Chapter 1

PERFORMANCE APPRAISAL Introduction 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 the 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 employees 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. STEPS OF PERFORMANCE APPRAISAL

ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards.

COMMUNICATING THE STANDARDS Once set, 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 to the. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

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 continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work. COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE 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. 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. 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 etc. PURPOSE OF PERFORMANCE APPRAISAL Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal and potential appraisal also form a part of the performance appraisal processes. Typically, Performance Appraisal is aimed at: To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. To diagnose the training and development needs of the future. Provide information to assist in the HR decisions like promotions, transfers etc. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

 To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees. Helps to strengthen the relationship and communication between superior subordinates and management employees. PERFORMANCE APPRAISAL METHODS Performance appraisal methods include 11 methods / types as follows

1. CRITICAL INCIDENT METHOD The critical incidents for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period

2. WEIGHTED CHECKLIST This method describe a performance appraisal method where rater familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs

3. PAIRED COMPARISON ANALYSIS Paired comparison analysis is a good way of weighing up the relative importance of options. A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option.

4. GRAPHIC RATING SCALES The Rating Scale is a form on which the manager simply checks off the employees level of performance. This is the oldest and most widely method used for performance appraisal.

5. ESSAY EVALUATION This method asked managers / supervisors to describe strengths and weaknesses of an employees behavior. Essay evaluation is a non-quantitative technique. This method usually use with the graphic rating scale method.

6. BEHAVIORALLY ANCHORED RATING SCALES This method used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance. It is a combination of the rating scale and critical incident techniques of employee performance evaluation.

7. PERFORMANCE RANKING METHOD Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst. Manager will compare an employee to another employee, rather than comparing each one to a standard measurement.

8. MANAGEMENT BY OBJECTIVES (MBO) MBO is a process in which managers / employees set objectives for the employee, periodically evaluate the performance, and reward according to the result. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods)

9. 360 DEGREE PERFORMANCE APPRAISAL 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them.

10. FORCED RANKING (FORCED DISTRIBUTION) Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution. For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom. 11. BEHAVIORAL OBSERVATION SCALES Behavioral Observation Scales is frequency rating of critical incidents that worker has performed.

Benefits of Performance Appraisals in the Retail Industry. When properly executed, performance appraisals in the retail industry offer a number of valuable benefits. One of the most important is an opportunity for meaningful conversations between company management and employees. In a retail establishment, success is based on sales and quotas met. Regular performance reviews can identify how well each employee contributes to the profit of the organization and, if ratings are less than satisfactory, training and clear expectations can help improve this area. Two-Way Communication The performance appraisal in the retail industry is an opportunity for management to restate the company and store goals. It also provides the opportunity to restate and clarify the company's expectations of the employee in meeting these quotas. The review offers the chance to speak about performance, as well as ask for clarification regarding the company's or store's expectations. Identify Training & Development Needs Identifying training and development needs is another benefit of the performance appraisal. For example, if the number of items that a retail sales person sold per transaction is below an acceptable level, set up a role playing session to practice suggesting related items to the customer and other sales techniques. If the employee is a cashier and the number of store credit cards opened is under quota, write a script to practice during a role playing session. This may be used with every customer, adjusting it over time to get the best results. Recgonize Above Average Performance The retail appraisal is used to recognize and reward good performance. Employees like to know when the supervisor is noticing an effort to perform above average. If a sales person meets or beats all goals, recognition is a valuable reward. If a cashier has a knack for turning disgruntled customers into happy ones, this should be pointed out. Recognizing an employee's good performance will be motivating and may encourage continued progress in the future.

Improve Productivity Performance appraisals clearly communicate what will be expected. If it is for a retail sales person, amount of sale, number of items per transaction and total sales by day, week, month and year to date can be articulated for specific goals. If the employee is a cashier, the number of store credit card accounts opened, the percentage of times the drawer was balanced at the end the shift and the amount of customer complaints may be highlighted with expectations for the next review period. Encourage Accountablility Encouraging accountability is a powerful benefit of a performance appraisal. If the employee fell short in one or more areas, there is an opportunity to communicate the actions to take in the future to improve in that area. This serves two purposes. The employee starts to think in specifics about how to improve and a commitment for future appraisals is documented. If, in the next review, improvement has not been made, then the employee will have a much better understanding of why disciplinary action is required The disadvantages of conducting performance evaluations The dreaded performance evaluation: a cause for terror in your self-demeaning or lazy employees and a hope for promotion for your best employees. Although performance evaluations have become traditional fare for companies, many people now resist performance evaluations and espouse the disadvantages of reviewing employees on a regular basis. Time consuming Inconsistent messages Personal opinion

