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Profissional Documentos
Cultura Documentos
Table of Contents
CHAPTER -1 ............................................................................................................... 4
INTRODUCTION ........................................................................................................ 4
1.1 INTRODUCTION OF THE COMPANY .................................................... 5
1.2 INTRODUCTION OF THE SUBJECT ....................................................... 5
1.3 OBJECTIVE OF THE STUDY ................................................................... 6
CHAPTER-2 ................................................................................................................ 7
LITERATURE REVIEW ............................................................................................. 7
2.1 COMPANYS CLIENTS AND PROJECTS ....................................................... 8
2.2 POSITION IN FURNITURE INDUSTRY ............................................................ 9
2.3 RAW MATERIAL AND MANUFACTURING PROCESS .............................. 10
2.4 FUTURE PROSPECTS OF THE COMPANY.................................................... 10
2.5 VARIOUS DEPARTMENTS IN PROFORM INTERIORS PVT. LTD............ 11
2.5.1. INVENTORY DEPARTMENT ................................................................. 11
2.5.2. CARPENTARY DEPARTMENT .............................................................. 12
2.5.3. UPHOLSTRY DEPARTMENT.................................................................. 13
2.5.4. MACHINE DEPARTMENT ..................................................................... 13
2.5.5. ASSEMBLY DEPARTMENT ................................................................... 15
2.5.6. POLISH DEPARTMENT .......................................................................... 16
2.5.7. DISPATCH DEPARTMENT.................................................................... 19
2.5.8. PRODUCTION, PLANNING AND CONTROL ..................................... 20
2.6 PERFORMANCE APPRAISAL SYSTEM ........................................................ 21
2.6.1 MEANING OF PERFORMANCE APPRAISAL .......................................... 21
2.6.2 ADVANTAGES OF PERFORMANCE APPRAISAL ................................. 21
2.6.3 METHODS OF APPRAISAL ....................................................................... 22
2.6.3.1 Graphic Rating Scale Method ................................................................. 22
2.6.3.2 Alternation Ranking Method .................................................................. 23
2.6.3.3 Paired Comparison Method .................................................................... 23
2.6.3.4 Forced Distribution Method .................................................................... 23
2.6.3.5 Critical Incident Method ......................................................................... 24
2.6.3.5 Behaviorally Anchored Rating Scale ...................................................... 24
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2.6.3.6 Management by Objectives (MBO) ........................................................ 25
2.6.3.7 360 Degree Appraisal system ................................................................ 26
Peer to peer appraisal form ......................................................................... 29
Self Appraisal Form ..................................................................................... 30
Down To Top Employee Performance Evaluations ..................................... 30
Subordinate Appraisal Form ......................................................................... 31
2.7 EXISTING SYSTEM OF APPRAISAL USED IN ORGANIZATION ............. 33
CHAPTER- 3 ........................................................................................................................... 34
RESEARCH METHODOLOGY............................................................................................. 34
3.1.RESEARCH DESIGN ........................................................................................ 34
3.2. SAMPLING DESIGN ......................................................................................... 34
3.3. SOURCES OF DATA ......................................................................................... 34
3.4. DATA COLLECTION TOOLS .......................................................................... 34
3.5. METHODS OF DATA COLLECTION ............................................................. 34
3.6. ANALYSIS OF DATA ....................................................................................... 34
3.7. RESEARCH ........................................................................................................ 34
1.) Within the organization ..................................................................................... 36
2.) Outside the organization ................................................................................... 36
WITHIN THE ORGANIZATION .......................................................................... 37
DETAILED RESPONSES FROM VARIOUS DEPARTMENTS ........................ 38
CHAPTER -4 ........................................................................................................................... 53
FINDINGS ............................................................................................................................... 55
CHAPTER-5 ............................................................................................................................ 58
CONCLUSION ........................................................................................................................ 59
CHAPTER-6 ............................................................................................................................ 60
RECOMMENDATIONS ......................................................................................................... 60
RECOMMENDED SYSTEM .................................................................................... 61
CRITERIA AND RULES: ......................................................................................... 64
BEST EMPLOYEE OF THE MONTH SCHEME .................................................... 65
SUGGESTIONS ......................................................................................................... 66
CHAPTER 7 ......................................................................................................................... 67
LIMITATIONS ........................................................................................................................ 67
CHAPTER -8...73
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BIBLIOGRAPHY .................................................................................................................... 70
CHAPTER -9...75
ANNEXURE
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CHAPTER -1
INTRODUCTION
1. INTRODUCTION OF THE
COMPANY
2. INTRODUCTION OF THE SUBJECT
3. OBJECTIVES OF THE STUDY
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Proform Interiors Pvt. Ltd is one of the leading companies in furniture manufacturing,
furniture trading and interior design in New Delhi, India, providing complete lifestyle
solutions to our repute clientele.
