SUMMER INTERNSHIP PROJECT REPORT ON

PERFORMANCE APPRESIAL SYSTEM AT CADIALLAC

ENTERPRICES

TO BE SUBMITTED TO MAHAMAYA TECHNICAL UNIVERSITY, NOIDA U.P. IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE

OF

MASTER OF BUSINESS ADMINISTRATION

Batch 2011-13
Name of the Supervisor: Student
Prof. P.K. Roopak Anam Asst. Prof. 1026370027

Name of the
Maryam Roll No:

VIDYA SCHOOL OF BUSINESS

Baghpat Road, Meerut, Uttar Pradesh 250005

Company Certificate

Certificate by Head of the Institute

It is certified that the Summer Internship Project Report entitled. (Title of the project) to be submitted in partial fulfillment of the requirement for the degree of Master of Business Administration, Mahamaya Technical University, NOIDA, is original Work of Mr./Ms ( Name of the Student along with Roll Number) carried out under the Guidance of Mr. ( Name of the Industry Mentor) as Industry Mentor and Prof. (Name of the faculty Mentor) as Faculty Mentor. The report is original and complete in all respect and fulfills necessary requirements of the University.

Faculty Mentors Name and Signature

Dr. Satish Kumar (Director) Date:

DECLARATION
I,.. , do hereby declare that the Summer Internship Project Report entitled .. is the original work carried out by me Under the Supervision of my Industry Mentor Dr./Mr./Ms.. and Faculty Mentor Dr./Prof./Mr./ Ms. The information provided here is genuine and True to best of my knowledge. Any part or as a whole Report has not been presented or submitted in any other institution/University for any Diploma or Degree here before.

Date: Place:

Name: Roll No: Session: 2012-13

The Beginning

In March 1997, as the influence of the Internet was beginning to grow in India, was launched as a floorless employment exchange. A platform for employers and jobseekers, to meet and exchange information. The site was launched , with databases of jobs, resumes and placement consultants. In October 1997, the service went commercial. By then more than 50 companies had tried the services and were satisfied with the responses received. Since then, the client list for , has increased to over 25,000 companies.

Cadillac Enterprises started in 1989 and was gradually taken over by Cadillac Enterprises (India) Pvt. Ltd which was incorporated on May1, 1995. It was in the business of selling reports and providing project and marketing related consulting services to its clients. Cadillac Enterprises also provided management consulting services to a number of clients in India and abroad.

In 1991 the Department of Telecommunications began to experiment with Videotex services. Cadillac Enterprises registered as an information provider with DOT for providing information about vacancies over Videotex. The Videotex pilot project of DOT however did not take off and Cadillac Enterprises was forced to abandon its plans for this service. Over the next few years Cadillac Enterprises evaluated the idea of providing job information to the public independently but was unable to identify a financially viable technology backbone till the Internet entered India.

The site aims to provide Indians with Indian qualifications the maximum opportunity for their career growth. It has also been promoted in all parts of the globe, where Indian qualifications are acceptable, and clients have been enlisted. Over 10% of our current corporate client list consists of companies located in USA, Africa, Middle East and Far East. Similarly about 5% of the individuals approaching Naukri are NRIs wanting to return to India or register with naukri to look at opportunities in India or globally.

VISION
The vision - To create a platform where, every Indian who is looking for a job can find one
Naukri is the definitive Indian careers website on the Internet. It is a forum where employers, placement agencies and job seekers can exchange information, quickly, effectively and inexpensively. At Naukri, you can advertise for a job, search for a job, browse through resumes, place your resume, place your home page, visit employers' home pages and visit other Indian and International career sites. It is a one-stop information-clearing house about jobs and careers for Indians.

THE BOARD OF DIRECTORS Non-Executive Chairman Managing Director (MD) & Chief Executive Officer (CEO) Chief Operating Officer (COO) : Mr. Sanjeev Bikhchandani : Mr. Hitesh Oberoi : Mr. Kapil Kapoor

Chief Financial Officer (CFO) & Head - Legal and Administration : Mr. Ambarish Raghuvanshi Director Director Director Director Director : Mrs. Bala Deshpande : Mr. Arun Duggal : Mr. Saurabh Srivastava : Mr. Ashish Gupta : Mr. Sandeep Murthy

Management Team:

www. Vineet Singh, Sr.Vice President - Domestic (North, East & West) & International Sales 6

V.Suresh Sr.Vice President South and Mumbai, jeevansathi.com Vivek Khare, Senior Vice President- Jeevansathi.com 99acres.com Deepali Singh, Business Head - 99acres.com Quadrangle (www.quadranglesearch.com) Harveen Bedi, VP Quadrangle Technology Vibhore Sharma, Vice President Technology & IT Infrastructure Human Resources Sharmeen Khalid. Vice President HR Advisors: Anil Lall Sharad Malik US operations: Sushil Bikhchandani

SERVICES INCLUDE: Recruitment Solutions

Naukri.com offers end to end recruitment services. In this section, you will find details of our recruitment solutions. While we have attempted to be as comprehensive as possible in this section, do feel free to contact us if you have any questions or need any clarifications.

Job Posting Services

Over 2,00,000 Jobs attracting the most traffic. Tie ups with leading publications and portals for increased response

RESDEX (Resume Database Access)

Over 9 Million Searchable Resumes.

Naukri INSTA hire

Innovative recruitment solutions now on mobile. Hire the right, relevant candidates instantly through SMS. Enhance, simplify and reduce your recruitment cycle.

eApps Pro(Online Response Management Software)

Streamline your recruitment process. Increase recruiter productivity by 400% and reduce time spent on managing responses by 80%. No more clogged email boxes and the hassle of downloading hundreds of resumes

Best Places to Work

This gives you the kind of visibility you always wanted. It is the first section to appear on the cadillac home page ensuring you the maximum branding and visibility.

You get free eApps Pro which is a complete solution to automate and streamline your recruitment backroom. 8

Get a customized micro site developed Get covered in hot vacancies and classifieds section Provides you a database interface through job alerts your vacancies will be matched against our database and mailed to the relevant candidates.

