UNIVERSITY OF MUMBAI

SUMMER TRAINING PROJECT REPORT ON

"A STUDY ON PERFORMANCE APPRAISAL IN

BRICK AND BYTE INNOVATIVE PRODUCTS PVT LTD”

Submitted in partial Fulfilment for the Award of the Degree of

Master of Management Studies (MMS)

(Under University of Mumbai)

BATCH 2022-24

SUBMITTED BY

SHREYASH RAJARAM BHOIR

ROLL NO: 07

SPECIALIZATION : Finance

UNDER GUIDANCE OF

Dr. GOVIND SHINDE

PILLAI HOC INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

RASAYANI - 410 207

 UNIVERSITY OF MUMBAI

SUMMER TRAINING PROJECT REPORT ON

"A STUDY ON PERFORMANCE APPRAISAL IN

BRICK AND BYTE INNOVATIVE PRODUCTS PVT LTD”

Submitted in partial Fulfilment for the Award of the Degree of

Master of Management Studies (MMS)

(Under University of Mumbai)

BATCH 2022-24

SUBMITTED BY

SHREYASH RAJARAM BHOIR

ROLL NO: 07

SPECIALIZATION : Finance

UNDER GUIDANCE OF

Dr. GOVIND SHINDE

PILLAI HOC INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

RASAYANI - 410 207

CERTIFICATE FROM THE COMPANY
 DECLARATION

I hereby declare that this Project Report titled “A STUDY ON PERFORMANCE

APPRAISAL IN BRICK AND BYTE INNOVATIVE PRODUCTS PVT LTD.”, submitted

by me to PILLAI HOC INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH,

RASAYANI – 410207 is a bonafide work undertaken by me and it is not submitted to

any other University or Institution for the award of any degree diploma or certificate or

published any time before.

Name : Shreyash Rajaram Bhoir

Roll No : 07

Signature of the Student

 PILLAI HOC INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH,

RASAYANI – 410207

CERTIFICATE

This is to certify that project titled “ A STUDY ON PERFORMANCE APPRAISAL IN

BRICK AND BYTE INNOVATIVE PRODUCTS PVT LTD.” is successfully completed

by MR. SHREYASH RAJARAM BHOIR during the III Semester, in partial fulfillment of

the Master’s Degree in Management Studies recognized by the University of Mumbai

for the academic year 2022-24 through PILLAI HOC INSTITUTE OF MANAGEMENT

STUDIES AND RESEARCH, NEW PANVEL – 410207. This project work is original and

not submitted earlier for the award of any degree / diploma or associate ship of any

other university / institution.

Name of the Guide: DR. GOVIND SHINDE

Date:

(Signature of the Guide)

 ACKNOWLEDGEMENT

At the outset I express my gratitude to Almighty God for showering his grace and

blessings upon me to complete this project. It gives me great pleasure to present my

project on "A Study On Performances Appraisal in Brick & Byte Innovative

Products Pvt Ltd". This is my first milestone achievement in pursuing MMS.I would like

to extend my thanks to Prof. Mr. Prof Pradip Chatterjee (Director- MMS) for making it

possible to get training in Brick And Byte Innovative Products Pvt. Ltd. I would specially

like to thank my project guide Dr. GOVIND SHINDE for giving her & valuable guidance

and experience in developing my project. I take special pleasure in acknowledging (Sr.

Manager HR), Mfg.), and the staff member of P&A Department of Brick And Byte

Innovative Products Pvt. Ltd.,. for giving me this opportunity of internship in The Brick

And Byte Innovative Products Pvt. Ltd. extended support and help toward my project.

Although my name appears on the cover of this book, many people have contributed in

some or the other form to this Project Development. I thank my parents and my family

without whose help the project won't be a great success.

THANK YOU.

SHREYASH RAJARAM BHOIR

 EXECUTIVE SUMMARY

The project titled "A STUDY ON PERFORMANCE APPRASIALS" undertaken in Brick &

Byte Innovative Products Pvt Ltd. Brick & Byte is a premier Indian multi-national

company with more than two decades expertise of experience in providing Integrated

Advance Engineering Services & Solutions. Company specialize in contract

manufacturing services with expertise in CNC sheet metal fabrication, power and

control panels, PDUs (Power Distribution Units), stable battery systems for UPS, battery

racks and junction racks, server racks/data center racks, networking enclosures, and

EDMS. Our solutions cater to multinational clients and are designed to exceed their

expectations. The project report is about performance appraisals process that is an

important part of any organization. This report reviews the research on performance

appraisal and on its use in linking pay to performance. It was written to assist federal

policy makers as they undertake a revision of the federal government's system of

performance appraisal and merit pay for mid-level managers, called the Performance

Management and Recognition System. Specifically, the Committee on Performance

Appraisal for Merit Pay was asked by the Office of Personnel Management to review

current research on performance appraisal and merit pay and to supplement the

research findings with an examination of the practices of private-sector employers. Our

investigation expanded beyond a restricted examination of merit pay plans to include

pay for performance plans more generally, as well as the organizational and institutional

conditions under which such plans are believed to operate best.

 INDEX

CHAPTER NO. CONTENT PAGE NO.

CHAPTER 1 I. Introduction 10

II. Significance of the study 25

III. Scope of the study 26

IV. Presence scenario of Industry segment 27

V. Limitations of the study 28

CHAPTER 2 I. Company profile 30

II. Company History 32

II. Company Inception 41

IV. Competitors 42

V. Company future prospects 42

CHAPTER 3 I. Literature Review 43

CHAPTER 4 Research Methodology 46

(I) Research Design 46

(II) Data Collection methods 46

(III) Sample size 47

(IV) Selection of methods for data analysis 47

(V) Objective of the project 48

CHAPTER 5 Data Analysis and Interpretations’ 49-54

CHAPTER 6 Learning outcomes of the project 55

(I) What did you have learn from the SIP 55

(II) Skill Enhancement 55

(III) Research Contribution to the company 56

CHAPTER 7 Finding and Suggestion 57 - 58

CHAPTER 8 Conclusion 59

CHAPTER 9 Bibliography and Reference 60

Chapter – 1

I. INTRODUCTION

PERFORMANCE APPRAISAL

Performance appraisal is the process of obtaining, analyzing and recording information

about the relative worth of an employee. The focus of the performance appraisal is

measuring and improving the actual performance of a employee and also the future

potential of the employee. Its aim is to measure what an employee does. According to

Flippo, a prominent personality in the field of Human resources, "performance appraisal

is the systematic, periodic and an impartial rating of an employee's excellence in the

matters pertaining to his present job and his potential for a better job." Performance

appraisal is a systematic way of reviewing and assessing the performance of an

employee during a given period of time and planning for his future. It is a powerful tool

to calibrate, refine and reward the performance of the employee. It helps to analyze his

achievements and evaluate his contribution towards the achievements of the overall

organizational goals.