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The organization has a small HR department. It handles recruitment, leaves and appraisal
related issues. As told by our trainer that company uses 360 degree method of performance
appraisal. But as we conduct a survey, we came to know that it s not properly applied . he
performance of the workers is mainly evaluated by the head of their respective departments
i.e their superiors. Therefore, I decided to pick up this topic to
Identify current job performance system
Identify individual employee strengths and weaknesses
Identify training and development needs
Identify potential performance standards
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CHAPTER-2
LITERATURE REVIEW
1. CLIENTS AND PROJECTS.
2. POSITION IN THE INDUSTRY.
3. RAW MATERIAL AND MANUFACTURING PROCESS.
4. FUTURE PROSPECTS OF COMPANY.
5. VARIOUS DEPARTMENTS IN PROFORM INTERIORS.
1. INVENTORY DEPARTMENT
2. CARPENTARY DEPARTMENT
3. MACHINE DEPARTMENT
4. ASSEMBLY DEPARTMENT
5. POLISH DEPARTMENT
6. QUALITY CHECK
7. DISPATCH DEPARTMENT
8. ENGINEERING DEPARTMENT
9. PERSONNEL DEPARTMENT
10. ACCOUNTING DEPARTMENT
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TABLE 3.1
The showrooms display contemporary & lifestyle furniture and kitchens manufactured in
India and Italy. The company is specialize in Wardrobes and Kitchens. Its emphasis lies in
Design. Intense dedication and passion goes in designing every space and every piece of
furniture to arrive at supreme quality levels. Having said so, it provide a unique design
service with the latest technology imported from Germany and Italy wherein it customize in
accordance to the clients needs and requirement, keeping the quality standards and
convenience in mind.
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Saw pipes
BMW Office
Hero Motors
TABLE 3.2
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modular concept of furniture made an entry and took the corporate segment by storm. It
manufactures furniture for 4 Star and 5 Star Hotels.
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step, whereby weve taken 4,400 square meters space in Dubai (on the Sheikh Zayed Road
3rd intersection.)
The organization is very large consisting of about 10 departments and most of them are
manufacturing or product development department. Each department has a head who is
responsible for completing the target assigned to that department.
The various departments in the organization are as follows
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teak, walnut etc..Foam is also of various types depending upon their density. Likewise,
variety of pasting material depend upon its usage that whether it has to be use for pasting
foam or the finishing material. But the variety of covering material available depends upon
the client requirement. As all the major suppliers of these have their branch in NCR so all the
raw material is available locally. The raw material is supplied to all the departments as per
their requirement duly written and signed by the respective H.O.D.
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People differ in their abilities and their aptitudes. There is always some difference between
the quality and quantity of the same work on the same job being done by two different
people. Performance appraisals of Employees are necessary to understand each employees
abilities, competencies and relative merit and worth for the organization. Performance
appraisal rates the employees in terms of their performance.
Performance appraisals are widely used in the society. The history of performance appraisal
can be dated back to the 20th century and then to the second world war when the merit rating
was used for the first time. An employer evaluating their employees is a very old concept.
Performance appraisals are an indispensable part of performance measurement.
The latest mantra being followed by organizations across the world being "get paid
according to what you contribute" the focus of the organizations is turning to performance
management and specifically to individual performance. Performance appraisal helps to rate
the performance of the employees and evaluate their contribution towards the organizational
goals. If the process of performance appraisals is formal and properly structured, it helps the
employees to clearly understand their roles and responsibilities and give direction to the
individuals performance. It helps to align the individual performances with the
organizational goals and also review their performance.
Performance appraisal takes into account the past performance of the employees and focuses
on the improvement of the future performance of the employees.
The increasing use of Performance management reflects several things. It reflects, first,
the popularity of the Total Quality Management (TQM) concepts advocated several years
ago by management experts like W. Edwards Deming. Basically, Deming argued that an
employees performance is more a function of things like training, communication, tools,
and supervision than of his or her own motivation.
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Performance Management emphasis on the integrated nature of goal setting, appraisal,
and development reflects this assumption. Second, it reflects the fact that a vast array of
studies that traditional performance appraisal are often not just useless but
counterproductive. Third, Performance management as a process also explicitly
recognizes that in todays globally competitive industrial environment, every employees
efforts must focus like a laser on helping the company to achieve its strategic goals. In
that regard adopting an integrated; performance management approach to guiding,
developing, and appraising employees also aids the employers continuous improvement
efforts. Continuous improvement refers to a management philosophy that requires
employers to continuously set and relentlessly meet ever-higher quality, cost, delivery,
and availability goals.
There are many advantages of performance appraisal within an organization :
1. To effect promotion based on competence and performance.
2. To confirm the services of probationary employees upon their completing the
probationary period satisfactorily.
3. To assess the training and development needs of employees.
4. To decide upon a pay rise where (as in the unorganized sector) regular pay scales
have not been fixed.