Classifieds Ensure yourself easy access of information listing vacancies in specific and relevant categories. Easy access of information Get your vacancies listed in specific and relevant categories. Ensure a higher and increased degree of relevant response Use two ids to collect response Input 1000 jobs in a year.

Hot Vacancies Get your jobs listed along side those of premier companies. For premium job listings from premium companies Gives your vacancies greater visibility Free job alerts to our database Get your listings covered in classified section Logo included in the listing Job Gallery This will give you direct accessibility from Naukri.com home page along with the option of designing your vacancies the way you want them to appear. Get direct accessibility from our home page Design your vacancies as you want them to appear Get covered in Hot vacancies and classifieds section We will provide you with a database interface for the vacancies Get your vacancies e-mailed to our database of over 9 million.

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PERFORMANCE APPRAISAL
OBJECTIVE OF PERFORMANCE APPRAISAL

A good Performance Appraisal has following objectives: Help employee overcome his weakness & improve ones his strengths & thus enable him to improve his performance & that of the Deptt. Generate adequate feedback & guidelines form the repotting officers to the employee. Contribution to the growth & development of the employee through helping him in realistic goal setting. Help in creating a desirable culture & traditions in the organization. Help identifying employees for the purpose of motivating, training & developing them. Generate significant, relevant, free & valid information about employees. Thus, a good Performance Appraisal & review system should primarily focus an employee development.

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DEFINED
Performance appraisal...

Measuring, Evaluating, and Influencing an employees job-related attributes, behaviors and outcomes.

Historically, performance appraisal was linked to material outcomes with the assumption that a cut in pay, or a rise, should provide the required impetus for an employee to either improve or continue to perform well. ...a structured appraisal system is more likely to be lawful, fair, defensible, valid and reliable performance appraisal a structured and formal interaction between a subordinate and his/her supervisor Let's begin our discussion of performance appraisal by defining the concept. Performance appraisal is a formal system of measuring, evaluating, and influencing an employees job-related attributes, behaviors and outcomes. The objective is to to determine how productive an employee is and/or to determine if an employees productivity can be improved. As such, performance appraisals serve an important purpose in managing people and meeting company goals. The tendency to make judgments about oneself or about people one is working with, appears to be both inevitable and universal. However, without a carefully structured system of appraisal and evaluation, people will judge the performance of coworkers -subordinates, superiors, and peers -- arbitrarily and informally. This tendency to judge, without a systematic procedure, has the potential to create serious motivational, ethical

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and legal problems within the firm. On the other hand, a structured appraisal system is more likely to be lawful, fair, defensible, valid and reliable. What is the role of performance appraisal? Performance appraisals telling subordinates how they are doing, and suggesting needed changes in behaviors, attitudes, skills, or job knowledge. Effective appraisal systems provide both evaluation and feedback the main aim of the evaluation is to identify performance gaps feedback is necessary to inform employee about those performance gaps One of the functions of performance appraisals is to ensure that people are accountable for their organizational We have 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.

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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 CADILLAC ENTERPRISES onging. 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

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more relevant if attaining the requisite job skills is clearly linked to performance outcomes. Consolidated appraisal data can also help form a 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.

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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. However, there is no doubt that, without safeguards such as appropriate design, adequate administrative support, comprehensive job analysis / description and training for appraisers, conventional performance appraisal processes risk becoming just another of the many bureaucratic rituals supervisors and subordinates must endure. Performance Appraisal Summary Performance appraisal, while enabling a manager to identify the training needs of employees, and evolving 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 the firm and the employee a careful evaluation, rather than a snap judgment 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, their superiors may use performance appraisals as a basis for the coaching and counseling of individual employees by their superiors. Performance appraisals provide a means for informing employees of the quality of their work and identifying areas of performance that may need improvement assessing the staff member's adequacy to perform tasks help supervisors maintain control of the work and

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make the most effective use of their staff resources a supportable basis for making personnel decisions To summarize the uses of performance appraisal:

Performance improvement Compensation Placement Training & development needs assessment Career planning Job design error detection Detection of external factors influencing job performance
o

Performance deficiencies may be due to family or other pressures before looking at specifics about performance appraisal programs, it might be useful to examine some deficiencies of existing programs.

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Performance Measures OBSERVATION

DIRECT

INDIRECT

Rater sees the actual performance

Rater evaluates substitutes (constructs) for actual performance o Less accurate

Comparative Evaluation Methods

Ranking Methods Forced Distributions Point Allocation Method Paired Comparisons Rating Scales Summary

As we indicated above, formal appraisal systems are necessary in order to introduce objectivity into the evaluation process. Rating scales provide appraisers a fairly high degree of structure. Using rating scales, employee traits and characteristics are rated on a scale that usually has several points ranging from "poor" to "excellent". For example, characteristics assessed might include cooperation, communications ability, initiative, punctuality and technical competence. It is, of course, important that the traits being evaluated be job-related. In designing the scale, the human resource specialist must

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make reference to the appropriate job descriptions. Use of inappropriate traits could result in legal action on the grounds of discrimination. Using a rating scale, the rater provides a subjective evaluation of an employee's performance along a scale from high to low. Since the method provides a numerical value for each dimension or trait, an overall average can be calculated for each employee. The rating scale is inexpensive and easy to administer. Advantages of Rating Scales The greatest advantage of rating scales is that they are structured and standardized. Thus, ratings can be easily compared and contrasted. Using rating scales, each employee is rated according to the same basic appraisal process. The process encourages equality in treatment for all employees. Further, rating scales are easy to construct, to use and to understand.

