PROJECT REPORT ON

“A STUDY ON PERFORMANCE APPRAISAL SYSTEM”

With reference to
DELTA PAPER MILLS LIMITED VENDRA.
A Project Submitted to
University of Mumbai for partial completion of the degree of
Master’s in commerce
Under the faculty of commerce
By
MIRZA SABA SHAHZADE ALAM
Seat no:
M.com-II (SEMESTER III)
Under the Guidance of
PROF. SUBHASHINI LYENGAR

S.I.W.S.NR. SWAMY COLLEGE OF COMMERCE &

ECONOMICS AND SMT. THIRUMALAI COLLEGE OF
SCIENCE
Plot No. 337, Sewree Wadala Estate, Major R. Parameshwaran Marg,
Mumbai - 400 031

1
 CERTIFICATE
S.I.W.S

This is to certify that, Ms. SABA MIRZA student of S.I.W.S

N.R SWAMY COLLEGE OF COMMERCE AND
ECONOMIC studying in Master of Business Management
(semester III)-PROJECT REPORT ON “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM” With reference
to DELTA PAPER MILLS LIMITED VENDRA. In the
academic year “2022-2023” the information submitted is true
and original to the best of the knowledge.

(Signature of Project Guide) ( Signature of External)

( Signature of vice-principal ) ( Signature of principal)

Date of submission:

2
 DECLARATION
I the undersigned Ms. MIRZA SABA SHAHZADE ALAM
here by, declare that the work embodied in this project work
titled “A STUDY ON PERFORMANCE APPRAISAL
SYSTEM with reference to DELTA PAPER MILLS
LIMITED VENDRA. From my own contribution to the
research work carried out under the guidance of Prof.
SUBHASHINI LYENGAR is a result of my own research
work and has not been previously submitted to any other
Degree/ Diploma to this or any other University. Wherever
reference has been made to previous work of others, it has been
clearly indicated as such and included in the bibliography. I,
here by further declare that all information of this document has
been obtained and presented in accordance with academic rules
and ethical conduct.

Name and Signature of The Leaner

Certified by Prof.Subhashini. Iyengar

Name and Signature of the Guiding Teacher

3
 ACKNOWLEDGEMENT
To list who all have helped me is difficult because they are so numerous,
and the depth is so enormous.
I would like to acknowledgment the following as being idealistic
channels and fresh dimensions in the completion of this project.
I take this opportunity to thank the University of Mumbai for giving me
chance to do this project.
I would like to thank my principal, DR. SUNITA SHIRVALKAR for
providing the necessary facilities required for completion of this project.
I take this opportunity to thank our vice principal (self-financing)
PROF.AYYAPAN IYER for her moral support and guidance.
I would also like to express my sincere gratitude toward my project guide
PROF. SUBHASHINI LYENGAR whose guidance and care made the
project successful.
I would like to thank my college Library, for having provided various
reference books and magazines related to my project.
Lastly, I would like to thank each and every person who directly or
indirectly helped me in the completion of the project especially my
parents and peers who supported me throughout my project.

4
 INDEX
Sr.n CONTENTS Page
o No
CHAPTER -1 (6-14)
 Introduction 06
1.  Need for the study 09
 Importance of the study 10
 Objectives of the study 11
 Methodology 12
 Limitations 14
CHAPTER -2 (16-25)
2.  Industrial profile 16
CHAPTER -3 (25-35)
3.  Company profile 25
CHAPTER -4 (36-57)
4.  Concept of performance appraisal 36
system
CHAPTER -5 (58-73)
5.  Data analysis & interpretation 58
CHAPTER -6 (74-78)
6.  Findings and suggestions 76,77
 Conclusion 78
7.  BIBLIOGRAPHY 79
8.  ANNEXURE 80

5
 INTRODUCTION

Human Resources Management:

Human Resource Management (HRM) is the function within an organization

that focuses on recruitment of, management of, and providing direction for the people
who work in the organization. Human Resource Management can also be performed
by line managers.

Human Resource Management is the organizational function that deals with

issues related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation,
communication, administration, and training.

Human resource management (HRM) is the strategic and coherent approach to

The management of an organization’s most valued assets – the people working there
who individually and collectively contribute to the achievement of the objectives of
the business. The terms “human resource management” and “human resources” (HR)
have largely replaced the term “personnel management” as a description of the
processes involved in managing people in organizations.” In simple words, HRM
means employing people, developing their capacities, utilizing, maintaining and
compensating their services in tune with the job and organizational requirement.

Human Resources Development:

Human Resource Development (HRD) is the framework for helping

employees develops their personal and organizational skills, knowledge, and abilities.
Human Resource Development includes such opportunities as employee training,
employee career development. Performance management and development, coaching,
mentoring, succession planning, key employee identification, tuition assistance, and
organization development.

The focus of all aspects of Human Resource Development is on developing

the most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers.

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 Human Resource Development can be formal such as in classroom training, a
college course, or an organizational planned change effort. Or. Human Resource
Development can be informal as in employee coaching by a manager. Healthy
organizations believe in Human Resource Development and cover all of these bases.

Performance Appraisal System:

Performance appraisal refers to all the formal procedures used to evaluate an

individual, his contributions and potential. In other words, it is to plan and measure
the performance of an individual in terms of the requirement of the job or it is a
process of finding out how effective the organization has been at hiring and placing an
employee.

Performance appraisal is a formal system of review and evaluation of

individual or team task performance. While evaluation of team performance is critical
when teams exist in an organization, the focus of performance appraisal in most firms
remains on the individual employees. Regardless of the emphasis, an effective
appraisal evaluates accomplishments and initiates plans for development, goals and
objectives.

Company:

The Delta Paper Mills Limited was established as a public limited company on
23' may 1975. Late Sri BH. Vijay Kumar Raju and Andhra Pradesh Industrial
development corporation (APIDC) on 18 September 1975 promoted the Delta Paper
Mills Limited; the company started its commercial production on 7th April 1977.

In 1978 the initial production capacity was 30 tones per day. In 1986, Delta paper
mills Limited under took an expansion project to double its capacity to 60 tones per
day Now the capacity of the plant is 115 tones per day.

7
8
 NEED FOR THE STUDY

Appraising the performance of individuals, groups and organizations is a

common practice of all societies. While in some instances these appraisal processes
are structured and formally sanctioned, in other instances they are an informal and
integral part of daily activities. Consciously of unconsciously evaluate our own
actions from time to time. In social interactions, performance is conducted a
systematic and planned manner to achieve widespread popularity in recent years.

Performance appraisal is essential to understand and improve the employee's

performance through HRD. In fact, performance appraisal is the basis fore HRD. It
was viewed performance appraisal was useful to decide upon employee promotion /
transfer salary determination and the like. But the recent developments in human
resources management indicate that performance appraisal is the basis for employee
development. Performance appraisal indicates the level of desired performance level,
level of actual performance and the gap between these two. This gap should be
bridged through human resources development techniques like training executive
development etc.

According to the past survey it was noticed that the performance appraisal
system in this company was not up to the mark. Hence there would be scope for
giving few suggestions as per my knowledge to improve the performance appraisal
system which was quite essential for the better performance of the employees

9
 IMPORTANCE OF THE STUDY
Performance appraisals provide employees and managers with opportunities to
discuss areas in which employees excel and those in which employees need
improvement. Performance appraisals should be conducted on a regular basis, and
they need not be directly attached to promotion opportunities.

Personal Attention

During a performance appraisal review, a supervisor and an employee discuss

the employee's strengths and weaknesses. This gives the employee individual face
time with the supervisor and a chance to address personal concerns.

Feedback

Employees need to know when their job duties are being fulfilled and when there are
issues with their work performance. Managers should schedule this communication
on a regular basis.

Career Path

Performance appraisals allow employees and supervisors to discuss goals that

must be met to advance within the company. This can include identifying skills that
must be acquired, areas in which one must improve, and educational courses that must
be completed.

Employee Accountability

When employees know there will be regularly scheduled evaluations, they

realize that they are accountable for their job performance.

Communicate Divisional and Company Goals

Besides communicating employees' individual goals, employee appraisals

provide the opportunity for managers to explain organizational goals and the ways in
which employees can participate in the achievement of those goals.

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 OBJECTIVES OF THE STUDY

 To study the need and importance of “Performance Appraisal”.

 To portray the profile of “Delta Paper Mills”

 To study the performance appraisal implementation in delta paper mills.

 To make data analysis and interpretation based on the perception of the

employee in the organization

 To summarize and find certain suggestions for the impotent of Performance

Appraisal System in the company.

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 METHODLOGY OF THE STUDY

After the objective of the study has clearly stated, the next step in formal research
project is to determine the source from which the data is required to be collected. The
data collection is an interesting aspect of the study achieving data effectively the
information consists of two types of data. The diagram is as follows:

Data collections:

a)Primary data:

The primary data are those, which are collected freshly and for the first time, from the
employees directly. It is collected through the following methods.

1. Questionnaire: A structure of questionnaire was prepared and distributed among the

employees & workers.

2. Interview: Personal interviews and interaction with the employees and contractor
labour.

3. Observation: By observing the working environment.

b)Secondary data:

The secondary data are those which have already been collected by someone or else
which have been passed through statistical process. Sources of secondary data can be
categorized into two broad categories named published and unpublished statistics.
Various sources are available namely books, synergies monthly (Chakaravahini)
books etc. and also collected from various files, records and synergies casting Ltd.

