A PROJECT REPORT ON

A STUDY ON PERFORMANCE APPRAISAL SYSTEM

KUMAON UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE

AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION (2022-2024)

SUBMITTED TO: SUBMITTED BY:

Faculty of Management Jyoti Joshi

Bhimtal
Roll No. 221405610025
Kumaun University

1
 CERTIFICATE

This is certified that this Summer Training Report Project Titled "A Study on
performance appraisal system" in “ A ” submitted by
Jyoti Joshi of MBA III semester for partial fulfillment of award of degree of
Master of Business Administration has been completed by him under my
guidance.

f
He was sincere in putting efforts to prepare and present this research report.

2
 STUDENT DECLARATION

I Jyoti Joshi , student MBA

t 3rd semester of Department of Management ,
Bhimtal , Uttarakhand, hereby declare that project entitled “A study on
performance appraisal” at “YOURSTHATSENIOR” is written and submitted by me
under the guidance o fFaculty of Management.

The information incorporated in this project is true and original to the best of my
knowledge. This report is my original work and has not been copied from any
sources.

3
Certificate from Company

Jyoti Joshi

4
 Preface

There are number of forces that make HR the greatest support system in an
organisation. Employees play a great role in the success of any organisation. So,
managing the human resources in an organisation is really a task of great concern
and there are many policies for them to get the right job contribution for the
success of the organisation.

This project report has been completed in partial fullfilment of my management

program ,Master of Business Administration (MBA) in the company
“YOURSTHATSENIOR”. The topic of my project was “A study on performance
appraisal” in “YOURSTHATSENIOR”.

5
 ACKNOWLEDGEMENT

This project has been an honest and dedicated attempt to make the analysis on
marketing material as authentic as it could. And I earnestly hope that it provides
useful and workable information and knowledge to any person reading it. During
this period, I had the pleasure of working closely with accomplished organization
people who shared with me their experience and helped me in completion of my
research.

I sincerely thank my faculty for his guidance andi encouragement in carrying out
this project work.

I also wish to express my gratitude to my Class Coordinator who helped me during

the period of my project work. Secondly I would also like to thank my parents and
friends who helped me a lot in finalizing this report within the limited time frame.

Name: Jyoti Joshi MBA III semester

6
 CONTENTS

S. No. Description Page no.

1. CHAPTER – 1

 INTRODUCTION
 LITERATURE REVIEW 9-16
 REPORT OBJECTIVE
 RESEARCH METHODOLOGY
 LIMITATIONS OF THE PROJECT STUDY

2. CHAPTER – 2 17-21

 INDUSTRY PROFILE AND COMPANY PROFILE

3. CHAPTER – 3 22-39

 DATA ANALYSIS AND INTERPRETATION

4. CHAPTER – 4

▪FINDINGS 40-43

▪RECOMMENDATIONS AND SUGGESTIONS

▪CONCLUSION

5. BIBLIOGRAPHY 44-45

6. APPENDIX 46-48

7
CHAPTER-1

8
 INTRODUCTION
The history of performance appraisal is quite brief. Its roots in the early 20th Century can be
traced to Taylor’s pioneering time and motion studies. But this is not very helpful, for the
same may be said about almost everything in the field of modern human resource
management. As a distinct and formal management used in evaluation of work
performance appraisal really dates from the time of the Second World War –not more than
sixty years ago.
In the absence of carefully structured system of appraisal, people will tend to judge the
performance of the others, including subordinates, naturally, informally and arbitrarily.
Without a structured appraisal system, there is a little chance of ensuring that the judgment
made will be lawful, fair, defensible and accurate.
The human inclination to judge can create serious motivational, ethical and legal problems
in the work place. Performance appraisal system began as simple methods of justification.
That is appraisal was used to decide whether or not the salary or wage of an individual
employee was justified.
The process was firmly linked to material outcomes. If an employee’s performance were
found to be less than ideal, cut in pay would fallow. On other hand, if their performance is
better than supervisor’s expected, then pay raise would be follow. As a result, the
traditional emphasis on reward outcomes was progressively rejected.