CHAPTER 2
STATEMENT OF THE PROBLEM Performance appraisal is a process of assessing, summarizing and developing the work performance of an employee. In order to be effective and constructive, the performance manager should make every effort to obtain as much objective information about the employee's performance as possible. Low performance can push the organization back in todays tough competitive scenario. The project is aimed at analyzing the performance appraisal system and its effectiveness in Retail Industry. OBJECTIVE OF THE STUDY To understand performance appraisal techniques. To compare the past system for performance appraisal with the new performance management system in order to identify the drawback those are overcome by the new system of performance that is PMS (performance management system). To find out the satisfaction level of the employees and areas in which they are not comfortable with the PMS and does not find it to be effective. To find out to what extent the employees find this method effective in appraising their performance. To find out how performance appraisal will motivate the employees.

METHODOLOGY

RESEARCH DESIGN Descriptive Research The type of research adopted for the project is descriptive research. It refers to those studies used to describe phenomena associated with a subject population or to estimate proportions of the population that have certain characteristics. Descriptive research basically means discovery of association among different variables.

Source of data For the purpose of the study, both primary and secondary data will be used. Primary data will be collected from various employees working in the organizations in the form of structured questionnaire. Secondary data will be collected from Internet, Newspapers, Magazines, Industry websites and Books. SAMPLING TECHNIQUE PROBABILITY SAMPLING Random sampling will be used for the purpose of the study, so that the sample could be split into different groups based on the convenience. The rating scale used in questionnaire is Likert scale. It is a psychometric scale used in questionnaires. A Likert item is simply a statement which the respondent is asked to evaluate according to any kind of subjective or objective criteria, generally the level of agreement or disagreement is measured.

Sample size: - The sample size taken into consideration is 100 respondents. The employees targeted for the research are from various Retail Outlets.

PLAN OF ANALYSIS Percentage analysis It refers to a special kind of ratio used in making comparison between two or more series of data. Percentage is used to describe relationships and can also be used to compare the relative terms, the distribution of two or more series of data.

Chapter 3
Retailing in India

The Indian retail industry is the fifth largest in the world. Comprising of organized and unorganized sectors, India retail industry is one of the fastest growing industries in India, especially over the last few years. Though initially, the retail industry in India was mostly unorganized, however with the change of tastes and preferences of the consumers, the industry is getting more popular these days and getting organized as well. With growing market demand, the industry is expected to grow at a pace of 25-30% annually. The retail industry is divided into organized and unorganized sectors. Over 12 million outlets operate in the country and only 4% of them being larger than 500 sq ft (46 m2) in size. Organized retailing refers to trading activities undertaken by licensed retailers, that is, those who are registered for sales tax, income tax, etc. These include the corporate-backed hypermarkets and retail chains, and also the privately owned large retail businesses. Unorganized retailing, on the other hand, refers to the traditional formats of low-cost retailing, for example, the local Karana shops, owner manned general stores, paan/beedi shops, convenience stores, hand cart and pavement vendors, etc. In India, a shopkeeper of such kind of shops is usually known as a dukandar.

Most Indian shopping takes place in open markets and millions of independent grocery shops called kirana. Organized retail such supermarkets accounts for just 4% of the market as of 2008. Regulations prevent most foreign investment in retailing. Moreover, over thirty regulations such as "signboard licenses" and "anti-hoarding measures" may have to be complied before a store can open doors. There are taxes for moving goods to states, from states, and even within states. Retailing is one of the pillars of the economy in India and accounts for 13% of GDP. Growth An increasing number of people in India are turning to the services sector for employment due to the relative low compensation offered by the traditional agriculture and manufacturing sectors. The organized retail market is growing at 35 percent annually while growth of unorganized retail sector is pegged at 6 percent. The Retail Business in India is currently at the point of inflection. Rapid change with investments to the tune of US $ 25 billion is being planned by several Indian and multinational companies in the next 5 years. It is a huge industry in terms of size and according to management consulting firm Technopak Advisors Pvt. Ltd., it is valued at about US $ 350 billion. Organised retail is expected to garner about 16-18 percent of the total retail market (US $ 65-75 billion) in the next 5 years. India has topped the A.T. Kearneys annual Global Retail Development Index (GRDI) for the third consecutive year, maintaining its position as the most attractive market for retail investment. The Indian economy has registered a growth of 8% for 2007. The predictions for 2008 are 7.9%. The enormous growth of the retail industry has created a huge demand for real estate. Property developers are creating retail real estate at an aggressive pace and by 2010, 300 malls are estimated to be operational in the country. With over 1,000 hypermarkets and 3,000 supermarkets projected to come up by 2011, India will need additional retail space of 700,000,000 sq ft (65,000,000 m2) as compared to today. Current projections on construction point to a supply of just 200,000,000 sq ft (19,000,000 m2), leaving a gap of 500,000,000 sq ft (46,000,000 m2) that needs to be filled, at a cost of US$1518 billion.