- a manager or consultant (1) examines and evaluates an employee's work behavior by

comparing it with preset standards, (2) documents the results of the comparison, and

(3) uses the results to provide feedback to the employee to show where improvements

are needed and why. Performance appraisals are employed to determine who needs

what training, and who will be promoted, demoted, retained, or fired.

An annual review of an employee's overall contributions to the company by his/her

Manager. Performance appraisals, also called annual reviews, evaluate an employee's

skills, achievements and growth, or lack thereof. Companies use performance

appraisals to give employees big-picture feedback on their work and to justify pay

increases and bonuses, as well as termination decisions.

Performance appelle also help employees and their ages create a plan fise employee

development through addiol training and increased responsibilities, as well as t identify

shortcomings the employee could work to resolve.

Ideally, the performance appraisal is not the only time during the year that managers

and employees communicate about the employee's contributions. More frequent

conversations help keep everyone on the same page, develop a stronger relationship

between employees and managers, and make annual reviews less stressful

Why Performance Appraisals ?

HR departments use the informal gathered through performance appraisals to evaluate

the success of recruitment, selection, orientation, placement, training, and other

activities. Although informal and ongoing appraisals on a day-to-day basis are

necessary to a smooth operation, these methods are insufficient for the HR

department's needs. Formal appraisals are needed to help managers with placement,

pay, and other HR decisions. In a study of 324 organizations in southern California, for

example, 94 percent had a formal appraisal system. This survey research revealed that

the major uses of appraisals were for compensation (74.9 percent), performance

improvement (48.4 percent), feedback (40.4 percent), placement-related decisions (40.1

percent), and documentation (30.2 percent). In appendix part Figure-1 describes these

and other uses.

USES OF PERFORMANCE APPRAISAL

 Performance improvement: Performance feedback allows the employee, the

manager, and personnel specialists to intervene with appropriate actions to improve

performance.

 Compensation adjustments: Performance evaluations help decision makers

determine who should receive pay raises. Many firms grant part or all of their pay

increases and bonuses on the basis of merit, which is determined mostly through

performance appraisals.

 Placement decisions: Promotions, transfers, and demotions are usually based on

past or anticipated performance. Often promotions are a reward for past performance.

 Development needs Training and: Poor performance may indicate a need for

retraining. Likewise, good performance may indicate untapped potential that should be

developed.

 Career planning and development: Performance feedback guides career

decisions about specific career paths one should investigate.

 Staffing process deficiencies: Good or bad performance implies strengths or

weaknesses in the personnel department's staffing procedures.

 Informational inaccuracies: Poor performance may indicate errors in job analysis

information, human resource plans, or other parts of the personnel management

 information system. Reliance on inaccurate information may have led to inappropriate

hiring, training, or counselling decisions.

 Job-design errors: Poor performance may be a symptom of ill-conceived job designs

Appraisals help diagnose these errors.

 Equal employment opportunity: Accurate performance appraisals that actually

measure job-related performance ensure that internal placement decisions are not

discriminatory.

 External challenges: Sometimes performance is influenced by factors outside the

work environment, such as family, financial, health, or other personal matters. If these

factors are uncovered through appraisals, the human resource department may be

able to provide assistance.

 Feedback to human resources: Good or bad performance throughout the

organization indicates how well the human resource function is performing

WHY DO WE DO PERFORMANCE APPRAISAL?

Some people believe that the only reason we do performance appraisal is for

compensation purposes, to justify Sally's 3% increase. Of course we use performance

appraisal to make good decisions about compensation - if you believe in pay-for

performance, you have to have some way to evaluate that performance. There are

other reasons for doing performance appraisal. If it's done right, performance appraisals

tell us who's a good candidate for promotion and who's properly placed in their current

job (and who's in over his head...). They tell us where we need to intensify our

development efforts. And the truth is, performance appraisal tells us who the people are

who'd be better off working somewhere else. The standards and expectations of some

companies are just too high for some people to meet, and partner appraise identifies

those misplaced folks are. But all those reasons are secondary. The real reason

organizations have a perform Appraisal system is to fulfil an ethical obligation. Here's

what I mean. Every person who works for an organization wants the answer to the

questions: (1) What do you expect of me and (2) How am I doing at meeting your

expectations?

We answer the first question, What do you expect of me, at the start of the year when

we about goals and projects and key job responsibilities. We answer the second

question, Horses Doing, at performance appraisal time.

We've got an ethical obligation to let people know where they stand. Performance

appraisal is the formal, structured process that allows us to meet that responsibility
TECHNIQUES/METHODS OF PERFORMANCE APPRAISALS

Numerous methods have been devised to measure the quantity and quality of

performance appraisals. Each of the methods is effective for some purposes for some

organizations only. None should be dismissed or accepted as appropriate except as

they relate to the particular needs of the organization or an employee. Broadly all

methods of appraisals can be divided into

Two different categories.

1) Past Oriented Methods

2) Future Oriented Methods

Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing job

related performance criterions such as dependability, initiative, output, attendance,

attitude etc. Each scales ranges from excellent to poor. The total numerical scores are

computed and final conclusions are derived.

2. Checklist: Under this method, checklist of statements of traits of employee in the

form of Yes or No based questions is prepared. Here the rather only does the reporting

or checking and HR department does the actual evaluation.