Size:

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A sample of 40 employees has been selected Although it looks to be a small sample s
keeping in view the large number of employees it has to be limited because of time
constraint(8 weeks). Even then the sample size is not considered to be small. It is
enough to draw conclusions.

Type:

Since employees from all levels (strata) namely the top level, the middle level, and the
lower level are bound to experience stress, the sample has to include employees from
all levels. Stratified random sampling technique was selected while preparing
questionnaire as this was the only technique that helped to draw conclusions
accurately.

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 LIMITATIONS OF THE STUDY

As the study revolves around the performance appraisal of human resources aspects
the overall organization performance cannot be ascertained. In spite of giving honest
and sincere efforts there are several limitations, which are as follows:

 The period of study is only for about 2months, which is a major

constraint

 The perception bias or attitude of the respondents may also act as

hurdles to the study.

 The study is only confined to performance appraisal.

 The study cannot be oriented with all HRM practices followed by

 DELTA PAPER MILLS Ltd. Because of the paucity of time

requirements.

 The sample size taken for the research is small due to the constraint
of time.

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 CHAPTERIZATION
 The first chapter deals with introduction to the topic and to the company and it
also consists of Need for the study, Objectives of the study, Methodology, and
Limitations.

 The second chapter consists about the organization profile and about the
Company profile of DELTA PAPER MILLS.LTD, VENDRA.

 The third chapter consists of Theoretical frame work of PERFORMANCE

APPRAISAL SYSTEM.

 The fourth chapter consists of Analysis and Interpretation of the study.

 The fifth chapter consists of Summary, Findings, and Suggestions.

15
 INDUSTRY PROFILE
Development of Paper:

Etymologically the word “paper” owes its origin to “Papyrus” (cypress

Papyrus), a plant that grew in abundance in the delta of Egypt. The barks and
leaves of this plant were woven and pressed into a sheer to be used as writing
material by ancient Egyptians (3000BC).

There is a degree of consensus that the art of making paper was first
discovered in china and its origin in that country is traced back to 2 Century. In
about 105 A.D. T’sailun, an official attached to imperial court of China, created a
sheet of paper using Mulberry and other best fibers along with fishnets, old rags
and hemp waste.(2 Century B/C)

Chinese considered paper a key invention and kept this a closely guarded
secret for over five centuries until the technology slowly made it way westward.
Chinese city containing a paper mill in the early 700’s and from this started their
own paper making industry (Early 700’s).

Note:- Arabs named paper as “KAGAZ” a name that continues to remain prevalent
in India invention of printing I 1450’s brought a vastly increased demand for paper.

Paper was first made in England in 1496. The first U.S. Mill was built in 1690,
the Written house mill, Germany town, Pennsylvania.

Development of Paper Machine:

1801:

Development of paper machine was led by the two four Drinier Brothers,
Henry and seau, who in 1801, about 1/3 interest in the British patent rights of
Roberts machine. They hired Bryan Donkin who took three years to develop first
practical paper machine, which was in operation at two water mill, Hertz, England
in 1804. Don kin’s company continued to manufacture and improve the four-
Drainer machine for many years. His company supplied most of the early four-
Drinier machines 9throughout the world.

1809:

16
 At about the same time John Dickinson, a colleague and friend of Donkin,
was working on his cylinder machine, which was refined by 1908. Infect both
Dickinson and Donkin contributed important idea to each of these machines:

1825:

The two brothers John and Christopher Philips of Kent country patented the
Dandy roll in 1825

1826:

M.Canson of Annonay, France put a suction box under the wire of his four
Drinier machine in 1826, as had already been on cylinder machine, but on cylinder
machine, but kept this as a secret with the invention of paper machine, the amount of
paper that could be produced was soon limited by the fiber supply since cotton was
the main constituent of paper.

Mid 19th Century:

During the mid 19th Century the technology for converting wood into pulp was
Developed, with a plentiful supply of pulp available the amount of paper production
was then Closely related to improvements in paper machine speed.

Thus availability of writing material as always gone hand in hand with the
Development of the society.

Development of Paper Industry In India:

The art of making paper reached in India though Arabs who initially learnt it
from Chinese prisoners when they raided parts of china. Some Indian Muslims might
have also learnt it directly when they visited Mongolia.

The art of making paper was kept a fairly guarded secret by few families that
initially learn it. These papermaking families were known as “KAGZIS”. These

17
kagzis were largely settled in Punjab and Kashmir and flourished under the patronage
of Moguls Empire.

The adoption of the art of papermaking could not be widespread in India

because Hindus, which constituted a large majority of population, did not like
handling of rags and Other materials essentials to paper making.

Paper forms basic material for written communication. The need for paper was
felt because human capability to memories the accumulating wealth of information
and knowledge was limited. The limitation was over come by early Aryans settled in
north India by the use of “Tamra Patra”(Copper plates), Talapatra etc..

At the need for writing surface increased in India, attention was paid to master
the techniques of putting metals such as lead, copper and bronze to increased use in
this regard.

The records suggest that before the advent of machine made paper a sizeable
hand made paper industry flourished in India. Paper was observed to be in common
use almost all over India at the close of Akbar’s region.

Paper Classification and Uses:

According to the use of paper it may be broadly classified into two categories.

1. The products, which are used for writing and printing, wrapping, packaging.
2. The products, which are comparatively thicker and stiffer for the purpose of
packing. Decorating etc. this paper called as board.

Writing Paper:

Writing paper is a general trade term used to indicate all papers intended to be written
Upon. The quality requirements for such kind of papers are hard size, smooth finish
and low transparency.

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Example:- Cream wove. Cream laid, Azure laid etc.

Use: For such tools as exercise books, account books. Loose-leaf binders, registers,
letter heads and office forms.

Printing Paper:

It is a comprehensive tem used by printers for the innumerable varieties of

paper suitability for many process of production. In general a printing paper should be
a good shade, migrate size and opaque.

Examples:- Maplitho, Offset, Parchment, Photocopier etc.

Wrapping Paper:

The basic requirement of wrapping paper as that it should be able to fulfill its
task wrapping, to contain and protect. Therefore essential requirement of this paper is
its strength.

Example:- Poster, Tea yellow, Manila etc.

Packaging Paper:

This category of paper includes Kraft Paper, Linear, media etc. The basic
purpose of this paper is to pack various commodities.

Specialty Paper:

This paper is specialized to serve a particular purpose. Some of the specialty papers
include Bond paper, MICR, Electrical, Greaseproof. Tissue, Cigarette Paper, etc.

Board:

It is a general term for stiff and thick papers of 200 GSM and above. Some of
the Paperboards include strawboards, millboard, duplex, triplex, etc.

Sickness of the Small Paper Units:

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 Though there are large numbers of small paper units, many of them are facing
the problems of sickness such as absence official recovery plant, absence of effluent
treatment facilities etc.

Because of these problems small paper mill find it difficult to the produce
quality paper at low cost. On the other hand, large paper mills have better equipment
and have competitive advantage over small unit. As a result small paper units unable
to compete with Larger units.

The sickness of small paper mills were mainly due to:

 High cost of production and low rate of return.

 Severe competition in this industry
 Ultimate increase in cost but stagnant price of paper and paperboard
 High rate of interest of loans from financial institutions.
 Increasing if electricity and water charges.
 Non-availability of raw materials in production charge
 Non-availability of coal in required quality and quantity.
 Cluster of mills in particular region, which resulted in demand of raw
materials.

Success Factor for the Indian Paper Industry:

The success for the Indian paper industry in the medium and long term will be

 Access to quality and competitive fiber.

 Modern technology for improved product quality.
 Improved cost competitiveness to meet International competition.
 More focused business and product mix approach, emphasizing the core
strength of each approach.

Working with along the above lines would pre-conceive plenty of joint effort
with in the paper industry itself, between the industry and the Government as well as
between the industry and its financiers.

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Outlook for the Indian Paper Industry:

The Paper Industry is observed to be in the down turn cycle and the realization
is already under severe pressure. Further, the industry is likely to face stiff
competition from the overseas suppliers too considering the cheaper products being
already imported by may other segments.

While the growth in paper consumption is moderate at the level of

approximately 3 to 4%, it is not going up in consonance with the demand growth in
other sectors like information technology etc. Moreover, the treats of cheaper imports
make it imperative that the Indian companies will have to strive hard to strive hard to
improve the quality and productivity and become cost effective with a view to combat
competition from imports.

TABLE-2.1 DEAMED FOR PAPER & PAPER BOARD IN INDIA

YEAR’S CULTURE INDUSTRIAL TOTAL

PAPER PAPER

1995-96 1.32 1.54 2.86

1996-97 1.39 1.64 3.03

2000-01 1.68 2.11 3.79

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 2001-02 2.00 2.50 4.50

2002-03 2.75 3.25 6.00

2003-04 3.20 3.90 7.10

2004-05 4.00 4.50 8.50

2005-06 4.75 5.50 9.50

2006-07 5.00 5.75 9.75

(Expected
)

A finish consultancy firm, in its recent study of world market for paper and
Board has forecast the growth in capita consumption and demand for paper and
paperboard in India, as shown in the table.

