Table of Contents

Chapter-1
 Introduction
• Significance of the problem
• Review of literature
• Conceptualization
• Operationalization of the concept
• Focus of the study
• Objectives
• Hypothesis
• Limitation
• Chapterization
• Notes

Chapter-2
 Research Methodology
• Universe and Survey Population
• Profile of the organization
• Research design
• Sample design
• Data collection
• Identified independent and dependent variables
• Analysis pattern

Chapter-3
• Micro (Data) Analysis

Chapter-4
• Macro Analysis(conclusions)

Chapter-5
• Observation & Recommendations

Chapter-6
• Questionnaire
• Raw analysis
 • Bibliography

Declaration

I, SHAMA NASA hereby declare that this Report entitled “Performance Appraisal in

Sahara India Pariwar, Lucknow”submitted by me for the partial fulfillment of the degree of

Master of Business Administration at Institute of Management & Technology, Faridabad affiliated to

M.D. University, Rohtak, is a record of original work carried out by myself under the guidance and

supervision of Dr. Parul Khanna (MBA Department). The findings and conclusions expressed in

this report are genuine, authentic and are for academic purpose. Any resemblance to earlier project

work will be purely coincidental.

SHAMA NASA

MBA – IVth Semester

 Acknowledgment

No big organization can long ignore the performance appraisals needs of its

employees without seriously inhibiting the performance.

So, it gives me great pleasure to submit this report on “Performance appraisal, in

Sahara India Pariwar.

During the preparation of this report, I have taken help from many executives of

Sahara India Pariwar.

I express my sincere gratitude to Dr. Parul Khanna (MBA Department) for

providing me an opportunity & Guidance for the project from time to time.

SHAMA NASA

MBA 4th Sem

IMT Faridabad
INTRODUCTION
From the pen of our Chief Guardian

In business profit earnings and overall growth of business get the highest priority and are

certainly creditable, but ultimate credibility of business enterprise, particularly of larger ones

is in the utilization of profit be it for best possible enlistment of its workforce and for

espousing Social, National Development causes, or for rendering services to mankind as a

whole. Fulfilling the qualitative aspect of utilization of profit, the world’s largest family

‘Sahara India Pariwar’ is proud to have reached today new horizons of growth and

development.

On the threshold of a new leap forward, now we once again dedicate to you those values and

ideals which have shown us the way to this journey to our present proud position-Emotion

before Economics, Principles before Profit, Values before Wealth, Man before Money,

Country before Religion, Quality before Quantity, Conscience before Corporation, Family

before Fortune.

On the basis of our philosophy of collective materialism we have always given importance to

the fact that profit earning is the Quantitative aspect whereas the proper utilization of profit is
the Qualitative aspect. Ironically we only recognize and get recognized by the Quantitative

aspect.

I, therefore earnestly appeal to one and all in Politics, Media, Business etc. that every action,

reaction, selection, appreciation or criticism should be oriented strictly towards the

Qualitative aspect. I appeal to anybody and everybody to accord top priority to Qualitative

aspect in anything and everything for peaceful, prosperous and progressive co-existence of

mankind anywhere and everywhere.

Today, I feel proud of the fact that I am the Guardian of the World's largest family. Perhaps, I

am the world's only person whose family is so vast, so disciplined, so dedicated and so

committed. Such a vast family as Sahara India Pariwar has a grand and infinite future and I

am sure that we will sustain our duty, consciousness, discipline and dutifulness with a sense

of dedication, as we have always done in the past, so that together we could build an India

full of energy and radiance.

SUBRATA ROY SAHARA

Managing Worker & Chairman

Sahara India Pariwar

 Significance of the problem

The study will be worth full for the industry to take some updated and dedication and will

make them competent within the existing dynamic environment. The study will provide the

industry clues about what the employees expect or what modifications they want in the

existing process of performance appraisal measures in order to make the performance

appraisal programs more impact able on the employees. This will not only upgrade the

morale of employees but also will maintain the faith of the workers in the organizations

policies. This will make the employees to work with more confidence
 Review of literature

1. Douglass: Performance appraisal is a method of acquiring and processing the

information needed to improve an individual employee’s performance and

accomplishments.