According to the Icrier report, the retail business in India is estimated to grow at 13% from $322 billion in 2006-07 to $590 billion in 2011-12. The unorganized retail sector is expected to grow at about 10% per annum with sales expected to rise from $ 309 billion in 2006-07 to $ 496 billion in 2011-12. According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, India retail industry is the most promising emerging market for investment. In 2007, the retail trade in India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. In 2009, it rose to 12%. It is also expected to reach 22% by 2010. According to a report by Northbride Capita, the India retail industry is expected to grow to US$ 700 billion by 2010. By the same time, the organized sector will be 20% of the total market share. It can be mentioned here that, the share of organized sector in 2007 was 7.5% of the total retail market.

The Indian Retail Market Indian market has high complexities in terms of a wide geographic spread and distinct consumer preferences varying by each region necessitating a need for localization even within the geographic zones. India has highest number of outlets per person (7 per thousand) Indian retail space per capita at 2 sq ft (0.19 m2)/ person is lowest in the world Indian retail density of 6 percent is highest in the world.[9] 1.8 million households in India have an annual income of over 45 lakh (US$99,900). Delving further into consumer buying habits, purchase decisions can be separated into two categories: status-oriented and indulgence-oriented. CTVs/LCDs, refrigerators, washing machines, dishwashers, microwave ovens and DVD players fall in the status category. Indulgence-oriented products include plasma TVs, state-of-the-art home theatre systems, iPods, high-end digital cameras, camcorders, and gaming consoles. Consumers in the status category buy because they need to maintain a position in their social group. Indulgence-oriented buying happens with those who want to enjoy life better with products that meet their requirements. When it comes to the festival shopping season, it is primarily the status-oriented segment that contributes largely to the retailers cash register. While India presents a large market opportunity given the number and increasing purchasing power of consumers, there are significant challenges as well given that over 90% of trade is conducted through independent local stores. Challenges include: Geographically dispersed population, small ticket

sizes, complex distribution network, little use of IT systems, limitations of mass media and existence of counterfeit goods. Major Indian Retailers Pantaloon:

Pantaloon is one of the biggest retailers in India with more than 450 stores across the country. Headquartered in Mumbai, it has more than 5 million sq. ft retail space located across the country. It's growing at an enviable pace and is expected to reach 30 million sq. ft by the year 2010. In 2001, Pantaloon launched country's first hypermarket Big Bazaar. It has the following retail segments:

Food & Grocery: Big Bazaar, Food Bazaar Home Solutions: Hometown, Furniture Bazaar, Collection-i Consumer Electronics: e-zone Shoes: Shoe Factory Books, Music & Gifts: Depot Health & Beauty Care: Star, Sitara E-tailing: Futurebazaar.com Entertainment: Bowling Co.

Tata Group Tata group is another major player in Indian retail industry with its subsidiary Trent, which operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest book and music retailer in India Landmark in 2005. Trent owns over 4 lakh sq. ft retail space across the country.

RPG Group RPG Group is one of the earlier entrants in the Indian retail market, when it came into food & grocery retailing in 1996 with its retail Food world stores. Later it also opened the pharmacy and beauty care outlets Health & Glow.

Reliance Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh stores and Reliance Mart are quite popular in the Indian retail market. It's expecting its sales to reach Rs. 90,000 crores by 2010.

AV Birla Group AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis Phillipe, Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in other segments of retail. It will invest Rs. 8000-9000 crores by 2010. Retail formats in India Hypermarts/supermarkets: large self-servicing outlets offering products from a variety of categories.

Mom-and-pop stores: they are family owned business catering to small sections; they are individually handled retail outlets and have a personal touch.

Departmental stores: are general retail merchandisers offering quality products and services. Convenience stores: are located in residential areas with slightly higher prices goods due to the convenience offered.

Shopping malls: the biggest form of retail in India, malls offers customers a mix of all types of products and services including entertainment and food under a single roof.

E-trailers: are retailers providing online buying and selling of products and services. Discount stores: these are factory outlets that give discount on the MRP. Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks and other small items can be bought via vending machine.

Category killers: small specialty stores that offer a variety of categories. They are known as category killers as they focus on specific categories, such as electronics and sporting goods. This is also known as Multi Brand Outlets or MBO's.

