A PROJECT REPORT

ON
“THE STUDY OF PERFORMANCE APPRAISAL IN
MPPKVVCL”

SESSION: 2022-23

Submitted in partial fulfillment of Degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF BUSINESS ADMINISTRATION APSU

REWA (M.P)

Under the Supervision of

DR. ASHOK TIWARI

Submitted By
Aditya Pandey
MBA 2RD SEMESTER
FORWARD

I hereby forward the project entitled on the topic “A study on

PERFORMANCE APPRAISAL At MPPKVVCL, Jabalpur” submitted
by Aditya Pandey, student of MBA (Human Resource) course
from Department Of Business Administration, Awadhesh
Pratap Singh University Rewa M.P. in partial fulfilment of the
requirement for the award of the degree of Master of Business
Administration for the subject MS- 303 Evaluation of On-Site
Training Report and Viva Voce of the syllabus of APSU
Rewa(M.P.).

HEAD OF DEPARTMENT
Dr. ATUL PANDEY
DECLARATION

I hereby declare that the project entitled “A Study On

PERFORMANCE APPRAISAL At MPPKVVCL, Jabalpur”, which
is being submitted in partial fulfilment of the requirement for the
award of the degree of MBA (Human Resource) is a record of bonfide
project work carried out by me under the guidance of Prof. ATUL
PANDEY , Awadhesh Pratap Singh University, Rewa, (M.P.). The
report is an authentic record and all the information and facts
furnished by me are true to my knowledge and are based on the
information collected through primary and secondary research done
by me.

The matter reported in this project is neither being used elsewhere nor
has been submitted earlier for the award of degree of Master of
Business Administration.

ADITYA PANDEY
M.B.A. 2nd Sem. (HR)
A.P.S. University Rewa
ACKNOWLEDGEMENT

It was a great privilege for me to performing project in such emerging

topic
“A Study on PERFORMANCE APPRAISAL at MPPKVVCL
Jabalpur”.
The completion of this report would have been dream without the
help and co-operation of the Authority of the company who gave me
their precious time and attention for the collection of information
needed for the report.
I express my heartfelt gratitude to the respected Dr. A. K. Tiwari ,
GM (Training) of M.P.P.K.V.V.C.L. Jabalpur without whom I would
have not got this exposure of learning, his inspiring guidance,
cooperation and constructive criticism helped me a lot throughout this
training period.
I am also thankful to Prof. Prashant Dutta, Prof. Neha Kandhari and
Prof. Vandana Patel from CTI group, Jabalpur for helping me in this
project report.
I would also like to thank all the staff members of the CGM HR
OFFICE , MPPKVVCL, Jabalpur for their kind co-operation and
facilities throughout this project.

ADITYA PANDEY
M.B.A. 2nd Sem. (HR)
A.P.S. University Rewa
 INDEX

Sr. No. Particulars

Page No.

Executive Summary 1
1.

Introduction of Topic 2 - 15
2.

Company Profile 16 – 28
3.

Objective of The Study 29

4.

Research Methodology 30 - 39
5.

Data Analysis & Interpretation 40 - 57

6.

Findings & Suggestions 58 - 61

7.

Limitations 62
8.

Conclusion 63 – 64
9.

Bibliography 65
10.
CHAPTER 1: EXECUTIVE SUMMARY
Human Resource Management focuses on the most key element of the
organization. There are several resources needed by the organization but most
effective one is the human resources. Human resource functions are broadly
recognized by all organization, among these important functions performance
appraisal is a remarkable one. The report of the internship has been titled as; “A
Study on Employees Performance Appraisal of MPPKVVCL”. The study
basically based on the study overall employees’ performance appraisal.
Literally, performance appraisal, performance assessment and performance
management, all the terms refer to the process of comparing the actual
performance with the relative standards, here employees performances are
evaluated to determine the extent to which employees performances contribute
to strategize organization goals.
“The internship is an integral part of the MBA PROGRAM. The organization
that I choose for my internship is MPPKVVCL, JABALPUR (M.P.), During my
six week internship, I learnt many application of management which enhances
my skills is real manner.
A STUDY OF PERFORMANCE APPRAISAL SYSTEM IN MPPKVVCL
JABALPUR” was the topic I choose for my project I analyzed how
performance appraisal is important for the employees for analysis, data is
collected from the trainees (employees) I also analyzed the working
environment of the center and collected feedback. The feedback and
suggestions from staff members were taken, compiled and interpreted as result.
The area of project work is NAYA GAON, JABALPUR CITY, where the
survey has been undertaken.
The report actually aimed at having a pragmatic notion on performance
appraisal process and how effects in the development of human resources and
organization development. Here the study also has fulfilled some other relevant
purposes, such as; having a view of assessment of the organization to discuss
critically and recommend on the shortcomings that found.
The report has been a means of significance, because it has contained so many
dimensions including; describing the key areas of assessment with relevant
criticism and some realistic recommendations based on descriptive assumptions.
CHAPTER 2: PERFORMANCE APPRAISAL
SYSTEM
INTRODUCTION
Performance appraisal is also known as employee evaluation, merit rating,
employee assessment, etc. It is a systematic process of appraising an
employee’s current and past performance relative to his/her performance
parameters. The employee’s performance should be based on organizational
expectations and employee’s actual performance. The idea that performal
evaluation improves employee’s performance is not a new one but it is seen in
the roots of development of mankind. Each person is motivated when he is told
about his actual perormance and accepts what were his/her previous mistakes.
Performance appraisal process may be held annually or monthly as per needed.

Virtually all organizations have some sorts of means of appraising their

employees. Performance Appraisal is one of the oldest, natural and most
universal practices of Management. The basic purpose of Performance
Appraisal is to ascertain the behaviour of an employee anchored to
performance and integrate with the organizational performance. It helps both
the employers and employees to understand the responsibility in the
organization. Performance appraisal system is focused to integrate the
expectations i.e., performance, which gives a total clarity between the appraiser
and appraisee. It is an instrument to create a conducive atmosphere in the
organization. The purpose of any management is to build a very competitive
and congenial work culture, which builds healthy competition, gives a sense of
achievement to the employees and the stakeholders.
The term performance appraisal refers to the regular review of an employee's
job performance and overall contribution to a company. Also known as an
annual review, performance review or evaluation, or employee appraisal, a
performance appraisal evaluates an employee’s skills, achievements, and
growth, or lack thereof. Companies use performance appraisals to give
employees big-picture feedback on their work and to justify pay increases and
bonuses, as well as termination decisions. They can be conducted at any given
time but tend to be annual, semi-annual, or quarterly.

