Performance Appraisal at Big Bazaar-2017 HR

G.L.
BAJAJ
INSTITUTE OF MANAGEMENT & RESEARCH
APPROVED BY A.I.C.T.E. & AFFILIATED TO DR. A.P.J. ABDUL KALAM
TECHNICAL UNIVERSITY, LUCKNOW
Plot No.2, knowledge park III, Greater Noida, Dist. G.B. Nagar, U.P., India, Pin-
201306
SUMMER TRAINING PROJECT REPORT
ON
PERFORMANCE APPRAISAL AT BIG BAZAAR
Submitted For
THE PARTIAL FULLFILLMENT OF THE AWARD FOR THE DEGREE OF
MASTERS OF BUSINESS ADMINISTRATION (MBA)
Under the Guidance of: Submitted By:

Mr. Rajendra Sinha Sanya Yadav
(HR Manager) Roll. No. 1780170186
Session :2017-19
1
STUDENT DECLARATION
I hereby declare that this project report “SANYA YADAV’'my own work, to
the best of my knowledge and belief. It contains no material previously
published or written by another person nor material which to a substantial
extent has been accepted for the award of any other degree or diploma of any
other institute, except where due acknowledgement has been made in the text.
Name: Sanya Yadav
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ACKNOWLEDGEMENT
Words are only representations of our regards and gratitude that we have towards our
actions and their inherent associations. As a matter of fact, without co-operation, no
thought could be coined into real action. Consistent motivation and invaluable
support throughout any project is an issue that cannot quantitatively measured. These
acknowledgements are only a fraction of regards towards their gestures.
Our sincere thanks to Dr. Deepa Gupta, (HOD) I express my deep sense of
gratitude to Sir who has been a source of inspiration throughout the course of this
work with her inestimable advice and moral encouragement. I have given an
immense support throughout the course of the Project and attached to this Project
directly or indirectly.
Sanya Yadav
Place- Greater Noida
M.B.A 2nd Year
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TABLE OF CONTENTS
TABLE OF CONTENTS
1. Introduction
2. Literature Review
3. Objectives & Limitations
4. Research Methodology
5. Findings & Conclusion
Bibliography
Appendices
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1. List of Tables
S.No Topic Page

1 Acknowledgement 5-6
2 About The Company 7-14
3 About The Project 15-24
4 Concepts 24-25
5 Objectives 26
6 Process 27
7 Objectives Of An Appraisal 28
8 Pre-Requisites 29-31
9 Design 31-32
10 Methods Of Appraisal 32-40
11 Appraise Performances 41
12 Performance Interview 41
13 Usage Of Appraisal Data 42
14 Uses Of Performance Appraisal 43-45
15 Use Of IT 46-47
16 Current Global Trends 47-50
17 Need Of The Study 50-52
18 Problem 52-54
19 Objective Of The Study 54-55
20 Limitations 55-56
21 Research Methodology 56-65
22-26 Analysis Of The Data 65-99
27 Findings 99-101
28 Suggestions 101-105
29 Bibliography 105
30 Annexure 106-110
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2. Summary
Chapter – I : Introduction
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1. Introduction
As India’s leading retailer, Future Retail inspires trust through innovative

offerings, quality products and affordable prices that help customers achieve a
better quality of life every day. We serve customers in 95 cities across the
country through over 10 million square feet of retail space.
Future Retail is the flagship company of Future Group, India’s retail pioneer
catering to the entire Indian consumption space. Through multiple retail
formats, we connect a diverse and passionate community of Indian buyers,
sellers and businesses. The collective impact on business is staggering: Over
300 million customers walk into our stores each year and choose products
and services supplied by over 30,000 small, medium and large entrepreneurs
and manufacturers from across India. This number is set to grow.
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Big Bazaar is not just another HYPERMARKET; it caters to every need of
your family. Where Big Bazaar scores over other stores is its value for money
proposition for Indian customers.
We guarantee that at Big Bazaar you will definitely get the best products at the
best prices. With the ever-increasing array of private labels, it has opened
doors in the world of fashion and general merchandise, including home
furnishings, utensils, crockery, cutlery, sports goods and much more at prices
that will surprise you. And this is just the beginning.
1.1 About the Company
▪ Type – Public company
▪ Industry – Retailing and Lifestyle
▪ Founded – 2001
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▪ Headquarters – Mumbai , Maharashtra
▪ Products – Hypermarket
▪ Revenue - 110 billion (US$1.7 billion) crores (in 2012)
▪ Number Of employees – 36000 people
▪ Parent – Future group
▪ Slogan – Making India Beautiful
1.2 STP of Big Bazaar
▪ Segment – Price Sensitive group
▪ Target Group – upper middle class lower middle class
▪ Positioning – Family favourite retail store
1.3 Mission
▪ We share the vision and belief that our customers and stakeholders
shall be served only by creating and executing future scenarios in the
consumption space leading to economic development.
▪ We will be the trendsetters in evolving delivery formats, creating retail

realty, making consumption affordable for all customer segments – for
classes and for masses.
▪ We shall infuse Indian brands with confidence and renewed ambition.
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▪ We shall be efficient, cost- conscious and committed to quality in
whatever we do.
▪ We shall ensure that our positive attitude, sincerity, humility and

united determination shall be the driving force to make us successful.
1.4 Core Values
• Indianness: confidence in ourselves.
• Leadership: to be a leader, both in thought and business.
• Respect & Humility: to respect every individual and be humble in our
conduct.
• Introspection: leading to purposeful thinking.
• Openness: to be open and receptive to new ideas, knowledge and
information.
• Valuing and Nurturing Relationships: to build long term
relationships.
• Simplicity & Positivity: Simplicity and positivity in our thought,
business and action.
• Adaptability: to be flexible and adaptable, to meet challenges.
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• Flow: to respect and understand the universal laws of nature.
1.5 Leadership
KishoreBiyani
Managing Director
Kishore Biyani is the Managing Director of Future Retail Ltd and the
Group Chief Executive Officer of Future Group. Considered a pioneer of
modern retail in India, Kishore’s leadership has led Future Retail’s emergence
as India’s leading retailer operating multiple retail formats that cater to the
entire basket of Indian consumers.
Kishore Biyani led the company’s foray into organized retail with the
opening of the Pantaloons family store in 1997. This was followed in 2001
with the launch of Big Bazaar, a uniquely Indian hypermarket format that
democratized shopping in India. It blends the look and feel of the Indian
bazaar with aspects of modern retail like choice, convenience and quality. This
was followed by a number of other formats including Food Bazaar, Central
and Home Town.
2006 marked the evolution of Future Group that brought together the multiple
initiatives taken by group companies in the areas of Retail, Brands, Space,
Capital, Logistics and Media.
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Kishore Biyani advocates ‘Indianness’ as the core value driving the group
and the corporate credo ‘Rewrite Rules, Retain Values.’
Regularly ranked among India’s most admired CEOs, he is the author of the
book It Happened in India. He has won numerous awards from government
bodies and the private sector in India and abroad and is on the board of a
number of bodies, including the National Innovation Foundation in India and
the New York Fashion Board.
Rakesh Biyani
Joint Managing Director
S Doreswamy
Non-executive Independent Director
Anil Harish
Bala Deshpande
Vijay Kumar Chopra

Vijay Biyani
Executive Director
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1.6 Sustainability
At Future Group, corporate social responsibility, inclusive growth and

sustainability are at the core of our strategy and business practices. This
reflects in our commitment to the community, environment and to every
stakeholder in building a stronger foundation for our long-term, sustainable
growth.
We believe modern organized retail has the power to strengthen the economy,
create grass root employment and contribute significantly to social inclusion.
As India’s premier retail player and one of India’s leading home-grown
business houses, Future Group is present across the consumption value chain.
Through millions of customers and thousands of suppliers, we are conscious
of the economic, social and environmental impact of our activities.
We believe the challenges of inequity in our robust and growing domestic

economy need to be tackled through sustainable development. Consequently,
our principles are focused on two main areas: integrating sustainable
development into business activities and promoting sustained economic
development for the country.
Future Group targets long-term sustainability in its businesses

through three aspects
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1.7 Milestones
2014
• Online shopping destination, Amazon
• Future Consumer Enterprises Limited acquired one of the India's oldest

Future Group partnered with the Fortune 500 company and one of the
largest supermarket chains in India with origins dating back to 1905
,Nilgiris.
• Future Supply Chain acquired New Delhi based processed-foods supply

chain company, Brattle Foods
• Future Group partnered with world's leading customer science

company, dunnhumby for data analytics services
• Future Group announced its strategic tie-up with SAP company

hybrids that delivers Omni Commerce™: state-of-the-art master data
management for commerce and unified commerce processes to its
clients.
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• India's First Mega Food Park was inaugurated by India's Honorable
PM Shri NamendaModi at Tumkur Karnataka
• Home Town underwent a complete makeover with a new tagline, 'The

Art of Better Living', logo and in-store branding.
• Future Group's premium food destination Food hall launched in Saket,

New Delhi.
• Big Bazaar and Ezone were voted as one of the Top 50 Most Trusted
Brands in the country in the Brand Equity Survey 2013 conducted by
Nielson. The survey also revealed that Big Bazaar is the 4th Most
Trusted Service Brand of the country
• fbb ties up with India's largest Beauty Pageant Femina Miss India 2014
• A New Generation Big Bazaar, Big Bazaar Family Centre was

launched at Alcove in Kolkata on January 6, 2014
Recognition
2015
Supply Chain provider of the Year under categories FMCG & Hi Tech
• FSC was honored with Supply Chain provider of the Year under categories
FMCG & Hi Tech at the 4th Asia Manufacturing Supply Chain Awards of the
Year 2015
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Indian Industrial Development Award
• Indian Economic Development & Research Association awarded Future
Supply Chain with Indian Industrial Development Award
Business Leadership Award