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Disadvantages of Rating Scales

Rater biases Specific performance criteria may be omitted to make form applicable to a variety of jobs in the organization

Descriptive evaluations are subject to individual interpretation

Even though rating scales ought to be constructed with reference to the relevant job descriptions, questions must be asked about whether or not the selected traits are relevant to the jobs of all the appraises? Often, when efforts are made to standardize an appraisal form across the entire organization, certain traits that are included will have a greater relevance for some jobs than others. For example, the trait "initiative" might not be very important in a job that is tightly defined and rigidly structured. In such cases, a low appraisal rating for initiative may not mean that an employee lacks initiative. Rather, it may reflect that fact that an employee has few opportunities to use and display that particular trait. In efforts to standardize the rating instrument, it is possible that factors that an employee's performance may depend on have not been included in the selected list of relevant traits. Thus, some employees may end up with ratings that do not fairly reflect their effort or value to the organization. Selective perception is the human tendency. Although rating scales are designed to lend objectivity and empiricism to the evaluation process, it is difficult to eliminate problems of selective perception (biases and rater inconsistencies). Similarly, the reliability of rating instruments may be questioned if different appraisers would interpret 21

the rating traits (such as, "punctuality") differently. What exactly does "CADILLAC ENTERPRISES ow average skill" mean? Different appraisers could very likely interpret this "score" differently. Some errors are errors of perception. Other errors may in fact be deliberate. A very common rating error is that of central tendency. An appraiser, wary of confrontations or repercussions, may be tempted to give too many passive, middle-of-the-road ratings. Thus the spread of ratings for all employees tends to be clumped around the middle of the scale. Narrative Essay The essay method of performance appraisal requires the appraiser to prepare a written statement about employees being appraised. The essay describes specific strengths and weaknesses in job performance. Further, the essay may suggest actions the employee might take in order to remedy problem areas identified in the appraisal. The appraiser alone may write the essay, or it be prepared with input from the employee. While the rating scale is structured and confining, the narrative essay allows the appraiser to examine any relevant issue, attribute, or performance. Thus, appraisers are able to place emphasis on whatever issues or attributes they feel are appropriate. In this sense, the narrative essay is open-ended and flexible. Effective Appraisal system (Must have) Reliability and validity Job - relatedness Standardization 22

 Practical viability ability Legal Sanction Training to appraisers Open communication Reasons for Performance Appraisal Failures Where performance appraisal fails to work as well as it should, lack of support from the top levels of management is often cited as a major contributing reason. Opposition may be based on political motives, or more simply, on ignorance or disCADILLAC ENTERPRISES ief in the effectiveness of the appraisal process. It is crucial that top management CADILLAC ENTERPRISES ieve in the value of appraisal and expresses their visible commitment to it. Top managers are powerful role models for other managers and employees. Those attempting to introduce performance appraisal, or even to reform an existing system, must be acutely aware of the importance of political issues and symbolism in the success of such projects. Fear of Failure There is a stubborn suspicion among many appraisers that a poor appraisal result tends to reflect badly upon them also, since they are usually the employee's supervisor. Many appraisers have a vested interest in making their subordinates "look good" on paper. When this problem exists (and it can be found in many organizations), it may point to a problem in the organization culture. The cause may be a culture that is intolerant of failure. In other words, appraisers may fear the possibility of repercussions - both for themselves and the appraisee. 23

That accuracy in performance appraisal is impossible to achieve, since people play social and political games, and they protect their own interests. "No savvy manager... says Longenecker, "... is going to use the appraisal process to shoot himself or herself in the foot." No matter what safeguards are in place, "... when you turn managers loose in the real world, they consciously fudge the numbers." What Longenecker is saying is that appraisers will, for all sorts of reasons, deliberately distort the evaluations that they give to employees. Indeed, surveys have shown that not only do many managers admit to a little fudging, they actually defend it as a tactic necessary for effective management. The fudging motives of appraisers have, at times, a certain plausibility. For instance, a supervisor who has given an overly generous appraisal to a marginal performer might claim that their "legitimate" motive was the hope of encouraging a better performance. On the other hand, fudging motives can a lot less admirable and sometimes devious: the appraiser who fudges to avoid the possibility of an unpleasant confrontation, the appraiser who fudges to hide employee difficulties from senior managers, the appraiser who fudges in order to punish or reward employees. Judgment Aversion Many people have a natural reluctance to "play judge" and create a permanent record, which may affect an employee's future career. This is the case especially where there may be a need to make negative appraisal remarks. Training in the techniques of constructive evaluation (such as self-auditing) may help. Appraisers need to recognize that problems left unchecked could ultimately cause more harm to an employee's career

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than early detection and correction. Organizations might consider the confidential archiving of appraisal records more than, say, three years old. Employee Participation Employees should participate with their supervisors in the creation of their own performance goals and development plans. Mutual agreement is a key to success. A plan wherein the employee feels some degree of ownership is more likely to be accepted than one that is imposed. This does not mean that employees do not desire guidance from their supervisor; indeed they very much do. Performance Management One of the most common mistakes in the practice of performance appraisal is to perceive appraisal as an isolated event rather than an ongoing process. Employees generally require more feedback, and more frequently, than can be provided in an annual appraisal. While it may not be necessary to conduct full appraisal sessions more than once or twice a year, performance management should be viewed as an ongoing process. Frequent mini-appraisals and feedback sessions will help ensure that employees receive the ongoing guidance, support and encouragement they need. Of course many supervisors complain they don't have the time to provide this sort of ongoing feedback. This is hardly likely. What supervisors really mean when they say this is that the supervision and development of subordinates is not as high a priority as certain other tasks. In this case, the organization may need to review the priorities and values that it has instilled in its supervisory ranks. After all, supervisors who haven't got time to 25

monitor and facilitate the performance of their subordinates are like chefs who haven't got time to cook, or dentists who are too busy to look at teeth. It just doesn't make sense. If appraisal is viewed as an isolated event, it is only natural that supervisors will come to view their responsibilities in the same way. Just as worrying, employees may come to see their own effort and commitment levels as something that needs a bit of a polish up in the month or two preceding appraisals. Performance Appraisal Bias Effects Gabris & Mitchell have reported a disruptive bias in performance appraisal known as the Matthew Effect. It is named after the Matthew of biblical fame who wrote, "To him who has shall be given, and he shall have abundance: but from him who does not have, even that which he has shall be taken away." In performance appraisal, the Matthew Effect is said to occur where employees tend to keep receiving the same appraisal results, year in and year out. That is, their appraisal results tend to become selffulfilling: if they have done well, they will continue to do well; if they have done poorly, they will continue to do poorly. He Matthew Effect suggests that no matter how hard an employee strives, there past appraisal records will prejudice their future attempts to improve. There is other research to support the theory that poor performers might not be given a fair chance to improve. A study of supervisors in nearly 40 different organizations found that subordinates tend to be divided into two groups: in-groupers and out-groupers. This study, by Heneman, Green Berger & Anon you (1989) reported that in groupers are subordinates who seem to be favored by their supervisors. In their