5. To let the employees know where they stand insofar as their performance is
concerned and to assist them with constructive criticism and guidance for the
purpose of their development.
6. To improve communication. Performance appraisal provides a format for dialogue
between the superior and the subordinate, and improves understanding of personal
goals and concerns. This can also have the effect of increasing the trust between
the rater and the ratee.
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supervisor rates each subordinate by circling or checking the source that best describes
his or her performance for each trait. The assigned values for the traits are then totaled.
Ranking employees for the best to worst on a trait or traits is another option. Since, it is
usually easier to distinguish between the worst and best employees, and Alternation Ranking
Method is most popular. First, list all subordinate to be rated, a then close out the
names of any not known well enough to rank. Then, on a form the employees who is
highest on the characteristics being measured and also the one who is the lowest. Then
choose the next highest and the next lowest, alternating between highest and lowest until
all employees have been ranked.
The Paired Comparison Method helps make the Ranking Method precise. For every trait
(quantity of work, quality of work, and so on), you pair and compare every subordinate
with every other subordinate.
Suppose you have five employees to rate. In the Paired Comparison Method, you make a
chart, of all possible pairs of employees for each trait. Then, for each trait, indicate (with
a+ or a-) who is the best employee of the pair. Next, add up the no. of +s for each
employee.
The Forced Distribution Method is similar to grading on a curve. With this method, you
place predetermined percentage of ratees into performance categories.
For example, you may decide to distribute employees as follows.
15% High Performers
20% High-Average Performers
30% Average Performers
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20% Low-Average Performers
15% Low Performers
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and must reassign each incident to the cluster they think it fits best. Retain a critical
incident if some percentage (usually 50% to 80%) of this second group assigns it to
the same cluster as did the first group.
4. Scale The Incidents. This second group then rates the behavior described by the
incidents as to how effectively or ineffectively it represents performance on the
dimension (7- to 9- points scales are typical).
5. Develop A Final Instrument. Choose about six or seven of the incidents as the
dimensions behavioral anchors.
Stripped to its basics, Management by Objectives requires the manager to set specific
measurable goals with each employee and then periodically discuss the latters progress
towards these goals. You could engage in a modest and informal MBO program with
subordinates by jointly setting goals and periodically providing feedback. However, the
term MBO generally refers to a comprehensive and formal organization wide goal setting
and appraisal program consisting of six steps:
1. Set the organizations goals: Establish, based upon the firms strategic plan, and
organization wide plan for next year and set specific company goals.
2. Set developmental goals: Next department heads take these company goals (like
boost 2004 profits by 20 %) and, with there superiors, jointly set goals for their
developments.
3. Discuss departmental goals: Department heads discuss the departments goals with
all subordinates, often at a department wide meeting. They ask employees to set their
own preliminary individual goals; in other words, how can each employee contribute
to the departments goals?
4. Define expected result (set individual goals): Department heads and their
subordinates set short-term individual performance targets.
5. Performance reviews: Department heads compare each employees actual and
targeted performance.
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6. Provide feedback: Department heads and employees discuss and evaluate the later
progress.
Traditionally, performance appraisal was just limited to two main persons involved in the
feedback process - namely the supervisor and the employee. The top-down approach,
the usual performance appraisal jamboree in corporate, is conducted where the supervisor
and the employee discuss one-to-one on broad swath of issues pertaining to the latter's
Performance out comes. This traditional approach, involving supervisor and employee, is
riddled with the problems of subjectivity, bias and halo effect. The traditional top-down
approach predicated on single source of feedback (i.e. supervisor) suffers on
account of limited knowledge and inaccurate view of the not-so-competent supervisor.
Many a time, supervisors also try to avert being on collision course with the sub-ordinates
and may obscure the picture by giving inputs that may be entirely untrue. Since
supervisors are far removed from the flow of work, they may find it tough to give feed
back hinged on actual observation. Even if the supervisor intends to give a positive
criticism he may still hold himself in the tracks for want of actual incident to buttress his
opinion. Half the time an individual does no get a real picture and gain an actual glimpse into
the kind of person one is. An employee's ability to identify core strengths and quelling
weaknesses gets irredeemably impaired. The information asymmetry about our
competencies, skills and performance related outcomes strait jackets the development,
stultifies the growth and limits the perspectives. The question that begs an answer is: is
there a way forward? Is there a feed back approach where the inputs about an individuals
performance can be sourced from multiple levels? Will it be possible for the individual
to get feed back about his/her managerial and behavioral dimension from multiple
sources? The answer to all these questions are deafeningly loud and crystal clear - 360-
degree feedback holds the key. In today's competitive environment, gathering information
from all directions to assess one's standing has become an urgent imperative and
compelling necessity. In addition to this, the corporate culture is on the cusp of profound
evolution. There is an increased thrust on teamwork and delivering a world-class
Customer service. Employees development needs has become the byword among
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Businesses. In a highly commoditized job market, companies are using every thing at the
Command to attract and retain the best talent. Businesses are helping employees to
Replenish their skills to stay relevant in the evolving times. Companies are looking to
Ways and means to optimize and measure employees and companys performance. The
trajectory of these developments has shifted the focus from single source feed back
system to multiple source feedback system.