TABLE-2.3 DEMAND FORECASTE FOR PAPER AND BOARD IN INDIA

1993 2000 2005 2011

Population 901.46 102.36 111.03 119.32
(million)
Per capita 3.20 4.40 5.20 6.20
consumption (kg)
Paper and board 2.92 4.50 5.80 7.35
demand
(Million tones)

TABLE-2.4 DEMAND SUPPLY SCENARIO FOR PAPER &

PAPER BOARD (MILLIONTONES)

YEAR’S NEWSPRINT

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 P&W
INDUSTRIAL PAPER
Demand as of 1995 0.69 1.24 1.33
Demand by 2000 0.01 1.95 1.74
Demand by 2005 0.99 2.45 2.36
Production in 1995 0.40 1.27 1.33
Additional capacity 0.51 0.86 0.52
Build up required by 2000
Additional capacity 0.74 1.48 1.29
Build up required by 2005
Additional capacity 0.26 0.65 0.52
Build up in various
Stages of implementation
Additional capacity 0.49 0.84 0.77

TABLE-2.5 The price paper increased gradually during the period 1992
1996 was as in 1997 it is Decreased.

Major players Capacity TPA Product mix

AP paper Mills 1,53,500 Cream wove,
Maplitho, Kraft
Ballarpur industries 1,98,368 Maplitho, cream wove
,bond, others
Hindustan paper corp 2,00,000 Cream wove
ITC bhadrachalam 3,00,000 Duplex board,
Maplitho , Kraft

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 Jk Corp 75,500 Maplitho, bond,
board, Security paper
Orient paper & 1,61,000 Cream wove, Kraft,
industries Maplitho, duplex
Sinar mas 1,10,000 Coated writing, and
Printing paper
West coast paper 1,19,750 Cream wove,
Mills Maplitho, Kraft, MG
pos.

COUNTRY PAPER BOARD PRODUCTION

(Metric Tones)
U.S.A 80,000,000
CANADA 19,000,000
JAPAN 29,000,000
CHINA 19,000,000
GERMANY 14,200,000
FINLAND 9,200,000
SWEDEN 8,400,000
FRANCE 7,600,000
ITALY 6,600,000
UNITED KINGDOM 5,200,000
INDIA 3,500,000
TABLE-2.6 PAPER PRODUCTION OF TOP TEN COUNTRIES

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 COMPANY PROFILE

Introduction:

The DELTA PAPER Mills Ltd., Located at VENDRA village near

BHIMAVARAM of WEST GODAVARI Dist in A.P is one of the and at the same
time most modern paper units in the Country today.

History:

The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU garu
and had tone into commercial production in 1978

The Krishna, Godavari delta known as the rice- bowl of Indian and more
particularly W.G.Dist comes under the well known networks of canal from the
Godavari Anacut. Almost all parts of the district have wet land. Cultivation with to
paddy, crops per year since paddy straw can be used to the 60% of the total raw
material of delta paper mills and as it also is the most economical of all the available
inputs, one could not have asked suitable location.

Other raw materials such as gunny waste, cotton lintels and waste paper are
produced easily from Rajahmundry, Vizag, Eluru, Vijayawada and Hyderabad in A.P.
Since the company as well connected by broad gauge railway lines, the factory as not
in the past experienced any problem in producing these raw material.

Coal needed boil the pulp solution is obtained from the nearly singarni coal
mines which situated A.P. itself. The lad and other chemicals need in water
purification are available with coal mines, which are situated about 200 km from the
site. Fortunately, the factory is situated in the proximity of the electrolytic castic-soda
and chlorine plant of the Andhra sugars limited, Kovvur which is hardly 60 km from
the plant bournt lime could be produced from pidiguralla of dronchalam lime store
belt in A.P.

However Udaipur in rajastan is the only source of Talcum powder which is

another chemical required for any paper plant.

25
 The Delta Paper Mills Limited was established as a public limited company on
23 may 1975. Late Sri BH.Vijay Kumar Raju and Andhra Pradesh Industrial
development corporation (APIDC) on 18th September 1975 promoted the Delta Paper
Mills Limited; the company started its commercial production on 7th April 1977.

The plant is located at Vendra, a village of Palakoderu mandal, in Andhra Pradesh.

The following reasons will explain for selecting the location.

 For bringing reputation to the native place of the founder.

 For creating employment to the rural youth.
 The availability of raw material is surrounding areas, water facilities, drainage
for disposal of effluents and its proximity to the broad gage railway line
connecting Chennai and Kolkata.
 The companies' main activity is to produce all varieties writing and printing
paper. It is mainly an agro-based industry. Its main raw material is paddy
straw.
In 1976 ICICI along with IDBI, IFCI, LIC and UTI assisted the
company for selling up the product DELTA PAPER MILLS LIMITED
commissioned the paper machine for commercial production from July 1978
and pulp mill by November 1973. It earned its profits in the second and third
year of operations.

Around 2000 families are getting their lively hood from this industry besides;
ill farmers in and around the Vendra village are benefited from selling their paddy raw
to the company.

Objectives of the Company:

 To carry on the business of manufacturing and dealing in all kinds and classes
of paper.
 To manufacturing and deal in all material and substances used in the
manufacturing production of treatment of all kinds and classes of paper.

 To buy, sell, import, process chemically or otherwise treat and to workout for
special purpose of all kinds and classes of paper.

26
  To plant, cultivate, produce, raise, manufacture, purchase, sell, export or
otherwise Handle or deal in grass timbered, bamboo, straw to other forest
products.

Types of the products of the company:

1. wove: This type of paper is used for typing notebooks and for government
etc;
2. Azure laid: This type of paper is used for making charts, cards etc.
3. Azure wove: This type of paper is used for making office work, used usually
for rough Work.
4. Duplicating paper: This type of paper is used for stencil work cyclostyling
etc., it is used Very much for rough works, color paper, vouchers etc.,
5. Colour wove: This type of is used for packing bundles, packing and covers
manufacturing.
6. Sack Kraft: This type of paper is used for packing bundles, packing and
Brand name of the books this type of paper is used for note books.

Analysis and location of the company:

The company is situated at Vendra, 8km from Bhimavaram, West Godavari

that some under the well-known Krishna Godavari Delta known as rice bowl of India.
The company’s main raw materials are paddy straw, which is available in huge
quantities in this area. The other raw materials such as gunny waste, cotton linters and
waste paper are procured easily from Rajahmundry, Visakhapatnam, Eluru,
Vijayawada and Hyderabad in Andhra Pradesh.

Capacity:

27
In 1978 the initial production capacity was 30 tones per day. In 1986, Delta paper
mills Limited under took an expansion project to double its capacity to 60 tones per
day. Now the capacity of the plant is 115 tones per day.

Nature of Activity:

Delta paper Mills Limited specialties in making paper alone, and produce primarily
only three types of paper.

1. Printing
2. Writing
3. Craft paper.

Raw Materials:

The following type of raw materials is used in manufacturing the paper in this
Company are:

1. Paddy straw.
2. Waste paper.
3. Cotton linters.
4. Reg pulp.
5. Wood pulp.
6. Bagasse & Chikusa.
7. Gunny & Jute waste.
8. Bleaching pulp.
9. Hosiery cutting pulp and others.

Coal:

Coal, which is essential to boil pulp solution, is obtained from sniggering calmness,
which is in AP tiles.

28
Water facility:

The Delta paper Mills plant requires 30 million gallons of water per day, and
that up to 60 million after expansion of the plant. The water supply for the plant is
obtained form Godavari canal system.

The company was permitted to dispose of its effluents into Godavari river drains,
which flows, by the plant.

Electricity Facility:

The Andhra Pradesh state Electricity Board (APSEB) agrees to supply, required
power to the plant and 2500KW, line was laid down from Nidadavole electric
substation.

Gas and fuel:

Delta paper Mills Limited is the first paper mill in South India to utilize the natural
gasses as fuel, which is supplied by ONGC,

Transportation:

The factory has both rail and road transportation facility. Apart form these
navigable canal system aids economical transport of paddy straw and other raw
materials form all sides. So it is better place to install the paper mill which is mainly
based on agricultural raw material.

The Delta Paper Mills limited enterprise is broadly divided into two
parts:

1. Mills.
2. Administration.

Mills part divided into 10 parts:

1. Production.
2. Electrical.
29
 3. Mechanical.
4. Paper machine.
5. Utilities.
6. Stores.
7. Quantity.
8. Personnel.
9. Co-ordinate.
10. Finishing house and paper go down.

The administration part is divided into 4 divisions:

1. Administration.
2. Accounts.
3. Marketing.
4. Purchasing.

The factory part is kept under the control of a DEPUTY MANAGER

for works, to his absence it is under the control of the in charge President of
the factory (or) the factory Chief Executive. The administration part is kept
under control of the Executive (Administration), in case of this absence it is
under the control of Managing Director.

Employment:

(AS ON 1 JANUARY 2006)

Dedicated and committed team of about 2376 employees mans the company.
Officers ……. 38
Staff ……. 156
Workers …….. 571

Workers 5 grades:

E, F, G, H, I, J

30
 Un Semi Skilled (E) ….. 253
Semi Skilled (F) ….. 2
Semi Skilled. (G) ……. 4
Skilled. (H). …… 1
Skilled. (1) ….. 60
Semi Skilled (E) ……. 253
TOTAL 571

Personnel Philosophy of Management:

Delta Paper Mill is professionally managed result oriented company. The

personal or With outstanding experience in paper manufacturing and other major
industries with proven track record in their respective professions with outmost
dedication to achieve the company’s objective.

The company adopted modern management philosophy and believes in human

resources development as a pre-requisite for optional growth of the organization.

To the growth and development of the employees opportunities are provided

to improve their performance and professional competence by appropriate exposure to
nee based training and development programs.

Welfare, sports and recreation facilities are provided to the employees in best
traditions of the organization. The plant provides direct employment to around 3000
persons. The trust of the policies of directed towards the adoption of appropriate
systems of management for providing security to share holders, speed in decision
making, service to the customer and success of the employees exposes in the
achievement of companies objectives.