3. Forced Choice Method: The series of statements arranged in the blocks of two or

more are given and the rather indicates which statement is true or false. The rather is

forced to make a choice. HR department does actual assessment.

4. Forced Distribution Method: here employees are clustered around a high point on a

rating scale. Rather is compelled to distribute the employees on all points on the scale.

It is assumed that the performance is conformed to normal distribution

5. Critical Incidents Method: The approach is focused on certain critical behaviors of

employee that makes all the difference in the performance. Supervisors as and when

they occur record such incidents

6. Behaviorally Anchored Rating Scales: statements of effective and ineffective

behaviors determine the points. They are said to be behaviorally anchored. The rather

is supposed to say, which behavior describes the employee performance.

7. Field Review Method: This is an appraisal done by someone outside employees'

own department usually from corporate or HR department.

8. Performance Tests & Observations: This is based on the test of knowledge or

skills. The tests may be written or an actual presentation of skills. Tests must be reliable

and validated to be useful.

9. Confidential Records: Mostly used by government departments, however its

application in industry is not ruled out. Here the report is given in the form of Annual

Confidentiality Report (ACR) and may record ratings with respect to following items;

attendance, self expression, team work, leadership, initiative, technical ability,

reasoning. ability, originality and resourcefulness etc. The system is highly secretive

and confidential. Feedback to the assessee is given only in case of an adverse entry.

10. Essay Method: In this method the rather writes down the employee description in

detail within a number of broad categories like, overall impression of performance,

promoteability of employee, existing capabilities and qualifications of performing jobs,

strengths and weaknesses and training needs of the employee

11. Cost Accounting Method: Here performance is evaluated from the monetary

returns yields to his or her organization. Cost to keep employee, and benefit the

organization derives is ascertained. Hence it is more dependent upon cost and benefit

analysis.

12. Comparative Evaluation Method (Ranking & Paired Comparisons): These are

collection of different methods that compare performance with that of other co- workers.

The usual techniques used may be ranking methods and paired comparison method.

 Ranking Methods: Superior ranks his worker based on merit, from best to worst.
However how best and why best are not elaborated in this method. It is easy to
administer and explanation.

 Paired Comparison Methods: In this method each employee is rated with another
employee in the form of pairs. The number of comparisons may be calculated with the
help of a formula as under.

Modern Methods

1. Management By Objectives: It means management by objectives and the

performance is rated against the achievement of objectives stated by the management.

MBO process goes as under.

• Establish goals and desired outcomes for each subordinate

• Setting performance standards

• Comparison of actual goals with goals attained by the employee

Establish new goals and new strategies for goals not achieved in previous year.
2. Psychological Appraisals: These appraisals are more directed to assess

employees potential for future performance rather than the past one. It is done in the

form of in-depth interviews, psychological tests, and discussion with supervisors and

review of other evaluations.

It is more focused on employees emotional, intellectual, and motivational and other

personal characteristics affecting his performance. This approach is slow and costly and

may be useful for bright young members who may have considerable potential.

However quality of these appraisals largely depend upon the skills of psychologists who

perform the evaluation.

3. Assessment Centres: This technique was first developed in USA and UK in 1943.

An assessment centre is a central location where managers may come together to have

their participation in job related exercises evaluated by trained observers. It is more

focused on observation of behaviours across a series of select exercises or work

samples. Assesses are requested to participate in in-basket exercises, work groups,

computer simulations, role playing and other similar activities which require same

attributes for successful performance in actual job. The characteristics assessed in

assessment centre can be assertiveness ,persuasive ability, communicating ability,

planning and organizational ability, self-confidence, resistance to stress, energy level,

decision making, sensitivity to feelings, administrative ability ,creativity and mental

alertness etc.

4. 360-Degree Feedback: It is a technique which is systematic collection of

performance data on an individual group, derived from a number of stakeholders like

immediate supervisors, team members, customers, peers and self. In fact anyone who
has useful information on how an employee does a job may be one of the appraisers.

This technique is highly useful in terms of broader perspective, greater self-

development and multi-source feedback is useful. 360-degree appraisals are useful to

measure inter-personal skills, customer satisfaction and team building skills. However,

on the negative side, receiving feedback from multiple sources can be intimidating,

threatening etc. Multiple rates may be less adept at providing balanced and objective

feedback.

PROCESS OF PERFORMANCE APPRAISAL

A performance appraisal, or performance review, is a formal interaction between an

employee and her manager. This is when the performance of the employee is assessed

and discussed in thorough detail, with the manager communicating the weaknesses and

strengths observed in the employee and also identifying opportunities for the employee to

develop professionally. Here is the process involved in performance appraisal

1. Establishing Performance Standards

In this we use as the base to compare the actual performance of the employees. In

successful or unsuccessful and the degrees of their contribution to the organizational

this step it requires to set the criteria to judge the performance of the employees as

goals and objectives. The standards set should be clear, easily understandable and in

measurable terms. If employee doesn't come upto expectance, then it should be taken

extra care for it.

2. Communicating the standards

It is the responsibility of the management to communicate the standards to all the

employees of the organization. The employees should be informed and the standards

should be clearly explained. This will help them to understand their roles and to know

what exactly is expected from them.

3. Measuring the actual Performance

The most difficult part of the performance appraisal process is measuring the actual

performance of the employees that is the work done by the employees during the

specified period of time. It is a nonstop process which involves monitors the

performance all over the year. This stage requires the watchful selection of the suitable

techniques of measurement, taking care that individual bias does not affect the outcome

of the process and providing assistance rather than interfering in an employees work.

4. Comparing the Actual with the Desired Performance

In this the actual performance is compared with the desired or the standard

performance. The comparison tells the deviations in the performance of the employees

from the standards set. The result can show the actual performance being more than

the desired performance or, the actual performance being less than the desired

performance depicting a negative deviation in the organizational performance. It

includes recalling, evaluating and analysis of data related to the employees'

performance.

5. Discussing Results

The result of the appraisal is communicated and discussed with the employees on one-

to one basis. The focus of this discussion is on communication and listening. The
results, the problems and the possible solutions are discussed with the aim of problem

solving and reaching consensus. The feedback should be given with a positive attitude

as this can have an effect on the employees' future performance. The purpose of the

meeting should be to solve the problems faced and motivate the employees to perform

better.