If 360-degree performance reviews are performed, a Human Resources manager should
coordinate the process, so that subordinate reviewers (i.e., employees) are assured that their
performance reviews are kept anonymous.
SUPERIOR
90 90
NAME OF
SELF PEER
APPRAISE
90 90
SUBORDINATE
FIGURE 2.2.1
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assessment performance reviews help make the employees an active part of the process and
provide a vehicle for them to reflect on their own performance prior to the formal review.
Studies have shown that employees are usually harder on themselves in self-assessment
performance reviews, than their managers and generally give themselves lower ratings.
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0Having employees do self assessment performance reviews prior to a manager's review can
set a positive tone for the meeting, as the manager will often have better things to say than the
employee has said about him or herself.
Rate each question below on the scale of 1-5, according to how true it is of you.
1 2 3 4
5
Virtually never Virtually
always
Down-Top employee performance evaluations tend to be one of the most common and most
effective method, because they involve the assessment of an employee by its subordinate.
Down to top employee performance evaluations are most useful when given by an
employee's immediate subordinate - someone who works with that employee everyday and
knows his or her strengths and weaknesses. The Down-Top employee performance
evaluation becomes less effective when given by a Human Resources manager who has only
second-hand knowledge of an employee's performance.
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Subordinate Appraisal Form
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1 2 3 4 5
Best Needs improvement
Departments 1 2 3 4
5
Customer Service
Attendance/Punctuality
Ability to get along with Co-workers
Ability to get along with Colleagues on Campus
Time management
Planning, budgeting and forecasting
reporting and administration
communication skills
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delegation skills
IT/equipment/machinery skills
meeting deadlines/commitments
creativity
problem-solving and decision-making
team-working and developing others
energy, determination and work-rate
steadiness under pressure
leadership and integrity
adaptability, flexibility, and mobility
The organization is currently using Top down performance scheme for rating and
performance appraisal. No schemes in particular, have been implemented so far, regarding
the performance improvement and performance measure of the employees. Although a
performance appraisal form is being filled for each employee by the head of their respective
department. Bonus and allowances are rewarded randomly to any worker as nominated by the
head of that department. Employees are also not aware of the criteria on which their
performance is evaluated by their superiors. Moreover there is no procedure of the
performance appraisal and rating of the top management officials. The head of various
departments could not also clarify their criteria of appraisal.
Therefore, I conclude that there is lot more that can be done regarding the rating and
appraisal of employees performance.
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CHAPTER- 3
RESEARCH METHODOLOGY
1.RESEARCH DESIGN
2. SAMPLING DESIGN
3. SOURCES OF DATA
4. DATA COLLECTION TOOLS
5. METHODS OF DATA COLLECTION
6. ANALYSIS OF DATA
7. RESEARCH
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3.1 RESEARCH DESIGN
The research have been done in an EXPERIMENTAL WAY. I have use objective means to
do the research work and the analysis is done using mathematical tools such as pie chart, bar
chart .
Sampling is done so as to include atleast one employee of each level within the organization.
Hence it can be called judgemental sampling.
SECONDARY DATA :- Published data and the data collected in the past or other parties is
called secondary data. Researchers reuse and repurpose information as secondary data
because it is easier and less expensive to collect. However, it is seldom as useful and accurate
as primary data.
I got all the secondary data through COMPANY PROFILE AND RECORDS, INTERNET,
NEWSPAPERS, MAGAZINES
The primary data was collected with the help of survey information. A concise questionnaire
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3.5 METHODS OF DATA COLLECTION
I have gathered all the primary data through QUESTIONNAIRE , OBSERVATION ,
PERSONAL INTERVIEWS. I got all the secondary data through COMPANY PROFILE
AND RECORDS, INTERNET, NEWSPAPERS, MAGAZINES
3.7 RESEARCH
Research has been done in two different ways
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WITHIN THE ORGANIZATION
I asked few questions based on performance appraisal from the H.O.D s of various
departments within the organization.