• International Achievers Conference recognized Future Supply Chain with
Business Leadership Award of the year 2015.
Best 3PL Solutions Award By Indian Chamber of Commerce

• Future Supply Chain awarded with Best 3PL Solutions Award By Indian
Chamber of Commerce for the year 2015.
Top 100 Most Talented Global HR leaders

• Future Group's Chief People Officer, Mr. KaustubhSonalkar ranked amongst
the top 100 Most Talented Global HR leaders at the 23rd edition of the World
HRD Congress
Images Excellence Awards for Largest National Expansion

• Food Bazaar won the 'Images Excellence Awards for Largest National
Expansion' for the year 2014
Images Most Admired Food & Grocery Retailer of the Year

• Big Bazaar won the 'Images Most Admired Food & Grocery Retailer of the
Year in Food & Grocery category.
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1.9 Strategy
3-C Theory
According to Kishore Biyani's 3-C theory, Change and Confidence among the
population is leading to rise in Consumption, through better employment and
income.[3] Big Bazaar has divided India into three segments:
• India one: The Consuming class which includes upper middle and lower
middle class (14% of India's population).
• India two: The Serving class which includes people like drivers,
household helps, office persons, liftmen, and washer men (55% of India's
population) and
• India three: The Struggling class (31% of India's population)
1.10 Schemes and Innovations
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Wednesday Bazaar
The concept of Wednesday Bazaar was promoted as 'HafteKaSabseSasta Din'

(Cheapest Day of the Week). Initiated in January 2007, the idea behind this
scheme was to draw customers to stores on Wednesdays, the day when
consumer presence is usually less. According to the chain, the aim of the
concept was 'to give homemakers the power to save the most.
MahaBachat
The concept of 'MahaBachat' (Mega Saving) was introduced in the year 2006
as a single day campaign with promotional offers across the company outlets.
Over the years, the concept has grown to become a six-day biannual
campaign. During the campaign, offers are given in all the value formats
including Big Bazaar, Food Bazaar, Electronic Bazaar, Furniture Bazaar,
Fashion bazaar.
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The Great Exchange Offer
Introduced on 12 February 2009, 'The Great Exchange Offer' allows customers

to exchange their old goods for Big Bazaar coupons. The coupons can be
redeemed later for buying brand new goods from Big Bazaar outlets across the
nation.
All three scheme are active till date 2015
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1.11 SWOT Analysis
Strength Weakness Opportunity Threats
•Not known
• Affordability globally and
for middle class •To expand • Competitors
restricted to the
• Quality , choice Indian market globally by tie- global
and convenience only ups presence
•Wide range of • Entering into • Future
products and high premium bazaar under
service offerings • No different
game plan segment debt can
• Strong •Opportunity to
presence in according to cause
divergent expand into financial
local market
Attractive people, their financial servic problems
lifestyles, their es catering to
promotional
huge segment • Low priced
offers tastes and
• Increased brand
•Large number budgets in
SKU provided India rural perceived to
to consumer penetration be of low
• Good branding quality in
and advertising Indian
by also roping in consumer
celebrity brand minds
ambassadors
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Chapter – II : Literature Review
PERFORMANCE APPRAISAL
People differ in their abilities and their aptitudes. There is always some
difference between the quality and quantity of the same work on the same job
being done by two different people. Therefore, performance management and
performance appraisal is necessary to understand each employee’s abilities,
competencies and relative merit and worth for the organization. Performance
appraisal rates the employees in terms of their performance.
Performance appraisals are widely used in the society. The history of

performance appraisal can be dated back to the 20th century and then to the
second world war when the merit rating was used for the first time. An
employer evaluating their employees is a very old concept. Performance
appraisals are an indispensable part of performance measurement.
Performance appraisal is necessary to measure the performance of the

employees and the organization to check the progress towards the desired
goals and aims. The latest mantra being followed by organizations across the
world being – “get paid according to what you contribute” – the focus of the
organizations is turning to performance management and specifically to
individual performance.
Performance appraisal helps to rate the performance of the employees and

evaluate their contribution towards the organizational goals. If the process of
performance appraisals is formal and properly structured, it helps the
employees to clearly understand their roles and responsibilities and give
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direction to the individual’s performance. It helps to align the individual
performances with the organizational goals and also review their performance.
Performance appraisals are essential for the effective management and

evaluation of staff. Appraisals help develop individuals, improve
organizational performance, and feed into business planning. Formal
performance appraisals are generally conducted annually for all staff in the
organization. Each staff member is appraised by their line manager. (Directors
are appraised by the CEO, who is appraised by the chairman or company
owners, depending on the size and structure of the organization).
Annual performance appraisals enable management and 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.
Performance appraisals data feeds into organizational annual pay and grading
reviews, and coincides with the business planning for the next trading year.
Performance appraisals generally review each individual's performance
against objectives and standards for the trading year, agreed at the previous
appraisal meeting. Performance appraisals are also essential for career and
succession planning.
Performance appraisals are important for staff motivation, attitude and

behavior development, communicating organizational aims, and fostering
positive relationships between management and staff. Performance appraisals
provide a formal, recorded, regular review of an individual's performance, and
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a plan for future development. In short, performance and job appraisals are
vital for managing the performance of people and organizations.
In simple terms, appraisal may be understood as the assessment of an

individual’s performance in a systematic way, the performance being
measured against such factors as job knowledge, quality, and quantity of
output, initiative, leadership abilities, supervision, dependability, co-operation,
judgment, versatility, health, and the like. Assessment should not be confined
to past performance alone. Potentials of the employee for future performance
must also be assessed.
A formal definition of performance appraisal is:
“It is the systematic evaluation of the individual with respect to his or her
performance on the job and his or her potential for development.”
A more comprehensive definition is:
“Performance appraisal is a formal, structured system of measuring and

evaluating an employee’s job related behaviors and outcomes to discover how
and why the employee is presently performing on the job and how the
employee can perform more effectively in the future so that the employee,
organization, and society all benefit.”
4. Concepts
The project has been undertaken in order to analyze the employee m behind
the project is to study the current performance appraisal method followed by
Future Retail Ltd and identify its benefits and drawbacks with respect to its
employees and suggesting for modification if required.
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Primary data has been collected by providing questionnaire to a group of
employees working in Future Retail Ltd-Big Bazaar...Stratified sampling
technique is used for the selection of employees. Secondary data has been
collected from the company’s annual report and magazines.
The performance appraisal method of the company is neither 360 DEGREE

nor the MBO etc. The performance appraisal is BasicallyKRA (Key
Responsibility Areas) based which differs fromTeam Member to Store
Manager. On the basis of these KRA’s Employees need to rate themselves on
a scale of 1-4 as per the questions asked and after the rating of the employee
the rating is given to the employees by his/her immediate Supervisor and
accordingly Performance appraisal is done.
Example- KRA’s for calculating the Performance Appraisal of Team

Members (SALES) in the store
KRA ( As identified for corresponding Weightage
Sr.No. Performance
period) (W)
Measure 100%
FINANCIAL
Contribution towards
ABP VS Achievement 40%
sale
1.
CUSTOME
Customer Handling WOW's Complains etc. 20%

2.
R
INTERNAL
Replenishment, Stock
Stock Handling 15%
Outs
PROCESSES
VM, Hygiene, Signage

Section / Merchandise Management 10%
& Display
3.
& GROWTH
LEARNING
Attendance, Punctuality
Discipline & Grooming 15%
& well Groomed
4.
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Chapter – III: Objectives
5. Objectives of Performance Appraisal
Data relating to performance assessment of employees are recorded, stored,

and used for several purposes. The main purposes for employee assessment
are:
• To effect promotions based on competence and performance
• To confirm the services of probationary employees upon their

completing the probationary period satisfactorily.
• To assess the training and development need of employees.
• To decide upon a pay raise.
• To let the employees know where they stand insofar as their performance
is concerned and to assist them with constructive criticism and guidance
for the purpose of their development.
• To improve communication. Performance appraisal provides a format for

dialogue between the superior and the subordinate, and improves
understanding of personal goals and concerns. This can also have the
effect of increasing the trust between the rater and the rate.
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• Finally, performance appraisal can be used to determine whether HR
programmers such as selection, training, and transfer have been effective
or not.
6. Performance Appraisal Process
The employee performance appraisal enables you to identify, evaluate and

develop an individual's performance. It is a tool to encourage strong
performers to maintain their high level of performance and to motivate poor
performers to do better.
Other important benefits of a formal appraisal process are:
• Validation of hiring practices which verifies whether right people are

there in the right positions.
• Provision of an objective measuring tool on which compensation

decisions, and promotions can be based
• Identification of training needs - individually, departmentally and

organizationally
• Identification of employees who have the potential for advancement

or who might be better suited in other areas of the organization
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7. Objectives of an Appraisal
• Promotion, separation, and transfer decisions
• Feedback to the employee regarding how the organization viewed the

employee's performance
• Evaluations of relative contributions made by individuals and entire

departments in achieving higher level organization goals
• Criteria for evaluating the effectiveness of selection and placement

