com/sustainability/CSR-11/pdf/defining-priorities.pdf

 www.citehr.com

 http://www. .com/images/ motor_logo.png

Page No. 43
 QUESTIONNAIRE

1. Name……………………

2. Age: ………………….…

3. Gender: Male Female

4. Designation……………..

Disclaimer: Your response via this questionnaire will be used strictly for
academic purposes. There will not be any commercial solicitation or usage of the
response in any kind / form whatsoever.

Q1- How long have you been with Adani Power? (In Year)

a) Below 2
b) 2-5
c) 5-10
d) 10 and above

Q2- Are you aware of the performance appraisal technique being followed at
Adani Power?

a) Yes
b) No
Q3- Do you think personal bias creeps in while appraising an individual?

a) Yes
b) No

Q4-What is your perception as to the frequency of appraisal?

a) Once during the service period
b) Continuous
c) Never
d) Can’t Say

Page No. 44
Q5-If continuous appraisal – what should be the gap between two appraisal
period?
a) Quarterly
b) Half Yearly
c) Yearly

Q6-Does Performance Appraisal helps in improving the productivity of the

employees?
Motivated Indifferent De-motivated
+ Feedback
- Feedback
Neutral

Q7- Does the appraisal system helps in polishing the skills or performance area?

a) Yes
b) No
c) Somewhat
Q8-Who in your opinion should appraise the employee ?

a) Superior
b) Peer
c) Subordinates
d) Self Appraisal
e) Consultant
f) All of the above

Q9- What is your opinion as to the present appraisal system?

a. Fully satisfied
b. Satisfied
c. Can’t say
d. Dissatisfied

Page No. 45
Q10-If given a chance or an opportunity would you like that the current appraisal
procedure should be reviewed?
a) Yes
b) No
c) Can’t Say

Que -13. Any suggestions

______________________________________________________________

______________________________________________________________

Page No. 46