The responses to these questions are recorded in an excel sheet
ORGANIZATI
DEPARTMEN
ENVIRONME
WITHIN THE
CRITERION
EMPLOYEE
APPRAISAL
STRENGTH
WORKING
TRAINING
NAME OF
TENURE
NEED
ON
NT
T
INVENTORY 5 YR 3 staff
members ;4 Hot but
labour not Not
workers stressful punctuality required
CARPENTRY 8 YR 6 staff
members;40 Too Hot punctuality ,
labour Exhaust target Not
workers required completion required
UPHOLSTRY 4 YR Hot but
2 staff not knowledge of
members; stressful, required
28 fans skills, Not
employees required productivity required
MACHINE
ASSEMBLY 4 YR 12 Quite Productivity Not
comforta- of the worker required.
ble
POLISH 4 YR 68 Comfortab experience Not
employees le but lot required
of
exposure
to
chemicals
DISPAT CH 2 YR 4-5 labour Less work Punctuality Not
workers load and and required
comfortab regularity
le
environme
nt
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QUALITY 2 YR 4-5 workers Comfortab Required Not
CHECK le skills required
HR 10 1 Comfortab Required Not
months le skills, required
regularity
PPC
INVENTORY DEPARTMENT
He provided me with the necessary information and working of the department
Q2.) What is your criteria for rating the workers in your department?
ANS: Punctuality
Q3.) Do you think that training for higher level can be provided to the employees as a
reward?
ANS: Yes, ofcourse we can provide but it the workers of this section do not need much
training
Q4.) What do you think can management do to increase the productivity of the employees?
ANS: The environment here is very suffocating. The workers get tired soon. So something
should be done for this.
Q5.) Can you allow a well educated worker but not with required technical skills to work in
your department initially as a trainee and then as an employee?
ANS: No we cant because training an individual is a complete waste when there is ample
manpower available.
Q6.) Are you satisfied with the current appraisal system?
ANS: Yes up-to great extent. The management must have taken the right decision.
Q7.)Do you think that appraisal help you in deciding that which task is to be allotted to which
worker depending upon improvement and productivity increase since last appraisal?
ANS: Yes it Is very useful.
Q8.)Do you think that training need is being ignored in your organization?
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ANS: We dont feel the need of training so much.
Q9.)Do you provide information to the employees regarding the criteria of their appraisal ?
ANS: No , they are illiterate . All they can do is to criticize.
CARPENTRY DEPARTMENT
UPHOLSTRY
The detailed working of this department is explained earlier. The department has been
divided into sub-sections according to the tasks. These departments are namely stitching,
cutting, weaving, designing and finishing department. Each department has a main task man
along with a helper to accomplish the task. Some sub-departments may have more than one
pair of of main task-man and helper depending upon the complexity of the task.
Q1.) When I asked him about the type of appraisal he suggest for a particular employee?
ANS: He told me that he generally prefer bonus and salary hike and leave for a day.
Q2.) What is your criteria for rating the workers in your department?
ANS: technical skills , attendance
Q3.) Do you think that training for higher level can be provided to the employees as a
reward?
ANS: Yes, ofcourse because if trained and upgrade a low skilled worker to high highly
skilled level then we need not to look for high skilled man power which is difficult to be found
than low skilled ones. Moreover it allows the workers to adapt themselves to the training and
work with different roles.
Q4.) What do you think can management do to increase the productivity of the employees?
ANS: The environment here is very suffocating. The department is in basement and there are
no exhaust and fans here. Safety gaurds should also be provided. So this requirement should
be fulfill ASAP.
Q5.) Can you allow a well educated worker but not with required technical skills to work in
your department initially as a trainee and then as an employee?
ANS: No we cant
Q6.) Are you satisfied with the current appraisal system?
ANS: Yes up-to great extent.
Q7.)Do you think that appraisal help you in deciding that which task is to be allotted to which
worker depending upon improvement and productivity increase since last appraisal?
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ANS: Not really.
Q8.)Do you think that training need is being ignored in your organization?
ANS: yes.
Q9.)Do you provide information to the employees regarding the criteria of their appraisal?
ANS: Never felt the need of doing so.
ASSEMBLY DEPARTMENT
The department is responsible for assembling together the parts of the product manufactured
in various other departments. The HOD informed us that all the work in the department is
done manually. About 12 workers work under his supervision. The workers are divided into
three categories according to their skills. Feater , junior feater and helper.
Q1.) When I asked him about the type of appraisal he suggest for a particular employee ?
ANS: We upgrade the post of the worker if his productivity increases.
Q2.) What is your criteria for rating the workers in your department?
ANS: In how much time he finishes the assigned task. Or how much work does he finish in
a day.
Q3.) Do you think that training for higher level can be provided to the employees as a
reward?
ANS: No
Q4.) What do you think can management do to increase the productivity of the employees?
ANS: Nothing much
Q5.) Can you allow a well educated worker but not with required technical skills to work in
your department initially as a trainee and then as an employee?
ANS: No we cant
Q6.) Are you satisfied with the current appraisal system?
ANS: Yes up-to great extent.
Q7.)Do you think that appraisal help you in deciding that which task is to be allotted to which
worker depending upon improvement and productivity increase since last appraisal?
ANS: Not really.
Q8.)Do you think that training need is being ignored in your organization?
ANS: yes.
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Q9.)Do you provide information to the employees regarding the criteria of their appraisal?