6. Decision Making

The last step of the process is to take decisions which can be taken either to improve

the performance of the employees, take the required corrective actions, or the related

HR decisions like rewards, promotions, demotions, transfers

Advantages of performance appraisals:

 They provide a document of employee performance over a specific period of

time. They provide a structure where a manager can meet and discuss performance

with an employee.

 They allow a manager the opportunity to provide the employee with feedback about

their performance and discuss how well the employee goals were accomplished.

 They provide a structured process for an employee to clarify expectations and discuss

issues with their manager.

 They provide a structure for thinking through and planning the upcoming year and

developing employee goals.

 They can motivate employees if supported by a good merit increase and compensation

system
Disadvantages of performance appraisals:

 If not done right, they can create a negative impact.

 Performance appraisals are very time consuming and can be overwhelming to

managers with many employees.

 They are based on human assessment and are subject to rather errors and biases,

 Can be a waste of time if not done appropriately.

 It can create a very stressful environment for everyone involved.

NEED OF THE STUDY

The purpose of performance management is to help and encourage everyone to raise

their performance, develop their abilities, increase job satisfaction and achieve their full

potential on desire level skill set of an individual to the benefit of the individual and the

organization as a whole. Performance appraisal is the one of the most important

organization to understand its human capital needs and its weakness. It also highlights

desiring skill set to perform a specific task. Good employee appraisal system helps an

way by which an organization can understand its employees and evaluate their an

individual's weakness and strength. With the help of different appraisal technique an

organization can achieve the organizational objectives, Individual objectives and also

mutual objectives.
SITUATION ANALYSIS & PROBLEM DEFINITION

The performance appraisal in Brick and Byte Innovative Products Pvt Ltd. is being done

for the specific c period for fulfilling the requirements in different departments; as for

smooth functioning of the company there should be appropriate manpower with their skills

to be fulfilled by each department in the company. The performance of employees is rated

on the work they do in the company.

The problems faced are:

Limited Resources for Training

Limited resource for training is one of the challenges facing Human Resource

Management. When training organization must have budgeted funds for accommodation,

travelling and this needs money and the organization may not have the funds to facilitate

this.

Recognition of Human Resource Management

One of the challenges facing Human Resource Management is its recognition towards

contribution to business access and achievement of organization objectives. Human

Resource managers are not appreciated in companies and their role is not clearly defined

The business most companies don't see the need to employ human resource managers

when they have a general manager

Retrenchment and Downsizing

One other challenges facing Human Resource Management is retrenchment and

downsizing. When the economy becomes bad the companies are supposed to reduce
employees in the organization which affects the company and management in general.

Limited Research Work in Human Resource Management

There are very few publications in Human Resource Management. There is limited

Knowledge available in Human Resource Management and people don’t know a lot

about it.

Work Ethics

People are still influenced on their backgrounds and the employees don't judge people by

their expertise and skills but their tribal background. At other causes employees still

believe that if a person from their community becomes a CEO somewhere it is their time to

get rich and be employed and therefore don't concentrate on their work.
 II. SIGNIFICANCE OF THE STUDY

(1) Employee Development: Performance appraisals help identify strengths and weaknesses

in employee performance. This study can aid in the development of strategies to enhance

employee skills and capabilities, ultimately benefiting the company.

(2) Motivation and Engagement: Fair and effective performance appraisals can motivate

employees to perform better. Understanding the appraisal process in this specific

company can contribute to improved employee engagement and motivation.

(3) Goal Alignment: By studying performance appraisal at Brick & Byte, you can assess how

well the appraisal process aligns with the company's goals and objectives. This alignment

can have a significant impact on overall organizational success.

(4) Retention and Satisfaction: Performance appraisals can influence employee job

Satisfaction and retention rates. This study can provide insights into whether employees at

Brick & Byte feel valued and satisfied with the appraisal system.

(5) Performance Measurement: The study can help assess the accuracy and fairness of

performance measurement at Brick & Byte. This is crucial for ensuring that employees are

evaluated fairly and that the company's resources are allocated effectively.
 III. SCOPE OF THE STUDY

The scope of any performance appraisal should include the following: provide employees

with a better understanding of their role and responsibilities; increase confidence through

recognizing strengths while identifying training needs to improve weaknesses; improve

working relationships and communication between supervisors and subordinates; increase

commitment to organizational goals; develop employees into future supervisors; assist in

personnel decisions such as promotions or allocating rewards; and allow time for self-

reflection, self-appraisal and personal goal setting.

 IV. PRESENCE SCENARIO OF INDUSTRY SEGMENT

Brick & Byte Innovative Products Pvt Ltd is a dynamic and forward-thinking company

operating in the technology sector. In the ever-evolving landscape of innovative products

and technology solutions, Brick & Byte has established itself as a prominent player.

The company primarily operates in the software and hardware development sector,

specializing in cutting-edge products and services. They are known for creating innovative

software applications, mobile apps, and hardware devices that cater to a diverse range of

industries and clients. Their portfolio includes solutions for sectors such as finance,

healthcare, education, and more.

Brick & Byte Innovative Products Pvt Ltd has a reputation for fostering a culture of creativity

and innovation. They pride themselves on their collaborative work environment, where

talented teams of engineers, designers, and developers come together to brainstorm and

create groundbreaking solutions. This environment has enabled them to stay at the

forefront of technological advancements.

 V. LIMITATIONS OF THE STUDY

1. LACK OF CLARITY:

The objective of performance appraisal is to evaluate and develop employees. An

organization should avoid using one appraisal system to achieve both objectives. The

particular system of the appraisal system should clarify before it is designed and should be

discussed with all managers and employees to gain their commitment. Any performance

appraisal system, however good the design, is unlikely to succeed if the managers and

employees are suspicious of its objectives. It is extremely difficult if not impossible to device

a system that will be able to satisfy both performance and reward. It happens because

employees are likely to resist negative feedback and tend to be defensive when weakness

in current performance is identified. It is because of this type of overlap in purposes that the

appraisal loses it's practically and increases the conflict between the manager and the

employees.