Performance appraisal system is the right instrument that plays a vital role
directly or indirectly in achieving the above. It improves the interpersonal
relationship among the employees and employers in the organization. It reflects
an evaluative judgment of the traits, characteristics and the work performance
of the employees on jobs. It is a continuous process to reach the desirous goal
of not only the organization but also the employees.

Flippo (1976) defines performance appraisal as, “performance appraisal is the

systematic, periodic and an impartial rating of an employee’s excellence in the
matters pertaining to his present job and his potential for a better job."
Performance appraisal is a systematic way of 3 reviewing and assessing the
performance of an employee during a given period of time and planning for his
future.

Performance appraisal may be defined as a structured formal interaction

between a subordinate and supervisor, that usually takes the form of a periodic
interview (annual or semiannual), in which the work performance of the
subordinate is examined and discussed, with a view to identifying weaknesses
and strengths as well as opportunities for improvement and skills development.
According to Levinson (1976), Performance Appraisal has three functions:

a) It seeks to provide an adequate feedback to each individual for his or her

performance.

b) It purports to serve as a basis for improving or changing behaviour toward

some more effective working habits.

c) It aims at providing data to managers with which they may judge future job
assignments and compensation.
Performance appraisal is a formal system that evaluates the quality of a
worker’s performance. The appraisal measures skills and accomplishments with
reasonable accuracy and uniformity. It provides a way to help identify areas for
performance enhancement and to help promote professional growth. It should
not, however, be considered the supervisor’s only communication tool. Open
lines of communication throughout the year help to make effective working
relationships. Performance appraisal is the process which assessing the
performance and progress of an employee on a given job for his future
development, and it mainly consists formal procedures.
Each employee is entitled to a thoughtful and careful appraisal. The success of
the process depends on the supervisor’s willingness to complete a constructive
and objective appraisal and on the employee’s willingness to respond to
constructive suggestions and to work with the supervisor to reach future goals.

MEANING
A performance appraisal is a regular review of an employee's job performance
and contribution to a company. Companies use performance appraisals to
determine which employees have contributed the most to the company's growth,
review progress, and reward high-achieving workers.

DEFINITION
“Performance appraisal is a record of progress for apprentices and regular
employees, as a guide in making promotions, transfer or demotions, as a guide
in making lists for bonus distribution, for seniority consideration and for rates of
pay, as an instrument for discovering hidden genius, and as a source of
information that makes conferences with employees helpful”.
-According to scott, clothier and sprigal

“Performance appraisal is a systematic, periodic and so far as humanly possible,

an impartial rating of an employee’s excellence in matters pertaining to his
present job and to his potentialities for a better job.”
-According to Edwin B flippo
“It is the process of evaluating the performance of employees, sharing that
information with them and searching for ways to improve their performance”.
-According to Newstrom

“Performance appraisal refers to all formal procedures used in working

organization to evaluate personalities and contributions and potentials of group
members”.
-According to Dale Yoder

“Performance appraisal is the systematic evaluation of the individual with

respect to his or her potential for development”.
-According to Dali S. Beach

TYPES PERFORMANCE APPRAISAL

METHODS

Performance Appraisal Methods: Traditional and Modern Methods

Each method of performance appraisal has its strengths and weaknesses may be
suitable for one organisation and non-suitable for another one. As such, there is
no single appraisal method accepted and used by all organisations to measure
their employees’ performance.
All the methods of appraisal devised so far have been classified differently by
different authors. While DeCenzo and Robbins’^ have classified appraisal
methods into three categories: absolute methods, relative methods and objective
methods; Aswathappa has classified these into two categories past-oriented and
future-oriented.

Traditional Methods:
Ranking Method:
It is the oldest and simplest formal systematic method of performance appraisal
in which employee is compared with all others for the purpose of placing order
of worth. The employees are ranked from the highest to the lowest or from the
best to the worst.
Paired Comparison:
In this method, each employee is compared with other employees on one- on
one basis, usually based on one trait only. The rater is provided with a bunch of
slips each coining pair of names, the rater puts a tick mark against the employee
whom he insiders the better of the two. The number of times this employee is
compared as better with others determines his or her final ranking.

Grading Method:
In this method, certain categories of worth are established in advance and
carefully defined. There can be three categories established for employees:
outstanding, satisfactory and unsatisfactory. There can be more than three
grades. Employee performance is compared with grade definitions. The
employee is, then, allocated to the grade that best describes his or her perfor-
mance.

Forced Distribution Method:

This method was evolved by Tiffen to eliminate the central tendency of rating
most of the employees at a higher end of the scale. The method assumes that
employees’ performance level confirms to a normal statistical distribution i.e.,
10,20,40,20 and 10 per cent. This is useful for rating a large number of
employees’ job performance and promo ability. It tends to eliminate or reduce
bias.

Check-List Method:
The basic purpose of utilizing check-list method is to ease the evaluation burden
upon the rater. In this method, a series of statements, i.e., questions with their
answers in ‘yes’ or ‘no’ are prepared by the HR department . The check-list is,
then, presented to the rater to tick appropriate answers relevant to the appraisee.
Each question carries a weight-age in relationship to their importance.

Essay Method:
Essay method is the simplest one among various appraisal methods available. In
this method, the rater writes a narrative description on an employee’s strengths,
weaknesses, past performance, potential and suggestions for improvement. Its
positive point is that it is simple in use. It does not require complex formats and
extensive/specific training to complete it.

Modern Methods:
Management by Objectives (MBO):
Most of the traditional methods of performance appraisal are subject to the
antagonistic judgments of the raters. It was to overcome this problem; Peter F.
Drucker propounded a new concept, namely, management by objectives (MBO)
way back in 1954 in his book.
In other words, stripped to its essentials, MBO requires the manager to goals
with each employee and then periodically discuss his or her progress toward
these goals.
As with other methods, it also suffers from some limitations as catalogued
below:
(i) Setting Un-measurable Objectives
(ii) Time-consuming
(iii) Tug of War
(iv) Lack of Trust
360 – Degree Appraisal:
Under 360 – degree appraisal, performance information such as employee’s
skills, abilities and behaviours, is collected “all around” an employee, i.e., from
his/her supervisors, subordinates, peers and even customers and clients.
In 360 – degree feedback, performance appraisal being based on feedback “all
around”, an employee is likely to be more correct and realistic. Nonetheless,
like other traditional methods, this method is also subject to suffer from the
subjectivity on the part of the appraiser. For example, while supervisor may
penalise the employee by providing negative feedback, a peer, being influenced
by ‘give and take feeling’ may give a rave review on his/her colleague.

Cost Accounting Method:

This method evaluates an employee’s performance from the monetary benefits
the employee yields to his/her organisation. This is ascertained by establishing a
relationship between the costs involved in retaining the employee, and the
benefits an organisation derives from Him/her.