Environment Policy:

31
 Delta paper Mills shall continue to pursue the policy of modifying and
upgrading the existing technologies and processes. Implementing eco-friendly
measures for minimizing waste generation, resource conservation and prevention of
pollution of contribute to wars environmental improvement.

Reduction in Water Consumption:

With the commitment of the employees and the support of the management
towards energy conservation, continuous In-house R&D and energy conservation cell
studies, the company is able to substantially reduce the water consumption.

Paper Making Process:

The manufacture different type of writing printing, packaging papers and

Boards using Sulphate process. The principal raw materials are Bamboo and wood.
The Bamboo and wood are chipped in chippers and coved to chip silos. From the chip
silos, the chip are fed to batch digesters with cooking, the pulp that comes out of the
diggers is unbleached pulp and then passed through pulp Knitters to remove Knots
and then passed through four stage counter current washer for screening the foreign
matters and separating the spend liquor is collected in big storage tanks from where it
goes to soda recovery for converting into white liquor for use cooking chemical in
diggers.

The unbleached pulp fitter through screening to separate out the foreign
materials is processed in bleaching plant to make it white for manufacturer of
white/color paper. The pulps bleached in three stages consisting of chlorination.
Cause extraction and hypochlorite in Bleach Plant No.2 and in addition chlorine
Dioxide Bleaching is taking place in Bleach plant no.03 as per requirement.

32
 The bleached and unbleached pulp are send to stock preparation section,
where the same is suitably refined to impart strength to the paper to be produced and
suitable chemicals/dyes are added to give desirable chemicals generally used are
Talcum, Alum, Rosin clay, Whitening agent. Various dyes for tinting & colorings.

The wet web of paper is taken passed through roller presses with
Woolen/Synthetic felts acting as cushion between the set paper and rolls. The function
of the press is to extract future water as far as possible from the wed paper sheet and
impart the required texture and when the paper comes out of the press it contains
around in series to give dry paper.

The sheet is then passed through highly polished rolls stacked one over the
other. This process of calendaring imparts smooth finish to the paper. Then the paper
sheet is wound around rotating shaft and rolls of paper are built up. These rolls
converted into sheets on sheet cutters to meet the sheet orders. The rewound small
reels and bundles of reams are packed with Hessian/HDPE cloth and transferred to go
down for dispatch to customers.

At corporate level, the Vice President (Finance) executes the overall

responsibility for finance activities Viz., Management of Budgetary Activities,
Electronic Media Data Control and through the respective Managers.

At corporate level, the Vice President (Commercial) executes the overall

responsibility for Marketing activities and contract reviews, Marketing Co-ordination,
Conversion activities put side the works.

At Factory level, the Vice President (Personnel & Administration) executes

maintenance, plant accounting, material management and technical service though the
General Manager (works) and other respective Managers for implementation of
Corporate Production plans and Plant Management.

33
 At Factory level, the General Manager (works), execute the overall
responsibility for Planning of Production and Maintenance though the Deputy General
Manager (production), Deputy General Manager (PD&CS).

At factory level, the Deputy General Manager (Tech.), executes the overall
responsibility for quality and formulates Norms for quality.

34
35
36
 CONCEPT OF PERFORMANCE APPRAISAL SYSTEM

Introduction:

Appraising the performance of individuals, groups and organizations is a

common practice of all societies. While in some instances these appraisal processes
are structured and formally sanctioned, in other instances they are an informal and
integral part of daily activities. Thus, teachers evaluate the performance of students,
bankers evaluate the performance of creditors, parents evaluate the behaviour of their
children, and all of us, consciously or unconsciously evaluate our “own actions from
time to time. In social interactions, performance is conducted in a systematic and
planned manner to achieve widespread popularity in recent years.

Meaning:

Performance appraisal is a method of evaluating the behavior of employees in

the work spot, normally including both the quantitative and qualitative aspects of hob
performance. Performance here refers to the degree of accomplishment of the tasks
that make up an individual’s job. It indicates how well an individual is fulfilling the
job demands. Often the term is confused with effort, but performance is always
measured in terms of results and not efforts. Some of the important features of
performance appraisal given, they are:

1. Performance appraisal is the systematic description of an employee’s job-

relevant strengths and weaknesses.
2. The basic purpose is to find out how well the employee is performing the
job and establish a plan of improvement.
3. Appraisals are arranged periodically according to a definite plan.
4. Performance appraisal is not job evaluation. Performance appraisal refers
to how well someone is doing the assigned job. Job evaluation determines
how much a job is worth to the organization and, therefore, what range of
pay should be assigned to the job.

37
Use of Performance Appraisal:

o Performance appraisal is helpful in assessing a firms human resources data

must be available that describe the probability and potential of all employees.

o A well designed appraisal system provides a profile of the organization’s

human resource strengths and weaknesses to support this effort. Performance
evaluation ratings may be helpful in predicting the performance of job
Applicants.

o Performance appraisal will point out employee specific needs for training and
development.

o Performance appraisal is useful in career planning and development.

o Performance appraisal results provide a basis for rational decisions regarding

compensation programmers.

o Performance appraisal data are also frequently used for decisions in several
areas of Internal employee relations, including promotion, demotion,
termination, lay-off. And Transfer.

o Performance appraisal is useful in assessment of employee potential.

o Performance appraisal can be used to determine whether HR programmes

such as selection, training, and transfers have been effective or not.

Objectives of Performance Appraisal:

Performance appraisal aims at attaining the different objectives, they are

1. To create and maintain a satisfactory level of performance.

2. contribute to the employee growth and development through training, self and
management development programmers.
3. To help the superiors to have a proper understanding about their subordinates
4. To facilitate fair and equitable compensation based on performance.

38
 5. To facilitate for testing and validating selection tests, interview techniques
through Comparing their scores with performance appraisal ranks.
6. To provide information for making decisions regarding lay off, retrenchment
etc.
7. To ensure organizational effectiveness through correcting employee for
standard and improved performance, and suggesting the change in employee
behavior.

Appraisal Process:

Each step in the process is crucial and is arranged logically. Many

organizations make every effort to approximate the ideal process, resulting in first-
rate appraisal systems. Unfortunately, many others fail to consider one or more of the
steps and, therefore have less- effective appraisal system.

39
1. Objectives of Appraisal:

Objectives of appraisal include effecting promotions and transfers, assessing

training needs, awarding pay increases, and the like. The emphasis in all these is to
correct the problems.

2. Establish job expectations:

The second step in the appraisal process is to establish job expectations. This
includes informing the employee what is expected of him or her on the job.

3.Designisal programme:

Designing an appraisal programmed posses several questions which need

answers. They are (i) Formal versus informal appraisal; (ii) Whose performance is to
be assessed? (iii) Who are the raters? (iv) What problems are encountered? (v) How to
solve the problems? (vi) What should be evaluated? (vii) When to evaluate? (viii)
What methods of appraisal are to be used?

4. Performance Interview:

Performance interview is another step in the appraisal process. Once appraisal

has been made of employees, the raters should discuss and review the performance
with the rates, so that they will receive feedback about where they stand in the eyes of
superiors.

40
5. Use of Appraisal data:

The final step in the evaluation process is the use of evaluation data. The data
and information generated through performance evaluation must be used by the HR
department.

Methods of Performance Appraisal:

With the evaluation and development of appraisal system, a number of

methods or techniques of performance appraisal have been developed. The important
among them.

Traditional Methods

1) Graphic Rating Scales:

Graphic rating scales compare individual performance to an absolute standard.

In this method. judgments about performance are recorded on a scale. This is the
oldest and widely used technique. This method is also known as linear rating scale or
simple rating scale. The appraisers are supplied with printed forms, one for each
employee. These forms contain a number of objectives, behavior and trait - based
Qualities and characters to be rated like quality and volume of work, job knowledge,
dependability, initiative, attitude etc.. in the case of workers and analytical ability,
creative ability, initiative, leadership qualities, emotional stability in the case of
managerial personnel. These forms contain rating of scales. Rating scales are of two
types, viz., continuous rating scale and discontinuous rating scales. In continuous
order like o, 1, 2, 3, 4 and 5 and in discontinuous scale the appraiser assigns the point
to each degree. The points given by the rater know performance regarding each
character. The points given by the rater to each character are added up to find out the
overall performance. Employees are ranked on the basis of total points assigned to
each one of them.

41
 One reason for the popularity of the rating scales is its simplicity, which
permits many employees to be quickly evaluated. Such scales have relatively low

Design cost and high in case of administration. They can easily pinpoint
significant dimensions of the job. The major draw back to these scales is their
subjectivity and low reliability. Another limitation is that the descriptive words often
used in such lies may have different meanings to different raters.

2) Ranking Method:

Under this method the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the highest performance and
the employees with the lowest performance in that particular job category and rates
the former as the best and the later as the poorest. Then the rater selects the next
highest and next lowest and so on until he rates all the employees in that group.
Ranking can be relatively easy and inexpensive, but its reliability and validity may be
open to doubt. It may be affected by rater bias or varying performance standards.
Ranking also means that somebody would always be in the backbench. It is possible
that the low ranked individual in one group may turnout to be superstar in another
group. One important limitation of the ranking method is that size of the different
between individuals is not well defined. For instance, there may be little difference
between those ranks third and fourth.

2) Paired Comparison Method:

This method is relatively simple. Under this method, the appraiser
ranks the employees by comparing one employee with all other employees

42
 in the group, one at a time. As illustrated, this method results in each
employee being given a positive comparison total and a certain age total
positive evaluation.