Specialty stores: are retail chains dealing in specific categories and provide deep assortment. Mumbai's Crossword Book Store and RPG's Music World is a couple of examples.

Entry of MNCs The world's largest retailer by sales, Wal-Mart Stores Inc and Sunil Mittal's Bharti Enterprises have entered into a joint venture agreement and they are planning to open 10 to 15 cash-and-carry facilities over seven years. The first of the stores, which will sell groceries, consumer appliances and fruits and vegetables to retailers and small businesses, is slated to open in north India by the end of 2008. Carrefour, the worlds second largest retailer by sales, is planning to setup two business entities in the country one for its cash-and-carry business and the other a master franchisee which will lend its banner, technical services and know how to an Indian company for direct-to-consumer retail. The worlds fifth largest retailer by sales, Costco Wholesale Corp (Costco) known for its warehouse club model is also interested in coming to India and waiting for the right opportunity. Opposition to the retailers' plans have argued that livelihoods of small scale and rural vendors would be threatened. However, studies have found that only a limited number of small vendors will be affected and that the benefits of market expansion far outweigh the impact of the new stores. Tesco Plc., plans to set up shop in India with a wholesale cash-and-carry business and will help Indian conglomerate Tata group to grow its hypermarket business.(19) Challenges facing Indian retail industry To become a truly flourishing industry, retailing needs to cross the following hurdles:

Automatic approval is not allowed for foreign investment in retail. Regulations restricting real estate purchases, and cumbersome local laws. Taxation, which favours small retail businesses. Absence of developed supply chain and integrated IT management. Lack of trained work force. Low skill level for retailing management. Lack of Retailing Courses and study options Intrinsic complexity of retailing rapid price changes, constant threat of product obsolescence and low margins.

The tax structure in India favors small retail business Lack of adequate infrastructure facilities High cost of real estate Dissimilarity in consumer groups Restrictions in Foreign Direct Investment Shortage of retail study options Shortage of trained manpower Low retail management skill

To overcome some of the challenges faced by modern retail, the country is developing a support infrastructure in form of specialised retail schools. One such skill development initiative has been taken by TKWs Group. Its TKWs Retail School has already training over a thousand students and retail professionals for different retail skills. TKWs Retail School is also associated with government projects like enhancing retail experience of foreign tourists, improving retail of handicraft and local produce, skill development of village youth The Future The retail industry in India is currently growing at a great pace and is expected to go up to US$ 833 billion by the year 2013. It is further expected to reach US$ 1.3 trillion by the year 2018 at a CAGR of 10%. As the country has got a high growth rates, the consumer spending has also gone up and is also expected to go up further in the future. In the last four year, the consumer spending in India climbed up to 75%. As a result, the India retail industry is expected to grow further in the future days. By the year 2013, the organized sector is also expected to grow at a CAGR of 40%.

CHAPTER 4
TABLE SHOWING

Gender No of respondents

Male 70

Female 30

No of respondents
80 70 60 50 40 30 20 10 0 Male Female No of respondents

Are you aware of performance appraisal system in your organization

Yes Awareness of performance appraisal 100

NO 0

Awareness of performance appraisal

120

100

80

60

Awareness of performance appraisal

40

20

0 Yes NO

According to you is performance appraisal needed in an organization

Yes Is performance appraisal needed in an organization 95

NO 5

Is performance appraisal needed in an organisation

100 90 80 70 60 50 40 30 20 10 0 Yes NO Is performance appraisal needed in an organisation

Does your organization have a separate committee to review the performance appraisal result?

Yes Does organization have a separate committee to review the performance appraisal result 80

NO 20

Does organization have a separate committee to review the performance appraisal result
90 80 70 60 50 40 30 20 10 0 Yes NO Does organization have a separate committee to review the performance appraisal result

Does performance rating helps to fix increment

Yes Does performance rating helps to fix increment 73

NO 27

Does performance rating helps to fix increment

80 70 60 50 40 30 20 10 0 Yes NO Does performance rating helps to fix increment

Is transfer, demotion, suspension and dismissal based on performance appraisal

Is transfer, demotion, suspension and dismissal based on performance appraisal

Yes 62

NO 38

Is transfer, demotion, suspension and dismissal based on performance appraisal

70 60 50 40 30 20 10 0 Yes NO Is transfer, demotion, suspension and dismissal based on performance appraisal

Are you satisfied with the existing performance appraisal system in your organization

Yes Are you satisfied with the existing performance appraisal system in your organization 91