Concept of Performance Appraisal:

Performance Appraisal can be defined as the process of evaluating the performance of an

employee and communicating the results of the evaluation to him for the purpose
of rewarding or developing the employee. According to Michael Armstrong, “Performance
Appraisal is formal assessment and rating of individual by their managers at usually an
annual review meetings”.
An employee in his job can define performance as the degree of accomplishment of tasks.
In some organization, it is the measure of results achieved and targets accomplished where
as in others. It is a measure of employee efforts and behaviour. However, most

9
organization uses both efforts and results. Performance Appraisal is also termed as
Performance review, annual review or annual appraisal.
The dictionary meaning of the verb is “to fix a price” or “to value an object or thing”. The
term Performance Appraisal is concerned with the process of valuing an employee’s worth
to an organization, with a view to increasing it. Hence, most appraisal systems are linked to
reward systems .The commitment of the management and acceptance by the employees
determines the success of an appraisal system in any organization. It is also important that
the appraisal system matches the organizational culture. For example, a 360-degree
feedback system would not deliver results if implemented in a traditional organization with
rigid hierarchies.

Modern Appraisal:
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities for
improvement and skills development.

Monitoring and managing the performance of the individual employee in the

organization manage the performance of an organization. The objectives and goals of
individual performance are determined based on the objectives and goals of the
organization. Hence, the successful performance of an organization is a culmination of
individual performance and contributions.

Performance Appraisal management is a critical and sometimes controversial aspect of

organizational management. The appraising results are used to identifying the better
performing employees who should get the majority of available merit pay increases,
bonuses, and promotions. Performance Appraisal has been traditionally connected to
rewards and punishments in the organization. In recent times, however the concept of
developing employees based on appraisal has gained popularity. While a system of
Performance Appraisal can be very effective and productive in the organizational context,
the problems in the appraisal are related to its application and implementation. It can
therefore be said that a well – designed and well –implemented Performance Appraisal
system adds value to the organization

10
LITERATURE REVIEW:
The history of performance appraisal ways back to the early 20th century and can
be traced to Taylor's pioneering Time and Motion studies. Though a formal
appraisal programme was introduced by New York City Civil Services in 1883
before WW1, it is believed to be started for the first time during WW1. Then US
army chief Walter Dill Scott, kept man-to-man rating in military establishment.
According to C. Heyel (1973) “performance appraisal is the process of evaluating
the performance and qualifications of the employees in terms of the
requirements of the job for which they are employed. For the purpose of
administration, including e-ISSN: 2582-5208 International Research Journal of
Modernization in Engineering Technology and Science ( Peer-Reviewed, Open
Access, Fully Refereed International Journal ) Volume:04/Issue:03/March-2022
Impact Factor- 6.752 www.irjmets.com www.irjmets.com @International
Research Journal of Modernization in Engineering, Technology and Science [1206]
selection for promotions, placement, providing financial rewards and other
actions which necessitate differential treatment amongst the members of a group
as distinguished from actions affecting all members equally”.

In the views of Wonston Oberg (1972), “Common descriptions include

performance appraisal, merit rating, behavioral assessment, employee
evaluation, personnel review, progress report, staff assessment, service rating
and fitness report.” (Abanikanta) As per A. Monappa and M. S. Saiyadain Douglas
Mc Gregor (1957)– Formal appraisal plans are designed in such a manner that
they will be meeting one need of the organization and two of the individuals. 1.
Systematic judgments for supporting an increase in salary, transfers, demotions
or terminations. 2. Means of informing the subordinates about their performance,
and suggesting the required changes in their skills, attitudes, behaviour, or job
knowledge. Clear information will be given about their position. 3. For further
training, coaching and counseling these appraisals are used. (Abanikanta)
Armstrong (2006)- “it is a systematic process for improving organizational
performance by developing the performance of individuals and teams Further he
also added on that performance appraisal allows the supervisor to grab the full
potential of the employees through capacity development. Performance appraisal
reveals career-growth plans; helps in identifying the training needs and helps in
bringing employee goals and organizational goals together. (Armstrong, 2006) In