To compute Employee’s positive evaluations:

Number of positive evaluations X 100 Employee’s % Superior evaluation Total

number of evaluations

Employee A Employee B Employee C Employee D

(4/4)* 100-100% (0/4)*100-0% (2/4)* 100-50 (1/4)* 100-25%

Employee E (3/4)* 100-75%

43
4) Forced Distribution Method:

The rater may rate his employees at the higher or at the lower end of the scale
under the earlier methods. Forced distribution method is developed to prevent the
raters from rating too high or too low. Under this method, the rater after assigning the
points to the performance of each employee has to distribute his ratings in a pattern to
conform to normal frequency distribution. Thus, similar to the ranking technique,
forced distribution requires the raters (supervisors) to spread their employee
evaluation in a prescribed distribution. This method eliminates central tendency and
leniency biases. However, in this method employees are placed in certain ranked
categories but not ranked within the categories. Quite often work groups do not reflect
a normal distribution or individual performance. This method is based on the
questionable assumption, as group of employees will have the same distribution of
excellent, average and poor performers. If one department has all outstanding
employees, the supervisor would find it extremely difficult to decide who should be
placed in the lower categories. Difficulties can also arise when the raters most explain
to the employee why he was placed in one grouping and others were placed in higher
groupings.

5) Checklist Methods:

The Checklist is a simple rating technique in which the supervisor is given a

list of statement or words and asked to check statements representing the
characteristics and performance of each employee. There are three types of checklist
methods, viz, simple checklist, weighted checklist and forced choice method.

(a)Simple Checklist Method:

The checklist consists of large number of statements concerning employee behavior.

Example: Simple Checklist Method,

Wadia Industries. Ltd.,

Performance Appraisal Form

44
Name of Employee:. Number :

Designation:

Department:

Checklist of Qualities:

1. Behavior is the employee punctual in attending the office?

A) Yes B)No

2. Does the employee behave courteously with his superiors?

A) Yes B)No

3. Does the employee maintain sound customer relations'?

A )Yes B) No

4.Is the employee sincere in doing his job?

A)Yes B)No

The rater checks to include if the behavior of an employee is positive or

negative to cache statement. Employee performance is rated on the basis of number of
positive checks. The negative checks are not considered in this method. A difficulty
often arises because the statements may appear to be virtually identical in describing
the employee. The words or statements may have different meanings to different
raters.

(b) Weighted Checklist:

The weighted checklist method involves weighting different items in the

checklist having a series of statements about an individual, to indicate that some are
more important than others. The rater is expected to look into the questions relating to
the employee's behavior, the attached rating scale (or simply positive /negative
statements where such a scale is not provided) and tick those traits that closely
describe the employee behavior. Often the weights are not given to the supervisors

45
who complete the appraisal process, but are computed and tabulated by someone else,
such as a member of the personnel unit. In this method the performance ratings of the
employee are multiplied by the weights of the statements and coefficients are added
up. The cumulative coefficient is the weighted performance score of the employee.
Weighted performance score is compared with the overall assessment standards in
order to find out the overall performance of the employee.

The weighted checklist, however, is expensive to design to design, since

checklist for each different job in the organization must be produced. This may prove
time consuming also in the end. Though the weighted checklist method is evaluative
as well as development, it has the basic problem of the evaluator not knowing the
items, which contribute mostly of successful performance.

(C) Forced Choice Method:

This method was developed at the close of World War II. Under this method, a
large number of statements in groups are prepared. Each group consists of four
descriptive statements (treated) concerning employee behavior. Two statements are
most descriptive (favorable) and two are least descriptive (unfavorable) of each m
tetrad. Sometimes there may be five statemeeach group out of which one would be
neutral. The actual weightings of the statements are kept secret.

The appraiser Is asked to select one statement that that mostly describes
employee’s behavior out of the two favorable statements are kept secret. The
appraiser is asked to select one statement that that mostly describes employee’s
behavior out of the two unfavorable statements. The items are usually a mixture of
positive and negative statements. The intent is to eliminate or greatly reduce the
rater’s personal bias, specially the tendency to assign all high or low ratings. The
items are designed to discriminate effective from ineffective workers as well as reflect
valuable personal qualities.

6) Critical Incident Method:

46
 Employees are rated discontinuously, i.c., once in a year or six months under
the earlier methods. The performance rated may not reflect real and overall
performance, as the rater would be serious about appraisal method, i.e., critical
incident method has been developed. Under this method, the supervisor continuously
records the critical incidents of the employee performance or behavior relating to all
characteristics (both positive and negative) in a specially designed notebook. The
supervisor rates the performance of his subordinates on the basis of notes taken by
him. Since the critical incident method does not necessarily have to be a separate
rating system, it can be fruitfully employed as documentation of the reasons why an
employee was rated in a certain way.

The critical incident method has the advantage of being objective because the
rater considers the records of performance rather than the subjective points of opinion.

7) Essay or Free From Appraisal:

This method requires the manager to write a short essay describing each
employee's performance during the rating period. This format emphasizes evaluation
of overall performance, based on strengths weakness of employee performance, rather
than specific job dimensions. By asking supervisors to enumerate specific examples
of employee behavior, the essay technique minimizes supervisory bias and halo
effect.

8) Group Appraisal:

Under this method, an employee is appraised by a group of appraisers. This

group consists of the immediate supervisor of the employee, to other supervisors who
have close contact with employee’s work, manager or head of the department and
consultants. The head of the department or manager may be the chairman of the group
and the immediate supervisor may act as the coordinator for the group activities. This
group uses any one or multiple techniques discussed earlier. The immediate
47
supervisor enlightens others members about the job characters, demands, standards of
performance etc. Then the group appraises the performance of the employee,
compares the actual performance with standards, find out the deviations, discusses the
reasons therefore, suggests ways for improvement of performance, prepares action
plans, studies the need for change in job analysis and standards and recommends
change, it necessary. This method is widely used for purpose of promotion, demotion
and retrenchment appraisal.

9) Confidential Report:

Assessing the employee's performance confidentially is a traditional method of

performance appraisal. Under this method, superior appraises the performance of his
subordinates based on his observations, judgments and institutions. The superior
keeps his judgment and report confidentially. In other words the superior does not
allowed the employee to know the report and his performance. Superior writes the
report about his subordinates, strengths. Weakness, intelligence, attitude to work,
sincerity, commitment, punctuality, attendance, conduct, character, friendliness, etc.

Though confidential report is a traditional method, most of the public sector

organizations still follow this method in appraising the employee's performance. This
method suffers from a number of limitations.

Modern Methods

1.Behaviorallyting Scales (BARS):

The Behaviorally Anchored Rating Scales (BARS) method combines elements

of the traditional rating scales and critical incidents methods. Using BARS, job
behaviors from critical incidents – effective and ineffective behaviors are described
more objectively. The method employs individuals who are familiar with a particular
job to identify its major components. They then rank and validate specific behaviors
for each of the components. BARS require considerable employee participation; its

48
acceptance by both supervisors and their subordinates may be greater. Proponents of
BARS also claim that such a system differentiates among behavior, performance and
results, and consequently is able to provide a basis for setting developmental goals for
the employee. Because it is job – specific and identities observable and measurable
behavior, it is more reliable and valid method for performance appraisal.

2.Assessment Centre:

This method of appraising was first applied in German Army in 1930. Later
business and industrial houses started using this method. This is not a technique of
performance appraisal by itself. In fact it is a system or organization, where
assessment is done by several individuals and also by various experts by using various
techniques.

In this approach individual from various departments are brought together to

spend two or three days working on an individual or a group assignment similar too
the ones they’d be handling when promoted. All assess get an equal opportunity to
show their talents and capabilities and secure promotion based on merit. An
assessment model is shown below.

Human Resource Accounting deals with cost of and contribution of human

resource to the organization. Cost of the employee includes cost of manpower
planning, recruitment, selection, induction, placement, training, development, wages
and benefits etc. employee contribution is the money value of employee service which
can be measured by labour productivity or value added by human resources.

3.Management by objectives:

Although the concept or management by objectives was advanced by Peter

F.Duckers way back in 1954, it was described only recently as ‘large range’ in
performance appraisal. Refinements brought out by George Odione, Valentines,
Humble and others have enriched the concept and made it more acceptable all over
the globe as an MBO in their work settings. Some of the companies which
implemented MBO reported excellent results, others disappointments, and many in
decisions. Started briefly, MBO is a process whereby the superiors and subordinate
managers of an organization jointly identify its common goals, define each
49
individual’s major areas of responsibility in terms of results excepted of him, and use
these measures of guides for operating the unit and assessing the contribution of its
members. Generally, the unit and assessing the contribution of its members.

Generally the IVIBO is undertaken along the following lines.

 The subordinate and superior jointly determine goals to be accomplished

during the appraisal period and what level of performance is necessary for the
subordinate to satisfactory achieve specific goals.

 During the appraisal period the superior and subordinate update and later goals
as necessary due to changes in the business environment.

4) Psychological Appraisal:

Psychological appraisal are conducted to asses the employee potential.

Psychological appraisal consist of

(a) In-depth interviews

(b) Psychological tests
(c) Consultations and discussions with the employee
(d) Discussions with the superior’s sub-ordinates and peers
(e) Reviews of others evaluations.

Evaluation is conducted in the areas of (a) employee's intellectual abilities,

(b)Emotional stability, (c) motivational responses, (d) sociability, (e) employees
ability to comprehend the vents, and (f) ability to foresee the future.