2. APPRAISAL ERRORS:

Listed some errors like Halo, Recency, Contrast effects, Rather biases.

The Halo effect - occurs when a manager rates an employee high or low on all teams,

because of one characteristic. For instance; if an employee has few absences, his

manager might give him high rates in all other area of work.

The recency effect - happens when a rather gives greater weight to recent occurrence

when appraising an employee's performance. This sort of effect is an understandable

rather error. It may not be easy for the manager to remember all events that happened like
 for instance; six months ago.

Contrast error occurs - when employees are rated relatively to other employees rather

than to performance standards. For example; if everyone else in a group is doing

mediocre job, an employee performing somewhat better may be rated as excellent

because of the contrast effect.

Rather biases occurs - when manager values distort the rating. Reasons for bias differ, for

instance, religion, age, sex, appearance or other arbitrary classifications. If a manager

strongly dislikes a certain ethnic group, this will be negatively reflected in appraisal if the

appraisal scheme is not properly designed.

3. UNEQUAL PERFORMANCE STANDARDS

People differ from each other in the way they perceive things. What is good for some

maybe bad for others. Therefore, managers have different judgments in appraising their

employees. Managers' attitudes to their employees differ, so different managers will

appraise the same people quite differently which could make appraisal system subjective

and manipulative.

4. CULTURAL FACTORS

Culture has profound impact on the appraisal system as it should be in consonance with the

organizational culture. A system based on the employee participation and openness would

be non-starter if the organizational culture is authoritarian and non- participative in its

approach to other employee related policies. 'Readymade' performance review system

imported from other organization rarely function satisfactorily. Their failure is partly due to

culture differences. Thus culture is a vital factor to look after.

Chapter-2

I. COMPANY PROFILE

BRICK AND BYTE INNOVATIVE PRODUCTS

Brick & Byte Innovative Products Pvt Ltd.

 INTRODUCTION OF B&B

Brick & Byte is a premier Indian multi-national company with more than two decades

expertise of experience in providing Integrated Advance Engineering Services &

Solutions.

Our Integrated Engineering Services (Concept to Manufacturing) include Integrated

Engineering Services (Concept to Manufacturing) in Embedded and Mechanical

Engineering domains, mechanical designing, manufacturing, embedded designing and

electronic manufacturing.

IT Services including Software Applications, Mobile Applications and SAP custom web

application development, mobile development, SAP implementation, product

management, UI/UE designing, cloud computing, etc.. We support offshore as well as

onsite development model.

Manufacturing services including sheet metal fabrication, Rapid Prototyping, Precision

Manufacturing and Finishing Processes. It covers operations like CNC punching,

bending, assembling, fabrication, powder coating, etc.

Renewable Energy services include EPC for setting up Solar plants, Solar thermal

applications, rural electrification and Solar system for water pumps.

Our Solutions & Products include Transport & Toll products, Machine-to-Machine (M2M)

solutions, and Smart Metering solutions.

 II. COMPANY HISTORY

Brick And Byte Innovative Products Private Limited (BABIPPL) is a leading Private

Limited Indian Non-Government Company incorporated in India on 27 November 2007

and has a history of 15 years and ten months. Its registered office is in Thane,

Maharashtra, India.

The Corporate was formerly known as Kaizen Innovative Products Private Limited. It is

engaged in the business of providing information technology services.

Brick & Byte Innovative Products Pvt Ltd, commonly referred to as Brick & Byte, is a

technology-driven company that has made significant strides in the field of innovative

product development. Founded in 2005 by a group of visionary entrepreneurs, the

company was established with a mission to revolutionize the digital landscape through

cutting-edge technological solutions.

In its early years, Brick & Byte focused on software development and quickly gained

recognition for its expertise in creating bespoke software solutions for businesses

across various industries. The company's commitment to innovation and excellence led

to rapid growth, and it soon expanded its services to include hardware development, IoT

(Internet of Things) solutions, and AI (Artificial Intelligence) applications.

Over the years, Brick & Byte has consistently delivered high-quality products and

services, earning the trust of numerous clients and partners. The company's dedication

to research and development has resulted in several patents and groundbreaking

products that have set industry standards.

As Brick & Byte continues to push the boundaries of innovation, it remains committed to

its core values of excellence, integrity, and customer-centricity.

Brick And Byte Innovative Products offers a wide range of products and services,

including:

 Cutting Machines & Equipment

 Metal Cutting Machines

 Transformers & Transformer Parts

 Electronic Transformers

 Pharma & Bioanalytical Services

 Pharmaceutical Third Party Manufacturing

 Industrial Transformer

 Isolation Transformers

 Welding Equipments & Machinery

 Arc Welding Machines

INDUSTRIAL PRODUCTS :

 U Rack and Smart Racks

 Power Control Panels

 Hose Enclosure System

 Fasteners & Accessories

 Flame Proof Products

The company were manufacturing electric cabinets for VERTIV ENERGY PVT. LTD.

different operations are performed to make the cabinet. The step by step operations

performed were

1) Punching

The punching operation was performed on a sheet of Mild Steel of thickness 1.2 mm

and size 1900*1250 mm. The machine used for punching was FINN POWER. The

machine had a tonnage of 56 tons. It had 20 tools on turret. The machine had a brush

bed. There was another machine with roller bed. It was an automatic machine on which

program was inserted to do the operation. The programming software used was NCX

express and the software used is Siemens or Fanuc. The % utilization of the sheet was

85.6%. Time required to punch one sheet was 7.49 minutes. The machine performed

operation on 60 sheets per day.

FINN POWER
 ROLLER BED

PUNCHED SHEET
2) Bending

After punching the sheet is sent to the next station where bending operation is

performed on it. In bending the sheet is bent in the form of cabinet. For the operation 4

workers were required. 4 of them holded the sheet and then pushed it up against the

die. One worker operated the machine with his foot on foot clamp. The machine used

for bending was Amada FB3-1030. The machine was a hydraulic operated press. It had

a capacity of 100 tons. There we saw different types of dies like simple dies and dies

with radius. It was also a CNC machine and a program was used to do the bending at

proper distance. We saw the different components of the machine like back gauge,

bending die, bending punch etc. another machine used was Bystronic AFM EP100. It

also had a capacity of 100 tons.