11
an organization, the supervisors of any organisation have a major role in
transforming the behavior of the employees which may improve it or decrease it.
As per the equity theory, a feeling of uneven treatment decreases the
performance and commitment among the workers. Hence fair performance
appraisals should be conducted with utmost care (Fulk et al., 1985) Anup Bhurtel
and Eka Raj Adhikar conducted a study with 14 supervisors of the Council for
Technical Education and Vocational Training (CTEVT) of Nepal to investigate the
perception of supervisors on performance appraisal in relation to employee
development adopting a qualitative design The results of the study implied that
supervisors interpreted the existing appraisal system in a less effective manner,
and it was mostly used for promotion criteria. The appraisal could not be
conducted on the non-permanent employees and the results of the permanent
employees were also kept confidential. Since they failed to discuss the results
they were not able to set the goals for further development. The study suggested
for a comprehensive performance appraisal system which could include the
developmental plans for the employees. (A.Bhurtel&EK.Adhikari, 2016) Paradise
Bank is a nationalized bank in India. The employees are highly satisfied as they
feel that the management is fair in terms of compensation. The Chief HR manager
at all times made it a point to see that the appraisal system being followed gained
the confidence and support of the employees. Hence a feedback session always
followed post the appraisals. (Caselet 1) Ashima Aggarwal, Gour Sundar Mitra
Thakur (2013) conducted a review on the methods of performance appraisal.
After the research, the authors came to the conclusion that determining whether
one methodology is better than another is challenging because it relies on the
nature and size of the organisation. Every methodology has its own pros and cons.

(AggarwalAshima&MitraThakurGour., 2013) Employees mostly dislike

performance appraisal because they feel that managers do not always rate them
on objective criteria. This is called as “Rater bias” by the experts. Another factor
confirmed by previous researchers is that mood of the manger has an influence
on the ratings of the performance appraisals. When managers do not follow
stated policies and procedures it leads to dissatisfaction, disappointment and
distrust amongst the subordinates. This results reduced motivation and
organizational performance and may ultimately impact the organizational climate.
There is a frequent discontent between the employee and the managers on the
degree of feedback. Untrained and unprepared managers diminish the motivation
and satisfaction among the subordinates. Further imposing unreasonable
standards of performance by the managers may diminish employee satisfaction.
12
These untrained raters by committing errors in performance appraisal reduce the
confidence of the employee about the performance appraisal system.
(GaryRoberts&MichaelPregitzer, 2007) Organisations use this performance
appraisal for varied reasons like for increasing the productivity of the e-ISSN:
2582-5208 International Research Journal of Modernization in Engineering
Technology and Science ( Peer-Reviewed, Open Access, Fully Refereed
International Journal ) Volume:04/Issue:03/March-2022 Impact Factor- 6.752
www.irjmets.com www.irjmets.com @International Research Journal of
Modernization in Engineering, Technology and Science [1207] employee, training
and development of the employees. This is documented in a study of why
companies use performance appraisals (CJFombrun&RLLaud, 1983).

Objectives of the Study:

 Setting targets and goals as performance standards.
 To evaluate the Performance system and offer suggestions for effective
implementation.
 To evaluate Performance Appraisal impact on the employee growth and
development.
 To improving performance.

Performance Appraisal
The term performance appraisal has been called by many names, including
performance review, performance evaluation, personnel rating, merit rating, employee
appraisal or employee evaluation. A performance has been defined as any personnel
decision that effects the status of employee regarding their retention, termination,
promotion, transfer, salary increase or decrease, or admission in to a training program.