2. Newstrom: It is the process of evaluating the performance of employees, sharing that

information with them and searching for ways to improve their performance.

Talent Management is directed to top-level management, senior human resources,

workforce and organizational development executives whose task is to optimize the abilities

of their human assets to drive and improve the execution of enterprise strategy

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

behavior by comparing it with preset standards, (2) documents the results of the comparison,
and (3) uses the results to provide feedback to the employee to show where improvements

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

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

According to Flippo, a prominent personality in the field of Human resources, “performance

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

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

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

during a given period of time and planning for his future.

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

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

and improving the actual performance of the employee and also the future potential of the

employee. Its aim is to measure what an employee does.

It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps

to analyze his achievements and evaluate his contribution towards the achievements of the

overall organizational goals.

By focusing the attention on performance, performance appraisal goes to the heart of

personnel management and reflects the management’s interest in the progress of the

employees

A face-to-face discussion in which one employee's work is discussed, reviewed, and

appraised by another, using an agreed and understood framework. Usually, line managers

conduct the appraisals of their staff, although peers can appraise each other, and line

managers can themselves be appraised by their staff through 360 degree appraisal. The

appraisal process focuses on behaviors and outcomes, and strives to improve motivation,

growth, and performance of the appraisee. Performance appraisals should be conducted at

least once a year.

Performance management is the process of creating a work environment or setting in

which people are enabled to perform to the best of their abilities. Performance management

is a whole work system that begins when a job is defined as needed. It ends when an

employee leaves your organization.

Many writers and consultants are using the term “performance management” as a substitution

for the traditional appraisal system. I encourage you to think of the term in this broader work

system context.
A performance management system includes the following actions: -

• Develop clear job descriptions.

• Select appropriate people with an appropriate selection process.

• Negotiate requirements and accomplishment-based performance standards,

outcomes, and measures.

• Provide effective orientation, education, and training.

• Provide on-going coaching and feedback.

• Conduct quarterly performance development discussions.

• Design effective compensation and recognition systems that reward people for

their contributions.

• Provide promotional/career development opportunities for staff.

• Assist with exit interviews to understand WHY valued employees leave the

organization.
 Conceptualization

Performance appraisal

An organization’s goals can be achieved only when people put in their best efforts. How to

ascertain whether an employee has shown his or her best performance on a given job? This

can be done through performance appraisal.

In simple terms, performance appraisal may be understood as the assessment of an

individual’s performance in a systematic way, behaviors on jobs and his or her potential for

future performance.

Objectives of Performance appraisal:

• To review the performance of the employees over a given period of time.

• To judge the gap between the actual and the desired performance.

• To help the management in exercising organizational control.

• Helps to strengthen the relationship and communication between superior –

subordinates and management – employees.

 • To diagnose the strengths and weaknesses of the individuals so as to identify the

training and development needs of the future.

• To provide feedback to the employees regarding their past performance.

• Provide information to assist in the other personal decisions in the organization.

• Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

• To judge the effectiveness of the other human resource functions of the organization

such as recruitment, selection, training and development.

• To reduce the grievances of the employees.

Whose performance should be appraised ?

It is obvious, that employees performance should be appraised. Here employees, is

individuals or teams. Specifically, it includes individual, work group, division or

organization.
 Who is the appraiser?

Appraiser can be immediate supervisors, specialists from the HR department

subordinates, peers, committees, clients, self-appraisals or a combination of several.

Immediate supervision is the fit candidate to appraise the performance of his or her

subordinates because no one is more familiar with the subordinate’s performance then his or

her superior.

Subordinates can assess the performance of their superiors. The use of this choice

may be useful in assessing an employee’s ability to communicate, delegate work, allocate

resources, disseminate information, resolve intra-personal conflict, and deal with employees

on a fair basis.