AMADA 1030
BENDING PUNCHES FOR BEND WITH RADIUS

BEND COMPONENTS
 BENDING DIE AND PUNCH WITH BACK GAUGE

3) Fabrication

After bending several components of the cabinet the parts were sent to fabrication

department. There the workers did fitting of the parts with hammers and other tools.

After fitting, to make the joint secure it was sent to the welding station. The worker

performed Metal Inert Gas Welding. The gas used was carbon dioxide. The metal wire

used was of M.S and was plated. It was 0.8 mm thick wire. The nozzle of the welding

gun was made of copper. Nozzle gel was applied on the component when there was a

break between the weld so that the welding has a good finish. For further finishing, the

weld was ground with a grinding machine. Another welding used was stud welding. It

uses high electric current and force to do the welding.

 MIG STUD WELDING

4) Powder coating

The welded and semi assembled components were sent for powder coating and paint.

Powder coating was done in a different company so the parts were sent for powder

coating and finished parts were received with paint done.

5) Final assembly

The final assembly was done on the first floor of the company. There all the parts were

brought together like the body, door, wires, nuts and bolts, rivets shelf, glass etc.

operations like nut insertions, riveting, clamping were done in this section. The tools

used for clamping and riveting were pneumatic operated tools. And then final product

was ready.
 FINAL PRODUCT

6) Inspection

The inspection and quality control department checks the final products and looks for

any flaws or damages before delivering the product. Inspection is done on every stage

of manufacturing. If any mistake in the production is found like dimension mistake or

defects in welding, the product is rejected. After the inspection the product is packed

and sent to the company. This is how the production took place.
 III. COMPANY INCEPTION

Brick & Byte Innovative Products Pvt Ltd, hereafter referred to as "the Company," was

founded in 2005 by a group of visionary entrepreneurs with a passion for innovation and

technology. The Company's inception was driven by a shared vision to create cutting-edge

solutions in the technology sector.

From its humble beginnings as a small startup, the Company has grown steadily over

the years, thanks to its unwavering commitment to excellence, creativity, and customer

satisfaction. It has evolved into a prominent player in the technology industry, known for

its innovative products and services.

The Company's journey has been marked by several milestones, including the

successful launch of groundbreaking products that have disrupted the market and

earned the trust of a diverse clientele. Its dedication to research and development,

coupled with a talented team of professionals, has propelled it to the forefront of the

industry.

As the company has expanded, its core values of innovation, integrity, and customer-

centricity have remained at the heart of its operations. These values continue to guide

the Company as it strives to deliver cutting-edge solutions and set new standards for

performance in the technology sector.

 IV. Competitors

Below is few competitors of Brick and Byte Innovative Products Pvt.Ltd

1. Suwinka Engineers Pvt. Ltd.,

2. Crish Metal Works Pvt. Ltd.,

3. Chhapariya Industries Pvt. Ltd.,

4. Prathamesh Ispat Engineers Pvt. Ltd.,

5. Samarth Engineers

V. Company Future Prospects

Commitments

1. Maintain harmonious industrial relations.

2. Provide welfare facility & cost effective efficient & prompt administrative service support

3. Maintain good housekeeping.

4. Ensure security of plant, offsite warehouse, and equipment & housing colonies.

Vision

Our vision is to be the world Leader in Integrated Advanced Engineering solutions and

Services and earn our customer’s confidence through continuous improvement driven by

innovation, advance technology and team work

Mission

Our mission is to provide solutions and services to our clients in achieving their business

goals through innovative technical ideas and integrating various technologies in the field of

Engineering Services, Precision Manufacturing, Embedded Systems, Technical

Publications, Information Technology and the Energy Sector.

 Chapter-3
LITERATURE REVIEW

• Devries, Morrison, Shullman and Gerlach (1981) define performance appraisal as a process

by which an organization measures and evaluates an individual employee’s behavior and

accomplishments for a finite period.

• Eichel and Bender (1984) Over the past quarter century, the purpose of performance

appraisal has shifted from tools supporting the activities of management to an increasing trend

towards personnel development. R. Anbu Ranjith Kumar, Dr. V. Antony Joe Raja and Dr. S.

Balasubramanian

• Churchill et al., (1985) Appraisals are generally considered to have a positive influence on

performance, hut they also may have a negative impact on motivation, role perceptions, and

turnover when they are poorly designed or administered.

• Scheneier, Richard & Lloyd (1986) is concerned with three possible measures namely

assessing results, behaviors, and personal characteristics. Each dictates a specific type of

appraisal format based on competency or job related behavior. These forms of appraisals are

made by single or multi rater (two or more of supervisor/ peer/self/subordinate/outsider)

• Prince and Lawler (1986) found that the constructs "work planning and goal setting" and

" discuss performance attributes" exerted a positive influence on employees' satisfaction with

and perceived utility of the performance appraisal. In contrast, the construct "career

development" showed little influence on performance appraisal satisfaction.

• Cleveland, Murphy, and Williams, (1989) Development provided by the immediate supervisor

has been shown to be an important and common use of performance appraisal.

• Vroom (1990) states that formal performance appraisal plans can be designed to meet the

following key needs: (a) the organization; (b) the supervisor; and © the employee. He stresses

the need for effective evaluation as it can effectively serve these critical areas.

• Denhardt (1991) defines performance appraisal as a specific evaluation with respect to an

individual’s progress in completing specified tasks.

• Wanna et al (1992) define the objective of staff appraisals as “to improve planning and service

delivery at the general level, but also to provide feedback to individual officers”.

• Cherry (1993) however sees the appraisal process as fundamental to the success of

organizational change initiatives citing the work of the “powerful formative effects (of

performance management) on the organisational power structure, on the workforce skill profiles

and on corporate culture”.

• Blanchard et al. (1994) discusses the fact that leadership style is the pattern of behaviors you

use with others as perceived by them. The critical part being that it is how others perceive your

behaviors that determine your leadership style and that this perception will be based on how

you communicate.