decisions, including the relevance of the information used in the
decisions within the organization
• Reward decisions, including merit increases, promotions, and other

rewards
• Ascertaining and diagnosing training and development decisions
• Criteria for evaluating the success of training and development

decisions
• Information upon which work scheduling plans, budgeting, and

human resources planning can be used
Goals should be realistic, i.e., practical and achievable. Realistic goals provide
a "balance" between what is hard and what is easy to achieve. Goals should
motivate people to improve and to reach for attainable ends. For a goal to be
motivational, the person must feel that the goal can be achieved. Impossible
goals de-motivate and defeat the goal-setting process. Likewise, easy goals do
not motivate any more than unattainable goals. The goals should be reviewed
on a quarterly or semi-annual basis to check the progress and to make any
necessary adjustments.
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8. Pre-Requisites for Effective & Successful
Performance Appraisal
The essentials of an effective performance system are as follows:
• Documentation
• Standards / Goals
• Practical and simple format
• Evaluation technique
• Communication
• Feedback
• Personal Bias
Documentation
It refers to continuous noting and documenting the performance. It also helps

the evaluators to give a proof and the basis of their ratings.
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Standards / Goals
It denotes the standards set should be clear, easy to understand, achievable,

motivating, time bound and measurable.
Practical and simple format
The appraisal format should be simple, clear, fair and objective. Long and
complicated formats are time consuming, difficult to understand, and do not
elicit much useful information.
Evaluation technique
An appropriate evaluation technique should be selected; the appraisal system

should be performance based and uniform. The criteria for evaluation should
be based on observable and measurable characteristics of the behavior of the
employee.
Communication
Communication is an indispensable part of the Performance appraisal process.

The desired behavior or the expected results should be communicated to the
employees as well as the evaluators. Communication also plays an important
role in the review or feedback meeting. Open communication system
motivates the employees to actively participate in the appraisal process.
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Feedback
The purpose of the feedback should be developmental rather than judgmental.

To maintain its utility, timely feedback should be provided to the employees
and the manner of giving feedback should be such that it should have a
motivating effect on the employees’ future performance.
Personal Bias
Interpersonal relationships can influence the evaluation and the decisions in

the performance appraisal process. Therefore, the evaluators should be trained
to carry out the processes of appraisals without personal bias and effectively.
9.Design of an Appraisal Program
• Many organizations encourage a mixture of both formal and informal

approach. The formal approach is used as the primary evaluation,
whereas the informal approach is used more for performance
feedback.
• Immediate supervisors, specialists from the Hr. department,

subordinates, peers, committees and clients are the raters.
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• Leniency, severity, bias are the problems encountered. The problems
are solved by the raters and appraisers.
• Quality, quantity, timeliness, cost effectiveness, need for supervision

and interpersonal impact should be evaluated.
• The evaluation should be done once in three months, once in six

months or once a year.
10. Methods of Performance Appraisal
10.1 Traditional Methods of Performance Appraisal
The traditional methods of performance appraisal are:
• Essay appraisal method
• Straight ranking method
• Paired comparison
• Critical incidents methods
• Field review
• Checklist method
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• Graphic rating scale
• Forced distribution
Essay Appraisal Method
This traditional form of appraisal, also known as “Free Form method”

involves a description of the performance of an employee by his superior. The
description is an evaluation of the performance of any individual based on the
facts and often includes examples and evidences to support the information. A
major drawback of the method is the inseparability of the bias of the evaluator.
Straight Ranking Method
This is one of the oldest and simplest techniques of performance appraisal. In

this method, the appraiser ranks the employees from the best to the poorest on
the basis of their overall performance. It is quite useful for a comparative
evaluation.
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Paired Comparison
A better technique of comparison than the straight ranking method, this

method compares each employee with all others in the group, one at a time.
After all the comparisons on the basis of the overall comparisons, the
employees are given the final rankings.
Critical Incidents Methods
In this method of Performance appraisal, the evaluator rates the employee on

the basis of critical events and how the employee behaved during those
incidents. It includes both negative and positive points. The drawback of this
method is that the supervisor has to note down the critical incidents and the
employee behavior as and when they occur.
Field Review
In this method, a senior member of the HR department or a training officer

discusses and interviews the supervisors to evaluate and rate their respective
subordinates. A major drawback of this method is that it is a very time
consuming method. But this method helps to reduce the superiors’ personal
bias.
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Checklist Method
The rater is given a checklist of the descriptions of the behavior of the

employees on job. The checklist contains a list of statements on the basis of
which the rater describes the on the job performance of the employees.
Graphic Rating Scale
In this method, an employee’s quality and quantity of work is assessed in a

graphic scale indicating different degrees of a particular trait. The factors
taken into consideration include both the personal characteristics and
characteristics related to the on-the-job performance of the employees. For
example a trait like Job Knowledge may be judged on the range of average,
above average, outstanding or unsatisfactory.
Forced Distribution
To eliminate the element of bias from the rater’s ratings, the evaluator is asked
to distribute the employees in some fixed categories of ratings like on a
normal distribution curve. The rater chooses the appropriate fit for the
categories on his own discretion.
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10.2 Modern Methods of Performance Appraisal
The modern methods of performance appraisal are:
• Assessment Centers
• Behaviorally Anchored Rating Scales
• Human Resource Accounting Method
• 360-Degree-Performance-Appraisal Method
• Management By Objectives(MBO) Method
Assessment Centers
An assessment center typically involves the use of methods like

social/informal events, tests and exercises, assignments being given to a group
of employees to assess their competencies to take higher responsibilities in the
future.
Generally, employees are given an assignment similar to the job they would be
expected to perform if promoted. The trained evaluators observe and evaluate
employees as they perform the assigned jobs and are evaluated on job related
characteristics.
The major competencies that are judged in assessment centers are

interpersonal skills, intellectual capability, planning and organizing
capabilities, motivation, career orientation etc. assessment centers are also an
effective way to determine the training and development needs of the targeted
employees.
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Behaviorally Anchored Rating Scales
Behaviorally Anchored Rating Scales (BARS) is a relatively new technique

which combines the graphic rating scale and critical incidents method. It
consists of predetermined critical areas of job performance or sets of
behavioral statements describing important job performance qualities as good
or bad (for e.g. the qualities like inter-personal relationships, adaptability and
reliability, job knowledge etc.). These statements are developed from critical
incidents.
In this method, an employee’s actual job behavior is judged against the desired
behavior by recording and comparing the behavior with BARS. Developing
and practicing BARS requires expert knowledge.
Human Resource Accounting Method
Human resources are valuable assets for every organization. Human resource
accounting method tries to find the relative worth of these assets in the terms
of money. In this method the
Performance appraisal of the employees is judged in terms of cost and

contribution of the employees.
The cost of employees include all the expenses incurred on them like their
compensation, recruitment and selection costs, induction and training costs
etc. whereas their contribution includes the total value added (in monetary
terms). The difference between the cost and the contribution will be the
performance of the employees. Ideally, the contribution of the employees
should be greater than the cost incurred on them.
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360-Degree-Performance-Appraisals
360 degree feedback, also known as 'multi-rater feedback', is the most

comprehensive appraisal where the feedback about the employees’
performance comes from all the sources that come in contact with the
employee on his job. 360 degree respondents for an employee can be his/her
peers, managers (i.e. superior), subordinates, team members, customers,
suppliers/ vendors - anyone who comes into contact with the employee and
can provide valuable insights and information or feedback regarding the “on-
the-job” performance of the employee.
360 degree appraisal has four integral components:
1. Self-appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal.
Self-appraisal
Gives a chance to the employee to look at his/her strengths and weaknesses,

his achievements, and judge his own performance. Superior’s appraisal
forms the traditional part of the 360 degree appraisal where the employees’
responsibilities and actual performance is rated by the superior.
Subordinates appraisal
Gives a chance to judge the employee on the parameters like communication

and motivating abilities, superior’s ability to delegate the work, leadership
qualities etc. Also known as internal customers,
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the correct feedback given by peers can help to find employees’ abilities to
work in a team, co-operation and sensitivity towards others.
Self-assessment is an indispensable part of 360 degree appraisals and therefore

360 degree Performance appraisal have high employee involvement and also
have the strongest impact on behavior and performance. It provides a "360-
degree review" of the employees’ performance and is considered to be one of
the most credible performance appraisal methods.
360 degree appraisal is also a powerful developmental tool because when

conducted at regular intervals (say yearly) it helps to keep a track of the
changes others’ perceptions about the employees. A 360 degree appraisal is
generally found more suitable for the managers as it helps to assess their
leadership and managing styles. This technique is being effectively used
across the globe for performance appraisals.
Management by Objectives (MBO)
The concept of ‘Management by Objectives’ (MBO) was first given by