Assessment Centres:
In business field, assessment centres are mainly used for evaluating executive or
supervisory potential. By definition, an assessment centre is a central location
where managers come together to participate in well-designed simulated
exercises. They are assessed by senior managers supplemented by the
psychologists and the HR specialists for 2-3 days.

Behaviourally Anchored Rating Scales (BARS):

The problem of judgmental performance evaluation inherent in the traditional
methods of performance evaluation led to some organisations to go for
objective evaluation by developing a technique known as “Behaviourally
Anchored Rating Scales (BARS)” around 1960s. BARS are descriptions of
various degrees of behaviour with regard to a specific performance dimension.

It combines the benefits of narratives, critical incidents, and quantified ratings

by anchoring a quantified scale with specific behavioural examples of good or
poor performance. The proponents of BARS claim that it offers better and more
equitable appraisals than do the other techniques of performance appraisal we
discussed so far.
CHARACTERISTICS
A system which may have the following qualities or characteristics may become
sound appraisal system:
(1) It should be simple and understandable by the employees. Any
complications need to be avoidable.
(2) It should be suitable to be adopted for appraisal at regular intervals because
periodic appraisal enables the employees to improve.
(3) It should create the atmosphere of mutual understanding and confidence.
(4) The system should be capable of giving equitable justice to all employees.
Therefore it should be objective and free from personal bias.
(5) The employees should be taken in confidence while preparing performance
appraisal.
(6) The system should be suitable to the organisation from the points of its
structure, needs and more essentially based on latest development in the area.
(7) It should be able to fulfill the desired purpose by locating potential for
promotion, increments, placements, transfers etc.
(8) Special training is given to evaluated” for making him more impartial and
free from bias.
(9) Negative appraisal of any employee should be immediately communicated
to him so that he can adopt measures for improvement.
(10) The employee should be allowed to go in appeal in case his performance
appraisal is negative if he is not satisfied. By this the management will win the
confidence of the employees.
(11) The performance appraisal system should not be aimed at harassing the
employees who are vital human resources and play very important role in
achieving organisational goals. On the other hand the top bosses should be
made aware that performance appraisal is aimed at improving performance,
organisational effectiveness and to accomplish organisational goals.
GOALS

General Goals Specific Goals

Developmental Use Individual needs

Performance feedback
Transfers and Placements
Strengths and Development needs

Administrative Decisions / Uses Salary

Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identification

Organizational Maintenance HR Planning

Training Needs
Organizational Goal achievements
Goal Identification
HR Systems Evaluation
Reinforcement of organizational needs

Documentation Validation Research

For HR Decisions
Legal Requirements
ADVANTAGES OF PERFORMANCE
APPRAISAL
It is said that performance appraisal is an investment for the company which can
be justified by following advantages:
1. Promotion: Performance Appraisal helps the supervisors to chalk out the
promotion programmes for efficient employees. In this regards,
inefficient workers can be dismissed or demoted in case.
2. Compensation: Performance Appraisal helps in chalking out
compensation packages for employees. Merit rating is possible through
performance appraisal. Performance Appraisal tries to give worth to a
performance. Compensation packages which includes bonus, high salary
rates, extra benefits, allowances and pre-requisites are dependent on
performance appraisal. The criteria should be merit rather than seniority.
3. Employees Development: The systematic procedure of performance
appraisal helps the supervisors to frame training policies and
programmes. It helps to analyse strengths and weaknesses of employees
so that new jobs can be designed for efficient employees. It also helps in
framing future development programmes.

4. Selection Validation: Performance Appraisal helps the supervisors to

understand the validity and importance of the selection procedure. The
supervisors come to know the validity and thereby the strengths and
weaknesses of selection procedure. Future changes in selection methods
can be made in this regard.
5. Communication: For an organization, effective communication between
employees and employers is very important. Through performance
appraisal, communication can be sought for in the following ways:
a. Through performance appraisal, the employers can understand and
accept skills of subordinates.
b. The subordinates can also understand and create a trust and
confidence in superiors.
c. It also helps in maintaining cordial and congenial labour
management relationship.
d. It develops the spirit of work and boosts the morale of employees.
PERFORMANCE APPRAISAL IN
MPPKVVCL

MPPKVVCL

TECHNICAL NON-
TECHNICAL
JE,AE,EE,SE,CE LINE
STAFF,MANAGERIAL,
ETC. ACCOUNT,IT,ETC.
Performance Appraisal impact
i. Higher Pay :
9 years , 18 years , 30 years.
ii. Promotion :
Promotions are based on the appraisal of the
performance makes employees feel satisfied because by
being promoted they will get better income and prestige whch
 affects to the employees' motivation to give the best for the
organization.

Grading Scale in MPPKVVCL

Grade Grade Description Marks

A+ Outstanding 4
A Very Good 3
B Good / Above Average 2
C Fair / Average 1

D Adverse 0

Minimum Marks
 For Technical : 13 Marks
 For Non Technical : 3B + 2C

FOR Class III & IV

The Annual Confidential Report Written by Reporting Officer
The Annual Confidential Report (ACR) stands for. an objective and impartial
assessment of the. character, conduct, capabilities and performance. of an
Official throughout the year. Confidential Reports are also known as Annual
Appraisals. Confidential reports are the communication in writing in confidence
by a supervisor or manger or any other authorised official, sent to the
organisation's management regarding the job performance and general conduct
of an employee working under him.
FOR Class II & I
Performance Appraisal fill by it self in ERP.
ERP
An Enterprise Resource Planning (ERP) system is a multi-module
transactionbased application software that helps organizations to manage the
vital parts of the business. ERP system within this organization in terms of
performance enhancement .The implementation aims to help organizations
improve their employees’ effectiveness & efficiency ,identify system wide
opportunities to share, harmonize and standardize ERP.
Hierarchy
Position Reporting Reviewing Accepting

Chairman P.S E.M C.M

MD Chairman P.S E.M

C.E MD Chairman E.M

S.E C.E MD Chairman

E.E S.E C.E MD

A.E E.E S.E C.E

J.E A.E E.E/SE C.E/SE

JE - Junior Engineer
AE - Assistant Engineer
EE - Executive Engineer
SE - Superintending Engineer
CE - Chief Engineer
 MD - Managing Director
P.S - Principal Secretary
EM – Energy Minister
CM - Chief minister

Proforma
The revised proforma for the annual performance appraisal comprises
of 4 sections. The requirement under each section and the authority
responsible for filling up these sections is indicated in the table below.