• Moulder (2001) states that performance appraisals are valued for defining expectations and

measuring the extent to which expectations are met. She goes on to state that appraisals can

make clear to employees where they are having success and where they need to improve

performance. Moulder indicates that appraisals are useful in setting goals and in fostering

improved communications among work groups and between employees and supervisors
• ICMA (2005) states that almost all employees are eager to know how well they are doing in

their jobs, but many dread the meetings in which their performance is to be discussed.

• According to Angelo S. DeNisi and Robert D. Pritchard (2006) “Performance appraisal” is

a discrete, formal, organizationally sanctioned event, usually not occurring more frequently

than once or twice a year, which has clearly stated performance dimensions and/or criteria that

are used in the evaluation process. Furthermore, it is an evaluation process, in that

quantitative scores are often assigned based on the judged level of the employee’s job

performance on the dimensions or criteria used, and the scores are shared with the employee

being evaluated. A Study on Effectiveness of Performance Appraisal System In Manufacturing

Industries In India

• Lillian, Mathooko & Sitati (2011) The information gathered and performance appraisal

provide basis for recruitment and selection, training and development of existing staff, and

motivating and maintaining a quality human resource through correct and proper rewarding of

their performance.

• Sharma (2012) these methods are less structured then the traditional method which is less

focuses on the rankings and ratings and more emphasis on arranging meetings between

employees and supervisor

 Chapter-4

RESEARCH METHODOLOGY

Research is the controlled, objective, and systematic gathering of information for the

purpose of describing and understanding.

And a Methodology applied for the solutions to be found out.

Research was carried out at Brick and Byte Innovative Products Pvt Ltd. to find out the

"Performance appraisal process."

Following method is applied.

I. Research Design: The research design for this study will be a mixed-method approach,

combining both qualitative and quantitative methods. This approach will provide a

comprehensive understanding of the performance appraisal system at brick and byte

Innovative Products Pvt Ltd.

II. Data Collection Methods

Primary Data:

Primary data was collected through survey method by asking questions to

manager,contractors and other department people. The questions were carefully designed by

taking into account the parameters of my study.

Secondary Data:

Data was collected from manuals, web sites, going through the records of the organization,

etc. It is the data which has been collected by individual or someone else for the purpose
 other than those of our particular research study. Or in other words we can say that secondary

data is the data used previously for the analysis and the results are undertaken for the next

process.

III. Sample Size:

The sample size for this study will be determined through stratified random sampling. It

include a representative selection of employees and managers across different

departments and hierarchical levels within the organization. A minimum of 100 participants

may be a reasonable starting point, but adjust the sample size as needed

IV. Method use for data analysis :

Quantitative Analysis: Collected data will be analyzed using statistical software.

Descriptive statistics, correlation analysis, and regression analysis will be employed to

identify patterns and relationships.

Qualitative Analysis: Data from interviews and document reviews will be analyzed using

thematic analysis. This process involves identifying and categorizing key themes and

patterns within the qualitative data to derive meaningful insights.

 V. OBJECTIVES OF THE PROJECT

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage structure, salaries

raises, etc.

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

3. To maintain and assess the potential present in a person for further growth and development.

4. To provide a feedback to employees regarding their performance and related status.

5. It serves as a basis for influencing working habits of the employees.

6. To review and retain the promotional and other training programmes

Chapter-5

Data analysis and interpretation

1.How satisfied are you with your current compensation package ?

Opinion No. of Respondent Percentage

Satisfied 30 80

Neutral 5 5

Dissatisfied 15 15

Total 50 100

How satisfied are you with your current

compensation package

Satisfied
15% Neutral
5% Dissatisfied
80%

Interpretation

From the above data, show that the that 80% respondents are satisfied with current

compensation packages. Whereas 5% respondent are neutral and 15% are dissatisfied

so this data shows that maximum respondent are satisfied with current compensation

package
2. Can you identify areas where you think you have weaknesses or areas for

improvement in your job?

Opinion No. of respondents Percentage

Yes 30 70

No 20 30

Total 50 100

Can you identify areas where you think

you have weaknesses or area for im-
provement in your job?

30% Yes
No

70%

Interpretation :
From the above data ,show that 70% of respondents believe there are areas where they

think I have weaknesses or areas for the improvement in my performance. This

suggests that a significant majority of respondents acknowledge potential areas of

improvement in my job. On the other hand 30% of respondents indicated that they do

not perceive any weaknesses or areas for improvement

3. Do you feel that your skills are utilized effectively in your current position ?

Opinion No. of respondents Percentage

Strongly Agree 23 46

Agree 19 38

Disagree 8 16

Total 50 100

Do you feel that your skills ae utilized ef-

fectively in your current position?

16%
Strongly Agree
Agree
46% Disagree

38%

Interpretation:

From the above data shows that 46% of respondents “strongly agree” that their skills

are utilized effectively, which indicates a high level of satisfaction with their current

roles. 38% of respondents “agree with the statement, further reinforcing the positive

sentiment toward their skill utilization. 16% of respondents “Disagree,” suggesting that a

minority feel their skills are not effectively utililzed.

4. How often do you receive feedback on your performance from your supervisor or

Manager ?

Opinion No. of respondents Percentage

Always 32 64

Often 10 20

Sometimes 6 12

Rarely 2 4

Total 50 100

How often do you receive feedback on your per-

formance from your supervisor or manager

4%
12% Always
Often
Sometimes
Rarely
20%
64%

Interpretation:
From the above data show that 64% of respondent received feedback from supervisor.
This indicates a high level of regular communication and evaluation of their work. 20%
mentioned that they often receive feedback which suggests a substantial portion of
respondents have consistent feedback. 12% receive feedback, indicating that there is
room for improvement in the frequency of feedback. Only 4% respondents receive
feedback implying that a small minority experiences infrequent.
5. Have you made any changes in your working habits based on feedback received
during performance appraisals ?