PETER DRUCKER in 1954. It can be defined as a process whereby the
employees and the superiors come together to identify common goals, the
employees set their goals to be achieved, the standards to be taken as the
criteria for measurement of their performance and contribution and deciding
the course of action to be followed.
The essence of MBO is participative goal setting, choosing course of actions

and decision making. An important part of the MBO is the measurement and
the comparison of the employee’s actual performance with the standards set.
Ideally, when employees themselves have been involved with the goal setting
and the choosing the course of action to be followed by them, they are more
likely to fulfill their responsibilities.
38
Unique Features and Advantages of MBO
The principle behind Management by Objectives (MBO) is to create

empowered employees who have clarity of the roles and responsibilities
expected from them and thus help in the achievement of organizational as well
as personal goals.
Some of the important features and advantages of MBO are:
• Clarity of goals – With MBO, came the concept of SMART goals

i.e. goals that are:
o Specific
o Measurable
o Achievable
o Realistic
o Time bound
• The goals thus set are clear, motivating and there is a linkage
between organizational goals and performance targets of the
employees.
• The focus is on future rather than on past. Goals and standards are
set for the performance for the future with periodic reviews and
feedback.
• Motivation – Involving employees in the whole process of goal

setting and increasing employee job satisfaction and commitment.
39
• Better communication and Coordination – Frequent reviews and
interactions between superiors and subordinates helps to maintain
harmonious relationships within the enterprise and also solve
many problems faced during the period.
11.Appraise Performances:
The formal performance appraisal process is one of assessing, summarizing

and developing the work performance of an employee. The performance
appraisal process should include at least two meetings convened by the
supervisor with the employee.
12.Performance Interview:
Once appraisal has been made of employees, the raters should discuss and
review the performance with the rates, so that they receive feedback about
where they stand in the eyes of the superiors. Feedback is necessary to effect
improvement in performance.
Performance interview has 3 goals:
(i) To change the behavior of employees whose performance does not

meet organizational requirements or their own personal goals
(ii) To maintain the behavior of employees who perform in an acceptable

manner
(iii) To recognize superior performance behaviors so that they will be

continued
40
13. Usage of Appraisal Data for Appropriate Purposes:
The HR department must use the data and information generated through
performance evaluation. The employers offer significant rewards to employees
in the form of:
• Money to purchase goods and services, for luxury
• Opportunities to interact with other people in a favorable working

environment
• Opportunities to learn grow and make full use of their potential etc.
Data and information outputs of a performance will be useful in the

following areas of HRM:
(i) Remuneration administration

(ii) Validation of selection programs
(iii) Employee training & development programs
(iv) Promotion, transfer & lay-off decisions
(v) Grevances& discipline programmes
(vi) HR planning
41
14.Uses of Performance Appraisal:
Suitable Placement
Performance appraisal is useful for evaluating performance of subordinates

and also for understanding their potentials. This information is available
progressively and can be us purposefully for assigning duties to employees as
per their merits and potentials. Thus, placement of staff and periodical
adjustment in the placement can be made scientifically.
Assistance in Self-Improvement
Performance appraisal gives the details of plus points and weaknesses of

employees. In addition, they are given guidance for removing their
weaknesses and also for making their plus points more conspicuous. In brief,
performance appraisal assists the employees in self-development. This is
possible through performance feedback to every employee periodically.
Incentive to Grown and Develop
Performance appraisal acts as an incentive to employees to improve their

performance, develop new qualities and secure higher positions in the org. the
employee with merit may be given special increments or promotion to higher
position. This motivates others to improve their performance and qualities for
similar benefits.
42
Effective Training Program
Performance appraisal suggests the drawbacks and other weaknesses of

employees. It is possible to remove such common weaknesses and deficiencies
of employees by adjusting their training programs accordingly.
Introduction of Sound Personnel Policies
Transfers, promotions, wage rates and dismissal are the different areas of
personnel management. These personnel policies are directly connected with
the performance appraisal of employees. Such policies become fair, impartial
and acceptable to employees when they are based on performance appraisal.
Cordial Employer-Employees Relation
Performance appraisal avoids or at least minimizes grievances of employees as

regards promotions, transfers, increments etc. Employees develop a sense of
confidence that injustice will not be done to any employee as performance
appraisal system is based on sound principles. Management is also not in a
position to make partiality/ favoritism when performance appraisal records are
maintained properly and used when required.
43
Human Resource Planning and Development
Performance appraisal facilitates human resource planning and development.

It suggests the type of manpower available. It is also possible to train or
develop the existing manpower as per the future needs of the enterprise. This
is possible through training development programs.
Employee Communication
Performance appraisal facilitates direct communication with the employees

through appraisal interview and post appraisal interviews. Such
communication guides provides more information to the mgmt. regarding the
expectations and feelings of the employees.
High Employee Morale
Scientific and impartial appraisal gets the support from the employees. They
feel that the management gives due importance to them and is genuinely
interested in their career development and wellbeing, this creates positive
impact on the mental make-up of employees. They treat management as their
friend, guide and well-wisher.
44
15.Use of Information Technology in Performance
Appraisal:
The rapid developments in the information technology have not left any
sphere of the human work life untouched. The organizations are growing in
size, functions, are working across nations and thus are becoming more and
more complex to handle. More and more organizations are integrating
information technology (IT) in their human resource (HR) activities to
improve their effectiveness.
Technology helps to measure and manage the employee performance. It helps

to automate the processes of HR and save time and cost and reduce the efforts
required and the paperwork. According to a survey, more than 30 percent of
the respondent organizations are already using or are planning to buy software
for the performance management in the organization.
To help and automate the processes of Performance appraisal management,

organizations are increasingly taking the help of various performance
management software like workforce performance management (WPM) suite
systems and talent management software which help to systematically record
all the data about the employee performance, pre-determined targets and the
results achieved, compensation, succession planning and other related HR
systems.
The various forms can be filled online and can be submitted to the HR.
The information is systematically stored in metrics where the current
employee performance can be compared with the targets and the standards.
These systems also help to analyze the training needs of the employees,
systematically monitor their progress and their review and feedback and the
improvement in the performances. Such software systems are provided by IT
45
companies which they help to implement and integrate in the processes of the
organizations.
The organizations today have the choice of buying a ready-to-use licensed
software package or can get a customized software system prepared according
to its own needs and requirements.
16. Current Global Trends in Performance Appraisal

Program:
The performance appraisal process has become the heart of the human
resource management system in the organizations. Performance appraisal
defines and measures the performance of the employees and the organization
as a whole. It is a tool for accessing the performance of the organization.
The important issues and points concerning performance appraisal in the

present world are:
• The focus of the performance appraisals is turning towards career

development relying on the dialogues and discussions with the
superiors.
• Performance measuring, rating and review systems have become

more detailed, structured and person specific than before.
• Performance related pay is being incorporated in the strategies used

by the organizations.
• Trend towards a 360-degree feedback system
46
• The problems in the implementation of the performance appraisal
processes are being anticipated and efforts are being made to
overcome them.
• In India, the performance appraisal processes are faced with a lot of

obstacles, the most prominent being the lack of quantifiable
indicators of the performance.
16.1 Global Trends

The emergence of following concepts and the following trends related to
Performance appraisal can be seen in the global scenario:
360 Degree Appraisal
360 degree feedback, also known as 'multi-rater feedback', is the most

comprehensive appraisal where the feedback about the employees’
employee on his job. Organizations are increasingly using feedback from
various sources such as peer input, customer feedback, and input from
superiors. Different forms with different formats are being used to obtain the
information regarding the employee performance.
Team Performance Appraisal
According to a wall street journal headline, “Teams have become

commonplace in U.S. Companies”. Most of the performance appraisal
techniques are formulated with individuals in mind i.e. to measure and rate the
performance of the individual employee. Therefore, with the number of teams
47
increasing in the organizations, it becomes difficult to measure and appraise
the performance of the team. The question is how to separate the performance
of the team from the performance of the employees. A solution to this problem
that is being adopted by the companies is to measure both the individual and
the team performance. Sometimes, team based objectives are also included in
the individual performance plans.
Rank and Yank Strategy
Also known as the “Up or out policy”, the rank and yank strategy refers to the
performance appraisal model in which best-to-worst ranking methods are used
to identify and separate the poor performers from the good performers. Then
the action plans and the improvement opportunities of the poor performers are
discussed and they are given to improve their performance in a given time
period, after which the appropriate HR decisions are taken. Some of the
organizations following this strategy are Ford, Microsoft and Sun
Microsystems.
The management of Future Retail Ltd- “BIG BAZAAR”currently follows the

‘360Degree’ appraisal method. This appraisal method involves the
confidential, anonymous feedback from the people who work around the
employee. This typically includes the Employee’s manager, peers and direct
reports. The feedback form includes questions that are measured on a rating
scale and also ask raters to provide written comments.
The person receiving feedback also fills out aself-rating survey that includes
the same survey questions.
Manager and Leaders within the organization use 360 feedback surveys to get
a better understanding of their strengths and weaknesses. The system
automatically tabulates the result and presents those in a format that helps the
48
feedback recipient create a development plan. Individual responses are always
combined with responses from other people (For e.g.-Manager) in the same
rater category in order to preserve anonymity and to give the employee a clear
picture of his/her greatest overall strengths and weaknesses.
17.The following are the reasons for the need 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.
• To diagnose the training and development needs of the future.
• Provide information to assist in the HR decisions like

promotions, transfers etc.
• Provide clarity of the expectations and responsibilities of the

functions to be performed by the employees.
49
• 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.
• Helps to strengthen the relationship and communication

between superior – subordinates and management –
employees.
Performance appraisal contributes to
• Making payroll and compensation decisions
• Training and development needs
• Identifying the gaps in desired and actual performance and its

cause
• Deciding future goals and course of action, Promotions,

demotions and transfers.
50
Chapter – III : Limitations
18. Problem:
The main challenges involved in the performance appraisal process are:
• Determining the evaluation criteria
• Create a rating instrument
• Lack of competence
• Errors in rating and evaluation
• Resistance
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems faced by