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relationship with the boss, they enjoy "a high degree of trust, interaction, support and rewards." On the other hand, out groupers don't do as well. They appear to be permanently out of favor and are likely to bear the brunt of supervisory distrust and criticism. The effect is therefore similar to the horns and halo effect; supervisors tend to judge employees as either good or bad, and then seek evidence that supports that opinion. It was found that when an in grouper did poorly on a task, supervisors tended to overlook the failure or attribute to causes such as bad luck or bad timing; when they did well, their success was attributed to effort and ability. But when an out grouper performed well, it was rarely attributed to their effort or ability. And when an out grouper performed poorly, there was little hesitation it citing the cause as laziness or incompetence. It is not clear how supervisors come to make the distinction between in groupers and out groupers. Whatever the criteria, however, it is clearly not objective, equitable or reliable. This bias must inevitably lead to a distortion of the appraisal process. It must also be a source of frustration for those employees who are discriminated against. Success. A plan wherein the employee feels some degree of ownership is more likely to be accepted than one that is imposed. This does not mean that employees do not desire guidance from their supervisor; indeed they very much do. Frustration The extent of this frustration was explored by Gabris & Mitchell. They studied an organization with a quarterly performance appraisal system. The workforce was divided into two groups: those who had been given high appraisal results consistently, and those who had low results consistently. When the groups were asked if the appraisal system 27

was fair and equitable, 63 per cent of the high performers agreed, compared to only 5 per cent of the lower performers. The groups were asked if their supervisors listened to them. Of the high performers, 69 per cent said yes, while among the low performers, 95 per cent said no. Finally, when asked if their supervisors were supportive, nearly half of the high performers agreed that they were, while none (nil, zilch, zero!) of the low performers agreed. Of course, not everyone who gets a poor appraisal result is a victim of supervisory bias. Nor are all supervisors prone to making the same degree of in-group and out-group distinction. The effects discussed here are tendencies, not immutable effects. But to some extent, it appears that certain employees may be unfairly advantaged, while others are disadvantaged, by bias effects in the judgments of supervisors. It is a cardinal principle of performance appraisal that employees should have the chance to improve their appraisal results - especially if their past results have not been so good. It is a very serious flaw in the process of appraisal if this principle is denied in practice. There are reasonable steps, which can be taken to limit the effects of supervisory bias. Awareness Training The first line of defence lies in raising awareness of the problem. Supervisors need to be informed of the types of subtle bias that can interfere with their performance as appraisers. They need to understand that the in-group / out-group bias, for instance, reduces the morale and motivation of their subordinates. Developing Poor Performers

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Incentives, financial or non-financial, may offered to encourage supervisors to make special efforts to help poor performers improve. Supervisory appraisals, for example, might stress the importance of working with poor performers to upgrade their performance. The possibilities are extensive. Retention of Records Performance appraisal results should not become a permanent part of an employee's personnel record. Employees should not feel that their employment history has been forever marred because of a poor appraisal result. If appraisal records are to be retained for long periods of time, they should be securely archived and access to them restricted. New supervisors should not be permitted to review records that are older than a few years. Employees should have the chance to make a new impression. Counseling, Transfer, Termination There is always the possibility that an employee who receives poor appraisal results is in fact a chronic poor performer of course, no employer is bound to tolerate poor performance forever. Consistently poor appraisal results will indicate a need for counseling, transfer or termination. The exact remedy will depend on the circumstances.

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Common Appraisal System Faults Some of the most frequent faults employees find with performance appraisal systems are: 1. The reported evaluations tend to be non-specific (generalities cannot help an employee make improvement) 2. The comments in the appraisal document are inconsistent with actual performance (at least as perceived by the employees) -- the observations lack empirical evidence 3. The meetings are handled poorly and dominated by superiors who tend to use one-way communication 4. Little or no constructive suggestions for improvement are made during the interview 5. Consistent with the observation that superiors frequently engage in one-way communication, the individual employee has little or no input 6. The process is mechanical and contributes little to either the betterment of the organization or the employee Given the faults listed above, the process engenders hostility in the employees Improving Appraisal Systems The following suggestions might lead to a more rational performance appraisal process:

Ensure that all employees are subject to evaluation (from the president/manager down)

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People in the organization will feel more commitment to the performance evaluation process if the supervisors who give appraisals will also be judged

The appraisals ought to be spread out throughout the year Supervisors faced with a pile of appraisals at any one period of time will feel overwhelmed and will likely not do a good job because they are rushed

Legal considerations and confidentiality issues must be considered

o

Policies with respect to where the appraisals will be kept and who has access to them must be implemented

Self-evaluation should be encouraged as part of the process

o o o

This procedure may invite disagreement Most people rate themselves the same or lower than their manager will Another benefit of self appraisal is that managers frequently don't know all that's required to get the job done -- the manager thus learns more about the organization by reading the employees' self-evaluation

Have peers conduct reciprocal reviews Have subordinates evaluate their superiors Establish a clear relationship between salary increments and performance appraisals

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Establish a policy to determine how much of the review will be based on personal observation and interaction, and how much will rely on input received from others -- make sure all employees are aware of this policy

Publicize which performance appraisal methodology you intend to use:

o o o o o o o o o

Management by objectives Essays Graphic rating scales Weighted checklists Behavioral anchored ratings Forced choices Critical incidents Rankings Paired comparisons

Consider using external sources of information -- customers, clients Use performance appraisals as a chance to clarify or communicate the intent of the employees' job descriptions

Use performance appraisals as a chance to revise job descriptions -- the interview may make it clear that the job description is inconsistent with tasks actually required of the employees

Include objectives for the coming year in the performance appraisals

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Follow up on the performance appraisal recommendations

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?" Using internal and external clients:360-degree performance appraisals offer an alternative by which organizations may gain more useful performance information about employees. Because all clients/customers an employee comes into contact with can conceivably have input into the performance appraisal, this methodology can also makes them more accountable to their customers. Using a courtroom metaphor, one could say that, rather than having a single person play judge, a 360-degree appraisal acts more like a jury. People who actually deal with the employee each day have an opportunity to create a pool of information from which the appraisal is written. Internal clients may include supervisors, subordinates, co-workers, and representatives from other departments. External customers may include clients, suppliers, consultants and customers.