Definition:
Performance appraisal can be defined as “a systematic evolution of the individual with
respect to his or her performance on the job and his or her potential for development”.

13
Performance appraisal can be defined as “degree of accomplishments of tasks by an
employee in his job”.

“Performance appraisal is a formal assessment and rating of individuals by their

management at usually an annual review meeting”-Michael Armstrong

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem as it
guides how research is done scientifically. It consists of different steps that are
generally adopted by the researcher to study the research problem along with the
logic behind them.

RESEARCH
Research is the search for knowledge. It is a scientific and systematic search for
pertinent information or a specific topic.

John W. Best defines research as, “the systematic and objective analysis and
according of controlled observations that may lead to the developments of
generalizations, principles, or theories, resulting in prediction and possibly
ultimate control of events.”

Methodology

a) Sample Size : 25 samples from online books and data.

b) Instrument Used: Questionnaire.
c) Sample Technique: Random Sampling.

Sources of Data

 Primary Data - Questionnaire.

14
  Secondary Data – books, websites, internet.

For the purpose of this research primary data as well as secondary data both
are used. This is because data is collected using different types of
approaches, mediums etc.

Limitation of the Study:

 Different job evaluators may reach different result, requiring validation.

 Non Availability and accessibility of resources.

 Limitations of time:
The time which was available for research, was only 30 days, which was not
sufficient to collect more information or details of the company in the HR
department.

 Lack of time and other resources as it was not possible to conduct survey at
large level.

15
CHAPTER-2

16
 INDUSTRY PROFILE AND
COMPANY PROFILE
INDUSTRY PROFILE
Yoursthatsenior Private Limited (YPL) is a registered startup operating as a Private
Limited Indian Non-Government Company incorporated in India on 23 November
2021 (Two years 28 days old ). Its registered office is in North West Delhi, Delhi,
India. The Company is engaged in the Education & Learning Industry.
It is classified as a private limited company and is located in , Delhi. It's authorized
share capital is INR 1.00 lakh and the total paid-up capital is INR 1.00 lakh.
The current status of Yoursthatsenior Private Limited is - Active.
Details of the last annual general meeting of Yoursthatsenior Private Limited are
not available. The company is yet to submit its first full-year financial statements
to the registrar.
Yoursthatsenior Private Limited has three directors - Praveen Singh
Shekhawat, Mohit Kadayan, and others.
The Corporate Identification Number (CIN) of Yoursthatsenior Private Limited is
U80902DL2021PTC390304. The registered office of Yoursthatsenior Private
Limited is at FLAT NO-829 POCKET-GH-2 BAGHBAN APARTMENT, SECTOR-28,
ROHINI DELHI North Delhi, Delhi.

Industry: Education Technology (Ed Tech)

Sub-sector: Career Preparation & Skills Development

Focus: YoursthatSenior operates primarily in the Indian Ed Tech market, catering

specifically to students from non-elite colleges (Tier 2 & below) looking to
improve their employability skills and land their first jobs.

17
Mission: To bridge the gap between academic qualifications and industry skills by
providing comprehensive career preparation guidance and training to students
from non-elite colleges.

Services:

 Industry-specific mentorship programs: Connecting students with

experienced professionals who offer practical career advice and skills
development in various fields.
 Live online classes: Covering essential job-hunting skills like resume writing,
interview preparation, communication, and soft skills.
 Psychometric evaluations: Helping students identify their strengths and
weaknesses to make informed career choices.
 Mock interviews: Providing realistic interview simulations to equip
students with confidence and improve their interview skills.
 24/7 support: Offering continuous guidance and access to resources
throughout the preparation process.

The Ed Tech industry encompasses the development, deployment, and use of

technology to enhance the learning process. This includes a wide range of tools
and platforms, from online learning platforms and adaptive learning software to
educational games and virtual reality simulations.