Section Information Authority responsible for

No. required filling up

I Basic Information Administration division/

Personnel Dept

II Self appraisal Appraisee

III Appraisal Reporting officer/ Review

Officer, if necessary

IV Review Review Officer

Thus, the portions to be filled up by each authority are the following:-

Administration Division/ Section I

Personnel Department

Appraisee Section II

Reporting Officer Section III

Review Officer Sections IV and Section III

(part), if required
CHAPTER 3: INTRODUCTION OF
COMPANY
The Government of Madhya Pradesh vide order dated 1st July, 02 has
incorporated Madhya Pradesh Poorv Kshetra Vidyut Vitran Company Limited
as a wholly owned Government of Madhya Pradesh Corporations under the
Companies Act, 1956 to undertake activities of distribution and retail supply for
and on behalf of Madhya Pradesh State Electricity Board in the areas covered
by the Commissionaires of Jabalpur, Sagar, Rewa and Shahdol. The Madhya
Pradesh Poorv Kshetra Vidyut Vitaran company was incorporated on 31st may
2002 vide GoMp order no. 5555-56/RS/4/13/2001 dated 01.07.2002 along with
four other companies under the provisions of Madhya Pradesh Vidyut sudhar
adhiniyam , 2000 to provide for reform and restructuring of power sector in the
state .The company is wholly government owned having its share capital to the
tune of Ra.1,00,00,000/- at the time of incorporation and paid up capital of
RS.5,00,600.
Govt. MP proposed a transient phase in which the assets and liabilities would
continue to be serviced by the Board, with only the operational activities being
vested onto this new Company. Madhya Pradesh Electricity Regulatory
Commission in the order dated 16th July, 02 has granted approval to this
Operation and Management arrangement for facilitating the process of reform
and reorganization and bringing in economy and efficiency in the operational
activities of electricity sector. In 2002 MP State Electricity Board Company
divided into 6 companies which are as following: -

Madhya Pradesh State Electricity Board

1. MP POWER GENERATING CO LTD JABALPUR

2. MP POWER TRANSMISSION CO LTD JABALPUR

3. MP POWER MANAGEMENT CO LTD JABALPUR

4. MP POORV KSHERTA VIDYUT VITRAN COMPANY LTD JABALPUR

5. MP PASHCHIM KSHERTA VIDYUT VITRAN COMPANY LTD
INDORE

6. MP MADHYA KSHERTA VIDYUT VITRAN COMPANY LTD BHOPAL

Poorv Kshetra encompasses an area served by 89,489 kms of HT and 1,02,231

km of LT distribution network. The size of the administrative set-up is as
below:-
Number of Regions 4

Number of Circles 21

Number of Divisions 53

Number of Sub-divisions 118

Number of Distribution Centers 467

Number of Fuse Call Centers 1,888

OBJECTIVE
The main objectives are to achieving efficiency gains and making necessary
changes to make the Company commercially viable, progressively self-
sustainable and less government dependent and at the same time, balancing the
interest of the consumers in regard to quality of service and economical tariff.
The plan would include among other things, metering, billing, collection,
identifying the present deficiencies and the improvements to be made, mapping
supply feeders, measurement of energy supplied to feeders and energy audit,
study of losses and scheme for progressive reduction, reduction in input costs,
consumer affairs handling, investments required for improvements in the
distribution system etc.

MISSION
Our Mission is to provide quality electricity supply services to each customer
satisfying his / her needs in most efficient and effective manner at reasonable
prices through continuous innovations and by maintaining commercial &
financial viability of the company along with employee’s satisfaction.

VISSION
MPPKVVCL aspires to be the best electricity supply company in India
by continuously enhancing its technological leadership and commercial acumen
to satisfy its customers.
CORE VALUE

To  achieve its mission, the Company and its employees commit themselves to
honesty and integrity,  result oriented work,  transparency in work, dedication to
duty, Cost consciousness, openness  to  suggestions and feedback from all stake
holders.

M.P. POWER MANAGEMENT COMPANY LTD.

In accordance with Govt. MP decision the name of MP Power Trading
Company Ltd has been changed to MP Power Management Company
Ltd. The MP Power Management Company has been made holding company
for all the DISCOMS of MP. The Registrar of Companies MP has issued the
Certificate of Incorporation Consequent upon Change of Name on 10.04.2012.
The electricity supply act 1948 is an enactment in the history of power
development in our country. It aimed at coordinated development of electricity
on a regional basis to enable its generation, transmission and distribution
systematically. The Madhya Pradesh State Electricity Board was established on
1957 with the power sector reform process taking place in the state Madhya
Pradesh, the vertically integrated MPSEB was segmented into 6 companies as
per the provision contains in the MP Vidhut Sudhar Adhiniyam 2000. The
power sector was corporatized were formed in May 2002.
AWARDS AND RECOGNITION

The List Of Awarded Officer And Employee For His Excellent Works And
Best Circle Division Awards On Occasion Of Independence Day 2016
Awards to MP Poorv Kshetra Vidyut Vitaran Co. Ltd. for its Automatic Meter
Reading Project.
Recognition By Government Of MP
Rated best application in e-Governance initiatives by Government of Madhya
Pradesh for the year 2007-08 and awarded ‘AWARD OF EXCELLENCE’.

Recognition By Government Of India

National e-Governance award (First Prize-Silver) 2008-09 by Government of
India in the category “Exemplary Usage of ICT by Public Sector Undertakings.

International Award
Manthan South Asia Award 2009
Manthan South Asia Award 2022.
National e-Governance award
MADHYA PRADESH POORV KSHETRA MAP
 CENTRAL TRAINING INSTITUTE

ABOUT CTI

Central Training Institute, Nayagaon, Jabalpur is an apex training Institute of

MPPKVVCL which provides Induction training, Refresher training , On-job
Training and routine training to all employees of the MPPKVVCL which
includes officers (class-I and II), engineers, Programmers, Accounts Officers,
HR Managers; Technical staff such as line staff, Testing Assistants, Meter
reader and non-technical staff such as Office Assistants etc.

The Central Training Institute (CTI) Nayagaon Jabalpur is an ISO: 9001:2015

certified training institute which has state-of- art air conditioned class rooms
with projectors, computer centre, testing laboratories, library, workshops,
seminar hall etc. It has most experienced faculty from Power Sector and other
academia. It is also partner training institute of Rural Electrification Corporation
(REC) and Power Finance Corporation (PFC), Ministry of Power, Govt. of
India.

The Central Training Institute Nayagaon, Jabalpur also imparts training to the
employees of other organizations as per their request, such as MPPGCL,
AKVN, Municipal Corporation Jabalpur, Military Engineering Services, Lanco
Power Company etc.

The Central Training Institute Nayagaon Jabalpur also provides vocational

training to Diploma/B.E./B.Tech. MBA, MCA, LLB students of various
engineering colleges, management institutes etc.

Technical Training Centre (TTC) Katni is also a subsidiary training centre

under Central Training Institute. TTC Katni is also ISO: 9001:2015 certified
institute which has state-of- art air conditioned class rooms with projectors,
computer centre, testing laboratories, library etc.