Peers are in better position to evaluate certain facts or job performance which the

subordinates or supervision cannot do.

Where superiors, peers, subordinates and clients, make appraisal it is called the 360-

degree system of appraisal.

 In self-appraisal, the employee himself or herself evaluates his or her own

performance.

What should be appraised ?

One of the steps of an appraisal programme is to determine the evaluation criteria. It

is obvious that the criteria should be related to the job. The criteria are :-

(a) Quality: The extent to which result of carrying out an activity approaches

perfection.

(b) Quantity: The amount produced expressed in monetary terms number of

units, or number of completed activity cycles

(c) Timeliness: The degree to which an activity is completed or a result produced

at the earliest desirable time.

(d) Cost effectiveness: The degree to which the organizations resources is

maximized in the sense of getting the highest gain or reduction in loss.

 (e) Need for Supervision: The degree to which a job performer may need or

may not need supervisory for carry out a job function.

(f) Interpersonal Impact: The degree to which a performer promoters feeling

of self-esteem, goodwill and co-operation among Co-workers and subordinates.

Why Performance Appraisal?

Performance Appraisal is a vehicle to (1) validates and refines organizational actions

(e.g. Selection, training etc.) (2) Provide feedback to employees with an eye on improving

future performance.

Tools of performance appraisal

Performance Appraisal Techniques

Individual evaluation methods Multiple-person evaluation methods

1. Confidential report Ranking

2. Essay evaluation Paired comparison

3. Critical incidents

4. Checklists

5. Graphic rating scale

6. Forced choice method

7. MBO

Individual evaluation methods

a. Confidential report: It is mostly used in government organizations. It is a

descriptive report prepared, generally at the end of every year, by the employee's

immediate superior. The report highlights the strengths and weaknesses of the

subordinate. The report is not data based. The impressions of the superior about the

subordinate are merely recorded there. It does not offer any feedback to the appraisee.

Since the report is generally not made public and hence no feedback is available, the

subjective analysis of the superior is likely to be hotly contested.

b. Essay evaluation: Under this method, the rater is asked to express the

strong as well as weak points of the employee's behavior. This technique is normally

used with a combination of the graphic rating scale because the rater can elaborately

present the scale by substantiating an explanation for his rating.

c. Critical incident technique: Under this method, the manager prepares lists of

statements of very effective and ineffective behavior of an employee. These critical

incidents or events represent the outstanding or poor behavior of employees on the

job. The manager maintains logs on each employee, whereby he periodically records

critical incidents of the workers behavior.

d. Checklists and weighted checklists: Another simple type of individual evaluation

method is the checklist. A checklist represents, in its simplest form, a set of objectives

or descriptive statements about the employee and his behavior.

e. Graphic rating scale: Under this method, a printed form, as shown below, is used to

evaluate the performance of an employee. A variety of traits may be used in these

types of rating devices, the most common being the quantity and quality of work. The

rating scales can also be adapted by including traits that the company considers

important for effectiveness on the job. From the graphic rating scales, excerpts can be

obtained about the performance standards of employees.

f. Forced choice method: This method was developed to eliminate bias and the

preponderance of high ratings that might occur in some organizations. The primary

purpose of the forced choice method is to correct the tendency of a rater to give

consistently high or low ratings to all the employees.

g. Management by objectives (MBO): MBO represents a modern method of

evaluating the performance of personnel. Thoughtful managers have become

increasingly aware that the traditional performance evaluation systems are

characterized by somewhat antagonistic judgments on the part of the rater. There is a

growing feeling nowadays that it is better to make the superior work with

subordinates in fixing goals. This would inevitably enable subordinates to exercise

self-control over their performance behaviors. The concept of management by

objectives is actually the outcome of the pioneering works of Drucker, McGregor and

Odiorne in management science.

Features

• MBO emphasizes anticipatively set goals that are tangible, verifiable and measurable.
 • MBO focuses attention on what must be accomplished (goals) rather than how it is to

be accomplished (methods).