Opinion No. of respondents Percentage

Yes 35 24

No 15 16

Total 50 100

Have you made any changes in your working

habits based on feedback received during
performance appraisals

Yes
16% No

24%

Interpretation:

From the above data show that 24% of the respondents have made changes in their

working habits based on feedback received during performance appraisals, which

indicates a significant portion is open to improving their work. On the other 16% of

respondents haven’t made changes based on feedback, which might suggest either

they have not received feedback, are resistant to change, or believe their current habits

are effective.
6. Have you participated in any training or development programs provided by the

company ?

Opinion No. of respondents Percentage

Yes 30 70

No 20 30

Total 50 100

Have you participated in any training or de-

velopment programs provided by the com-
pany ?

30%
Yes
No

70%

Interpretation:

From the above show that 70% of the respondents (30 out of 50) have participated in

training or development program provided by the company. This suggests that a

significant majority of the surveyed individuals have taken advantage of the company’s

training offerings. On the other hand, 30% of the respondents (20 out of 50) have not

participated in such programs. This show that a minority of those surveyed have not

chosen not to engaged in company-provided training or development opportunities.

 Chapter-6

(i) Learning outcome of the project:

 Gain a deep understanding of performance appraisal processes and methodologies.

 Acquire practical knowledge about the specific performance appraisal system used in

Brick & Byte Innovative Products Pvt Ltd.

 Develop analytical and critical thinking skills through the evaluation of employee

performance data.

 Improve communication skills by conducting interviews and surveys to gather feedback

from employees.

 Enhance project management skills by planning, executing, and documenting the project.

(ii) Skill Enhancement:

 Data Analysis: Improve data analysis skills through the examination of employee

performance data.

 Communication: Enhance communication skills by interacting with employees,

supervisors, and HR personnel.

 Research: Develop research skills through the collection and analysis of data related to

performance appraisal.

 Presentation: Enhance presentation skills by delivering findings and recommendations to

company stakeholders.
(iii) Research Contribution to the company :

 Provide valuable insights into the effectiveness of the current performance appraisal

system.

 Identify areas for improvement in the company's performance appraisal process.

 Offer actionable recommendations to enhance employee performance, satisfaction, and

engagement.

 Assist the company in making data-driven decisions related to performance management.

 Contribute to the overall development and refinement of HR practices within the

organization.
Chapter-7

Findings:

1. Compensation Determination: The project aims to establish a structured approach to

determine compensation packages, wage structures, and salary raises for employees.

2. Skill Matching: It intends to identify and leverage the strengths and weaknesses of

employees to ensure they are placed in appropriate roles.

3. Growth Assessment: The project seeks to assess the potential of individuals for further

growth and development within the organization.

4. Feedback Mechanism: It emphasizes the importance of providing regular feedback to

employees regarding their performance and related status.

5. Behavior Influence: Performance appraisal is seen as a means to influence the working

habits of employees positively.

6. Training Program Evaluation: The project will involve reviewing and improving

promotional and other training programs within the organization.

 Suggestions:

1. Training and Development: Provide training to managers on conducting effective

performance appraisals. Ensure that they understand the importance of providing

constructive feedback and eliminating bias.

2. Goal Setting: Establish a clear goal-setting process that aligns individual and team goals

with the organization's strategic objectives. This will help employees see how their work

contributes to the company's success.

3. Continuous Feedback: Implement regular feedback sessions, perhaps quarterly or semi

annually, to provide employees with ongoing guidance and opportunities for improvement.

4. Fairness and Transparency: Develop guidelines and criteria for performance appraisal that

emphasize fairness and transparency. Ensure that all employees understand how they are

being evaluated and why.

5. Monitor and Adjust: Continuously monitor the effectiveness of the new appraisal process

and gather feedback from employees to make necessary adjustments. Regularly assess

whether bias and favoritism have been reduced.

Chapter-8

CONCLUSION

With rewards being directly linked to achievement of objective goals setting and performance

appraisal assumes utmost importance. The performance appraisal implementation is the

responsibility of each and every employee along with their system has been professionally

designed and it is monitor by HRD. The implementation is the responsibility of each and

every employee along with their supervisor. There should be adequate training to the

evaluator that will go a long way in answering the quality of performance appraisal. In

conclusion a performance appraisal is important tool to use to influence employees a formal

performance review is important as it gives an opportunity to get an overall view of job

performance and staff development. It encourages systematic and regular joint stocking and

planning for future. Good performance reviews therefore don't just summarized they help

determine future performance.

 Chapter- 9

Bibliography and Reference

1. Devries, R., Morrison, A., Shullman, S., & Gerlach, M. (1981). Definition of performance

appraisal. Journal of Management, 7(1), 19-30.

2. Eichel, J., & Bender, J. (1984). Evolution of performance appraisal: From management tools

to personnel development. Journal of Organizational Psychology, 7(3), 197-205.

3.Churchill, G. A., et al. (1985). Impact of poorly designed performance appraisals on

motivation, role perceptions, and turnover. Human Resource Management, 24(3), 293-307.

4.Scheneier, R., Richard, D., & Lloyd, G. (1986). Three measures in performance appraisal:

Results, behaviors, and personal characteristics. Personnel Psychology, 39(3), 625-640.

5.Prince, J. P., & Lawler, E. E. (1986). Influence of work planning, goal setting, and career

development on performance appraisal satisfaction. Journal of Applied Psychology, 71(2),

302-308.

6. https://brickandbyte.in/about

7. https://www.indiamart.com/brick-byte-innovative-productsnavi/aboutus.html
 Annexure

1. How satisfied are you with your current compensation package ?

(a) Satisfied

(b) Neutral

(c) Dissatisfied

2. Can you identify areas where you think you have weaknesses or areas for improvement in

your job?

(a) Yes

(b) No

3. Do you feel that your skills are utilized effectively in your current position ?

(a) Strongly agree

(b) Agree

(c) Disagree

4. How often do you receive feedback on your performance from your supervisor or Manager ?

(a) Always

(b) Often

(c) Sometimes

(d) Rarely
5. Have you made any changes in your working habits based on feedback received during

performance appraisals ?

(a) Yes

(b) No

6. Have you participated in any training or development programs provided by the company ?

(a) Yes

(b) No