THE INSTITUTE

The audio-visual class rooms are equipped with air conditioners, overhead
projectors, multi-media Interactive touch screens, Internet access unit, VHS,
CD/VCD units which are being used for trainees and faculty activities like
classroom presentations, meetings, conferences and lectures

The Seminar hall is well equipped with multi-media projection system, audio-
video facilities, and recording systems.

For imparting IT skills to the students we have built state-of-the-art Computer

Centre. The air-conditioned labs are well equipped with internet and latest
software solutions in its ultramodern networked environment. We believe that
education should not be restricted only in classrooms and labs so we have
provided campus that has Wi-Fi facility.
The institute has library with books and journal section, Canteen Facility,
Transport Facility, Hostel Facility, Electrical workshops and Power system
Labs.

AWARDS

Business Leaders Summit & Awards 2017 (Best Corporate Training in

1.
M.P.)

Big Research Education Excellence Awards 2012 (Best Training

3.
Institute in India)

2. Cedia Awards 2011 (Best Training Institute)

Recognition by Government of India.

National e-Governance award (First Prize-Silver) 2008-09 by Government of
India in the category “Exemplary Usage of ICT by Public Sector
Undertakings.
Recognition by Government of MP.
Rated best application in e-Governance initiatives by Government of Madhya
Pradesh for the year 2007-08 and awarded ‘AWARD OF EXCELLENCE’.
ORGANISATION STRUCTURE
 UNIT HEAD OF UNIT

Corporate Office Managing Director

Region Chief Engineer

Circle Superintendent Engineer

Division Executive Engineer

Sub Division Assistant Engineer

Distribution Centre Junior Engineer

Fuse of call Centre Line Man

CORPORATE ORGANISATION STRUCTURE

CHAPTER 4 : OBJECTIVE OF STUDY
1.To study the Performance Appraisal in MPPKVVCL.

2.To identify whether the employee are aware of the Performance Appraisal.

3.To know the level of satisfaction toward the Performance Appraisal in

MPPKVVCL.

4.To identify that the Performance Appraisal lead to a mutual understanding

between worker and the management.

5.To know the level of satisfaction toward the Performance Appraisal handling
procedure in MPPKVVCL.

6. To identify the factor influencing the effectiveness of the Performance

Appraisal handling in MPPKVVCL.

7. To identify the strengths and weaknesses of employees to place right men on

right job.

8. To maintain records in order to determine compensation packages, wage

structure, salaries raises, etc.
CHAPTER5 : RESEARCH METHODOLOGY
The term research refers to the systematic method consisting of enunciating the
problem, formulating hypothesis, collecting the facts or data, analyzing the facts
and reaching certain conclusions either in the form of solutions towards the
concerned problem or in certain generalizations for some theoretical formulation. It
is essentially an investigation, a recording and an analysis of evidence for the
purpose of gaining knowledge. It is an original contribution to the existing stock of
knowledge & making for its advancement

According to Clifford woody, “research comprises of defining and redefining

problem, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating data, reaching conclusions, testing conclusions to determine whether
they fit the formulated hypothesis” Research methodology of defining and
redefining problem, formulating hypothesis or suggested solutions, collecting,
organizing and evaluating data, reaching conclusions, testing conclusions to
determine whether they fit the formulated hypothesis. The term research refers to
the systematic method consisting of enynciating the problem, formulating
hypothesis, collecting the facts or data, analyzing the facts and reaching certain
conclusions either in the form of solutions towards the concerned problem or in
certain generalization for some theoretical formulation. It is essentially an
investigation, a recording and an analysis of evidence for the purpose of gaining
knowledge.

RESEARCH
The research design of this project is exploratory. Though each research study has
its own specific purpose but the research design of this project on MPPKVVCL is
exploratory in nature as the objective is the development of the hypothesis rather
than their testing . the research designs methods of financial analysis. Through of
comparative balance sheet in comparative statement, I am studying on balance sheet
of MPPKVVCL of five year. So taking comparative statement, I am going to
analyzed of five years balance sheet of MPKVVCL.

METHODOLOGY
Every project work is based on certain methodology, which is a way to
systematically solve the problem or attain its objectives. It is a very important
guideline and lead to completion of any project work through observation, data
collection and data analysis. “Research Methodology comprises of defining &
evaluating data, making deductions& researching to conclusions.”

MEANING
Research is a process in which the researcher wishes to find out the results for a
given problem and thus the solution helps in future course of action. According to
Clifford research comprises defining and redefining problems, formulating
hypothesis or suggested solution, collecting, organizing and evaluating data,
making deductions and reaching conclusions and at carefully testing the
conclusions to determine whether they fit the formulating hypothesis.
DEFINITION
Research methodology is a way of explaining how a researcher intends to carry out
their research. It's a logical, systematic plan to resolve a research problem. A
methodology details a researcher's approach to the research to ensure reliable, valid
results that address their aims and objectives.

RESEARCH METHODOLOGY
Research methodology of defining and redefining problem, formulating hypothesis
or suggested solutions, collecting, organizing and evaluating data, reaching
conclusions, testing conclusions to determine whether they fit the formulated
hypothesis.
The term research refers to the systematic method consisting of enynciating the
problem, formulating hypothesis, collecting the facts or data, analyzing the facts
and reaching certain conclusions either in the form of solutions towards the
concerned problem or in certain generalization for some theoretical formulation.
It is essentially an investigation, a recording and an analysis of evidence for the
purpose of gaining knowledge.

TYPES OF RESEARCH METHODOLOGY

1. Qualitative research
2. Quantitative research
3. Mixed research

1. Qualitative research

Qualitative research is defined as a market research method that focuses on obtaining

data through open-ended and conversational communication.
This method is not only about “what” people think but also “why” they think so.
For example, consider a convenience store looking to improve its patronage. A
systematic observation concludes that the number of men visiting this store are
more. One good method to determine why women were not visiting the store is to
conduct an in-depth interview of potential customers in the category.

2. Quantitative research
Quantitative research is outlined as a scientific investigation of phenomena by
gathering quantitative information and activity applied mathematics, or procedure
techniques. The gathering of data in quantitative analysis is what makes it aside
from other different types. Quantitative analysis is targeted specifically on
numerical data and it conjointly uses mathematical analysis to research what is
being determined, the information collected should be in numbers. The general
structure for quantitative research is predicted on the scientific approach. It uses the
tactic and method of aggregation and using that information at intervals within the
victimization of the matter for sharing the analysis and conclusions.
3. Mixed research
Mixed methods research, also known as hybrid methods research, is an evolving
research methodology that involves the methodical integration or combination of
quantitative and qualitative research approaches within a single research study.
Mixed methods research incorporates the strength of both qualitative and
quantitative methods, facilitating researchers in investigating diverse perspectives
and discovering relationships between the complex layers of sophisticated research
questions.
Research methodology consists of the following steps:

 Developing Research design

 Sampling Design

 Data collection method

 Statistical tool used

RESEARCH DESIGN:

Research design is the conceptual structure within which research is conducted it

constitutes the blueprint for collection, measurement and analysis of data.
There are different types of research design:

 Exploratory research design:

Exploratory Research studies are also called as formulate research studies. The
main purpose of such studies is that of formulating a problem for more precise
investigation . As such the research design appropriate for such studies must be
flexible enough to provide opportunity for considering different aspects of a
problem understudy.