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Perceived fairness:Given the use of a wide variety of sources for information in the 360-appraisal process, this method provides a broader view of the employee's performance. Frequently, the employee on whom the appraisal is being done (the ratee) will feel that the process is more fair. Validity Very often, an employee's peers know their behaviors best. Consequently, employees cannot hide as easily in 360-degree appraisals. Employee development 360-degree appraisal enables an employee to compare his or her own perceptions of their work performance with the perception of others. As such, the method facilitates employee self-development. Feedback from one's peers is more likely to lead to changed behaviors. Accountability to customers A 360-degree appraisal process provides a formalized communication link between the employee being evaluated and their customers. These people now have feedback into the employee's performance rating. As such, the process is likely to make the employee more accountable to his or her various internal and external customers. Furthermore, organizations can also use this feedback to create more customer-oriented goals for the following year.

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The raters: how many and who? One issue employers must solve in implementing a 360-degree appraisal program is determining how many raters should be involved. Next, the organization must decide who should do the rating. Generally speaking, less than five raters limits the perspective while more than ten raters is likely to make the appraisal system complex and time consuming. A firm would be well advised to develop a workable definition of what constitutes a peer, an internal customer, an external customer, a supervisor, etc. For example, to be useful, the customer ought to be one who has significant interactions with the ratee. Some organizations permit the ratee to develop a list of key internal and external customers that he or she interacts with. The ratee then recommends five to ten of these individuals to serve as raters. In this process, the supervisor still retains the ultimate responsibility for the appraisal and therefore ensures that appropriate raters are selected. The ratee is thus prevented from stacking the deck with supportive customers. Another option has the raters selected at random from the ratee's team by a computer-generated system. Those selected are then notified by E-mail to participate in the appraisal. Limitations on the use of external clients An organization contemplating the use of the 360-degree process must keep in mind that reviewing that organization's employees' performance is not the customer's business. To ensure the customers' cooperation, the process should be a mutually beneficial process. Furthermore, the various external customers would ideally evaluate the ratee only on the behaviors or work incidents that they have directly observed. This, of course, also holds for internal raters. 35

Summarizing the data Once all raters have supplied their appraisals, the employee's supervisor is generally responsible for summarizing the data and determining the final performance rating. After summarizing the data, the supervisor conducts the formal appraisal interview with the ratee. Another variation of the summary process makes the ratee responsible for summarizing the feedback data from the raters. The ratee then submits a summary analysis to his or her supervisor. The ratee and the supervisor then meet to determine the ratee's final performance rating and development plan. Rater confidentiality Organizations must decide whether the feedback from the various raters should be kept anonymous or be identified to the employee. Sometimes raters give fuzzy feedback because of the fear that the feedback might come back to them. One rule might be that no rater can give negative feedback in the appraisal unless that rater has previously given the feedback directly to the ratee. Most organizations should start with a policy of confidentiality until sufficient understanding, maturity and organizational trust is achieved. Prescriptions for legally defensible appraisal systems...

System should be formal Appraisal should be based on job analysis Rating should be on specific work dimensions rather than on overall or global measures

Performance standards must be communicated to employees 36

Raters should be trained Evaluators should be given specific, written instructions about the standards and the process

Use more than one independent evaluator of performance Evaluators must have ample time to evaluate performance Use objective data whenever possible Data should be empirically validated Procedures for appraisal must not differ as a function of race, sex, color, national origin, marital status, or age

Avoid ratings on traits, personality, or aptitude Behavioral documentation should be given for extreme ratings (critical incidents) Employees should be given an opportunity to review their appraisals A formal appeal system should be available

Appraisal Methods In a landmark study, Locher & Teel (1977) found that the three most common appraisal methods in general use are rating scales (56%), essay methods (25%) and results- oriented or MBO methods (13%). For a description of each, follow the button links on the left. Certain techniques in performance appraisal have been thoroughly investigated, and some have been found to yield better results Encourage Discussion Research studies show that employees are likely to feel more satisfied with their appraisal 37

result if they have the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals. Employees are also more likely to feel that the appraisal process is fair if they are given a chance to talk about their performance. This especially so when they are permitted to challenge and appeal against their evaluation. Constructive Intention It is very important that employees recognize that negative appraisal feedback is provided with a constructive intention, i.e., to help them overcome present difficulties and to improve their future performance. Employees will be less anxious about criticism, and more likely to find it useful, when the CADILLAC ENTERPRISES ieve that the appraiser's intentions are helpful and constructive. In contrast, other studies have reported that "destructive criticism" - which is vague, ill-informed, unfair or harshly presented will lead to problems such as anger, resentment, tension and workplace conflict, as well as increased resistance to improvement, denial of problems, and poorer performance.

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RESEARCH METHODOLOGY
Research methodology is a systematic way, which consists of series of actions or steps necessary to effectively carry out research and the desired sequencing of these steps. The research is a process of involves a number of interrelated activities, which overlap and do rigidly follow a particular sequence. It consists of the following steps

Formulating the objective of the study Designing the methods of data collection Selecting the sample plan Collecting the data Processing and analyzing the data Reporting the findings

39

Objective of Study

Research Design

Sample Design

Data Collection

Data Analysis

Reporting of Findings

40

RESEARCH OBJECTIVES
To study of about Performance Appraisal System of CADILLAC ENTERPRISES.

RESEARCH DESIGN
Research design specifies the methods and procedures for conducting a particular study. A Research design is the arrangement of conditions for collection and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research Design is broadly classified into three types as

Exploratory Research Design Descriptive Research Design Hypothesis testing Research Design

On the basis of the objective of study, the study which is concerned with describing the characteristics of a particular individual or of group of individual under study comes under Descriptive Research design.