NO 9

Are you satisfied with the existing performance appraisal system in your organization
100 90 80 70 60 50 40 30 20 10 0 Yes NO Are you satisfied with the existing performance appraisal system in your organization

Is performance rating done regularly

Yes Is performance rating done regularly 100

No 0

Is performance rating done regularly

120 100

80

60

Is performance rating done regularly

40

20

0 Yes No

Will performance appraisal system help to achieve organizations desired objectives

Will performance appraisal system help to achieve organizations desired objectives

STRONGLY AGREE NEITHER DISAGREE STRONGLY AGREE AGREE NOR DISAGREE DISAGREE 11 47 5 37 0

Will performance appraisal system help to achieve organizations desired objectives

50 45 40 35 30 25 20 15 10 5 0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE Will performance appraisal system help to achieve organizations desired objectives

The performance of the team is assessed by superior or consultant STRONGLY AGREE The performance of the team is assessed by superior or consultant
19

AGREE

NEITHER AGREE NOR DISAGREE

2

DISAGREE STRONGLY DISAGREE

11

68

The performance of the team is assessed by superior or consultant

80 70 60 50 40 30 20 10 0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE The performance of the team is assessed by superior or consultant

) The performance appraisal helps to win cooperation and team work STRONGLY AGREE NEITHER DISAGREE STRONGLY AGREE AGREE NOR DISAGREE DISAGREE 11 47 5 37 0

Will performance appraisal system help to achieve organizations desired objectives

Will performance appraisal system help to achieve organizations desired objectives

50 45 40 35 30 25 20 15 10 5 0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE Will performance appraisal system help to achieve organizations desired objectives

Does performance appraisal helps to reduce grievance among the employees STRONGLY AGREE 0 AGREE 39 NEITHER AGREE DISAGREE STRONGLY NOR DISAGREE DISAGREE 2 57 2

Does performance appraisal helps to reduce grievance among the employees

Does performance appraisal helps to reduce grievance among the employees

60 50

40

30

20

Does performance appraisal helps to reduce grievance among the employees

10

0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE

Does performance appraisal helps to improve personnel skills STRONGLY AGREE Does performance appraisal helps to improve personnel skills 7 AGREE NEITHER AGREE NOR DISAGREE 21 DISAGREE STRONGLY DISAGREE 13 3

56

Does performance appraisal helps to improve personnel skills

60 50 40 30 20 10 0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE Does performance appraisal helps to improve personnel skills

Does performance appraisal system helps to identify the strength and weakness of the employee

Does performance appraisal system helps to identify the strength and weakness of the employee

STRONGLY AGREE 32

AGREE 57

NEITHER AGREE NOR DISAGREE 3

DISAGREE STRONGLY DISAGREE 8 0

Does performance appraisal system helps to identify the strength and weakness of the employee
60 50 40 30 20 10 0 STRONGLY AGREE AGREE NEITHER AGREE NOR DISAGREE DISAGREE STRONGLY DISAGREE Does performance appraisal system helps to identify the strength and weakness of the employee

Is performance rating helpful for the management to provide employee counseling

Is performance rating helpful for the management to provide employee counseling

STRONGLY AGREE 24

AGREE 73

NEITHER AGREE NOR DISAGREE 1

DISAGREE 2

STRONGLY DISAGREE 0

Is performance rating helpful for the management to provide employee counseling

80 70 60 50 40 30 20 10 0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE

Is performance rating helpful for the management to provide employee counseling

Is promotion purely based on performance appraisal STRONGLY AGREE 29 AGREE 43 NEITHER AGREE NOR DISAGREE 14 DISAGREE 14 STRONGLY DISAGREE

Is promotion purely based on performance appraisal

Is promotion purely based on performance appraisal

50 45 40 35 30 25 20 15 10 5 0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE Is promotion purely based on performance appraisal

Will performance appraisal increase employee motivation STRONGLY AGREE Will performance appraisal increase employee motivation 12 AGREE NEITHER AGREE NOR DISAGREE 12 DISAGREE STRONGLY DISAGREE 21 2

53

Will performance appraisal increase employee motivation

60 50

40

30 Will performance appraisal increase employee motivation

20

10

0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE

Appraisal system keeps on the major achievement and failure or success of work STRONGLY AGREE 37 AGREE 44 NEITHER AGREE DISAGREE NOR DISAGREE 11 6 STRONGLY DISAGREE 2

Appraisal system keeps on the major achievement and failure or success of work

Appraisal system keeps on the major achievement and failure or success of work
50 45 40 35 30 25 20 15 10 5 0 STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY AGREE NOR DISAGREE DISAGREE Appraisal system keeps on the major achievement and failure or success of work