18
COMPANY PROFILE

YOURSTHATSENIOR is a one-stop solution to prepare for interviews and apply for

your dream job. You will get guidance and skills training through a systematic and
elucidated medium. We strive to enable seniors/industry leaders to share their
impactful, practical knowledge with aspiring new blood.

Yoursthatsenior aspires to provide guidance and skills through systematic and

elucidated medium to undermine the unemployability, of Indian youth in 44,000 non
rated colleges i.e. tier 2 or below colleges in India. We strive to enable seniors/ industry
leaders to share their impactful practical knowledge to aspiring new bloods especially
from tier 2 or below cities to succeed with flying colours on our exclusive community.
Our platform will provide a one stop 360° solution to prepare and qualify for their
dream job. We will train/handhold the candidate for getting shortlisted in a job by
providing them the right intrapersonal and soft skills. We will enable special
support/assistance to Specially abled students in developing social and life skills for
better opportunity/employability with additional guidance by specially abled mentors.

Website
http://www.yoursthatsenior.com

Industry
E-Learning Providers

Headquarters
New Delhi, Delhi

19
Type
Privately Held

Founded
2021

Specialties
Interview Skills, Resume Building, Personality Development, Soft Skills
Development, Company Specific Training, Mock Interview, mentorship, and job
preperation

Mission
It has always been to bridge the gap between academic and industry, ensuring that
students are not just equipped with theoretical knowledge, but are also well-prepared
to excel in the professional world. With this partnership, we are taking a giant leap
towards realizing this vision.

20
 CHAPTER-3

DATA ANALYSIS AND

INTERPRETATION

21
Data Analysis
Data analysis is the process of cleaning, changing, and processing raw data and
extracting actionable, relevant information that helps businesses make
informed decisions. The procedure helps reduce the risks inherent in decision-
making by providing useful insights and statistics, often presented in charts,
images, tables, and graphs.

A simple example of data analysis can be seen whenever we make a decision in

our daily lives by evaluating what has happened in the past or what will happen
if we make that decision. Basically, this is the process of analyzing the past or
future and making a decision based on that analysis.

Interpretation

Data interpretation is the process of reviewing data and arriving at relevant

conclusions using various analytical research methods. Data analysis assists
researchers in categorizing, manipulating data, and summarizing data to answer
critical questions.

In business terms, the interpretation of data is the execution of various

processes. This process analyzes and revises data to gain insights and recognize
emerging patterns and behaviors. These conclusions will assist you as a
manager in making an informed decision based on numbers while having all of
the facts at your disposal.

22
Question 1) Are you aware of the overall objectives/goals of the appraisal
system?
TABLE-1

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 9 14 0 2 0 25

Percentages 36 56 0 8 0 100

INTERPRETATION
Among the 25 employees 36% are strongly agree, 56% are agree and remaining
8% are strongly disagree with the statement that they are aware of the overall
objectives of the organization.

23
Question 2) Are you aware of the performance appraisal process in the
organization?

TABLE-2

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 10 13 2 0 0 25

Percentages 40 52 8 0 0 100

INTERPRETATION
Among the 25 employees 40% are strongly agree, 52% are agree and remaining
8% are strongly disagree with the statement that they are aware of the performance
appraisal process in the organization.

24
Question 3) Do you agree that the goals set for you at the beginning of
the year are attainable?

TABLE-3

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 8 15 0 2 0 25

Percentages 32 60 0 8 0 100

INTERPRETATION
Among the 25 employees 32% are strongly agree, 60% are agree and remaining
8% are strongly disagree with the statement that goals set for you at the beginning
of the year are attainable in the organization.

25
Question 4) Organization plans for competency improvements of employees
on regular basis?
TABLE-4

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 10 11 4 0 0 25

Percentages 40 44 16 0 0 100

INTERPRETATION
Among the 25 employees 40% are strongly agree, 44% are agree and remaining
16% are disagree with the statement that organization plans for competency
improvements of employees on regular basis.

26
Question 5) Do you agree that your career aspirations are being considered
and appropriate developmental programs are taken up?