the top management. The performance data to be considered for evaluation
should be carefully selected. For the purpose of evaluation, the criteria
selected should be in quantifiable or measurable terms
51
Create a rating instrument
The purpose of the Performance appraisal process is to judge the performance

of the employees rather than the employee. The focus of the system should be
on the development of the employees of the organization.
Lack of competence
Top management should choose the raters or the evaluators carefully. They
should have the required expertise and the knowledge to decide the criteria
accurately. They should have the experience and the necessary training to
carry out the appraisal process objectively.
Errors in rating and evaluation
Many errors based on the personal bias like stereotyping, halo effect (i.e. one
trait influencing the evaluator’s rating for all other traits) etc. may creep in the
appraisal process. Therefore the rater should exercise objectivity and fairness
in evaluating and rating the performance of the employees
Resistance
The appraisal process may face resistance from the employees and the trade
unions for the fear of negative ratings. Therefore, the employees should be
communicated and clearly explained the purpose as well the process of
appraisal. The standards should be clearly communicated and every employee
should be made aware that what exactly is expected from him/her.
52
One of the common problems faced in the performance appraisal system is the
"Personal Prejudice" factor. In this case, the manager or the supervisor mainly
rates the employees on the basis of his personal likes and dislikes for the
employees.
19. Objectives of the Study:
Primary Objective
• 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.
• To strengthen the relationship and communication between superior -

subordinates and management - employees.
Secondary Objectives
• To diagnose the strengths and weaknesses of the individuals so as to

identify the training and development needs of the future.
53
• 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.
20.Limitations ofthe Study
This study is restricted to employees in the development division. Other

department employees are taken in the sample size. The sample size is
restricted to 100 due to time constraints. It was difficult to interact with the
employees since they were busy with the jobs assigned to them. This project
aims to provide the comprehensive analysis of the factors contributing to the
performance appraisal done by the management both qualitative and to some
extent quantitative.
In future, this can be extended to more number of sample size to get an overall
and a competent, effective and more efficient analysis, which satisfied the
needs of the employees to get better results, turnover and which contribute to
the profit margin increasing. Satisfaction of qualitative factors and needs,
certainly contributes more towards quantitative factors.
54
Chapter – IV: Research Methodology
21. Research Methodology:
Research refers search for knowledge. It is done in a systematic manner

through scientific analysis. A scientific study is always objective. Research
can be described as a systematic and organized effort to investigate a specific
problem encountered in the work setting that needs a solution. It comprises a
series of steps designed and executed, with a goal of finding answers to the
issues that are of concern in the work environment.
21.1 Definition
Research can be defined as an “organized, systematic, data-based, critical,

objective, scientific inquiry or investigation into a specific problem,
undertaken with the purpose of finding answers or solutions to it”.
55
21.2 Research Design
The research should be designed in such a way that the requisite data can be
gathered and analyzed to arrive at a solution. Studies may be either
exploratory in nature or descriptive, or may be conducted through testing
hypothesis. The more sophisticated and rigorous the research design is, the
greater the time, costs and other resources will be expended on the study.
DESCRIPTIVE RESEARCH
The type of research used in this study is the Descriptive Research, which
serves the purpose to the fullest extent since the whole portion of the study
was focusing on the performance of various mutual fund schemes in the
market.
Descriptive research studies are those, which are concerned with describing
the characteristics of a particular individual, or of a group. The major purpose
of this research is the description of state of affairs, as it exists at the present.
The researcher has no control over the variables and mostly seeks to measure
items such as preferences of people, impression of employees about the
organization, frequency of shopping etc.
56
21.3 Data Sources
Primary Data Sources:
Primary data is employed to collect the data from the respondents and the data
are collected with the help of questionnaires.
Questionnaire is a standardized from for collecting information to elicit

desired data from the respondents. A questionnaire consists of a set of
questions presented to a responded for his or her answers.
The questionnaire prepared in this study was mainly aimed at personal

interview and was contained open, multi-choice questions, dichotomous
questions and also checklists.
Secondary Data Sources:
The secondary data consists of information that already exists in records. This
data have been collected directly from the company’s annual report and
magazines.
57
21.4 Sampling Plan
21.4.1Population:
The members working in Big Bazaar Chandigarhand Big Bazaar Zirakpur

comprise the population for this study.
21.4.2Sample Procedure:
Sampling is that part of statistical practice concerned with the selection of

individual observations intended to yield some knowledge about a population
of concern, especially for the purposes of statistical inference. Each
observation measures one or more properties (weight, location, etc.) of an
observable entity enumerated to distinguish objects or individuals. Survey
weights often need to be applied to the data to adjust for the sample design.
Results from probability theory and statistical theory are employed to guide
practice.
The sampling process comprises several stages:
• Defining the population of concern
58
• Specifying a sampling frame, a set of items or events possible to
measure
• Specifying a sampling method for selecting items or events from

the frame
• Determining the sample size
• Implementing the sampling plan
• Sampling and data collecting
• Reviewing the sampling process
The following are the various types of sample procedures:
• Simple random sampling
• Systematic sampling
• Stratified sampling
• Cluster sampling
• Multi-stage sampling
59
Simple Random Sampling
With simple random sampling, each item in a population has an equal chance
of inclusion in the sample. For example, each name in a telephone book could
be numbered sequentially. If the sample size was to include 2,000 people, then
2,000 numbers could be randomly generated by computer or numbers could be
picked out of a hat. These numbers could then be matched to names in the
telephone book, thereby providing a list of 2,000 people.
The advantage of simple random sampling is that it is simple and easy to apply
when small populations are involved. However, because every person or item
in a population has to be listed before the corresponding random numbers can
be read, this method is very cumbersome to use for large populations.
Systematic Sampling
Systematic sampling, sometimes called interval sampling, means that there is a

gap, or interval, between each selection. This method is often used in industry,
where an item is selected for testing from a production line (say, every fifteen
minutes) to ensure that machines and equipment are working to specification.
Alternatively, the manufacturer might decide to select every 20th item on a

production line to test for defects and quality. This technique requires the first
item to be selected at random as a starting point for testing and, thereafter,
every 20th item is chosen.
60
This technique could also be used when questioning people in a sample
survey. A market researcher might select every 10th person who enters a
particular store, after selecting a person at random as a starting point; or
interview occupants of every 5th house in a street, after selecting a house at
random as a starting point.
It may be that a researcher wants to select a fixed size sample. In this case, it is
first necessary to know the whole population size from which the sample is
being selected. The appropriate sampling interval, I, is then calculated by
dividing population size, N, by required sample size, n is I=N/n.
All students would be assigned sequential numbers. The starting point would
be chosen by selecting a random number between 1 and 20. If this number was
9, then the 9th student on the list of students would be selected along with
every following 20th student. The sample of students would be those
corresponding to student numbers 9, 29, 49, 69 ... 9929, 9949, 9969 and 9989.
The advantage of systematic sampling is that it is simpler to select one random

number and then every ‘It’ (e.g. 20th) member on the list, than to select as
many random numbers as sample size. It also gives a good spread right across
the population. A disadvantage is that you may need a list to start with, if you
wish to know your sample size and calculate your sampling interval.
Stratified Sampling
Stratified random sampling is the sampling procedure that divides the

population under study into mutually exclusive sub populations, and then
61
selects random samples from each of these sub populations. The sub
populations are determined in such a way that the parameter of interest is
fairly homogenous within a sub population. By doing so, the variability of the
population parameter within each sub population should be considerably less
than its variability for the entire population.
Example for this type of sampling procedure is while determining the

distribution of incomes among engineers in the Bay Area, we can divide the
population of engineers into sub populations corresponding to each major
engineering specialty (electrical, chemical, mechanical, civil, industrial, etc.).
Random samples can then be selected from each of these sub populations of
engineers. The logic behind this sampling structure is the reasonable
assumption that the income of an engineer depends, to a large extent, on his
particular specialty.
Cluster Sampling
Cluster sampling divides the population into groups, or clusters. A number of

clusters are selected randomly to represent the population, and then all units
within selected clusters are included in the sample. No units from non-selected
clusters are included in the sample. They are represented by those from
selected clusters. This differs from stratified sampling, where some units are
selected from each group.
Example for this type of sampling procedure is while conducting a poll of

voter preferences for a statewide election, we can randomly select
congressional districts (or some other applicable grouping of voters), and then
conduct the poll among the people in the chosen congressional district. Many
62
voter polls that utilize cluster sampling would carefully choose their clusters
so that they best represent the voter preferences for the whole state.
Among the various sampling procedures stratified sampling is used for

deriving the sample size. Stratified sampling divides the population under
study into mutually exclusive sub populations, and then selects random
samples from each of these sub populations. The sub populations are
determined in such a way that the parameter of interest is fairly homogenous
within a sub population.
21.4.3SAMPLE SIZE
For this study 100 members from the development team are taken into
consideration. Separate questionnaire is given to them. Hence it will be easy
for assessing the feedback from them.
21.5 Data Analysis Techniques
The following tools are used in this study:
1. Chi-Square Analysis
2. Simple percentage analysis
63
Chi-Square Analysis
Chi-square test is used to determine if there is any association between two

opinions. It is also used to find the effectiveness of any opinion or preferences.
Chi-square is a non-parametric test used by marketing researcher to test
hypothesis. This test is employed for testing hypothesis when distribution of
population is not known and when nominal data is to be analyzed. If the
calculated value is greater than the table value then alternative hypothesis
(HA) is accepted. If calculated value is less than table value then null
hypothesis is (HO) is accepted.
Simple Percentage Analysis
A questionnaire having multiple choices is prepared and given to respondents

fixed as sample size. The answers given by the respondents are consolidated.
For each question, the total number of responses is tabulated. From the
responses the percentage of response for each choice is calculated. The results
are represented in the form of charts.
22. Relationship Between Timing Of Appraisals Versus