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Descriptive Research Design:In this research design the objective of study is clearly defined and has accurate method of measurement with a clear-cut definition of population that is to be studied. To steps are involved in formulating the research problem: Understanding the problem. Rephrasing the problem into meaningful terms form an analytical point of view. The training sessions are conducted in the beginning of training in order To make us clear about the tasks provided and how handle the different situation The research design used in this study is descriptive which includes interviewers. Questionnaire and unit fact-findings enquiries with the employees SAMPLING: Sample is Researcher collect needed information from various persons who are associated with this subject. When such associated persons are in new number research can get information from all of them in such some people among associated persons are selected and collect information from them. These selected persons represent the whole universe and are called sample. Sampling unit The sampling for this research was CADILLAC ENTERPRISES Employees were available for interview. Sampling frame Sampling frame for this survey was least 100 officers & 100 workmens

42

Sampling size Sample size for the objective (Performance Appraisal system) sample size cover for the various departments such as Questionnaire Design The questionnaire for this survey includes both open ended and close ended questions. Why questionnaire Now a days questionnaire are commonly used to collect data that is specific are crucial to the success of business venture. With out doubt questionnaire allow to gather information that can be found else where from say secondary information such as Manuals, Books and internet resources this is because information collected is fresh and unique. Questionnaire helps in identifying the following key points. Study about Organizations Performance Appraisal system Employees awareness about Performance Appraisal system Employees attitude towards existing Performance Appraisal system

Way of issuing questionnaire It was personal interview (face to face). It helped in directly asking the question to data available through this is a time consuming processed interviewers have little time to think. Research study A research study for the project on performance appraisal system this is done through questionnaire to employees. Research is a systematic and in depth study to find out the awareness and attitude towards PAR among employees.

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COLLECTION OF DATA
The procedure for collection of data depends upon various considerations Availability of resources like money time manpower etc also affects the choice of procedure. Primary data Direct personal observation Indirect oral interviews Information through manuals& websites Information through questionnaire filled by respondents Questionnaire The questionnaire a list of question to be asked from the respondent s the it also contains a suitable space where the answer can be offered a better questionnaire form, which has completed, by an interviewer. Types of questionnaire Structured non disguised Structured disguised Non structured non disguised Non structured disguised Secondary data Secondary data mean that are already available that is they refer the data which have already been collected and analyzed by some one else when the researcher utilizes secondary data that has to look into various sources where he can obtain. In this case he certainly not confronted with the problems that are usually data nor unpublished data 44

associated data associated with the collection of original data secondary data may either be published.

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TOOLS OF ANALYSIS
Analysis may be categorized as descriptive analysis and (inferential analysis is often known as statistical analysis)

Descriptive Analysis: Descriptive analysis is largely the study of distribution of one variable this study provide us profile of companies, workgroups and person & other subject on any of a multitude of characteristics such as size composition.

Correlation Analysis: Correlation analysis studs the joint variation two or more variables for determining the amount of correlation between two or more variable.

Inferential Analysis: Inferential analysis is concerned with the various tests of significance for testing hypothesis in order to determine with what validity data can be said to indicate some conclusion.

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DATA ANALYSIS
DATA WORK SHEET OF OFFICERS Options Question No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 (a) % 90 75 34 15 50 95 65 78 42 80 70 65 80 40 52 55 90 20 (b) % 10 15 60 85 30 5 28 10 30 18 20 24 20 10 25 25 10 40 (c) % 0 5 4 0 10 0 2 10 16 0 10 10 0 40 12 10 0 10 (d) % 0 5 2 0 8 0 3 0 10 0 0 0 0 10 10 10 0 30 NIL 0 0 0 0 2 0 2 2 2 2 0 1 0 0 1 0 0 0 Total persons 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100

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DATA WORK SHEET OF WORKMEN

Options Questio0n No. 1 2 3 4 5 6 7 8 9 10 (a) % 80 70 10 50 0 78 60 50 80 65 (b) % 20 20 10 50 100 10 20 30 20 35 (c) % 0 10 10 0 0 10 15 10 0 0 (d) % 0 0 70 0 0 0 5 8 0 0 NIL 0 0 0 0 0 2 0 2 0 0 Total persons 100 100 100 100 100 100 100 100 100 100

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QUESTIONNAIRE PRESENTATION WITH PIE CHART ( FOR OFFICERS) Question No. 01

0% 10% 0% 0%
1 2

90%

3 4

1:-

This pie chart is shows about 90% of officers are aware of current performance

appraisal System & 10% are not aware of current PAR System.

Question No. 02

5% 5% 15%

0%

1 2

75%

4
5

2:-

According to 75% the current P.A. System is two tire System ,according 15%

,Three tire system ,5% four tire system and 5% are not aware current performance appraisal System.

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Question No. 03

2% 4% 60%

0% 34%

1 2 3 4 5

3:-

According to 34% two tire systems consist of appraisee & Appraiser, 60% IA &

RA, 4% HOD & GM & 2% immediate superior & HOD.

Question No. 04

0% 0% 0% 15%
1 2

85%

3 4 5

4:-

About 85% of officers are performance appraisals assessed by point system, 10%

through Mark System 0% are not aware any group.

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Question No. 05

10%

8% 30%

2% 50%

1 2 3 4 5

5:-

About 50% of Officers agree that task Setting provides objectively in appraising

their performance less than 30% of the officers are not fully agree with the statement 10% are neutral & disagree 2% are not fill the questionnaire.

Question No. 06

5% 0% 95%

1 2 3 4 5

6:-

About 95% officers are says yes for completing Quarterly Task setting in time

,rest due to some reason its not completed in time, such cases; lack of seriousness & ambiguity.

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Question No. 07

2%

3% 28%

2%

1 2

65%

3 4 5

7:-

Above 60% of the officers agree that self appraisal system Proves to be effective

& rest of officers do not completely agree with it.

Question No. 08

10%

10%

0%

2%

1 2

78%

3 4 5

8:-

About 78% of officers are says that appraiser and appraisee should be responsible

for ensuring objectivity and reducing biasness the Performance Appraisal system ,10% are says appraiser & appraisee and peer & 10% says appraiser & appraisee and peer & subordinate ,2% are not fill the questionnaire.

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Question No. 09

2% 10% 16% 30% 42%

1 2 3 4 5

9:-

More than 40% officers are agree that skill possessed by an officers vary ,30%

are partially agree and 16% are Neutral ,less than 15% are not agree with its.