 Descriptive research design:

In descriptive research design the researcher must be able to define clearly, what he
wants to measure and must find adequate methods for measuring it along with a
clear cut definition of population he /she wants to study.

The design in such studies must be rigid and not flexible and must focus attention
on the following:
(a) Formulating the objective of the study.

(b) Designing the methods of data collection.

(c) Selecting the sample.

(d) Processing and analyzing the data.

(e) Reporting the findings.

SAMPLING TECHNIQUE:
A sample design is a definite plan for obtaining a sample from a given population.
It refers to the procedure the researcher would adopt in selecting items for the
sample. Sample design is determined before the data are collected.

There are several types of sample designs:

 Non-probability sampling:
In this type of sampling the organizers of the sampling purposively choose
particular units of the universe. Under this type of sample design every unit
of the population does not have equal chance of inclusion in the sample.
This is also called as judgment sampling or purposive sampling.

 Probability sampling:
It is also known as ‘Random Sampling’ or chance sampling under this
sampling design ,every unit of the universe chance has an equal chance of
inclusion in sample. we can measure the errors of estimation or the
significance of results obtained from a random sample.

So Sampling design used in this project is Probability Sampling

 SAMPLE SIZE:
TRAINEES - 30

STATISTICAL TOOLS AND METHOD OF DATA

ANALYSIS
Tools and techniques mean the methods and ways that how the data for the research
are collected and analysed in order to full fill the objectives of the research work.
In this project work, the tool used for collecting the data is questionnaire. The
technique used to fill up this questionnaire is personal interview. On the other hand,
the collected data has been analysed through tabulation and percentage analysis and
the technique used for graphical representation is either pie chart or bar graph.

For collection of required information we adopt two methods:-

 Schedule Method

 Interview Method

HYPOTHESIS TESTING
Hypothesis simply means a mere assumption or some supposition to be proved or
disproved
To test a Hypothesis means to tell on the basis of the data collected whether or not
the hypothesis set seems to be valid or not. A hypothesis is a preliminary or
tentative explanation or postulate by the researcher of what the researcher considers
the outcome of an investigation will be. It is an informed/educated guess. It
indicates the expectations of the researcher. In hypothesis the main question is
whether to accept the null hypothesis or not.
 METHODS OF DATA COLLECTION:
The data’s were collected through Primary and secondary sources.

Primary source:
Primary data are in the form of “raw material” to which statistical methods are
applied for the purpose of analysis and interpretations.
The primary sources for collecting data from trainees and employees were through:
Questionnaire, Personal Interview and also by discussion with them.
PRIMARY DATA
 SURVEY METHOD
 INFORMAL INTERVIEW
 OBSERVATION METHOD
 QUESTIONNAIRE
1. Questionnaire for trainees
Questionnaire consists of both close ended and open ended questions.
2. Primary data collected from staff members through personal interview &
questionnaire.

Secondary source:
Secondary data’s are in the form of finished products as they have already been
treated statistically in some form or other. The secondary data mainly consists of
data and information collected from records, company websites and also discussion
with the management of the organization. Secondary data was also collected from
company’s own data base that is modules of the training programme.
Various websites, newspaper, business magazines and books do collection of this
kind of data.
RESEARCH DETAILS

 Source list: -
Newspapers
.
 Methods used for research:-
Survey Method.

 Data Collected:
Primary and Secondary data.

 Data collection technique:

Observation and Informal Interviewing & Questionnaire.
CHAPTER 6:DATA ANALYSIS AND
INTERPRETATION

Q1. When is performance appraisal made in MPPKVVCL?

a. Yearly
b. Quarterly
c. Weekly
d. Others
OPTIONS RESPONSES PERCENTAGES
Yearly 30 100%
Quarterly 00 0%
Weekly 00 0%
Others 00 0%
TOTAL 30 100%
 Responses
35
30
25
20
15
10
5
0
Yearly Quarterly Weekly Others

Responses

INTERPRETATION
Out of 30 respondents,
100 %people say that performance appraisal is done yearly.
0% Respondents say that it is done on quarterly basis.
0% respondents say it is done weekly while 0% respondents choose others as
the option.
Q2. Can you agree your performance has significant impact on your salary in
MPPKVVCL?
a. Strongly agree
b. Neutral
c. Disagree
d. Strongly Disagree
OPTIONS RESPONSES PERCENTAGES
Strongly agree 15 50%
Neutral 08 27%
Disagree 04 13%
Strongly Disagree 3 10%
TOTAL 30 100%
 RESPONSES

10%
Strongly agree
13% Neutral
Disagree
50% Strongly Disagree

27%

INTERPRETATION
Out of 30 respondents,
50% people strongly agree that their performance has significant impact on their
salary.
27% people feel neutral that their performance has significant impact on their
salary.
13% people disagree that performance impact on their salary.
And 10% people strongly disagree that their performance appraisal has
significant impact on their salary.

Q3. Do you think performance appraisal improves motivation and job

satisfaction in MPPKVVCL?
a. Agree
b. Neutral
c. Disagree

OPTIONS RESPONSES PERCENTAGES

Agree 27 90%
Neutral 02 7%
Disagree 01 3%
TOTAL 30 100%

RESPONSES
30

25

20

15

10

0
Agree Neutral Disagree

Series 1

INTERPRETATION

Out of 30 respondents,
58% of people agree that performance appraisal improves motivation and job
satisfaction.
10% of people feel neutral that performance appraisal improve motivation and
satisfaction.
32% of people disagree that performance appraisal improves motivation and
satisfaction.
Q4. Do the promotions strictly based on the Performance Appraisal Process in
MPPKVVCL?

a. Yes

b. No

OPTIONS RESPONSES PERCENTAGES

Yes 30 100%
No 0 0%
Total 30 100%

RESPONSES

35

30

25

20

15

10

0
Yes RESPONSES No

INTERPRETATION

Out of 30 respondents,
100% of people say YES that the promotions strictly based on the Performance
Appraisal Process.
0% of people say NO that the promotions strictly based on the Performance
Appraisal Process.