• MBO by concentrating on key result areas translates the abstract philosophy of

management into concrete phraseology. The technique can be put to general use (non-

specialist technique). Further it is ''dynamic system which seeks to integrate the

company's need to clarify and achieve its profit and growth targets with the manager's

need to contribute and develop himself''.

• MBO is a systematic and rational technique that allows management to attain

Maximum results from available resources by focusing on achievable goals. It allows the

subordinate plenty of room to make creative decisions on his own.

Multiple-person evaluation techniques

a. Ranking method: This is a relatively easy method of performance

evaluation. Under this method, the ranking of an employee in a work group is done
 against that of another employee. The relative position of each employee is tested in

terms of his numerical rank. It may also be done by ranking a person on his job

performance against another member of the competitive group. The quintessence of

this method is that employees are ranked according to their levels of performance.

While using this method, the evaluator is asked to rate employees from highest to

lowest on some overall criterion.

b. Paired comparison method: Ranking becomes more reliable and easier

under the paired comparison method. Each worker is compared with all other

employees in the group; for every trait the worker is compared with all other

employees. For instance, when there are five employees to be compared, then A's

performance is compared with that of B's and decision is arrived at as to whose is the

better or worse. Next, B is also compared with all others. Since A is already

compared with B, this time B is to be compared with only C, D and E. By this method

when there are five employees, fifteen decisions are made (comparisons).

Appraisal interview and feedback

The post appraisal interview is an essential part of the performance appraisal system.

The employee gets useful feedback information about how effectively and efficiently he is

able to discharge the assigned duties. It also gives the opportunity to employee to explain his
views about the ratings, standards, rating methods, internal and external causes for low level

of performance. The appraiser gets a chance to explain the employee his rating, the traits and

behavior he has taken into account for appraisal, etc. He can utilize this opportunity to offer

constructive suggestions help, guide and coach the employee for his advancement.

Performance management

The performance management process begins with analysis and descriptions of the

job. The performance manger identifies essential functions in the job description and the

strategic mission and goals of the department or organization unit. Standard of minimum

acceptable performance are developed for the position with the employees. Additionally

standards for performance that exceeds expectations may be set to encourage the employee to

strive for even better results.

Throughout the appraisal period (typically one year0 the performance manager

observes and provides behavioral feedback on the performance of the employee focusing on

helping the employee to achieve successful performance. At the end of the appraisal period,

and in collaboration with the employee, the performance manager prepares, writes, delivers

and then produces a final copy of the written performance appraisal.

At any point in the process, the employee and performance manager may identify needs and

creates a plan for employee education, training or development in job or career related areas.
 The issues related to performance management of teams and team member arise out

of the variety of reporting relationships and degree of independent responsibility that teams

exercise, as well as the creed to reinforce team value and efforts without undercutting

individual responsibility.

By following the steps outline in this guide to performance Management, you will

find that the performance management process faster improve communication with your

employees. You will also achieve better result for your organization unit or department.

Job description and essential functions strategic plan

and annual goals

Standard of performance

Observation and feedback

Performance Appraisal

Performance Development
An important component of the performance management process is development of

employee’s work related skills, knowledge and experience. The development process offers

another opportunity for you and your employee to work collaboratively to improve

performance and to contribute to organizational effectiveness.

Limitations of performance appraisal

1. Halo error: - The “Halo Effect” is a tendency to let the assessment of an

individual one trait influence the evaluation of that person on other specific traits.

The “Halo Effect” refers to the tendency to rate an individual consistently high or

low or average on the various traits, depending upon whether the rate is overall

impression of the individual is favorable or not. This means that the halo effect

allows one characteristics, observation or occurrence (either good or bad) to

influence the rating of all performance factor.

This effect arises when traits are unfamiliar, ill-defined and involve personal

relations.

2. Leniency or Constant Errors: - Every evaluation has his own value

system, which acts as a standard against which he makes his appraisals. Relative
 to the true or actual performance an individual exhibits some supervisors have a

tendency to be liberal in then ratings i.e. they consistently assign “high value” the

their employees, while at other times they may have a tendency to assign

consistently “low ratings”. The former tendency is known as “Positive leniency

error”, while the later as “negative leniency errors”.