ANS: Never felt the need of doing so.
POLISH DEPARTMENT
The department has 4 chambers. The H.O.D , provided me with detailed information
regarding the working of his department which I have explained earlier. He also told me that
he has divided the workers in his department in different grades according to their working
experience and required skills. These categories are polisher, junior polisher, medium
polisher and senior polisher.
Q1.) When I asked him about the type of appraisal he suggest for a particular employee ?
ANS: He told me that he generally preferred increment in the grade of the worker.
Q2.) What is your criteria for rating the workers in your department?
ANS: experience.
Q3.) Do you think that training for higher level can be provided to the employees as a
reward?
ANS: No, its a waste of time.
Q4.) What do you think can management do to increase the productivity of the employees?
ANS: He cannot answer this question.
Q5.) Can you allow a well educated worker but not with required technical skills to work in
your department initially as a trainee and then as an employee?
ANS: No we cant
Q6.) Are you satisfied with the current appraisal system?
ANS: We can say that it is ok but not of the kind which can motivate workers to work
harder..
Q7.)Do you think that appraisal help you in deciding that which task is to be allotted to which
worker depending upon improvement and productivity increase since last appraisal?
ANS: Yes, to a great extent.
Q8.)Do you think that training need is being ignored in your organization?
ANS: Yes. Workers find hard to deal with some machines.
Q9.)Do you provide information to the employees regarding the criteria of their appraisal?
ANS: Never felt the need of doing so.
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DISPATCH DEPARTMENT
The department is responsible for keeping the track of the order of the clients. Just 4-5 labour
workers work under his supervision.
Q1.) When I asked him about the type of appraisal he suggest for a particular employee ?
ANS: He told me that he generally preferred salary hike.
Q2.) What is your criteria for rating the workers in your department?
ANS: regularity
Q3.) Do you think that training for higher level can be provided to the employees as a
reward?
ANS: No, its a waste of time.
Q4.) What do you think can management do to increase the productivity of the employees?
ANS: He cannot answer this question.
Q5.) Can you allow a well educated worker but not with required technical skills to work in
your department initially as a trainee and then as an employee?
ANS: No we cant
Q6.) Are you satisfied with the current appraisal system?
ANS: We can say that it is ok but not of the kind which can motivate workers to work
harder..
Q7.)Do you think that appraisal help you in deciding that which task is to be allotted to which
worker depending upon improvement and productivity increase since last appraisal?
ANS: Yes, to a great extent.
Q8.)Do you think that training need is being ignored in your organization?
ANS:No
Q9.)Do you provide information to the employees regarding the criteria of their appraisal?
ANS: Never felt the need of doing so.
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OUTSIDE THE ORGNIZATION
We conduct a general survey based on performance appraisal.
3. Assistance in goal
4. Decision on layoff
decision in layoff
Column2
Column1
assistance in goal
Series 1
0 2 4 6 8 10 12 14
7.
INTERPRETATION:
12 organization do performance review for an having an insight into their strengths and
weakness
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10 organizations think that it helps in administrating salary
5 believe that it helps in determining promotion and transfer utmost.
3 companies believe that it helps in determining training needs.
1. Monthly
2. Quarterly
3. Half yearly
4. Annually
INTERPRETATION:
INTERPRETATION :
Hence we see that majority of the employees are aware of their responsibilities, which
implies that the appraisers have efficiently communicated to the appraisees all the parameters
that will be taken into account during appraisal.
25 organization says YES
Rest says NO.
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1. Fully satisfied
2. Partially satisfied
3. Satisfied
4. Partially satisfied
5. Fully satisfied
INTERPRETATION:
From graph it can be seen that majority of the respondents 13 are satisfied with the appraisal
system. Only a meager 1 was dissatisfied with the PerformanceAppraisal programs.
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INTERPRETATION:
This clearly shows that majority of the employees are not aware about the
performance ratings that are taken into account while conducting a performance
appraisal.
Question 6.) Do you think that Self Ratings should be allowed in the
organization?
1.) Yes 2.) No
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INTERPRETATION:
From graph it can be seen that majority of respondents about 30 want self rating to be a
method of conducting the appraisals.
Question 7.) Have you been given a chance to rate you own performance?
1.)Yes 2.)No
INTERPRETATION:
From the graph we can see that majority of the respondents about 23 , are not given a chance
to rate their own performance in the organization.
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INTERPRETATION:
This shows that according to about 19 respondents the credibility of the appraiser
is extremely important and it has an effect on the overall Performance appraisal program.
Question 9. Do you think that there should be a complain channel for the
employees?]
1. Yes
2. NO
INTERPRETATION:
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This shows that in majority if organizations i.e, about 22 , there is no proper complaint
channel existing in the organisations for
the employees who are dissatisfied with the performance appraisal system.
Question 10.) Have you been told about the Standardson which
performance is evaluated?