Q5. Are you satisfied with the current performance appraisal system in
MPPKVVCL?
a. Satisfied
b. Neutral
c. Not satisfied

OPTIONS RESPONSES PERCENTAGES

 Satisfied 26 87%
Neutral 4 13%
Not satisfied 0 0%
Total 30 100%

RESPONSES
30

25

20

15

10

0
Satisfied Neutral Not satisfied

Series 1

INTERPRETATION

Out of 30 respondents,
87% people are satisfied with the current performance appraisal system.
13% people feel neutral that satisfied with the current performance appraisal
system.
0% people are not satisfied with the current performance appraisal system.

Q6. Are you satisfied with the existing Performance Management Process in
MPPKVVCL?

a. Yes
 b. No 

OPTIONS RESPONSES PERCENTAGES

Yes 28 93%
No 2 7%
Total 30 100%

RESPONSES
30

25

20

15

10

0
Satisfied Neutral

RESPONSES

INTERPRETATION

Out of 30 respondents,
93 % of people say YES that satisfied with the existing Performance
Management Process.
2% of people say NO that satisfied with the existing Performance Management
Process.

Q7. Who rates the performances in MPPKVVCL?

a. Superiors
 b. Subordinates
c. Clients
d. All
OPTIONS RESPONSES PERCENTAGES
Superiors 22 73%
Subordinates 3 10%
Clients 0 0%
All 5 17%
TOTAL 30 100%

RESPONSES
25

20

15

10

0
Superiors Subordinates Clients All

RESPONSES

INTERPRETATION

Out of 30 respondents,
73 % of people say Superiors are rates the performances in MPPKVVCL.
10 % of people say Subordinates are rates the performances in MPPKVVCL
0 % of people say Clients are rates the performances in MPPKVVCL
17% of people say All are rates the performances in MPPKVVCL.
Q8. Does any change arise after appraising the performances of employees in
MPPKVVCL?
a. Yes
b. No
OPTIONS RESPONSES PERCENTAGES
Yes 29 97%
No 1 3%
Total 30 100%

RESPONSES
35

30

25

20

15

10

0
Yes No

RESPONSES

INTERPRETATION

Out of 30 respondents,
97% of people say Yes that any change arise after appraising the performances
of employees.
30% of people say No their understand the purpose of performance appraisal.
Q9. Is there any conflict arise between employees after performance appraisal is
made in MPPKVVCL?
a. Frequently
b. Often
c. Sometimes
d. Never
OPTIONS RESPONSES PERCENTAGES
Frequently 01 3%
Often 06 20%
Sometimes 02 7%
Never 21 70%
TOTAL 50 100%

RESPONSES
25

20

15

10

0
Frequently Often Sometimes Never

RESPONSES

INTERPRETATION

Out of 30 respondents,
3% of people say Frequently that conflict arise between employees after
performance appraisal
20% of people say often that conflict arise between employees after
performance appraisal
07% of people say sometimes that conflict arise between employees after
performance appraisal.
70% of people say Never that conflict arise between employees after
performance appraisal

Q10. Do you think performance appraisal helps people set and achieve
meaningful goals in MPPKVVCL?
a. Yes
b. No
OPTIONS RESPONSES PERCENTAGES
Yes 30 100%
No 0 0%
Total 30 100%

RESPONSES
35

30

25

20

15

10

0
Yes No

RESPONSES

INTERPRETATION

Out of 30 respondents,
100% of people think Yes performance appraisal helps people set and achieve
meaningful goals
0% of people think No performance appraisal helps people set and achieve
meaningful goals
Q11. In your opinion, does the Performance Appraisal System give a proper
assessment of your contribution in MPPKVVCL?
a. Yes
b. No
OPTIONS RESPONSES PERCENTAGES
Yes 28 93%
No 2 7%
Total 30 100%

RESPONSES
30

25

20

15

10

0
Yes No

RESPONSES

INTERPRETATION

Out of 30 respondents,
93% of people say Yes the Performance Appraisal System give a proper
assessment of your contribution
7% of people say No the Performance Appraisal System give a proper
assessment of your contribution
Q12. How often does your Performance assessment match to your expectations
in MPPKVVCL?
a. Never
b. Rarely
c. Sometimes
d. Often
e. Every time
OPTIONS RESPONSES PERCENTAGES
Never 03 10%
Rarely 05 17%
Sometimes 03 10%
Often 18 60%
Every time 01 3%
TOTAL 50 100%
 RESPONSES
20

18

16

14

12

10

0
Never Rarely Sometimes Often Every time

RESPONSES

INTERPRETATION

Out of 30 respondents,
10% of people say Never your Performance assessment match to your
expectations.
17% of people say Rarely your Performance assessment match to your
expectations.
10% of people say Sometimes your Performance assessment match to your
expectations.
60% of people say Often your Performance assessment match to your
expectations.
3% of people say Every time your Performance assessment match to your
expectations.
Q13. Do you feel comfortable discussing any difference of opinion about your
Performance Rating with your appraiser in MPPKVVCL?
a. Yes
b. No
OPTIONS RESPONSES PERCENTAGES
Yes 28 93%
No 02 7%
Total 30 100%

RESPONSES
30

25

20

15

10

0
Yes No

RESPONSES

INTERPRETATION

Out of 30 respondents,
93% of people feel Yes comfortable discussing any difference of opinion about
your Performance Rating with your appraiser.
7% of people feel No comfortable discussing any difference of opinion about
your Performance Rating with your appraiser.Q14. How do you find the
Performance Appraisal Model in MPPKVVCL ?
 a. Simple
b. Complicated
c. Objective
d. Subjective
e.Efficient
f. Inefficient
OPTIONS RESPONSES PERCENTAGES
Simple 15 50%
Complicated 02 07%
Objective 07 23%
Subjective 03 10%
Efficient 02 07%
Inefficient 01 03%
TOTAL 30 100%

RESPONSES

7% 3% Simple
Complicated
10% Objective
Subjective
50% Efficient
Inefficient
23%

7%

INTERPRETATION

Out of 30 respondents,
50% of people say Simple Performance Appraisal Model.
07% of people say Complicated Performance Appraisal Model.
23% of people say Objective Performance Appraisal Model.
10% of people say Subjective Performance Appraisal Model.
07% of people say Efficient Performance Appraisal Model.
03% of people say Inefficient Performance Appraisal Model.