3. Central Tendency Problem: - It assigns “average ratings” to all the

employees with a view to avoiding commitment or involvement, or when the rater

is in doubt or has inadequate informations or lack of knowledge about the

behavior of employee or when he has not much time at his disposal. Such

tendency seriously distorts the evaluations making them most useless for

promotion, salary or counseling purposes.

4. Similarity Error: - This type of error occurs when the evaluator rates other

people in the same way he perceives himself. For example, the evaluation that

perceives himself as aggressive many evaluate others by looking for

aggressiveness. Those who show this characteristic may be benefited while others

may suffer. This error also washes out if the same evaluator appraises all the

people in the organization.

5. Hypercritical Effect: - It is the tendency of a superior to rate people lower

than their performance justifies.

6. Reluctant to ‘Play God’: - Some managers are unwilling to ‘Play God’ by

judging others. Accepting the responsibility for being a judge for the future of

another person causes severe anxiety in some people.

Operationalisation
Performance appraisal in Sahara India Pariwar

“Our Pariwar is committed to cherished traditions of Indian Family where there’s no malik,

but a guardian, forever guiding and encouraging the family members. This spirit of true

Bharatiya values continues to inspire us to work towards our constructive and productive

goals in a common emotional bond of caring and sharing-leading to nirantar Collective

Growth.

HR department of Sahara India Pariwar has to decide upon the content to be

appraised before the programme is approved. Generally, the content to be appraised is

determined on the basis of Job analysis. The content to be appraised may vary with the

purpose of appraisal and type and level or employees.

Appraisal factor used in Sahara India Pariwar: -

There are various factor used for Appraisal in Sahara India Pariwar–

1) Ability to plan, delegate, control and coordinate.

2) Knowledge of the job.

3) Clarity about objectives.

4) Ability to take decisions.

5) Power of expression, written and verbal.

6) Cooperation.

7) Manner and general bearing.

8) Initiative.

9) Communication skill.

10) Attitude to work

11) Loyalty

12) Sociability

However the content to be appraised varies from higher-level employees to these of

junior cadre employees. Such as work force, assistants. There are various factors to be

appraised in junior cadre employees. They are –

1) Knowledge of work.

2) Ability to learn.

3) Initiative

4) Personality
5) Hygiene

6) Attendance

7) Ability to communicate

8) Loyalty.

Appraiser is the person who has through knowledge about the job content. In Sahara

India Pariwar, Appraisal is mainly done by –

• HOD

• The immediate senior

• Employees appraise their own performance. (Self appraisal)

Appraisal process of Sahara India Pariwar: -

* SAHARA INDIA PARIWAR STANDS FOR -

Emotion before Economics

Principles before Profits

Values before Wealth

Man before Money

Country before Religion

Quality before Quantity

Conscience before Corporation

Family before Fortune

 First of all performance standard is established and the employees are rated on the

basis of established standard.

The appraisal for is being rated by employees him/ her-self, and by the immediate

Superior and lastly by the HOD.

Various Scales are being used to rate the employees, Such as: -

a) Quality of work.

b) Interpersonal relation.

c) Confident.

d) Tideness etc.

On the basis of this rate scales employees are either promoted or given any

increment etc or even dismiss.

The systematic appraisal is conducted on regular basis – that is annually here-

Rating Process: -

Following rating process used to rate the employees

Over All Rating: -

• Outstanding (46-50)
• Very Good (36-45)

• Good (25-35)

• Average (20-25)

• Below Average (19 or less)

The potential of the employees is also appraised in this way:-

1. Do he/ she have potential to assume?

2. Details of training undergone during the year.

3. Indicate your training needs.

4. Special remarks if any.

 Focus of the study

The focus of the study has been determining the performance appraisal system in Sahara

India Parivar and understanding its effectiveness for harnessing people’s potential

adequately. An attempt also has been made to understand the contribution of HR practices

towards organizational success.