5) Counseling:

50
 After the performance of the employee is appraised, the superior should
inform the employee about the level of his performance, the reason for the same, need
for and the methods of improving the performance. The superior should counsel the
employee about his performance and the methods of improving it.

Counseling is a planned, systematic intervention in the life of an individual

who is capable of choosing the goal and the direction of his development. Thus, the
purpose of counseling is to help the employee aware of his own performance, his
strengths and weakness, opportunities availabilities available for performance
counseling can be done in the form of performance interview by the superior.

The Post Appraisal Interview:

The post appraisal interview has been considered by most of the organizations,
as well as employees, as the most essential part of appraisal system. This interview
provides the employee the feedback information, and an opportunity to appraiser to
explain the employee his rating, the traits and behavior he has taken into consideration
for appraisal etc.

It also gives the opportunity to employee to explain his views about the rates,
standards or goals, rating scale, internal and external environment causes for low level
of performance, his resources responsible for performance etc. further it helps both
the parties to review standards, set new standards based on the reality factors, and
helps the appraiser to offer his suggestions, help, guide and coach the employee for
his advancement. Thus, the post appraisal interview is designed to achieve the
following objectives.

1. To let employees know where they stand.

2. To help employees do a better job by clarifying what is expected of them;

3. To plan opportunities for development and growth;

51
 4.To strengthen the superior -subordinate working relationship by developing
a mutual Agreement of goals:

Relating Performance Appraisal to Rewarding:

Management should recognize and performance. The forms of recognizing

and rewarding performance include: (a) Private and public praise, (b) Written
commendation, (c) published commendation, (d) increased autonomy, (e) change in
job title. (f) Status symbols like office space, furnishings, (g) performance bonuses,
(h) salary increases, (i) promotion in grade, or increase in responsibilities and (j)
various forms of supplementary compensation. Managers should match the rewards
both with performance and with the perception and needs of the employee.

6) Managerial Appraisal:

It is relatively easy to appraise the performance of technical or operative

employees compared to managerial personnel. This is because; the performance of
operative employees can be measured quantitatively, whereas the performance of
managers cannot be determined quantitative terms. Harold Koontz has developed a
concept of managerial functions, viz., planning, organizing, leading motivating,
staffing and controlling. Performing a number of or series of activities can perform
each of these functions. For example, performing staffing functions requires
performing a series of activities like analyzing jobs of his department, planning for
human poor performance, neither poor nor fair performance and externally fair
performance. Thus this technique measures the performance of managers in managing
organizational environment.

Importance of performance appraisal:

For many organizations the primary goal of an appraisal system is to improve

individual and organizational performance. There may be other goals, however. In
fact, performance appraisal data are potentially valuable for virtually every human
resource functional are For many organizations the primary goal of an appraisal
system is to improve individual and organizational performance. There may be other

52
goals, however. In fact, performance appraisal data are potentially valuable for
virtually every human resource functional area.

System Of Performance Appraisal:

Performance appraisal is a nine-step process:

1. Establish performance standards.

2. Communicate standards/expectations to employee. 3. Measure actual
performance due to the environment influences.

3. Adjust the actual performance due to the environmental influences.

4. Compare the adjusted performance what that of others and previous.
5. Compare the actual performance with standards and find out deviations, if
any.
6. Communicate the actual performance to the employee concerned.
7. Suggest changes in job analysis and standard, if necessary.
8. Follow-up performance appraisal report.

At the first stage, performance standards are established based on the job
description and

job specification. The standard should be clear, objective and incorporate all
the factors.

The second stage is to inform these standards to all the employees including
appraisers.

The third stage is following the instructions given for appraisal, measurement
of employee performance by the appraisers through observations, interviews, records
and reports.

Fourth stage is finding out the influence of various internal and external
factors on actual performance. The influence of these factors may be either inducing
or hindering the employee performance. The measured performance may be adjusted

53
according to the influence of external and internal factors. The performance derived at
this stage may be taken actual performance.

Fifth stage is comparing the actual performance with that of other employees
and pervious performance of the employee and others. This given an idea where the
employee to the influence of external and internal factors. The performance derived at
this stage may be taken actual performance.

Sixth stage is comparing the actual performance with the standards and
finding out deviations. Deviations may be positive or negative. If employee's
performance is more than standards, it is positive deviation and vice-versa is negative
deviation.

Seventh stage is communicating, the actual performance of the employee and

other employees doing the same job and discuss with him about the reasons for the
positive or negative deviations from the pre-set standards as the case may be.

Eighth stage is suggestions necessary changes in standards in standards, job

analysis, and internal and external environment.

Ninth stage is follow-up of performance appraisal report. This stage includes

guiding, counseling, coaching and directing the employee or making arrangements for
training and development of the employee in order to ensure improved performance.
If actual performance is very poor and beyond the scope of improvement it is
necessary to take steps for demotion or retrenchment or any other suitable measure.

54
Key elements of performance appraisal system are presented in figures below.

The usual steps are as follows

Problems in performance appraisal:

Performance appraisal has come under a heavy barrage of criticism. The list of
the problems that have been associated with performance appraisal are as follows:

 A potential weakness of traditional appraisal methods is that they lack

Objectivity.
 A huge challenge that impedes an effective performance evaluation is the bias.
Which can be either positive or negative.
 Some times halo error occurs when a manager generalizes one positive

Performance feature or incident to all aspect of employee performance.

55
  Leniency: - Giving an undeserved high performance appraisal rating to an
Employee.
 Strictness: - Being unduly critical of an employee’s work performance.

Establishment of performance appraisal criteria:

The most common appraisal criteria are traits, behaviors, competencies,

goal achievement. And improvement potential. The main objective of
establishment of performance criteria is to identify the aspects of a person’s
performance that an organization should evaluate.

 Traits:

Certain employee traits such as attitude, appearance, and initiative are the
basis for Some evaluations.

 Behaviors: -

When an individual’s task outcome is difficult to determine, organizations

may evaluate the person’s task related behavior or competencies. If certain behaviors
result in Desired outcomes, there is merit in using them in the evaluation process.

 Competencies: -

This includes a broad range of knowledge, skills, traits, and behaviors that
may be technical in nature, relate to interpersonal skills or be business oriented.

 Goal achievement: -

If organizations consider ends more important than means, goal Achievement

outcomes become an appropriate factor to evaluate.

 Improvement potential: -

When organizations evaluate their employees* performance, many of the

criteria used focus on the past. From a performance management view point the
problem is that you cannot change the past. Unless a firm takes further steps, the
evaluation data become merely historical documents. Therefore firms should
emphasize the future, including the behaviors and outcomes needed to develop the

56
employee, and in the process achieve the firm's goals. This involves an assessment of
the employee's potential.

Characteristics of an effective appraisal system:

The basic purpose of a performance appraisal system is to improve

performance of individuals, teams, and the entire organization. The system may also
serve to assist in the making of administrative decisions concerning pay increases,
transfers, or terminations. In addition, the appraisal system must be legally defensible.
Organizations should seek an accurate assessment of performance that permits the
development of a plan to improve individual and group performance.

The following factors assist in accomplishing these purposes;

 Job related criteria: -

Job relatedness is perhaps the most basic criteria in employee performance

appraisal. More specifically, evaluation criteria should be determined through job
analysis.

 Performance expectations: -

Managers and sub-ordinates must agree on performance expectations in

advance of the appraisal period. On the other hand, if employees clearly understand
the expectations, they can evaluate their own performance and may timely
adjustments as they perform their jobs without having to wait for the formal
evaluation review.

 Standardization: -

Firm should use the same evaluation instrument for all employees in the same
job category- who work for the same supervisor. Supervisors should also conduct
appraisals covering similar periods for these employees. Regularly scheduled
feedback sessions and appraisal interviews for all employees are essential.

 Trained appraisers: -

57
 The individual or individuals who observe at least a representative sample of
job performance normally responsibility for evaluating employee performance. This
person is often the employee's immediate supervisor. Training should be given to
these appraisers to ensure accuracy and consistency. A training module posted on the
internet or company intranet may serve to provide information for managers as
needed.

 Continuous open communication: -

Most employees have a strong need to know how well they are performing. A
good appraisal system provides highly desired feedback on a continuing basis. There
should be few surprises in the performance review.

 Performance reviews: -

A performance review allows them to detect any errors or omissions in the

appraisal, or an employee may simply disagree with the evaluation and want to
challenge it. Constant employee performance documentation is vitally important for
acute performance appraisal

 Due process:-

Ensuring due process is vital. If the company does not have a formal grievance
procedure, it should develop one to provide a employees an opportunity to appeal
appraisal results that they consider inaccurate or unfair. They must have a procedure
for pursuing their grievances and having them addressed objectively

Appraisal Process Followed In Delta Paper Mills:

In delta paper mills they are following one of traditional method of

performance appraisal, that is critical incident method. But it is not helpful for the
employees, because it is older method.

Critical Incident Technique:

58
 This, too, is a type of appraisal for the employee alone. Here, the employee’s
best and worst incidents of behavior are analyzed annually. These events are the ones
that are the most critical in appraising the employee.

59
 DATA ANALYSIS AND INTERPRETATION

Human Resources are the greatest assets for any organization. These
recourses should be developed to their fullest extent for the efficient
functioning of an organization and their performance needs to appraise
continuously.

The present study is aimed at analyzing the "Performance Appraisal

system" at DELTA PAPER MILLS at VENDRA. There is a felt, need and
justification to conduct surveys and to know the perceptions of employees
regarding existing practices. A structured questionnaire has been surveyed
among 40 respondents by adopting strata technique. And their perceptions are
analyzed and interpreted in this chapter.