Q15. In your opinion is the top level management partial in performance

appraisal?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
OPTIONS RESPONSES PERCENTAGES
Strongly agree 12 40%
Agree 12 40%
Neutral 05 17%
Disagree 01 03%
Strongly Disagree 00 00%
TOTAL 30 100%
 RESPONSES
14

12

10

0
Strongly agree Agree Neutral Disagree Strongly Disagree

RESPONSES

INTERPRETATION
Out of 30 respondents.
40% people are strongly agree that top level management partial in performance
appraisal.
40% people are agree that top level management partial in performance
appraisal.
17% people feel neutral that top level management partial in performance
appraisal.
03% people are disagree that top level management partial in performance
appraisal.
03% people are Strongly disagree that top level management partial in
performance appraisal.
CHAPTER 7- FINDINGS & SUGGESTIONS

FINDINGS
 

 
After being a part of entire survey i.e. from preparation of questionnaire to
the
preparation of final report, I was able to identify the benefits from the survey
conducted and also recognized some of the areas where Employees showed
Dissatisfaction, which are as follows.
 
 Employees were pleased to work with MPPKVVCL.
 
  People expressed their confidence in management of MPPKVVCL.
 
 Most of the Employees were not clear about the mission & vision
statement of MPPKVVCL.
 
 Employees are unhappy with the Pantry & Conference facilities provided
to them.
  Most of the Employees are displeased with their Compensation and
benefits part.

 Individuals are treated fairly in MPPKVVCL.

 Employees are very much happy with their respective team leads.

 Individuals working in teams are happy with cooperation which they get
from their respective teams.
                                            
     SUGGESTONS
 

 
 In general, level of employee satisfaction in the company is quite high.
However as
far as satisfaction goes, sky is the limit and there is no end to expectations.
Following
suggestions are made with the intention of further improvement.
 
 System of reward and recognition may be improved. Though there is no
bias in rewards, employees have a feeling that their good work is not
given credit in time.

 Remuneration to employees may be improved, if feasible.

 Communication (free and frank exchange between employees and

employers) may be given more attention.
 Opportunities for personal learning, growth and personal development of
the employees deserves due attention. Investment in employees is
indirectly investment in the company.

 Job assignment needs to be reviewed periodically in order to avoid

monotony and boredom.

 Institute executive should visit examine & interact on regular basis.

 They should pay proper attention towards checking of various

components of study material.

 Proper attention should be paid for advertisement planning otherwise it

may lead to problem for institute.

 Company should tie up with some event management company to

organize various promotional activities for the increment of student.

 Company should make policy for fixed and user price for all students so
that fair game will be played & student would not to compromise on their
expectation & margin of safety can be maintained.
CHAPTER 8 : LIMITATION OF THE
RESEARCH
 The survey covered limited number of employees (30).

 Some employees were unwilling to respond towards the Questionnaire.

 Sometimes employee’s take it as fun and do not provide correct

information.

 Some employee’s did not understand the questions and they also got

confused, hence they didn’t responded or marked neither.

CHEPTER- 9: CONCLUSION

CONTRIBUTION:

 I learnt how many employees are satisfied with the facilities provide
to them.
 I also observed how they are doing the performance appraisal on
basis of the achievement of the targets by the employees in the time
given to them.
 I got the idea about the challenges what the employees are facing
while performing their work.
 They emphasis on providing proper working environment to their
employees so that the employees can work efficiently & smoothly.
 The company should give the compensation as per to the skills, so
that the employees could do the efficient work.
 Organizations must enhance work force motivation to improve
productivity. Workers must be encouraged and motivated to develop
a customer satisfaction mind set.
 Organizations need to empower their workers by allowing them
greater autonomy and control and to design jobs that are more
stimulating. This will enhance the personal productivity.
 Trainings schedule is worked out well here with proper planning
schedule recruitment proper planned, structured according to
openings in plant, new vacancies.
 Goal setting programs undertaken with schedule to find potential
prospective employees for higher posts, giving training, discussing
the on job responsibilities.
 The employee goals are well studied and structured, the key related
areas are properly designed& clearly mentioned to employees.
 CHAPTER 10 : BIBLIOGRAPHY
BOOKS-

1. Khanka S.S. - Human resource Management, S Chand publisher, Delhi

2. Sheikh A.M.- Human Resource Development and Management , S Chand

publisher, Delhi

3. Shrivastava T.N. – Business Research Methodology, NWP Publication

4. Gupta Deepa- Research Methodology, PHI learning

5. Shashi k. Gupta & Rosy Joshi – Organisation Behaviour , Kalyani Publi.

6.C.R. Kothari , Research Methodology , New Age International publishers

7. Raymond Noe , Human Recourse Management , Tata McGraw hill

WEBLIOGRAPHY:
Websites:
1. http://www.mpez.co.in
2. http://ctijabalpur.com
3. www.mbaclubindia.com
4. www.scribd.com
5. https://www.educba.com/types-of-quantitative-research/
6. https://www.yourarticlelibrary.com/performance-appraisal/
performance-appraisal-methods-traditional-and-modern-methods-with-
example/35492
 7. https://www.academia.edu/17535295/
mba_summer_project_of_performance_appraisal

QUESTIONNAIRE
Q1. When is performance appraisal made in MPPKVVCL?
e. Yearly
f. Quarterly
g. Weekly
h. Others
Q2. Can you agree your performance has significant impact on your salary in
MPPKVVCL?
e. Strongly agree
f. Neutral
g. Disagree
h. Strongly Disagree
Q3. Do you think performance appraisal improves motivation and job
satisfaction in MPPKVVCL?
d. Agree
e. Neutral
f. Disagree

Q4. Do the promotions strictly based on the Performance Appraisal Process in

MPPKVVCL?

a. Yes

b. No

Q5. Are you satisfied with the current performance appraisal system in
MPPKVVCL?
d. Satisfied
e. Neutral
f. Not satisfied
Q6. Are you satisfied with the existing Performance Management Process in
MPPKVVCL?

a. Yes

b. No 

Q7. Who rates the performances in MPPKVVCL?

a. Superiors
b. Subordinates
c. Clients
d. All
Q8. Does any change arise after appraising the performances of employees in
MPPKVVCL?
a. Yes
b. No
Q9. Is there any conflict arise between employees after performance appraisal is
made in MPPKVVCL?
a. Frequently
b. Often
c. Sometimes
d. Never

Q10. Do you think performance appraisal helps people set and achieve
meaningful goals in MPPKVVCL?
a. Yes
b. No
Q11. In your opinion, does the Performance Appraisal System give a proper
assessment of your contribution in MPPKVVCL?
 a. Yes
b. No
Q12. How often does your Performance assessment match to your expectations
in MPPKVVCL?
a. Never
b. Rarely
c. Sometimes
d. Often
e. Every time
Q13. Do you feel comfortable discussing any difference of opinion about your
Performance Rating with your appraiser in MPPKVVCL?
a. Yes
b. No
Q14. How do you find the Performance Appraisal Model in MPPKVVCL ?
a. Simple
b. Complicated
c. Objective
d. Subjective
e.Efficient
f. Inefficient
Q15. In your opinion is the top level management partial in performance
appraisal?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree