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Dissertation Report Title of the Dissertation Report PERFORMANCE APPRAISAL AT JINDAL BROTHERS PVT.

LTD Submitted in partial fulfillment of requirements for the award of the degree of Masters in Business Administration

Under Guidance of: <Guides Name> Submitted by: <Student name> <SMU roll no.> <Name of the student> <Address of the University>

Declaration I,Deepika Saraswat having Roll No.520922764of MBA Semester 4 of Sikkim Manipal Universityhereby declare that the project entitled Performance Appraisal At Jindal Brothers Pvt an original work and the same has not been submitted to any other institute for award of any other degree. The interimreport was presented to the guide on 30THApril,2011. The feasible suggestionshave been duly incorporated in consultation with the guide.

Signature of the candidate (Deepika Saraswat)

Counter signed <Guide Name>

Acknowledgement: I would like to express my sincere gratitude to the people who have directly or indirectly helped me throughout in the successful completion of my project reporton STUDY OF PERFORMANCE APPRAISAL at JINDAL BROTHERS PVT. LTD in GURGAON. I take this opportunity to express my deep sense of gratitude and whole hearted thanks to MR. TAPAS RANJAN (HEAD HR) for his valuable guidance and for giving me this opportunity to complete my training in his organization, and also Ithank him for sharing his experiences which would prove as a great lesson in myfuture professional life I would like to thanks MR .PRASHANT CHOUBEY,MR.SUBODHSINGH& MR SAR ANGK ANCHANfor their valuable guidance and also giving meeffective direction and encouragement throughout the training.I take this opportunity to thank my project guide PROFESSOR.WADHWA whohas seen me through all the stages of the project. I would like to express mygratitude to him for his timely advice and Guided as per requirement. And also Iwould like to thank PROFESSOR S.C.GHOSH for helping me whenever I needed.Above all I thank GOD, Almighty for the immense wishes and blessings that gaveme motivation and confidence to complete this project on time



Title 1.Chapter I Acknowledgement Profile of the Project Guide Executive Summary 2.Chapter II Company profile Scope & Objective 3.Chapter III Research methodology 4.Chapter IV Performance management 5.Chapter V Data analysis 6.Chapter VI Findings 7.Chapter VII Recommendations 8.Chapter VIII Limitation 9.Chapter IX Bibliography 10.Chapter X Appendix

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EXECUTIVE SUMMARY This project report is a review based on theory as well as the industry outlook of performance Appraisal system of the organization. The report starts with the Introduction and Literature Review of performance appraisal system that outlines its history, definitions, purposes, types, process, methods, appraiser, parameters of Evaluation and the essentials of an effective appraisal system. Further the performance appraisal system of Jindal Brothers, collected through various primary and secondary sources have been included in the report which gives a fair idea of the kind of appraisal system being followed across various corporates.

Last, the conclusions and references has been mentioned.


PER FOR MANCE APPRAISAL Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development .Performance appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development. Performance appraisals are regular reviews of employee performance within organizations .Generally, the aims of a performance appraisal are to: Y Give feedback on performance to employees. Y Identify employee training needs. Y Document criteria used to allocate organizational rewards. Y Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc. Y Provide the opportunity for organizational diagnosis and development. Y Facilitate communication between employee and administration Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.

Performance Appraisal Summary Performance appraisal, while enabling a manager to identify the training needs of employees ,and evolving a training plan for them, also, serves to meet other objectives. Performance appraisal satisfies the psychological needs individuals have to know how they are performing their job and increases employees' job satisfaction and morale by letting them know that the manager is interested in their progress and development. Systematic performance appraisal also provides both the firm and the employee a careful evaluation, rather than a snap judgement of an employee's performance. Many firms use performance appraisals to plan placements and transfers and to provide input into decisions regarding salary increases, promotions, and transfers. Finally, performance appraisals may be used as a basis for the coaching and counselling of individual employees by their superiors. To summarize the uses of performance appraisal: Y Performance improvement Y Compensation Y Placement Y Training & development needs assessment Y Career planning Y Job design error detection CHARACTERISTICS OF AN APPRAISAL SYSTEM Performance appraisal cannot be implemented successfully unless it is accepted by all concerned .There should be a common and clear understanding of the distinction between evaluation and appraisal. As Patten (1982) argues, evaluation aims at 'objective' measurement, while appraisal includes both objective and subjective assessment of how well an employee has performed during the period under review. Thus performance appraisal aims at 'feedback, development and assessment.' The process of performance appraisal should concentrate on the job of an employee, the environment of the organization, and the employee him- or herself .These three factors are inter-related and inter-dependent. Therefore, in order to be effective, the appraisal system should be individualized, subjective, qualitative and oriented towards problem-solving. It should be based on clearly specified and measurable standards and indicators of performance. Since what is being appraised is performance and not personality, personality traits which are not relevant to job performance should be excluded from the appraisal framework . Some of the important considerations in designing a performance appraisal system are: Goal The job description and the performance goals should be structured, mutually decided and accepted by both management and employees.

Reliable and consistent Appraisal should include both objective and subjective ratings to produce reliable and consistent measurement of performance. Practical and simple format The appraisal format should be practical, simple and aim at fulfilling its basic functions. Long and complicated formats are time consuming, difficult to understand, and do not elicit much useful information. Regular and routine While an appraisal system is expected to be formal in a structured manner, informal contacts and interactions can also be used for providing feedback to employees. Participatory and open An effective appraisal system should necessarily involve the employee's participation, usually through an appraisal interview with the supervisor, for feedback and future planning. During this interview, past performance should be discussed frankly and future goals established. A strategy for accomplishing these goals as well as for improving future performance should be evolved jointly by the supervisor and the employee being appraised. Such participation imparts a feeling of involvement and creates a sense of belonging. Rewards Rewards- both positive and negative - should be part of the performance appraisal system. Otherwise, the process lacks impact. Feedback should be timely Unless feedback is timely, it loses its utility and may have only limited influence on performance. Impersonal feedback Feedback must be impersonal if it is to have the desired effect. Personal feedback is usually rejected with contempt, and eventually de-motivates the employee. Feedback must be noticeable The staff member being appraised must be made aware of the information used in the appraisal process. An open appraisal process creates credibility. Relevance and responsiveness Planning and appraisal of performance and consequent rewards or punishments should be oriented towards the objectives of the programme in which the employee has been assigned a role. For example, if the objectives of a programme are directed towards a particular client group, then the appraisal system has to be designed with that orientation. Commitment Responsibility for the appraisal system should be located at a senior level in the organization so as to ensure commitment and involvement throughout the management hierarchy. WHAT IS THE ROLE OF PERFORMANCE APPRAISAL? We've seen from previous discussions, that people are one of a company's most valuable assets .While most assets depreciate over time, people, viewed as assets, may actually appreciate. One of the manager's major responsibilities is to improve and update the knowledge and skills

of employees -- appreciation of assets. Performance appraisal plays a significant role as a tool and technique of organizational development and growth. In essence, effective appraisal systems provide both evaluation and feedback .The main aim of the evaluation is to identify performance gaps -- when performance does not meet the organizational standards -- whereas feedback is necessary to inform employee about those performance gaps .From the employee's perspective, performance appraisal informs them about what is required of them in order to do their jobs, it tells them how well they have achieved those objectives and helps them take corrective action to improve their performance, and, finally, it may reward them for meeting the required standards .The firm, on the other hand, needs a performance appraisal system in order to establish principles of managerial accountability. Clearly, where employees are given responsibilities and duties, they need to be held accountable. One of the functions of performance appraisals is to ensure that people are accountable for their organizational responsibilities .Perhaps the most significant benefit of performance appraisals is the opportunities they provide supervisors and subordinates to have one-on-one discussions of important work issues. During appraisals, subordinates and supervisors can focus on work activities and goals, identify and correct existing problems, and encourage better future performance. Performance Appraisal and Motivation Motivational research has recognized the power of recognition as an incentive (see Maslow and the Expectancy Theory of Motivation). Performance appraisals provide employees with recognition for their work efforts. The appraisal system provides the supervisor with an opportunity to indicate to employees that the organization is interested in their performance and development. This recognition can have a positive motivational influence. on the individual's sense of worth, commitment and belonging. Performance Appraisal and Training and Development Performance appraisals identify performance gaps. As such, they provide an excellent opportunity for a supervisor and subordinate to recognize and agree upon individual training and development needs .Performance appraisal discussion may identify the presence or absence of work skills. Further, the need for training can be made more relevant if attaining the requisite job skills is clearly linked to performance outcomes. Consolidated appraisal data can also help forma picture of the overall organizational training requirements. Performance Appraisal and Recruitment Recruitment and selection procedures need to be evaluated. Appraisal data can be used to monitor the success of a firm's recruitment and selection practices. From this data, the firm can determine how well employees who were hired in the past are performing. Performance Appraisal and Employee Evaluation Employee evaluation is a major objective of performance appraisal. Given the major functions of management -- planning, organizing, leading and controlling -- it is clear that