Insight To Appraisee’sStrength and Weakness:
To test the significant relationship between timing of appraisals versus insight

to appraisee’s strength and weakness
64
Null Hypothesis :( Ho)
Timing of appraisals is independent of insight to appraisee’s strength and

weakness.
Alternative Hypothesis: (H1)
Timing of appraisals is dependent of insight to appraisee’s strength and

weakness.
Table 22.1 –Timing of Appraisals vs. Insight toAppraisee’s
Strength and Weakness
Observed andExpected Frequency Table
INSIGHT TO APPRAISEE’S
STRENGTH AND WEAKNESS
TIMING OF TOTAL
Yes No
APPRAISALS
O E O E
65
Monthly 42 48 21 15 63
Quarterly 10 8 8 10 18
Half Yearly 9 6.8 2 4.2 11
Annual 6 4 2 4 8
Anytime 0 0.2 0 -0.2 0
TOTAL 67 33 100
Table 22.2 - Timing of Appraisals vs. Insight toAppraisee’s
Strength and Weakness:
Calculation ofChi Square Value
(O – E)²
O E O-E (O – E)²
E
42 48 -6 36 0.75
21 15 6 36 2.4
10 8 2 4 0.5
8 10 -2 4 0.4
9 6.8 2.2 4.84 0.7118
2 4.2 -2.2 4.84 1.1524
6 4 2 4 1
2 4 -2 4 1
0 0.2 -0.2 0.04 0.2

0 -0.2 0.2 0.04 -0.2
42 48 -6 36 0.75
66
21 15 6 36 2.4
Total 7.9142
Calculated F = 7.9142
Degree of freedom = (2-1) (5-1) = 4
Tabulated F = 4.6041 at 1%
Calculated F > Tabulated F
Inference
Since Calculated F > Tabulated F, implies the alternative hypothesis, which

says timing of appraisals is dependent of insight to appraisee’s strength and
weakness.
23. Relationshipbetween Appraiser Versus

Communication Between Top Management And Staff:
To test the significant relationship between Appraiser vs. Communication

between top management and staff.
Null Hypothesis (Ho)
Appraiser is independent of communication between top management and

staff.
67
Appraiser is dependent of communication between top management and staff.
Table 23.1 – Appraiser vs. Communication Between
Top Management and Staff:
Observed andExpected Frequency Table
COMMUNICATION BETWEEN
TOP MANAGEMENT AND STAFF
TOTAL
APPRAISER Yes No
O E O E
Immediate Supervisor 58 68 30 20 88
Peer Appraisal 2.2 3.2 3.8 2.8 6
Rating Committees 36 23.2 -32 -19.2 4
Self-Rating 0 2 0 -2 0
Appraisal by Subordinates 1.8 1.6 0.2 0.4 2
TOTAL 98 2 100
68
Table 23.2 – Appraiser vs. Communication Between
Calculation ofChi Square Value
(O – E)²
O E O-E (O – E)²
E
58 68 -10 100 1.4706

30 20 10 100 5
2.2 3.2 -1 1 0.3125
3.8 2.8 1 1 0.3571
36 23.2 12.8 163.84 7.0621
-32 -19.2 -12.8 163.84 -8.5333
0 2 -2 4 2
0 -2 2 4 -2
1.8 1.6 0.2 0.04 0.025
0.2 0.4 -0.2 0.04 0.1
Total 5.794
69
Inference
Since Calculated F > Tabulated F implies alternative hypothesis, which says

Appraiser is dependent of communication between top management and staff.
24. Relationship betweenEffectOf A Poor Appraisal

System Versus Self Rating In Performance Appraisal:
To test the significant relationship between effect of a poor appraisal system

vs. self-rating in performance appraisal.
The effect of a poor appraisal system is independent of self-rating in

performance appraisal.
The effect of a poor appraisal system is dependent of self-rating in

performance appraisal.
70
Table 24.1 –Effect ofa Poor Appraisal System versus Self
Rating InPerformance Appraisal:
Observed andExpected Frequency Table:
SELF RATING IN
PERFORMANCE
EFFECT OF
POOR Yes No TOTAL
APPRAISAL SYSTEM
O E O E
De-motivation 4 10 70 64 74
Retention 1 1 2 2 3
Ineffective teamwork 11 5 12 18 23
TOTAL 16 84 100
Table 24.2 – Effect ofa Poor Appraisal System versus Self

Rating In Performance Appraisal:
Calculation of Chi Square Value:
(O – E)²
O E O–E (O – E)²
E
4 10 -6 36 3.6
70 64 6 36 0.5625
1 1 0 0 0
2 2 0 0 0
11 5 6 36 7.2
12 18 -6 36 2
Total 13.3625
71
Calculated F= 13.3625
Inference
Since Calculated F > Tabulated F implies the alternative hypothesis, which

says rating of performance appraisal system with reference to planning of
work is dependent of action after performance appraisal.
25. RelationshipbetweenRating Of Performance

Appraisal System With Reference To Planning Of
Work Versus Support From Subordinates:
To test the significant relationship between ratings of performance appraisal

system with reference to planning of work vs. support from subordinates.
72
Rating of performance appraisal system with reference to planning of work is

independent of support from subordinates.
Rating of performance appraisal system with reference to planning of work is

dependent of support from subordinates.
Table 25.1–Rating of Performance Appraisal System With

Reference To Planning Of Work versus Support from
Subordinates:
Observed and Expected Frequency Table:
SUPPORT FROM SUBORDINATES

RATING OF
PERFORMANCE Yes No
TOTAL
APPRAISAL SYSTEM
WITH REFERENCE TO O E O E
PLANNING WORK
1 2 3 2 1 4
2 8 7 0 1 8
3 17 16 0 1 17
4 56 58 4 2 60
5 11 10 0 1 11
TOTAL 94 6 100
73
Table 25.2 – Rating ofPerformance Appraisal System With
Reference To Planning Of Work versus Support from
SubordinatesCalculation ofChi Square Value:
(O – E)²
O E O–E (O – E)²
E
2 3 -1 1 0.3333
2 1 1 1 1
8 7 1 1 0.1429
0 1 -1 1 1
17 16 1 1 0.0625
0 1 -1 1 1
56 58 -2 4 0.069
4 2 2 4 2
11 10 1 1 0.1
0 1 -1 1 1
Total 6.7077
Calculated F > Tabulated
74
Inference
Since Calculated F > Tabulated F implies the alternative hypothesis, which

says rating of performance appraisal system with reference to planning of
work is dependent of action after performance appraisal.
26. SIMPLE PERCENTAGE ANALYSIS:
Table 26.1 –Table Showing Data Regarding Purpose

OfAppraisal System:
Purpose of Appraisal System No. of Percentage

Respondents
Determination of promotion or transfer 10 10
Salary Administration andBenefits 11 11
Decision to layoff 15 15
Guideline for training plan 18 18
Assistance in goal 20 20
An insight into your strengths and 26 26
weakness
Total 100 100
75
Figure 26.1.1–Chart Showing Data Regarding Purpose
ofAppraisal System:
Purpose of Appraisal System
Number of Respondents
An insight into your strengths and weakness 26

Assistance in goal 20
Guideline for training plan 18
Decision to layoff 15
Salary Administration and Benefits 11
Determination of promotion or transfer 10
Inference
Out of 100 respondents, 26% of the respondents say that the purpose of
appraisal system is an insight into the strengths, 20% of them say assistance in
goal, 18% say guideline for training plan, 15% say decision to layoff, 11% say
salary administration and benefits and balance 10% of them say determination
of promotion or transfer.
Table 26.2 – Table Showing Data Regarding Performance

ofAppraisal System With Reference To Planning Of Work:
Performance Appraisal System No. of

Percentage
Rating with reference to Respondents
planning of work
1 4 4
2 8 8
3 17 17
4 60 60
5 11 11
Total 100 100
76
Figure 26.2.1 – Chart Showing Data Regarding Performance
ofAppraisal System With Reference To Planning Of Work:
Perform ance Appraisal System w ith reference to

planning of w ork
27%
20%
1
2
3
4
13% 5
7% 33%
Inference
Out of 100 respondents, 33% of the respondents give highest ranking (rank –
5) about planning of work based on performance appraisal system, 27% give
the next higher ranking (rank – 4), 20% give rank 3, 13% give rank 2 and
balance 7% give the least ranking (rank – 1).
77
Table 26.3 – Table Showing Data Regarding Support From
Subordinates:
Support from subordinates No. of Percentage

Respondents
Yes 94 94
No 6 6
Total 100 100
Figure 26.3.1 – Chart Showing Data Regarding Support

From Subordinates:
Support from subordinate
94%
Yes
No
6%
78
Inference
Out of 100 respondents, 94% of the respondents agree that they get support
from their subordinates and balance 6% say that they do not get support from
their subordinates.
Table 26.4 – Table Showing Data Regarding Preferred