For the purpose of survey, a sample of 40 employees has been taken

into consideration with a view to assess the "Performance Appraisal System"
in DELTA PAPER MILLS LIMITED Performance appraisal helps in the
assessment of individual potential.

60
 Table 4.1 Performance Appraisal is the assessment of individual
potential.

Sr.no. Rating scale No. Of respondents In%

1 Strongly Agree 7 17.5
2 Neutral 4 10
3 Strongly Disagree 0 0
4 Agree 20 72.5
5 Disagree 0 0
TOTAL 40 100

Graph-4.1

Analysis:

From the above table-4.1 it can be known that 72 % of respondents have

agreed about the assessment of individual potential and 17.5% of them have strongly
agreed of the above statement and 10% of the employees are in a neutral stage and
where none of them have disagreed for the above statement. So majority of the
respondents i.e. 72.5% of the respondents have agreed about the assessment of
individual potential.

61
Interpretation:

From the above analysis we can interpret that, some of the employees
were in neutral position, because the appraisal system in the organization was
not in a full fledge way.

Table-4.2

Performance Appraisal system followed in the organization

is rational and fair.

Sr.no. Rating scale No. Of In%

respondents
1 Strongly Agree 1 2.5
2 Neutral 1.2 30
3 Strongly Disagree 1 2.5
4 Agree 22 55
5 Disagree 4 10
TOTAL 40 100

Graph-4.2

62
Analysis:

From the above table-4.2 it can be known that, 55% of respondents have
agreed that die performance appraisal system followed in the organization rational
and fair and 30 of the respondents are in neutral stage. Where as 2.5pciceil of the
respondents have agreed for the above statement and 2.5petce&t of the respondents
have strongly disagreed, where 10% of the respondents have disagreed for the above
statement.

Interpretation:

From the above analysis we can interpret that, some of the employees were in
neutral position. Because the organization doesn’t following the company’s policies
fairly.

Table-4.3

Job expectations are informed and the superiors set the tasks.

Sr.no Rating scale No. Of In%

respondents
1 Strongly Agree 3 7.5
2 Neutral 10 25
3 Strongly Disagree 0 0
4 Agree 24 60
5 Disagree 3 7.5
TOTAL 40 100
Graph-4.3

63
Analysis: From the above table-43 it can be known that, 60% of respondents have
agreed that the job expectations are informed and the superiors set die tasks. And 25%
of die respondents are in neutral stage and 7,5% strongly agree for above statement
and where as 7.5% of the respondents disagree for die above statement, none of them
are in a stage of strongly disagree

Interpretation: The above analysis shows that, some of employees were in neutral
position. Because the job expectations were not informed, and the tasks were not
assigned by superiors Properly.

Table-4.4

Performance Appraisal followed in the Organization helps to the Training and

development needs of Employee.

Sr.no Rating scale No. Of In%

respondents
1 Strongly Agree 6 15
2 Neutral 4 10
3 Strongly Disagree 0 0
4 Agree 27 67.5
5 Disagree 3 7.5
TOTAL 40 100

Graph-4.4

64
Analysis:

From the above table-4.4 it is found that, 67.5% of respondents have agreed
for the performance appraisal followed in the organization helps to assess the training
and development needs of employee and 15% of them have strongly agreed in ID-%
of the respondents are in neutral stage and the remaining 7.5% of the respondents are
in disagreed opinion. Where none of them are is strongly disagreed opinion.

Interpretation: The above analysis states that, majority of the employees

opined that a good performance appraisal system in the organization, helps to train
and develop an employee in all aspects,

Table-4.5

The Performance appraisal in the organization helps to recognize the competence and
potential of an individual.

Sr.no Rating scale No. Of In%

respondents
1 Strongly Agree 4 10
2 Neutral 3 7.5
3 Strongly Disagree 1 2.5
4 Agree 30 75
5 Disagree 2 5
TOTAL 40 100

65
Graph-4.5

Analysis:

From the above table-45 it is found that, 75% of respondents have agreed for
the performance appraisal in the organization helps to recognize the competence and
potential of individual and 10 % of the respondents have strongly agreed, and 75% of
the respondents are in neutral stage and 3% are in disagreed opinion where as 2.5% of
the respondents strongly disagree for the above statement.

Interpretation:

The above analysis elicits that, some of the employers were in neutral and disagree
position Because the appraisal process in the organization is not that much effective.

66
Table-4.6

Employees are happy with the assessment of performance followed in the

organization.

Sr.no Rating scale No. Of In%

Respondents
1 Strongly agree 3 7.5
2 Neutral 14 35
3 Strongly disagree 0 0
4 Agree 18 45
5 Disagree 5 12.5
Total 40 100
Graph-4.6

Analysis:

From the above table-4.6 it is found that, 45% of respondents have agreed that
they are happy with the assessment of performance appraisal followed in the
organization. And 35% of the respondents are in neutral stage and 12.5% of the
respondents are in a disagreed stage where 7.5% have strongly agreed for the above
statement but none of them have strongly disagreed for this statement.

67
 Interpretation: We can interpret that, most of the employees were in disagree
and neutral position. Because the assessment system in the organization was not up to
the mark.

Table-4.7

Employees have been appraised fairly according to the company’s policies.

Sr.no Rating scale No. Of In%

Respondents
1 Strongly agree 2 5
2 Neutral 13 32.5
3 Strongly disagree 0 0
4 Agree 23 57.5
5 Disagree 2 5
Total 40 100
Graph-4.7

Analysis:

From the above table-4.7 it is found that, 57.5% of respondents have agreed
that the employees have been appraised fairly according to the company policies and
32.5% of the respondents are neutral stage and 5% of them are strongly agree and

68
where as 5% of the respondents disagree for the above opinions and none of them
have disagree for the above opinion.

Interpretation: Here we can state that, most of the employees were in disagree and
neutral position. Because performance appraisal was not done fairly according to the
companies policies.

Table-4.8 Advises and suggestions are given to the employees during the appraisal
process.

Sr.no Rating scale No. Of In%

Respondents
1 Strongly agree 3 7.5
2 Neutral 15 37.5
3 Strongly disagree 0 0
4 Agree 10 25
5 Disagree 12 30
Total 40 100
Graph-4.8

Analysis:

From the above table4.8 it is found that, 30% of respondents have disagreed
that advises and suggestions are given to the employees during the appraisal process
and 25% of them have agreed and 7.5% of the respondents strongly agree and

69
majority of the respondents i.c. 37.5% are in a neutral stage and none of them have
disagreed for the above statement.

Interpretation:

The above analysis exhibits that, employees are expecting many more
suggestions and advises, during the appraisal process that would be helpful for their
career.

Table-4.9

The employees accept the appraisal feed back as.

Sr.no Rating scale No. Of In%

Respondents
1 Positive way 3 7.5
2 Uninteresting 15 37.5
3 Negative way 0 0
4 Neutral 10 25
Total 40 100
Graph-4.9

Analysis

From the above table-4.9 it is found that, 50% of respondents have a positive
way regarding acceptance of the appraisal feed back. And 47.55 of them are in a

70
neutral opinion and 2.5% of the respondents feel it uninteresting on the above
statement. And none of them have a negative acceptance of this statement.

Interpretation:

This analysis shows that, employees are not much interested in taking the appraisal
feedback.

Table-4.10 The appraiser of the company should be.

Sr.no Rating scale No. Of In%

Respondents
1 Superior 13 32.5
2 HOD 25 62.5
3 Subordinate 1 2.5
4 Peer group 1 2.5
Total 40 100
Graph-4.10

Analysis:

From the above table-4.10 it is found mat, 62.5perecent of respondents feel

that their HOD should be their appraiser and 32.5% of them feel that their superior

71
should be the appraisal and 2.5% of the respondents feel that their subordinates and
peer groups should be the appraiser.

Interpretation:

This states that, the appraiser should be the head of the department, the employee feel
that he is the right person to evaluate their performance.

Table-4.11
Employee need to be assessed as
Sr.no Rating scale No. Of In%
respondents
1 Once in 3 months 8 20
2 Once in 6 months 11 27.5
3 Once in year 21 52.5
Total 40 100
Graph-4.11

Analysis: From the above table-4.11 it is found that, 52.5% of respondents feel that
their appraisal system should be once in a year and 27.5% of the respondents feel that
it should be twice in a year (6 months) and where as 20% of the respondents feel that
it should be for every 3 months.

Interpretation: Here, the employees felt that, they need to be assessed once in a
year, as they felt it is a right period of time to assess the performance.

Table-4.12

72
The performance appraisal followed in the organization makes the employees.
Sr.no No. Of respondents In%
1 Motivating 95
2 Do Motivating 5
Graph-4.12

Analysis:
From the above table-4.12 it is found that, 95% of respondents are motivated
towards performance appraisal followed in the organization and 5% of the
respondents demotivates for the above statement.
So majority of the respondents i... 95% of the respondents have motivated
towards the appraisal system followed in the organization.

Interpretation:
From the above study, employees felt performance appraisal system as a
motivating factor.

Table-4.13
Types of errors/problems have impact on performance rating in the Organization
Sr.no Rating scale No. Of In%
respondents
1 Influence 9 22.5
2 Attitude 16 40
3 Biased 8 20
4 Personal Grudge 1 2.5
5 Subjectivity 5 12.5
6 Status Effect 1 2.5

73
Graph-4.13

Analysis: From the above table-4.13 it is observed that, appraisal system is rated by
attitude that is 40% and 22.5% of the respondents by influence and 20% by biased,
12.5% by subjectivity and 2.5% by personal grudge and remaining 2.5% by status
effect.