INTERPRETATION:
From this it can be seen that there is a clear majority among the respondents about 19 who
say that the standards on the basis of which the performance appraisal is carried out is not
communicated to the employees before hand.
2. Peer appraisal
3. Rating committee
4. Self rating
5. Appraisal by subordinates
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INTERPRETATION :
Almost all, about 27 respond that the Performance Appraisals are carried our by the
Immediate Supervisor in these organisations. In very few organisations, Rating committees
carry out the performance appraisals. None of the organisations use Peer Appraisals,
Appraisals by subordinates and Self rating as a method of Performance Appraisal.
INERPRETATION:
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21 respondents tell that the performance Appraisal programs are successful in giving a clear
2. Qualitative process
3. Quantitative process
INTERPRETATION :
From results we can see that Qualitative Process is considered as the most important
criteria for which the Performance appraisal programs are carried out, which shows
that companies consider Qualitiy of product & service and Customer satisfaction as
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CHAPTER 4
FINDINGS
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FINDINGS
From the survey results its evident that both the appraisees and appraisers
expectation from Performance appraisal system are the same i.e. Determination
of Promotion or Transfer and Salary Administration and Benefits. Hence a
single performance appraisal system can satisfy needs of both the Appraiser and
appraisee. Therefore the Performance appraisal program would be designed in
such a way that the appraiser would be able to analyse the contribution of the
employee to the orgaisation periodically and all the employees who have been
performing well would be rewarded suitably either by an increase in the salary or
a promotion. Through this the appraiser can also motivate the employees who felt
that they had no growth in the organisation and serves the purpose of employee
development.Thus performance appraisals can be used as a significant tool fo
career lanning.
Analyzing ones own strengths and weaknesses is the best way of identifying the
potentials available, rather than the other person telling. Self-appraisal is a tool to
analyze oneself. One of the most important findings was that almost all the
employees wanted self-rating to be a part of performance appraisal program
carried out by the organisation. From the responses of the appraiser we can also
see that Self rating is not encouraged by the organisations. This could therefore be
an important factor which leads to dissatisfaction among the appraisees. At the
end of the year of the appraisal period the appraisal process should begin with
self-appraisal by every employee. To appraise ones own self on key performing
targets and qualities, the appraisee would go through a process of reflection and
review. It is an established fact that change is faster when it is self initiated. If
any employee has to improve or do better, he must first feel the need to do so.
Reflection and review is a process that enables him to feel the need and improve
more upon his strengths and weaknesses
Another point to be noticed is that even in the other forms of Performance
Appraisal also the employees expect that they should be given a chance to rate
their own performance. This can allow the employee to analyze ones own
performance which gives new insights on how one is performing and what are the
critical points where he has to put his best and improve upon
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The existence of a proper complain channel was also of utmost importance to the
appraisees. They should be given a chance to convey their greviences to the top
management.
The appraisees also expect that their comments and suggestions should be taken in
to account while conducting the appraisals. This expectation is not fulfilled as the
appraisers do not take their comments and suggestions into consideration.
Therefore they should look into this matter before it leads to dissatisfaction among
the employees.
The results also indicate that the there is no communication of top management
plans and business goal to the appraisee. The appraisers on the other hand feel that
the goals and plans have been clearly communicated to the appraisees.
Communication is very essential for any system to function efficiently. Therefore
the appraisers should look into this matter and see to it that the goals and plans are
communicated effectively.
The findings suggest that for success of Appraisal system the credibility of
appraiser is of utmost importance.
As per the Appraiser, a poorly conducted appraisal system would lead to
demotivation and ineffective teamwok which will result in inefficient functioning
and low productivity in the organization. Therefore, if at all they feel there is
dissatisfaction among the appraisees they should motivate them. Achievement,
recogntion, invelvement, job satisfaction and development can motivate the
employees to a large extent. Along with this satisfactory working conditions and
appropraite awards also play an important role.
Also a majority of employees were satisfied with the current appraisal system
although they requested for some changes.
Most of the employees were also not clear about the criteria on which ratings were
given to each employee while conducting the performance appraisal. Instead of
secrecy there should be openess. Because of lack of communication, employees
may not know how they are rated. The standards by which employees think they
are being judged are sometimes different from those their superiors actually use.
Proper communication of these ratings can help the employers achieve the level of
acceptability and commitment which is required from the employ.
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From the survey we can also derive that the appraisees expect a post appraisal
interview to be conducted wherein they are given a proper feedback on their
performance and they can also put forward their complaints if any. The appraisal
should also be followed up with a session of counseling which is often neglected
in many organizations. Counseling involves helping an employee to identify his
strengths and weaknesses to contribute to his growth and development. Purpose is to help an
employee improve his performance level, maintain his morale, guide him to identify and
develop his strong points, overcome his weak points, develop new capabilities to handle more
responsibilities, identify his training needs.