Appraisal System:
Preferred Appraisal System No. of Percentage

Respondents
Assessment center 2 2
MBO 14 14
BARS 12 12
360 degree feedback 68 68
Balance scorecard 4 4
Total 100 100
79
Figure 26.4.1 – Chart Showing Data Regarding Preferred
Appraisal System:
Preferred Appraisal System
Assessment
centre
MBO
68%
12% BARS
360 degree
feedback
14%
Balance scorecard
2%4%
80
Inference
While mentioning about the preferred appraisal system, 68% of the

respondents voted for 360 degree feedback, 14% for Management by
Objective (MBO), 12% for Behaviorally Anchored Rating Scales (BARS), 4%
for Balance scorecard and balance 2% for Assessment Centre.
Table 26.5 –Table Showing Data Regarding Performance

Appraisal Criteria:
No. of
Performance Appraisal Criteria Percentage
Respondents
Quantitative outcome criteria 17 17

Qualitative process criteria 62 62
Quantitative process criteria 21 21
Total 100 100
81
Figure 26.5.1 –Chart Showing Data Regarding Performance
Appraisal Criteria:
Performance Appraisal Criteria
62%
Quantitative outcome
criteria
Qualitative process criteria
Quantitative process
criteria
17%
21%
Inference
While mentioning about the performance appraisal criteria, 62% of the

respondents voted for quantitative outcome criteria, 21% for qualitative
process criteria and balance 17% for quantitative process criteria.
82
Table 26.6 –Table Showing Data Regarding Timing
OfAppraisals:
No. of
Timing of Appraisals Percentage
Respondents
Monthly 63 63
Quarterly 18 18
Half Yearly 11 11
Annual 8 8
Anytime 0 0
Total 100 100
Figure 26.6.1 –Chart Showing Data Regarding Timing

ofAppraisals:
Timing of Appraisals
63%
Monthly
Quarterly
Half Yearly
18% Annual
Anytime
0% 8% 11%
83
Inference
While mentioning about timing of appraisals, 63% of the respondents voted

for monthly, 18% voted for quarterly, 11% voted for half yearly, 8% for
annually and nobody voted for anytime.
Table 26.7 –Table Showing Data Regarding Effect Of
Poor Appraisal System:
Effect of Poor Appraisal No. of

Percentage
System Respondents
De-motivation 74 74
Retention 3 3
Ineffective teamwork 23 23
Total 100 100
84
Figure 26.7.1 –Chart Showing Data Regarding Effect Of
Poor Appraisal System:
Effect of Poor Appraisal System
74%
De-motivation
Retention
3% Ineffective
teamwork
23%
Inference
Regarding the effect of poor appraisal system, 74% of the respondents felt as
de-motivation, and 23% felt as ineffective teamwork and balance 3% felt as
retention.
85
Table 26.8 –Table Showing Data Regarding Communication
between Top Management and Staff:
Communication between top No. of Percentage

management and staff Respondents
Yes 98 98
No 2 2
Total 100 100
86
Figure 2.4.2.8 – Chart Showing Data Regarding
Communication Between:
Communication between top management

and staff
98%
Yes
No
2%
87
Inference
Out of 100 respondents, 98% of them agree that appraisal system provide a
good communication between top management and staff whereas balance 2%
of them do not agree with that.
Table 26.9 – Table Showing Data Regarding Insight To
Appraisee’sStrength and Weakness:
Insight to Appraisee’s strength No. of Percentage

and weakness Respondents
Yes 67 67
No 33 33
Total 100 100
88
Figure 26.9.1 –Chart Showing Data Regarding Insight To
Appraisee’sStrength and Weakness:
Insight to Appraisee’s strength and weakness
67%
Yes
No
33%
Inference
Out of 100 respondents, 67% of them agree that appraisal system gives insight
to appraisee’s strength or weakness and balance 33% of them do not agree
with that.
89
Table 26.10 – Table Showing Data Regarding Consideration Of
Employee’s Comments And Suggestions:
Consideration of employee’s No. of Percentage

comments and suggestions Respondents
Yes 24 24
No 76 76
Total 100 100
Figure 26.10.1 –Chart Showing Data Regarding Consideration

of Employee’s Comments and Suggestions
Consideration of Employee’s comments and

suggestions
76%
Yes
No
24%
90
Inference
Out of 100 respondents, 76% of them agree that employee’s comments and
suggestions taken into consideration before the appraisal and balance 24% of
them do not agree with that.
Table 26.11 –Table Showing Data Regarding Appraiser:
No. of
Appraiser Percentage
Respondents
Immediate supervisor 88 88
Peer appraisal 6 6
Rating committees 4 4
Self-rating 0 0
Appraisal by subordinates 2 2
Total 100 100
91
Figure 26.11.1 –Chart Showing Data Regarding Appraiser:
Appraiser
Immediate
supervisor
88% Peer appraisal
Rating committees
2% Self-rating
0%
Appraisal by
4%
subordinates
6%
Inference
While mentioning about appraiser, 88% of the respondents say it as their

immediate supervisor, 6% of them say it as peer appraisal, 4% of them say it
as rating committees, 2% of them say as appraisal by subordinates and nobody
opted for self-rating.
Table 26.12 –Table Showing Data Regarding Clear

Understanding of theAppraisee’sJob:
Clear understanding of the No. of Percentage

Appraisee’s job Respondents
Yes 91 91
No 9 9
Total 100 100
92
Figure 26.12.1 –Chart Showing Data Regarding Clear
Understanding of theAppraisee’sJob:
Understanding of the Appraisee’s job
91%
Yes
No
9%
Inference
Out of 100 respondents, 91% of them agree that performance appraisal is

successful in giving a clear understanding of the appraisee’s job to both
appraiser and appraise but 9% of them do not agree with that.
Table 26.13 –Table Showing Data Regarding Communication

ofAppraisal Standards to Employees:
Communication of Appraisal No. of Percentage

standards to employees Respondents
Yes 87 87
No 13 13
Total 100 100
Figure 26.13.1 –Chart Showing Data Regarding
Communication ofAppraisal Standards to Employees:
93
Communication of Appraisal standards to
employees
87%
Yes
No
13%
Inference
Out of 100 respondents, 87% of them agree that performance appraisal is

carried out communicated to the employees beforehand but 9% of them do not
agree with that.
94
Table 26.14 –Table Showing Data Regarding Self Rating
In Performance Appraisal:
Self-Rating in Performance No. of Percentage

Appraisal Respondents
Yes 16 16
No 84 84
Total 100 100
Figure 26.14.1 –Chart Showing Data Regarding Self Rating
In Performance Appraisal:
Self Rating in Performance Appraisal
84%
Yes
No
16%
Inference: Out of 100 respondents, 84% of them say that they will give an
opportunity to the appraise to rate his own performance but 16% of them do
not agree with that.
95
Table 26.15 –Table Showing Data Regarding Action After
Performance Appraisal:
Action after Performance No. of Percentage

Appraisal Respondents
Yes 100 100
No 0 0
Total 100 100
Figure 26.15.1 – Chart Showing Data Regarding Action After
Performance Appraisal:
Action after Performance Appraisal
100%
Yes
No
0%
Inference:
Among 100 respondents, all the respondents have reported that act upon the
results of your performance appraisal.
96
Chapter – V: Findings & Conclusion
27. Findings
• Out of 100 respondents, 26% of the respondents say that the purpose of
appraisal system is an insight into the strengths, 20% of them say
assistance in goal, 18% say guideline for training plan, 15% say decision
to layoff, 11% say salary administration and benefits and balance 10% of
them say determination of promotion or transfer.
• Out of 100 respondents, 33% of the respondents give highest ranking

(rank – 5) about planning of work based on performance appraisal
system, 27% give the next higher ranking (rank – 4), 20% give rank 3,
13% give rank 2 and balance 7% give the least ranking (rank – 1).
• Out of 100 respondents, 94% of the respondents agree that they get
support from their subordinates and balance 6% say that they do not get
support from their subordinates.
• While mentioning about the preferred appraisal system, 68% of the

respondents voted for 360 degree feedback, 14% for Management
byObjective (MBO), 12% for Behaviorally Anchored Rating Scales
(BARS), 4% for Balance scorecard and balance 2% for Assessment
Centre.
97
• While mentioning about the performance appraisal criteria, 62% of the
respondents voted for quantitative outcome criteria, 21% for qualitative
process criteria and balance 17% for quantitative process criteria.
• While mentioning about timing of appraisals, 63% of the respondents

voted for monthly, 18% voted for quarterly, 11% voted for half yearly,
8% for annually and nobody voted for anytime.
• Regarding the effect of poor appraisal system, 74% of the respondents

felt as de-motivation, and 23% felt as ineffective teamwork and balance
3% felt as retention.
• Out of 100 respondents, 98% of them agree that appraisal system provide
a good communication between top management and staff whereas
balance 2% of them do not agree with that.
• Out of 100 respondents, 67% of them agree that appraisal system gives
insight to appraisee’s strength or weakness and balance 33% of them do
not agree with that.
• Out of 100 respondents, 76% of them agree that employee’s comments

and suggestions taken into consideration before the appraisal and balance
24% of them do not agree with that.
98
• While mentioning about appraiser, 88% of the respondents say it as their
immediate supervisor, 6% of them say it as peer appraisal, 4% of them
say it as rating committees, 2% of them say as appraisal by subordinates
and nobody opted for self-rating.
• Out of 100 respondents, 91% of them agree that performance appraisal is

successful in giving a clear understanding of the appraisee’s job to both
appraiser and appraise but 9% of them do not agree with that.
• Out of 100 respondents, 87% of them agree that performance appraisal is