Interpretation: The employees opined that, attitude factor have a greater impact
on the performance appraisal system.

Table -4.14

Feedback on Performance is communicated after assessment of the Performance.

Sr.no Rating scale No. Of In%
respondents
1 Yes 19 47.5
2 No 21 52.5
Graph-4.14

74
Analysis: From the above table-4.14 it is found that, 52.5% of respondents disagree
that feed back on performance is communicated after assessment of the performance
appraisal. And 47.5% of the respondents agree for the above statement.
So majority of the respondents i.e. $2.5% of the respondents have disagreed that the
feedback on performance is communicated after assessment of the performance
appraisals.

Interpretation: Here, the some of the employees express their view that, the
performance feedback need not be communicated after the assessment, while some of
them felt that it is essential.

Table-4.15
Employees are aware of 360-degree appraisal.
Sr.no Rating scale No. Of In%
respondents
1 Yes 11 27.5
2 No 29 72.5
Graph-4.15

Analysis: From the above table-4.15 it is found that, 72.5% of respondents are
aware of 360- degree appraisal and 27.5% of die respondents are not known of 360-
degree appraisal
So majority of the respondents i... 72.5% of the respondents have agreed that they
were aware of 360 degree appraisal

Interpretation:
Here from the above study it is known that, the employees are not completely aware
of 360- degrees appraisal system.

75
 SUMMARY

Human Resource Management (HRM) is the function within an organization

that focuses on recruitment of, management of, and providing direction for the people
who work in the organization. Human Resource Management can also be performed
by line managers.

Human Resource Management is the organizational function that deals with

issues related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation,
communication. administration, and training.

Performance appraisal refers to all the formal procedures used to evaluate an

individual, his contributions and potential. In other words, it is to plan and measure
the performance of an individual in terms of the requirement of the job or it is a
process of finding out how effective the organization has been at hiring and placing an
employee.

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 Performance appraisal is a formal system of review and evaluation of
individual or team task performance. While evaluation of team performance is critical
when teams exist in an organization, the focus of performance appraisal in most firms
remains on the individual employees. Regardless of the emphasis, an effective
appraisal evaluates accomplishments and initiates plans for development, goals and
objectives.

The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU garu
and had tone into commercial production in 1978

The Krishna, Godavari delta known as the rice- bowl of Indian and more
particularly W.G.Dist comes under the well known networks of canal from the
Godavari Anacut. Almost all parts of the district have wet land. Cultivation with to
paddy, crops per year since paddy straw can be used to the 60% of the total raw
material of delta paper mills and as it also is the most economical of all the available
inputs, one could not have asked suitable location.

Other raw materials such as gunny waste, cotton lintels and waste paper are
produced easily from Rajahmundry, Vizag. Eluru, Vijayawada and Hyderabad in A.P.
Since the company as well connected by broad gauge railway lines, the factory as not
in the past experienced any problem in producing these raw material.

The Delta Paper Mills Limited was established as a public limited company on
23 may 1975. Late Sri BH.Vijay Kumar Raju and Andhra Pradesh Industrial
development corporation (APIDC) on 18th September 1975 promoted the Delta Paper
Mills Limited; the company started its commercial production on 7th April

1977.

The plant is located at Vendra, a village of Palakoderu mandal, in Andhra Pradesh.

The following reasons will explain for selecting the location.

 For bringing reputation to the native place of the founder.

 For creating employment to the rural youth. .
 The availability of raw material is surrounding areas, water facilities, drainage
for disposal of effluents and its proximity to the broad gage railway line
connecting Chennai and Kolkata.

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  The companies’ main activity is to produce all varieties writing and printing
paper. It Is mainly an agro-based industry. Its main raw material is paddy
straw.
In 1976 ICICI along with IDBI, IFCI, LIC and UTI assisted the
company for selling up the product DELTA PAPER MILLS LIMITED
commissioned the paper machine for commercial production from July 1978
and pulp mill by November 1973. It earned its profits in the second and third
year of operations.

Hence by the above analysis, we can conclude that employees

responded according to their own perception and were expecting additional
benefits which management has to concentrate and take into consideration
such that employees can be retained and can excel in their profile.

FINDINGS

 More than half of the employees (72.5%) agree that Performance Appraisal is
the assessment of individual potential.
 Some of the employees (30%) neutral that Performance Appraisal system
followed in organization is rational and fair.
 Some of the employees (25%) neutral that Job expectations are informed and
the superiors set the tasks.
 Most of the employees (67.5%) agree that Performance Appraisal followed in
the Organization helps to the Training and development needs of employee.
 Some of the employees (5%) disagrees that The Performance appraisal in the
Organization helps to recognize the competence and potential of an individual
 Less than half of the employees (35%) disagrees that they are happy with the
of performance followed in the organization.

78
  most of the employees (32.5%) neutral that they have been appraised fairly
according to the company's policies.
 Most of the employees (30%) disagrees that Advises and suggestions are
given to the employee during appraisal process.
 Most of the employees (37.5%) uninterestingly accept the appraisal feedback
 Most of the employees (62.7%) feel that appraisal should be given by HOD.
 Most of the employees (52.5%) that they need to be assessed as once in a year.
 All most of the employees (95%) feels that the performance appraisal
followed in the Organization makes the employees Motivated.
 Most of the employees (40%) think that attitude have impact on performance
rating in the Organization.
 Most of the employees (52.5%) do not agree that Performance is
communicated after assessment of the Performance.

SUGGESTIONS

As per the study the following are the suggestions:

 The Performance Appraisal in the organization should be in a full fledge way

so that the others will be accepting this.

 As the Performance Appraisal is helpful to the employees by the assignment

of superiors task by training & development which should be more effective
so that the other employees will also be attracted.

79
  The Performance Appraisal should be assist effectively to the employees as it
recognizes the competence and potential of an individual.

 Employee's appraisal should be fairly done according to the companies

policies so that it will assist the performance of the employees.

 The company should give some advises and suggestions to the employees
during the process and should get there feedbacks about the process.

 The employees should assess and appraised by their HOD once in a year.

 The employees should be aware of 360 degrees appraisal and the organization
should follow this to motivate the employees.

80
 CONCLUSION

 The options required strong motivation to face the challenges.

 Proper training and satisfaction at all levels will be the strongest
foundation to launch an assault on the challenges and convert the
challenges to opportunities through effective performance appraisal
measures in the organization.

Industry most response like wise

 In future performance appraisal measures will have to be planned in

relation to the Changes taking place.

 The performance measures leads exist both at fresh entry level as well
as to Continuing education level for working personnel.

 An effective safety measures based on emerging trends suggests model

for achieving The targets which will make paper industry in India truly
competitive.

81
 BIBLIOGRAPHY

Books:

 Donald L. Kirkpatrick, 2006, Improving Employee Performance through

Appraisal and Coaching.
 Richard Rudman, 2003, Performance Planning and Review.
 Roger E. Herman, 1997, The Process of excelling, oak Hill press.
 P. Subba Rao, 2006, Essentials of Human Resource Management and
Industrial Relations, Himalaya Publishing House.

Journals:

 Gitam Journal of Management.

 Journal of Occupational and Environmental medicine.
 Indian Journal of Social Work.
 Indian Journal of Human Resource.

 www.deltapapermills.com
 www.google.com

82
 ANNEXURE

1.Is Performance Appraisal helps in the assessment of individual potential?

A) strongly agree.

B) agree

C) neutral

D) strongly disagree

E) Disagree

2. Does the Performance Appraisal system followed in the organization is rational and
fair?

A) strongly agree.

B) agree

C) neutral

D) strongly disagree

E) Disagree

3. Whether the Job expectations are informed and the superiors set the tasks?

A) strongly agree.

B) agree

C) neutral

D) strongly disagree

E) Disagree

83
4.Does the performance Appraisal followed in the organization helps to assess the
training and development needs of employee?

A) strongly agree.

B) agree

C) neutral

D) strongly disagree

E) Disagree

5. Does the Performance appraisal in the organization helps to recognize the

competence and potential of an individual?

A) strongly agree.

B) agree

C) neutral

D) strongly disagree

E) Disagree

6. Whether the employees happy with the assessment of Performance followed in the
organization?

A) strongly agree.

B) agree

C) neutral

D) strongly disagree

E) Disagree

7. Does the Employees appraised fairly according to the company's policies?

A) strongly agree.

B) agree

C) neutral

84
 D) strongly disagree

E) Disagree

8. Does the Advises and suggestions are given to the employees during the appraisal
process?

A) strongly agree.

B) agree

C) neutral

D) strongly disagree

E) Disagree

9. How do the employees accept the appraisal feedback?

A) positive way

B) Negative way

C) Neutral

D) Uninteresting

10. Who should be the appraiser?

A)HOD

B) Superior

C) Subordinate

D) peer group

11. How often should an employee be assessed?

A) Once in 3months

B)Once in 6months

C)Once in a year

12. How the performance appraisal followed in the organization?

A)Motivate

85
 B)Denominative

13. What types of errors / problems have impact on performance rating in the
organization?

A)Influence. B) Attitude

C) personal grudge D)Biased

E) Subjectivity. F) status effects

14. Whether the Feedback on performance communicated after assessment of the

Performance?

A) yes

B) No

15. Are you aware of 360-degree appraisal?

A) Yes
B) No

86