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CHAPTER-5
CONCLUSION
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CONCLUSION
With the research performed and the analysis help us to conclude the following:-
1.) The organization has a simple appraisal system with many defects and weakness.
2.) The organization hired skilled labour; hence training requirements need not to be
evaluated through performance appraisal system.
3.) Salary and administration decision are very effectively taken with the help of
performance appraisal system.
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CHAPTER-6
RECOMMENDATIONS
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RECOMMENDED SYSTEM
At first I thought of applying 360 degree appraisal system. But through the survey and
research I had done here I realized some big hurdles in the ways. They are listed below:
1.) The workers are not well educated ,some of them are illiterate also. So we cant assigned
them the task to judge others.
2.) There is no one to judge the HOD of the departments other than the director himself
Therefore I tried to plan a performance management system with the existing top- down
approach but with few modification. These two plans are:-
1. Best worker of the month
2. Top 5 regular workers
Both the plans are implemented in each department of the organization. Both the schemes
were implemented by the management to involve employees (accord) for their active
participation toward the accomplishment of the organizations goals. It also helps to improve
departments quantitative productivity and clients response.
This scheme can be initiated by the management to measure the performance of the
departments and to create a healthy competitive environment. Objectives of this scheme are
as follows
Provide accurate feedback to the departments regarding their strengths as well as weakness
which can be use as an effective improvement tool.
Provide benchmark data which allow departments to establish where they placed in relation
to the best performance in the group.
It is a quantitative rating system in which maximum points are being allotted to every factor.
And the points obtained by the department are the obtained percentage of the points allotted
to each respective factor. Total of each factor is combined to the total marks obtained by each
department.
Factors which are considered in the Total department performance rating system are as
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Follows:
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Points are calculated on the monthly basis according to the table given below:LEAVE
TAKEN IN A MONTH
POINTS NIL 10 20 40
DEDUCTED
For example :-
37 * 6 = 222
iii. Delivery targets are set in the beginning by the head on the department.
v. This reward scheme is the sole discretion of the management and the management
decision is final.
ii. To find and reward individual who can be the source of motivation for others.
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The photo of the employee is displayed with is brief service history and contributions
Attendance 40 points
Participation 30 points
Skill 30 points
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SUGGESTIONS
The proposed system is base on the achievement of the target and is easily achievable and
measurable.
The proposed department rating system should be introduced to assess and monitor
departments performance that meets managements expectations to provide feedback by
highlighting their strength and weakness to improve their performance.
The system also motivates the workers to upgrade their performance level.
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CHAPTER 7
LIMITATIONS
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LIMITATIONS
As we know that everything has good as well as bad side, so is the case with this study. It
also has few limitations such as :-
2.) As most of the respondents were not adequately educated, therefore most of them were
not able to judge the existing system within the organization
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CHAPTER 8
BIBLIOGRAPHY
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BIBLIOGRAPHY
www.citehr.com
www.managementpradise.com
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CHAPTER 9
ANNEXURE
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I asked few questions based on performance appraisal from the H.O.D s of various
departments within the organization. The questions are as follows:
Q1.) Since how long you have been working in the organization?
Q2.) What is your criteria for rating the workers in your department?
a.) Punctuality b.) Technical skills c.) Seniority d.) Tenure within the organization e.)
Educational qualification f.) Attitude towards KRA
Q3.) Do you think that training for higher level can be provided to the employees as a
reward?
Q4.) What do you think can management do to increase the productivity of the employees?
Q5.) Can you allow a well educated worker but not with required technical skills to work in
your department initially as a trainee and then as an employee?
Q7.)Do you think that appraisal help you in deciding that which task is to be allotted to which
worker depending upon improvement and productivity increase since last appraisal?
Q8.)Do you think that training need is being ignored in your organization?
Q9.)Do you provide information to the employees regarding the criteria of their appraisal ?
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Detail Rank
Salary Administration and Benefits
Determination of promotion or transfer
Decision on layoff
Assistance in goal
Guideline for training Plan
An insight into your strengths and
Weakness
(a) Yes
(b) No
6.) Do you think you should be given an opportunity to rate your own performance?
(a.) Yes
(b) No
9.) Does the credibility of Appraiser affect the Performance Appraisal System?
(a) Yes
(b) No
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10.) Is there a complaint channel for the employees who are dissatisfied with the performance appraisal
system?
( a). Yes
(b.) No
11.Are the standards on the basis of which the performance appraisal is carried out communicated to the
employees before hand?
(a.) Yes
( b.) No
13.) Is the performance Appraisal successful in giving a clear understanding of the appraisees job to both
appraiser and appraise?
( a.) Yes
(b.) No
15.) Does the appraisal system provide a good communication between the top management plans and
business goals to staff below?
(a). Yes
(b.) No
16).Do you want your comments and suggestions to be taken into consideration during appraisal?
(a.) Yes
( b.) No
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