carried out communicated to the employees beforehand but 9% of them
do not agree with that.
• Out of 100 respondents, 84% of them say that they will give an
opportunity to the appraise to rate his own performance but 16% of them
do not agree with that.
• Among 100 respondents, all the respondents have reported that act upon
the results of your performance appraisal.
99
• 28.Suggestions
Regarding the purpose of appraisal system majority of the respondents feel

that it as an assistance, guideline for training plan and determination of
promotion and salary benefits. Hence management should take steps to create
awareness about the purpose of appraisal system.
In the total strength, almost 50% of the respondents have given rating such
that appraisal system helps to plan their work. However steps can be taken to
explain about the benefits of appraisal system so that all the employees will
get benefited.
Majority of the respondents agree that they get support from their
subordinates. Hence measures should be taken to maintain the relationship
between employees and their subordinates.
The feedback from the respondents show that majority of them are interested
in 369 degree feedback method of appraisal system. 360 degree feedback is
the most comprehensive appraisal where the feedback about the employees’
employee on his job. It consists of four integral components namely self-
appraisal, superior’s appraisal, and subordinate’s appraisal and peer appraisal.
Hence management should adopt it and get the goodwill of the employees.
100
While mentioning about the performance appraisal criteria, majority of the
respondents opted for quantitative outcome criteria whereas the rest opted
from qualitative process criteria and quantitative process criteria. So, steps
should be taken to explain the details about the performance appraisal criteria
to the employees.
Regarding the timing of appraisals majority of the respondents opted for

monthly, few of them opted for quarterly and annual. From this it is clear that
employees are very much interested in increasing the frequency of appraisal.
While discussing about the effect of poor appraisal system, majority of the
respondents felt as de-motivation and hence there is a requirement for
changing poor appraisal system because de-motivation may lead to poor
production outcome.
98% of the respondents agree that appraisal system has provided a good
communication between top management and staff. The management should
continue to retain this stage which will lead to team work and thereby improve
the productivity.
67% of the respondents feel that the appraisal system gives insight to their
strength or weakness and balance 33% of them do not agree with that. During
each and every appraisal employees should be made known about their
101
strength or weakness so that they can change it. Then they can get better
appraisal next time and it will be a motivation for them.
Majority of the respondents agree that their comments and suggestions are
taken into consideration before the appraisal. However few respondents do not
agree with that. Hence the management should consider the comments and
suggestions of all the employees without any personal distress.
Regarding the appraiser, majority of the respondents prefer their immediate

supervisor as appraiser. However, few of them opt for peer appraisal, rating
committees and appraisal by subordinates. This difference of opinion can be
overcome by following 360 degree feedback appraisal method in which
appraisal is done by getting feedback from all levels.
Majority of the respondents agree that performance appraisal is successful in

giving a clear understanding of the appraisee’s job to both appraiser and
appraise. Management should try to continue this stage by having frequent
discussion with the employees.
87% of the respondents agree that performance appraisal is carried out

communicated to the employees beforehand but 9% of them do not agree with
that. This shows that the details about standards of performance appraisal are
not reached to the entire mass of the employees. So, steps should be taken for
overcoming this problem.
102
Most of the respondents felt that they can be given an opportunity to rate their
own performance. This can be done by adopting the 360 degree feedback
appraisal method.
All the respondents have reported that they act upon the results of the
performance appraisal. This shows that they are ready to rectify their mistakes
if it is pointed out correctly. Hence during each and every appraisal individual
discussion should be held with all the employees to point out their mistakes so
that they can rectify it and get appraisal next time.
103
29.Bibliography
• Dick Grote (2002), ‘The Performance Appraisal Question and

Answer Book: A Survival Guide for Managers’, AMACOM
• James W. Smither (1998), ‘Performance Appraisal: State of the Art

in Practice’, Pfeiffer
• Joseph A. Maxwell (2004), ‘Qualitative Research Design: An

Interactive Approach’, Sage Publications
• Mike Deblieux (2003), ‘Performance Appraisal Source Book: A

Collection of Practical Samples’, Society For Human Resource
Management
• William M. K. Trochim (2005), ‘Research Methods: The Concise

Knowledge Base’, Atomic Dog Publications
104
30. Annexure
A Survey about Performance Appraisal System

(With special reference to Big Bazaar-Future Retail Ltd.)
Name : ___________________________________
Designation: ___________________________________
Contact No: ___________________________________
1. What is the purpose of Performance appraisal?
 Salary Administration and Benefits

 Retain performing employees
 Determination of promotion or transfer
 Decision on layoff
 Assistance in goal
 Guideline for training Plan
 All Above
 Other
2. Is the Performance Appraisal helping you to plan your work well?
1 2 3 4 5
(1 = Least helpful; 5 = Most helpful)
105
3. Does the system provide you a chance to communicate the support you
need from your subordinates to perform the job well.
 Yes
 No
4. Which appraisal system do you think as the best?
 Assessment Centre
 MBO
 BARS
 360 degree feedback
 Balance scorecard
5. Performance Appraisal criteria
 Quantitative outcome criteria (Sales volume, Sales price,

Productivity, Goal accomplishment rate)
 Qualitative process criteria (Quality of product or service,

Customer satisfaction)
 Quantitative process criteria (Efficiency, Cost/expenses,

Attendance)
 All Above
106
6. Timing of Appraisals
 Monthly
 Quarterly
 Half Yearly
 Annual
 Anytime
7. What do you think is the effect of a poor appraisal system
 De-motivation
 Retention
 Ineffective teamwork
8. does the appraisal system provide a good communication between the

top-management plans and business goals to staff below?
 Yes
 No
 Neutral
9. Does it give insight to appraise regarding his strength or weakness?

 Yes
 No
 Neutral
10. Are employee’s comments and suggestions taken into consideration

before the appraisal?
 Strongly Agree
 Agree
107
 Disagree
 Strongly Disagree
11. Who conducts the performance appraisal?

 Immediate supervisor
 Peer appraisal
 Rating committees
 Self-rating
 All
12. Is the performance Appraisal successful in giving a clear understanding

of the appraisee’s job to both appraiser and appraise?
 Yes
 No
 Neutral
13. Are the standards on the basis of which the performance appraisal is
carried out communicated to the employees beforehand?
 Strongly Agree
 Agree
 Strongly Disagree
 Disagree
14. Do you give an opportunity to the appraise to rate his own performance?
 Yes
108
 No
15. Do you act upon the results of your performance appraisal?
 Yes
 No
16. If yes, then mention the remedial measures taken?
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
____________________________________
109

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G.L.

Under the Guidance of: Submitted By:

the best of my knowledge and belief. It contains no material previously

published or written by another person nor material which to a substantial

Name: Sanya Yadav

Place- Greater Noida

M.B.A 2nd Year

3. Objectives & Limitations

5. Findings & Conclusion

S.No Topic Page

As India’s leading retailer, Future Retail inspires trust through innovative

1.1 About the Company

▪ Type – Public company

▪ Industry – Retailing and Lifestyle

▪ Revenue - 110 billion (US$1.7 billion) crores (in 2012)

▪ Number Of employees – 36000 people

▪ Parent – Future group

▪ Slogan – Making India Beautiful

1.2 STP of Big Bazaar

▪ Segment – Price Sensitive group

▪ Target Group – upper middle class lower middle class

▪ Positioning – Family favourite retail store

▪ We will be the trendsetters in evolving delivery formats, creating retail

▪ We shall infuse Indian brands with confidence and renewed ambition.

▪ We shall ensure that our positive attitude, sincerity, humility and

1.4 Core Values

• Indianness: confidence in ourselves.

• Leadership: to be a leader, both in thought and business.

• Respect & Humility: to respect every individual and be humble in our

• Introspection: leading to purposeful thinking.

• Openness: to be open and receptive to new ideas, knowledge and

• Valuing and Nurturing Relationships: to build long term

• Simplicity & Positivity: Simplicity and positivity in our thought,

business and action.

• Adaptability: to be flexible and adaptable, to meet challenges.

Vijay Kumar Chopra

At Future Group, corporate social responsibility, inclusive growth and

We believe the challenges of inequity in our robust and growing domestic

Future Group targets long-term sustainability in its businesses

• Online shopping destination, Amazon

• Future Consumer Enterprises Limited acquired one of the India's oldest

• Future Supply Chain acquired New Delhi based processed-foods supply

• Future Group partnered with world's leading customer science

• Future Group announced its strategic tie-up with SAP company

• Home Town underwent a complete makeover with a new tagline, 'The

• Future Group's premium food destination Food hall launched in Saket,

• A New Generation Big Bazaar, Big Bazaar Family Centre was

Business Leadership Award

Best 3PL Solutions Award By Indian Chamber of Commerce

Top 100 Most Talented Global HR leaders

Images Excellence Awards for Largest National Expansion

Images Most Admired Food & Grocery Retailer of the Year

1.10 Schemes and Innovations

The concept of Wednesday Bazaar was promoted as 'HafteKaSabseSasta Din'

Introduced on 12 February 2009, 'The Great Exchange Offer' allows customers

All three scheme are active till date 2015

Strength Weakness Opportunity Threats

Performance appraisals are widely used in the society. The history of

Performance appraisal is necessary to measure the performance of the

Performance appraisal helps to rate the performance of the employees and

Performance appraisals are essential for the effective management and

Annual performance appraisals enable management and monitoring of

Performance appraisals are important for staff motivation, attitude and