evaluations(controlling) need to be done .At its most basic level, performance appraisal is the process of examining and evaluating the performance of employees. However, the need to evaluate is also a source of tension as evaluative and developmental priorities appear to clash. Some management experts have argued that appraisal cannot serve the needs of evaluation and development at the same time. Performance Appraisal and Total Quality Management (TQM) With the advent of TQM (Total Quality Management) and the extensive use of teams, traditional performance appraisal systems have come under some criticism. For example, rather than motivating employees, conflict may be created when appraisals are tied to merit pay and when that merit pay is based on a forced ranking .W. Edwards Deming, the founder of total quality management (TQM) has long been associated with the view that performance appraisals ought to be eliminated. Many TQM proponents claim that performance appraisals are harmful.


PERFORMANCE APPRAISAL METHODS 1. Graphic rating scale 2. Paired Comparison 3. Forced choice approach 4. Easy Appraisal 5.360 0 appraisal Graphic Rating Scale: A performance appraisal that rates the degree to which the employee has achieved various characteristics. 1) The graphic rating scale is the most common type of appraisal used. 2) Various characteristics such as job knowledge or punctuality are rated by the degree of achievement. 3) The rate usually receives a score of 1 to 5 with 5 representing excellent performance. 4)Some forms allow for additional comments. Paired-comparison Approach: A performance appraisal that measures the relative performance of employees in a group. 1) This is a method of performance evaluation that results in a rank ordering of employees to come up with a best employee. 2) This type of approach measures the relative performance of employees in a group. Forced-choice Approach: A performance appraisal that presents the appraiser with sets of statements describing employee behavior; the appraiser must choose which statement is most characteristic of the employee and which is least characteristic. Easy Appraisal: Sometimes the supervisor must write a description of the employees performance. The easy appraisal is often used along with other types of appraisals, notably graphic rating scales. They provide an opportunity for supervisors to describe aspects of performance not thoroughly covered by an appraisal questionnaire. 360-degree Performance Appraisal:Evaluating Employees From All Angles Traditional performance appraisals, as discussed above, can be both subjective and simplistic .At times, they can also be deemed to be "political". In an attempt to improve this methodology ,some companies have turned to 360-degree appraisals. 360 appraisals pool feedback from a

department's internal and external customers to ensure a broader, more accurate perspective of an employee's performance. 360-degree performance appraisal is an attempt to answer the question: "How can a supervisor evaluate an employee he or she sees only a few hours each week?" Benefits of Performance appraisal For the organization: The organization comes to know the true position of the employees working capacities and the problems they face while working in the organization. This performance appraisal system also acts as a motivating factor for the employees, which helps the organization to get better results. For the appraise: The appraise fells themselves an important part of the organization, they get a chance to express their views in front of their superiors; they get a platform to express their ideas. The employee comes to know the truth about: To what extent they have achieved their objectives. In what respect their work has been most successful. Are there any aspects of their work, which they have not completed? Are many other question, which make them assess rightly. .. Guidelines for effective performance evaluation interviews...

Y emphasize positive aspects of employee performance Y tell employee that the purpose is to improve performance, not to discipline Y conduct the review in private Y review the performance formally at least annually (more frequently for those performing poorly) Y make criticisms specific Y focus on performance, not personality Y stay calm; do not argue Y identify specific actions the employee can take to improve performance Y emphasize the evaluators willingness to assist the employees efforts to improve performance

Y end by stressing positive Appraisal Process In order to obtain a better understanding of how the performance appraisal has been put together by The Corporation, the researcher has provided an overview of the companys performance appraisal process. The researcher felt that the overview of the performance appraisal process would be necessary, since the process provided a framework for the performance appraisal. PRE-APPRASIAL STEPS The performance evaluation can be made for variety of reasons counseling, promotions, salary increases, administration or combination of these. It becomes very necessary to begin by stating the objectives of evaluation programs very clearly and precisely. The personal appraisal system should address the question who, what, how of performance appraisal .These questions are the components of these appraisal systems which are discussed below individually. WHO OFTHE APPRAISAL OR WHOIS TO RATE. The immediate superior, the head of the department or any other can rate the performance of an individual. In addition to this, sum organizations follow the system of self appraisal and /or appraisal by peers. A group, consisting of his senior, peers and subordinates, can do appraisal ,who ever is rating; he should be trained and impartial. In most of the organizations the ratings is done by his immediate superior who is considered the best person to understand his subordinates strengths and weaknesses. Now a day some organizations are following the method of selfappraisal. THEWHATOF APPR AISAL It is considered with Creating and maintaining a satisfactory level of performance of employees in their present job. Highlighting employees needs and opportunities of for personal growth and development. Aiding in decision making for promotions, transfers, layoff and discharges. Promoting understanding between supervisors and his subordinates. Providing a useful criterion for determining the validity of selections and training methodsfor attracting individuals of higher caliber to the organization. THE WHEN OF APPR AISAL The when answers the query the frequency of appraisal? The informal counseling should occur continuously but the manager should discuss an employees work as soon as he gets an opportunity to provide positive reinforcement and use poor work as basis of training. The time and period of appraisal differs according to the need and nature of the organization.

THE WHER EOF APPRAISAL The where indicates the location where employee should be evaluated? It is usually done at work place or office of the supervisor. THE HOWOF APPRAISAL Under this, the organization must decide what different kinds of methods are available and which of these may be used for performance appraisal. On the basis of comparative advantages and disadvantages, the nature and philosophy of management and the needs of an organization; the method of appraisal is decided.

COMPANY PROFILE Jindal Brothers Pvt. Ltd. specializes in Design, Engineering, Fabrication and Erection of PreEngineered Metal Building Systems. The Group is well known in the Middle East & India for the quality of the products and services offered. In 1998, Jindal Brothers Pvt. Ltd started its journey in India by setting up State of Art manufacturing facility at Manesar, Gurgaon. Design and Detailing work is carried out by highly skilled Engineers with computed aided design anddrafting facilities at the Companys Head Office at New Delhi. Their objective is to deliver cost effective, quality Pre-Engineered Metal Buildings within agreed time schedules to their Customers. Jindal Brothers Pvt. Ltd. maintains high degree of professionalism at all levels, a commitment needed to maintain highest possible standards. Every project is executed with Micro Planning, to achieve the Milestones set out in the contract. This combined with quality of their products has earned us reputation in the Market Place. Corporate giants, both National and Multinational, have complimented their strategy of providing single point responsibility for Supply and Erection with highly motivated and trained In House Project Management Team to handle projects, whether it is small or big, simple or complex. More than 500 Pre-Engineered Buildings have been installed across the length and breadth of their Country. This experience corroborates their claim. Regional / Area offices across the Country are fully equipped to provide pre-order and post order service to their valued Customers. Organizational effectiveness depends upon the level of performance of its employees. Hence the level of performance has to been sured . Periodic stock taking of the qualitative state of the man power is of vital importance toan organization and the organization tries to collect the relevant data through the tool of performance appraisal reports. Thus performance appraisal is essential for performance effectiveness and efficiency of the organization and also for carrying out administrative decisions regarding human resources. The correctness of the decision will depend heavily upon the validity of the data gathered through appraisal system .The JINDAL BROTHERS is a relatively an older organization and has been restructuring its Human Resources Systems and Policies in alignment with the current business environment. I have therefore taken up this project with an aim to study the existing system of performance appraisal so that this might help other organizations to follow the same.

Services Pre-Engineered steel buildings are designed and fabricated to clients requirements in accordance with the Universal standards. A pre-engineered steel building consists of four major groups of components namely primary members, secondary members, metal roofing/wall cladding and connection fasteners. These components are designed that they are compatible with each other .The fabrication of these components is carried out in factory under strict quality control as per detailed shop drawing. These components are transported to site with proper markings and assembled at site as per erection drawings. Knowledge Hub /Brain Ware They call this the knowledge Hub, a world class Design & Engineering Office manned with team of experienced professionals and equipped with latest sophisticated design tools which distinguishes Jindal Brothers Pvt. Ltd. from others.Stadd Pro, MBS, AUTOCAD, Primavera, MS Projects are among the few Engineering &execution tools in use at Jindal Brothers Pvt. Ltd. that delivers the fastest solution at the best of engineering practices applied in a true international design environment .The Brain House offers intelligent engineering solutions and supports post order functions with general arrangement, fabrication and erection drawings. The computerized drafting, detailing and logic programs enable user friendly details to simplify manufacturing process and erection methods .The Jindal Brothers Pvt. Ltd. knowledge archives has vanity of standards and design codes such as AISC, AISI, MBMA, AWS, UBC, ASCE, IBC, IS and many others to suit customers need of a Pre-Engineered building at any place or country.The Jindal Brothers Pvt. Ltd. s consistent efforts in research & development and global sourcingof material have positioned the Organization as a lead runner in introducing innovative ideas and products in the market place. Manufacturing Facility: Their State-of-the-art manufacturing facility is located at Manesar. It houses special equipments to produce quality pre-engineered buildings such as: Automatic Beam Welding Line Plate Shearing Line Radial Drilling Machine Cold Roll Forming Line Hydraulic Press Break Line Automatic Shot Blasting Line

The welding process is as per American Welding Society Standards. (AWS). All welders are qualified to required standards. Well defined process on the shop floor ensures smooth flow of material and productivity. All structural components to complete Pre-engineered building are produced in-house and go through stringent quality checks prior to dispatch. All major raw materials and bought out items are sourced from a Panel of approved supplier to ensure quality and timely supplies .

OBJECTIVES OF THE STUDY Y To identify the technique of Performance Appraisal followed in Jindal Brothers Pvt. Ltd. Y To study how the employees are rated against these parameters Y To identify how the performance of the employees is improved and enhanced Y To provide suggestions & recommendations to improve their Performance Appraisal

R ESEARCH METHODOLOGY In order to accomplish the objectives of the study, it is essential to articulate the manner in whichit is to be conducted, i.e., the research process is to be carried-out in a certain framework. Theresearch methodology, which follows, is the backbone of the study. Data Collection S o u rces Research work was done from two sources: (1 ) Primary data(2 ) S econdary data Primary data was collected by questionnaire and interview in the organizations. Thequestionnaire comprised of closed and attitude questions. The opinion on existing PerformanceAppraisal practices and their affectivity were collected through questionnaire which wascirculated to all the employees at all levels and the results have been analysed on the basis of agree and disagree. The methodology for collection of data also included interviews anddiscussion with the top management of the organization.Secondary data: It was collected by reviewing different literatures, from published books,management journals, articles published by the other researchers on 360 Degree Appraisal. S ampling:

The total sample size for this project was 4 HR people at Jindal Brothers.The information collected through above methods has been tabulated, analysed and interpreted.Finally an overall assessment of the contribution of top management has been made towardsimproving the effectiveness of the organization.

TYPES OF RESEARCH Research methodology is a way to systematic solve the Research Problem. It is a procedure,which is followed step by step to solve a particular research problem. There are basically four types of researches: 1 EXPLORATIVE RESEARCH2 DESCRIPTIVE RESEARCH3 DIAGNOSTIC RESEARCH4 HYPOTHESIS TESTING RESEARCH Ex plorative Research:To gain familiarity with phenomenon or to achieve an insight into it. Descriptive Research:To poetry accurately the characteristics of the particular individualsituation or a group. Diagnostic Research:To determine the frequency with which something occurs or with whichit is associated with something else. H ypothesis Testing Research:To test a hypothesis of casual relationship between variables. The present project is Descriptive c u m Ex plorative in nature. It is done to poetry accuratelythe characteristics of a particular individual situation or a group. The major purpose of thedescriptive research is the description of the state of the affairs as it exits at resent. The maincharacteristics of this method are that the researcher has no control over the variables; he canonly report what has happened or what is happening.

LITERATURE REVIEW Organizations exist to achieve goals. Goals are only met when individual employees effortsmatches with policy of the organization and thus bringing out success and effectiveness. Theassessment of how successful employees have been at meeting their individual goals therefore becomes a critical part of HRM and here comes Performance Appraisal System.Performance appraisal is an important component of the information and control system. Intodays flexible organizations, performance evaluation provides an important way for managersto clarify performance goals and standards and to enhance future individual performance. Thusthe purpose of performance appraisal is to improve the organizations performance through theenhanced performance of individuals.The performance appraisal system: y Is an organizational necessity y Is based on well defined objective criteria y

Is based on careful job analysis y Uses only job related criteria y Is supported by adequate studies y Is applied by trained qualified raters y Is applied objectively throughout the organization y Can be shown non discriminatory as defined by law PER FOR MANCE APPR A I S A L ANDMANA G E M E NT , Journal of Performance Appraisal Techniques November 4,2001-Vol.1,No.4pp.418 ByFletcher C Performance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyondthe limited confines of measurement issues and accuracy of performance ratings and has begunto focus more of social and motivational aspects of appraisal. This article identifies and discusses

a number of themes and trends that together make up the developing research agenda for thisfield. It breaks these down in terms of the nature of appraisal and the context in which itoperates. The former is considered in terms of contemporary thinking on the content of appraisal(contextual performance, goal orientation and self awareness) and the process of appraisal(appraiserappraisee interaction, and multi-source feedback). The discussion of the context of appraisal concentrates on cultural differences and the impact of new technology. Performance A ppraisal as E ffective

M anagement or Deadly M anagement Disease Journal of Performance Appraisal Management Jan1,2005- Vol.80, Pages18 by Gregory H. Dobbins Understanding person and system sources of work variation is fundamental to performanceappraisal. Two divergent perspectives on this issue, the traditional human resource managementview and the statistical process control view (Deming, 1986), are contrasted. Two studies arereported that investigate two specific questions that arise from a broader view of the appraisal process. Results indicate that managers and subordinates believe that typical poor performancehas different causes and that actual productivity levels far outweigh person or system sources of performance variance in appraisal judgments. AContingencyApproach toAppraisalSatisfaction Journal of Performance Appraisal Approaches,July2009,Vol.49,Pages65 by Gregory H. Dobbins The present study explored the moderating effects of organizational variables on the appraisalcharacteristic-appraisal satisfaction relationship. Analyses indicated that the appraisalcharacteristics of action plans, frequency, and rater training were more positively related toappraisal satisfaction when subordinates experienced role conflict, were not closely monitored,and supervisors had a large span of control. The results provide substantial support for conceptualizing appraisal satisfaction as a contingent function of both appraisal characteristicsand organizational variables.

Implications of the findings for the design of appraisal systems, appraisal effectiveness, and future research are discussed. Differential Performance A ppraisal Criteria Journal of Performance Appraisal Criteria,Oct2010,Vol.18, pages 72 by Taylor Cox Performance appraisal ratings of 125 first-level managers were analyzed to investigate the degreeto which the criteria used to evaluate the overall job performance of black managers differs fromthat used to evaluate white managers. The performance appraisal form included items thatmeasured both the social behavior dimension and task/goal accomplishment dimension of job

performance. The appraisal ratings of both groups on each dimension were correlated withmeasures of overall job performance and promote ability. Results indicated that social behavior factors are more highly correlated with the overall job performance of black ratees than for whiteratees. Implications of these results for both black managers and organizations are discussed. A Restatement of the S atisfaction Journal of Performance Hypothesis,Vol.59,Sept 2010,Pages 45 by Dennis W. Organ, This article reviews recent evidence in support of Organs (1977) argument that satisfaction moregenerally correlates with organizational prosaically or citizenship-type behaviors than withtraditional

productivity or in-role performance. An attempt is then made to interpret just what it isin satisfaction measures that provides this correlation, leading to the suggestion that fairnesscognitions comprise the major factor. Implications of this interpretation for theory, research, andmanagement practice are offered.

ANALYSIS&INTERPRETATION This chapter deals in tabular presentation results and their analysis for the purpose of easyreading the section has been divided into two parts.* Tabular form of Response* Inference* Remarks on each question

1. I n yo u r company , the key competencies req u ired for each job are already identified ? Response Category No. of responses Percentage Very true0 0True4 8Partly true9 18 Not true 37 74 I nference: Most of the respondents (74%) found the above statement to be Not True. This wasfollowed by 18% of the respondents feeling that this statement was Partly True for their organization. Only 8% of the people found it to be True. Remarks: Although the appraise does not have a clear understanding of what is expected of himat the beginning of the year (Inference I), both he and the appraiser know what his job is allabout. This also shows that although an employee knows what his current to do to be ratedhigher by the reporting officer. The responsiveness in category of Partly True and Not True may be due to the

face that job content in Jindal Brothers is flexible and not well defined and some people find it difficult to define their jobs. However, most of the people have a general idea of the scope of their jobs. 01020304050607080No. of responses Very trueTruePartly trueNot true