Question No. 10

0% 0% 18%

2%

1 2

80%

3 4 5

10:-

About 80% officers are getting regular feedback on their performance but less

than 20% are not getting regular feedback.

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Question No. 11

0% 10% 20% 70% 0%

1 2 3 4 5

11:-

About 70% of officers are agree that feedback is beneficial for improving their

performance ,20% are partially agree and 10% are neutral.

Question No. 12

10% 24%

0%

1%

1 2

65%

3 4 5

12:-

65% of the officers accepts that current PAR is an effective tool for evaluating the

employee performance,20% partially agree with this and 10% are neutral.

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Question No. 13

0% 20%

0% 0%

1 2

80%

3 4 5

13:-

About 80% of officers are accept that current PAR System reflect the training

need, 20% are not accepts this.

Question No. 14

10%

0%
1

40%
2 3

40% 10%

4 5

14:-

40% of the officers consider that the relevance of PAR system in deciding

promotion, 10% are says deciding incentives and 40% agree with training and development, 10% are accepting the programme succession planning.

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Question No. 15

10% 12%

1%
1 2 3 4 5

52% 25%

15:-

According to 52% of officers are accepts the existing PAR system ensure due

recognition talented employee in term of promotion ,rewards and others, 28% are partially agree and 12% are neural ,10% are disagree.

Question No. 16

10% 10%

0%
1 2 3

25%

55%

4 5

16:-

More than 55% of officers are completely agree that the existing PAR system is

helpful in wholesome development of employee and 25% are partially agree,10% disagree, 10% are neutral.

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Question No. 17

0% 10%

0% 0%
1

90%
5

17:-

About 90% of the officers are completely satisfied with the current PAR system,

rest 10% are not satisfied with the current performance appraisal system.
Question No. 18

30%

0%

20%
1 2 3 4

10%

40%

18:-

About 20% of the officers are say management is responsible to your

innovativeness and 40 % are says only personal problem, 10% are tell the official problem 30% are says career aspiration.

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QUESTIONNAIRE PRESENTATION WITH CHART (FOR WORKMEN)

Question No. 02
0% 20% 0% 10% 70%
4 5 1 2 3

Question No. 01
20% Not aware 3 0% 5 0% 4 0%

1 2 3 4

80% aware

1.

About 80 % of workers are aware of current Performance Appraisal system & 20

% are not aware of current PAR System. 2. According to 70%, the current P.A. System is two-tire system, according 20%,

three tire system, and 10% four-tire system and 5% are not aware current Performance Appraisal System

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Question No. 03
5 0% 1 10% 2 10% 4 70% 3 10%
1 2 3 4 5
2 50% 5 0% 3 0%

Question No. 04

4 0%

1 2 3 4 5

1 50%

3.

About 10% of workers are performance appraisal assessed by point system, 10%

through Mark system 10% grade system and 70% are not aware. 4. About 50 % of workers are says task setting is done by time bound and 50% are not accepts time bound.

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SUGGESTION OF ANALYSIS OF QUESTIONNAIRE

Suggestion from employees for the effective implementation of PAR system Job Description & key Result Areas should be identified & appraisee should be answered accordingly. While doing job Rotation a persons core competence should be major criteria for decision. Assessment even by peer, subordinates & customers 360 degree PA system should be implemented in order to make PAR system more focused, rather than relation driven. Project based performance & measurements (six sigma in work place & on personal level) should be encouraged in Appraisal system. Ideation & vision statement will interweavn them; strategy, transformation & leadership should be encouraged & assessed in PAR system. Effective need based training programme must be conducted on regular intervals like time bound task setting is formulated in PAR system, there must also be time made appraiser equally awakened. This will also help in making the existing PAR system more effective & purposeful. Deptts where work & task are not known, Like-Plant Maintenance & Hospital, PAR system should be changed because jobs or tasks except regular work cant be assigned to individual.

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 Suggestion point should be considered & implementation total. As seen that the suggestion are some times ignored by higher authorities. As IA is dealing with persons whose PAR is filled & knows form very near. The present PAR system may be quite effective provide the weakness strengths training requirements improvement suggestions are properly monitored for taking necessary remedial action measures & fro suitable placement in the organization i.e. right person at right place. The task should be reviewed & discussed systematically by IA & RA & necessary action should also be taken at proper time. Ra should take necessary step in fulfilling Appraisee request regarding training, job rotation. Based upon the feedback. The training & Development needs of an individual should be met & should not be limited only to award promotion. There must be a provision that appraisee may come to know the final rating after PRB i.e. more transparency is required. Timely submission of quarterly task may be included to each offers task & marks to be given on that. Employees must be given proper knowledge & made aware of PAR system in CADILLAC ENTERPRISES .

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FINDINGS
The PAR system has been reviewing time to time to improvise the ways to assess the effectiveness, potential, development need & career sketch of the individual for the management to formulate HRD programme into meet organization needs.

There is problem in collecting the PAR forms back more often the forms were not received on time. The main problem is therefore of coordination.

Manager has to perform a very daunting list of time consuming tasks standing with recalling which worker need to be reviewed each month, arranging appraisal meeting with them, collection the relevant performance data, filling out the appraisal forms & documenting the employees performance.

PA is not actually for workmen its basically for the officers. Previously workmen were judged on the ground of ability, attendance & conduct through gradation system but this time the new marking system is introduced.

The culture of confidentiality persists due to which PA will never be a readily undertaken exercise. Adverse remarks are communicated to employees in writing confidentially by the reporting officers.

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 IA, RA & PRB consist of senior officers than the appraisee. Subordinate, peer, customer or suppliers are not included in the PA committee. Thus the Appraisal system is by higher level.

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CONCLUSION
Based on the vast study & analysis I can say that the Top management role needs a tremendous change towards the role of facilitator. Every manager in the organization hierarchy at his own position has the same role of facilitator. In fact in the present scene. The managers are facilitators. The role of facilitator has a high demand on individual to be a continuous learner, i.e. there is a transition

from.owner.Manager Leader I conclude that for the LPG (Liberalization, Privatization and Globalization) of business, Empowerment strengthens the ongoing capacity for successful action under changing circumstances. Thus to develop self esteem, organization has to satisfy the employees need for higher levels of job satisfaction & an overall improved quality of work life consistent will the dignity of the employees as a human being. I hope that this project is of utmost value to all who are in this field & I also feel that the knowledge gained during this training would be helpful to me in future.