TABLE-5

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 7 16 0 2 0 25

Percentages 28 64 0 8 0 100

INTERPRETATION
Among the 25 employees 28% are strongly agree, 64% are agree and remaining
8% are strongly disagree with the statement that career aspirations are being
considered and appropriate developmental programs are taken up.

27
Question 6) Do you agree that good performance is duly recognized in the
organization?

TABLE-6

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 14 9 2 0 0 25

Percentages 56 36 8 0 0 100

INTERPRETATION
Among the 25 employees 56% are strongly agree, 36% are agree and remaining
8% are disagree with the statement that good performance is duly recognized by
the organization.

28
Question 7) The performance is contributing for the identification of
training and developmental needs?

TABLE-7

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 7 16 0 0 2 25

Percentages 28 64 0 0 8 100

INTERPRETATION
Among the 25 employees 28% are strongly agree, 64% are agree and remaining
8% are unable to decide anything about the statement that the performance review
is contributing for the identification of training and development needs.

29
Question 8) Do you feel the performance will enhance individual skill
and performance?

TABLE-8

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 7 13 0 0 5 25

Percentages 28 52 0 0 20 100

INTERPRETATION
Among the 25 employees 28% are strongly agree, 52% are agree and remaining
20% are unable to decide anything about the statement that performance
appraisal will enhance individual skills and performance.

30
Question 9) Do you agree that performance management system helps in
planning for effective utilization of talents?

TABLE-9

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 5 16 2 2 5 25

Percentages 20 64 8 8 20 100

INTERPRETATION
Among the 25 employees 20% are strongly agree, 64% are agree 8% are disagree
and remaining 8% are strongly disagree with the statement that performance
management system helps in planning for effective utilization of talents.

31
Question 10)Employees is to be made confident that their
performance would be adequately rewarded by the organization?

TABLE-10

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 5 18 2 0 0 25

Percentages 20 72 8 0 0 100

INTERPRETATION
Among the 25 employees 20% are strongly agree, 72% are agree and remaining
8% are disagree with the statement that performance would be adequately
rewarded by the organization.

32
Question 11) Does financial incentive motivates employee better rather than
other forms of recognition?

TABLE-11

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 3 5 10 1 6 25

Percentages 12 20 40 4 24 100

INTERPRETATION
Among the 25 employees 12% are strongly agree, 20% are agree, 40% are disagree
4%strongly disagree and remaining 24% are unable to decide anything about
the statement that financial incentives motivates employees better rather than other
forms of recognition.

33
Question 12) Do you agree that performance appraisal is to be considered
for promotion and increment and other related aspects?

TABLE-12

Options Strongly Agree Disagree Strongly Can’t Total

agree disagree say

Respondents 7 14 0 2 8 25

Percentages 28 56 0 8 2 100

INTERPRETATION
Among the 25 employees 28% are strongly agree, 56% are agree, 8% are strongly
disagree and remaining 8% are unable to decide anything about the statement that
the performance appraisal is to be considered for promotion and increment and
other related aspects.
34
Question 13) Appraise main objectives in your duties are:

TABLE-13

Options Personal To achieve Both Total

development organization
targets
Respondents 0 4 21 25
Percentages 0 16 84 100

INTERPRETATION
Among the 25 employees 16% are agree that appraisal main objectives in his
duties are to achieve the organizational targets and remaining 84% are agree
with both personal development also.

35
Question 14) Employees performance being appraised by:

TABLE-14

Options Superiors Peers Self 3600 Total

appraisal appraisal
Respondents 10 1 8 6 25
Percentages 40 4 32 24 100

INTERPRETATION
Among 25 employees opinions about the statement are as follows:
4% are opined appraised by peers, 32% are opined it is self appraisal and remaining 24% are
opined it is 3600 appraisal.