2. There are mechanisms that help employees develop their potential for the ne x t ro u nd of job ? Response Category No. of responses Percentage Very true0 0True5 10Partly true25 50 Not true 20 40 I nference: Quite a large number of respondents (40%) shared the view that the appraisal systemdid not give a clear understanding of all appraisals, job to both appraiser and appraise by sayingthat it was Not True. Only 50% and 10% of the respondents felt that the statement was Trueand Partly True respectively. Remarks: Although the appraise does not have a clear understanding of what is expected of himat the beginning of the year (Inference I), both appraisee and the appraiser know what his job isall about. This also shows that although an employee knows what his current to do to be ratedhigher by the reporting officer. The responsiveness in category of Partly True and Not True may be due to the face that job content in Jindal Brothers is flexible and not well defined and most people find it difficult to define their jobs. However, most of the people have a vague idea of thescope of their jobs. 051015202530 35 404550No. of responses Very trueTruePartly trueNot true

3 . E mployees reg u larly receive feedback abo u t their potential for higher level jobs ? Response Category No. of responses Percentage Very true0 0True8 16Partly true7 14 Not true35 70 I nference: 70% of the respondents agreed that the appraisal system did not helped them to knowtheir potential to perform at higher levels. Plan their performance well by saying that it was NotTrue. Only 16% and 14% people felt that this statement was True and Partly True. Remarks: The above inference shows that the PA system in Jindal Brothers does not givefeedback about planning for performance to its employees. It helps anticipating work needs inorder to arrange work in logical order. It also helps in devising efficient methods to attain pre-determined plans. Again due to flexibility in job content, some people may have found problemsin planning their performance systematically. 010203040506070No. of responses Very trueTruePartly trueNot true 4 . J ob rotation is practiced widely to help people develop their potential in new areas ? Response Category No. of responses Percentage Very true7 14True18 36Partly true25 50 Not true0 0 I nference : About 50% of the respondents felt that the above statement was Partly True. It wasfollowed by 36% people feeling that it was True with 14% believing that it was Very True. Remarks: Job rotation is the most economical way of providing training to the employees. Itfacilitates both organization and individual development. Job rotation gives an individual handon experience for carrying out various different functional activities. The performance appraisalsystem should include this process in the training need identification performance. 05101520253035404550No. of responses Very trueTruePartly trueNot true

5 . The appraisal system provides an opport u nity for self-review and reflection ? Response Category No. of Responses Percentage Very true0 0True0 0Partly true13 26 Not true 37 74 I nference : There is a general agreement on then fact that the PA system in Jindal Brothers does provide ample opportunity for self-review and reflection. 74% of the people felt thatit was Partly True with 26% agreeing. Remarks : The presence of self-appraisal procedure in the PA appraisal system is an importantreason for the above inference. The self appraisal includes questions on major achievements, constraints in performance, type of training required, tasks/activitiesundertaken successfully during the year, problems faced etc. It also includessuggestions on making the job interesting and challenging and plans to improveeffectiveness. Due to this fact, employees may have felt that they were participatingactively in their own appraisal by self -review and reflection on various issues. 01020304050607080No. of Responses Very trueTruePartly trueNot true

6 . Promotions are based strictly on need rather than to reward individ u als ? Response Category No. of Responses Percentage Very true 0 0True 4 8Partly true 25 50 Not true21 42 I nference : 50% of the respondents believe that the above statement is PartlyTrue This was closely followed by 42% of the respondents rating it asNot True and 8% of the respondents feeling that it was True. Remarks : The performance appraisal is completely need based the organizationrecognizes and promotes high achievers only if there are vacanciesavailable in the organization. This has a negative impact on people whoare not rewarded and promoted duly for their good performance. Thereshould be a system of rewarding employees either in monetary terms or in terms of recognition. 05101520253035404550No. of Responses Very trueTruePartly trueNot true

7 . The appraisal system gives each appraisee an idea of what is e x pected of him ne x t year ? Response Category No. of Responses Percentage Very true 0 0True 10 20Partly true 26 52 Not true14 28 I nference : 52% of the respondents felt that the above statement was PartlyTrue. This was followed by 28% and 20% of the respondentsfeeling that it was Not True and True respectively. Remarks : Each employee needs to have an idea as to what accountabilitieswill he have if his appraisal is given a good remark for working athigher levels. The appraisee should know his potential, whichwill go a long way in his higher level jobs. 0102030405060No. of Responses Very trueTruePartly trueNot true