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SUGGESTIONS
Workmen PAR should also be developed as of officers & they should be made aware about it.

For the technical one column should also be included in the P.A. format which should concern about the time availability of facilities provisions required for technical workmen, officers in order to carry out & completion of job if any.

This would turn make IA / RA equally responsible & transparency in PAR system.

Emphasis should be given to measuring the employees performance i.e. what the man does rather than what he is (merit rating). The important thing is to be aware of his strengths. What can he do? And what has he done?

Self Appraisal system should thoroughly reviewed by the I.A., RA & Senior RA as the appraisee would not be able to assess themselves but the concerned authorities assessment of the appraisee should be impartial & up to the mark.

Extra care must be taken by the authorities while describing the performance of appraisee, as the attributes used in this section are not the part of specified traits for technical & non-technical personnel. Not only the deficiency should be pointed out in this section but if the appraisee have fair better than usual it should also be mentioned. 65

 Multirater Feedback Mechanism. Regular feedback must be given to employees. Identify areas for both organizational & individual improvement through 360-degree process. Promote team building by using this Multirater feedback mechanism

360-degree appraisal is an excellent means of providing feedback to employees because it entails obtaining information from more than one group of people. All those who form the role set member (those who has working relationship will the appraisee) assess the appraisee on a standard format. The appraisees are taken form the superiors, subordinates & colleagues. This encourages quality consciousness, teamwork orientation & more participative.

Give a man fish. He will eat it. Train a man to fish. He will his family, the technique of training has been a key factor & a major tool used to achieve the objectives of HRD. Training should be base on an assessment of the needs of different groups & individuals. The training needs should flow from PAR system. PAR helps in identifying directions in which individual should be trained & developed.

Whenever an individual is sponsored for training he should be told categorically the reasons for sponsoring him & the expectations of the organization from him after he return form the programme.

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 Performance analysis should be made before making any comment. Performance Analysis is a sound alternative of finding ways & means of improving the employee organizational performance & identifying development & growth needs.

A positive emotional & professional climate should be created in workplace for the employee to progress & review himself through Performance Review (feedback & counseling).

Virtual HR: HR Deptt. Can automate the PAR system with Internets. They can link corporate business with the goals of the individual employee & generate meaningful information from the vast data collected through out the organization.

The system can save managers the trouble of having to remember a whole lot of things. Once the manager completes the form, he / she can instantly route it to the central HR information system where it is stored for all authorized parties to see.

Such automated systems are very handy in case of 360-degree performance evaluation. It frees HR Deptt. From needless paper work & allows human resource to devote its resources to far more important things.

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QUESTIONNAAIRE
PERFORMANCE APPRAISAL IN CADILLAC ENTERPRISES Designation. ________________Department. ________________ Grade, scale ________________

1.

Are you aware with the current Performance Appraisal system of CADILLAC

ENTERPRISES . (a) 2. yes (b) No

The current Performance Appraisal system is? (a) (c) Two tire system Four tire system (b) (d) Three tire system None aware

3.

Two tire system Consist Of (a) (c) Appraisee &Appraiser Hod & Gm (b) (d) Ir & Ra Immediate superior & Hod

4.

Performance Appraisal Of Employee Is Assessed By (a) (c) Point system Grade system (d) (b) Mark system

Not aware

Opinion About Features Of Performance Appraisal System 5. Task setting by appraisee and appraiser provides objective while appraising the performance appraisal of the appraisee (a) (c) Agree Neutral (b) (d) 68 partially agree disagree

6.

Whether the quarterly task setting assignment completed by the 15th of first month of each quarter if no give the reason (a) Yes (b) No

7.

Self Appraisal System proves to be effective while appraising the appraisee (a) (c) Agree Neutral (b) (d) Partially agree Disagree

8.

Who in your opinion should be the responsible for ensuring objectivity and reducing baiasness the Performance Appraisal system? (a) (b) (c) Appraiser and Appraisee. Appraiser, Appraisee & peer. Appraiser, Appraisee, peer, & subordinates.

9.

Skill possessed by an Appraiser vary as the moves from one grade to another. (a) (c) Agree Neutral (b) Partially agree (d) Disagree

10.

Are you getting regular feed back on your performance from your Appraisal? (a) Yes (b) No

11.

Feed back is beneficial for improving your performance (a) (c) Agree Neutral (b) Partially agree (d) Disagree

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Effectiveness of Performance Appraisal system 12. Current Performance Appraisal system is an effective tool for evaluating the employees performance (a) (d) 13. Agree Neutral (b) (d) Partially agree Disagree

Does current Performance Appraisal system reflect the training need of an employee? (a) Yes (b) No

RELEVANCE OF PERFORMANCE APPRAISAL SYSTEM 14. What is your opinion is the relevance Performance Appraisal system? Deciding promotion (b) Deciding incentives programme Succession planning

(c) Training & development (d) 15.

The existing Performance Appraisal system ensures due recognition talented employee in terms of promotion, rewards and others (a) (c) Agree Neutral (b) (d) Partially agree Disagree

16.

Do you think that existing Performance Appraisal system is help full in wholesome development of employee? (a) Agree (d) Neutral (b) (d) Partially agree Disagree

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17.

Are you satisfied with the current Performance Appraisal system (a) Yes (b) No

18.

Would you say management is responsible to your (a) (c) Innovativeness Official problem (b) (d) Personal problem Career aspiration

Give your suggestion for effective implementation of Performance Appraisal system in CADILLAC ENTERPRISES .

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BIBLIOGRAPHY
Books Manuals And Files Of CADILLAC ENTERPRISES Research methodology ----------Deep & Deep Publication Pvt. Ltd. Devandra Thakur Year -2005.

Principles and Techniques of Personnel Management Udai Pareek Himalya Publishing House Delhi Year -1997

WEB. Sites

www.CADILLAC ENTERPRISES -india.com /

www.googal.com / performance appraisal system.

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