36
Question 15) How is the relation between superiors and subordinates in your
organization?

TABLE-15

Options Cordially Friendly Healthy Good Not Total

good
Respondents 11 5 4 5 0 25
Percentages 44 20 16 20 0 100

INTERPRETATION
Among 25 employees opinions about the statement are as follows:
44% opined it is cordially, 20% opined it is friendly, 16% opined it is healthy and remaining
20% opined it is good.

37
 CHAPTER – 4

FINDINGS, CONCLUSIONS
AND SUGGESTIONS

38
FINDINGS:
Performance appraisal process in an organization should be able to make
employees strength and should be able to motivate employees to exert
their maximum efforts. Specific performance of each and every employee should
be evaluated properly for results and they should be remunerated on the basis of
their contribution to the organization. Some of the findings concluded from the
survey as follows:

 Majority of the employees are concluded that the present appraisal

system helps in motivating the employees.

 Employees are well satisfied with setting of key result areas by

management.

 Employees are satisfied with present appraisal system as it makes them to

know their strengths as well as weaknesses.

 Outstanding performance is duly recognized by the organization.

 Good encouragement and positive reinforcement makes employees to

accept more responsibilities.

 Employees in the organization are well satisfied with the reward system
followed by the organization.

 Environment in the organization is healthy; relations between superiors

and subordinates are also good.

 Majority of the employees satisfies with financial incentives rather than the
other forms of recognition.

39
SUGGESTIONS:
 Measurement of performance should be accurate.

 Feedback after measuring the performance should be in a clear,

understanding way to the appraisal.

 Monthly performance reports should be maintained.

 Self review techniques should be implemented in the organization in order

to improve the performance of the employees.

 The efficient and experienced persons should conduct orientation

programs.

 By assessing the performance appraisal continuously the employees can

improve their skills.

40
CONCLUSIONS:
After my thorough observation and analysis, I would like to conclude that the
organization is good in the overall implementation of the performance appraisal
process. All the employees responded very next movement and co-operated a
lot in doing my analysis throughout the project. The employees were very friendly
and helped in doing my project and answered to my questions very
spontaneously and accurately.
My project guide is also very co-operative and has guided me in every step in
completing my project

41
BIBLIOGRAPHY

42
BIBLIOGRAPHY

BOOKS
 Venclová, K., Salkova, A., & Kolackova, G. (2013). Identification of
employee performance appraisal methods in agricultural organizations.
Journal of Competitiveness, 5(2).

 Aggarwal, A., & Thakur, G. S. M. (2013). Techniques of performance

appraisal-a review. International Journal of Engineering and Advanced
Technology (IJEAT), 2(3), 617- 621.

 Principles and practices of management

By L.M.Prasad

 Human resource management

By Aswatappa.

WEBSITES
 https://www.scribd.com

 https://yoursthatsenior.com/

 www.google.com

 www.businessballs.com

43
APPENDIX

44
QUESTIONNAIRE:
1. Were the employees aware of the overall objectives/goals of the appraisal
system?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
2. Are you aware of the performance appraisal process in the organization?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
3. Do you agree that the goals set for you at the beginning of the year are
attainable?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
4. Organization plans for competency improvements of employees on regular
basis?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
5. Do you agree that your career aspirations are being considered and
appropriate developmental programs are taken up?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
6. Do you agree that good performance is duly recognized in the organization?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
7. Do you agree that the performance is contributing for the identification of
training and developmental needs?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
8. Do you feel the performance will enhance individual skill and performance?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
9. Do you agree that performance management system helps in planning
for effective utilization of talents?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
10. Do you agree that the employees should be made confident that their
performance would be adequately rewarded by the organization?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say

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11. Does financial incentive motivates employee better rather than other
forms of recognition?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
12. Do you agree that performance appraisal is to be considered for
promotion and increment and other related aspects?
a) Strongly agree b) agree c) disagree d) strong disagree e) can’t say
13. Appraise main objectives in your duties are:
a) Personal development b) To achieve organization targets c) Both

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