8 . I t is designed to aid the appraisee and appraiser jointly u nderstand the formers job ? Response Category No. of Responses Percentage Very true 0 0True 14 28Partly true 22 44 Not true14 28 I nference : There was a mixed response to the given statement. 44% of the responsesconsisted of Partly True ratings. 28% respondents believed that this wasNot True whereas 28% believed that this was True. Remarks : The above inference implies that Jindal Brothers PA system does not scorewell in the aspect of transparency in communicating an employees performance through performance review and discussion. The discussions between appraisal processes. The interaction on self appraisals is not acommon feature and is only done on certain occasions (exceptionally good or bad performance etc.) The presence of 44% responses as True may be dueto good relationship and open communication shared by some of theappraiser appraise pairs. 051015202530354045No. of Responses Very trueTruePartly trueNot true

9. The performance appraisal provides an opport u nity for self review and reflection ? Response Category No. of Responses Percentage very true 0 0true 2 4 partly true 25 50not true 23 46 I nference : Most of the respondents agreed that the appraisal system catered to their development needs (50% believed that it was Partly True) and it was veryclosely followed by 46% saying it was Not True. There were 4% cases,which believed that it was True. Remarks : Although the inference indicates that the PA system allowed mutuality, trustand open communication between superior and subordinates, there may bechances of biases in employees while rating this statement. The answers mayhave varied depending on proximity etc. 05101520253035404550No. of Responses very truetruepartly truenot true

1 0 . The appraisal proced u re allows the appraisee to e x press his developmental needs ? Response Category No. of Responses Percentage very true 0 0True 8 16 partly true 16 32not true 26 52 I nference : The most common response on above statement was an astounding NotTrue with 52% people agreeing that the PA system was free of any biases. Itwas followed by 32% saying that it was True and 16% saying that it wasPartly True. Remarks : The above inference implies that people are satisfied with the PA system inJindal Brothers and believe that it provides scope for developing their potential. This may be due to the fact that the self appraised of the appraiseinvites suggestions on job enrichment, training needs and steps to be taken toimprove individuals effectiveness. 0102030405060No. of Responses very trueTruepartly truenot true

12. The appraisal system provides for a frank disc u ssion between appraiser and appraisee ? Response Category No. of Responses Percentage very true0 0True6 12 partly true0 0not true44 88 I nference: An astounding 88% rated the above statement as not true with 12% that it wastrue. Remarks Although, most of the people felt that there was mutuality and trust betweenappraiser and appraise, it may again depend on the proximity and relationshipshared by an employee and his/her boss. The ratings may be based, as theemployees may have felt that a negative answer may adversely affect them. Thereason behind this conclusion is that a low score on extent of communication anddiscussion between appraisers and appraise and high score on mutuality and trustgive a contradictory view. 0102030405060708090No. of Responses very trueTruepartly truenot true

1 3 . The proced u re allows for the comm u nication of C EO s goal to the workforce ? Response Category No. of Responses Percentage very true 0 0true 2 4 partly true 10 20not true 38 76 I nference : The typical response in this case was Not True, by 76% of the respondents.20% rated the above statement as Partly True and 4% as True. Remarks : Even if half of the respondents gave a mid-way answer, presence of 44%Slightly True answers give a negative picture of the above statement. Thisimplies that the business goals are not well integrated with individual goals.There is no direct linkage between the management plans and evaluationcriteria. This may be due to the fact that either the business goals are notquantified enough or the management is not quick enough to communicate its plans to the staff below. 01020304050607080No. of Responses very truetruepartly truenot true

1 4 . The appraisal system brings o u t the training needs of the employees.Response Category No. of Responses Percentage very true 0 0True 3 6 partly true 22 44not true 25 50 I nference : 50% of the respondents believed the above statement to be Not True closelyfollowed by 44% people believing it to be Partly True. Only 6% believed itto be True. Remarks : A few people get the training related to their competencies skills that needs to be enhanced for successful completion of their work. most of the people donot get adequate training according to changes in their job description i.e.responsibilities and KRAS. 05101520253035404550No. of Responses very trueTruepartly truenot true