The project has been crafted with immense effort and utmost care has been taken to do

justice to the study area concerned. The data has been sourced from internet and books of

OB/HR.

In my project, I have given a brief introduction about the topic i.e. “Performance appraisal, in

Sahara India Pariwar. It includes

It helps to strengthen the relationship and communication between superior – subordinates

and management – employees.

It diagnoses the strengths and weaknesses of the individuals so as to identify the training and

development needs of the future.

 Objectives

• To check the performance of the employees of SAHARA PARIVAR over a given

period of time.

• To find out the effectiveness of the other human resource functions of the

organization such as recruitment, selection, training and development and get the

better results from the employees.

• To find the availability of the healthy relationship and communication between

superior – subordinates and management – employees.

• To check the satisfaction level of employees towards the performance appraisal of

SAHARA INDIA PARIWAR.

• To check the effectiveness of Performance Appraisal Programme.

 Hypothesis

The HR department with its deep concern for its employees aims to have a better

understanding of people, generating awareness among them of their roles as a resource of the

organization for the attainment of its goals and objectives. With a challenge of developing a

highly skilled and flexible workforce, through continuous Performance appraisal, it seems

that HR has become an integral and indispensable part of any organization and its presence is

very much required for achievements of its organization goals and its success.
 Limitations

Every survey has some sort of limitations and the survey has also some limitations:-

1. Time constraint: - Limited time available was not enough to convince the people

2. Awareness: - People have not exact and appropriate knowledge about the life insurance.

3. Incorrect information: - Their might be wrong information provide in the Questionnaire.

4. Unupdated data: - Data collected is secondary which is not afresh and updated.
 Chapertization

CHAPTER I: - chapter one is introduction i e., significance of the problem, review of

literature, conceptualization, operationalization of the concept, focus of the study, objectives,

hypothesis, limitation.

CHAPTER II:- chapter two is explain the research methodology which includes universe

and survey population, profile of the organization, research design, sample size and

techniques, analysis pattern, data collection(primary & secondary),identified independent &

dependent variables, content analysis and applied statistical tools.

CHAPTER III: - Chapter three explain s the objectives wise analysis

CHAPTER IV: - Chapter fourth is all about macro analysis.

CHAPTER V: - Chapter fifth is summary of major observation & recommendations

CHAPTER VI: - Chapter sixth includes questionnaires/schedule, raw analysis & tables and

Bibliography.
 Notes

1. Human Resource Management : By V.S.P. Rao

2. Personal Management : By Dr. C.B. Mamoria

3. Research Methodology : By C.R. Kothari

4. Resource & Personal Management : By K. Aswathappa Human

 RESEARCH

METHODOLOGY
 Research methodology

Research methodology refers to the systematic method consisting of enunciating the

problem, formulating a hypothesis, collecting the facts or data, analyzing the facts and

reaching certain conclusions either in form of solutions towards the concerned problem or in

certain generalizations for some theoretical formulation.

In the context of Sahara India Pariwar, Performance Appraisal exist in both officer

and non officer. In tune with this concept I took the subject of research project.

“Study of effectiveness of performance Appraisal of employees in Sahara India

Pariwar”

Universe: - Local strength of employees whether or not they are directly or indirectly

involved in the performance appraisal programme.

 Profile of Sahara India Pariwar

Sahara India Pariwar with Global perspective, World-class standards of efficiency

and professional and Core Institutional values. Retain its position in the country as a pioneer

organization. In this emotionally integrated family “Nobody has even felt the need for trade

union and it does not exist”.

An institution with a culture of mutual Care and Commitment, a satisfying and

exiting work environment and continuous learning opportunities.

The synergy of an action oriented management, a dedicated work force and the proper

assimilation of state of the art technology has put Sahara India Pariwar in forefront of the

country. It is established in 1978 from Gorakhpur with 3 workers with assets Rs. 2000 only.
 Vision of Sahara India Pariwar

* SAHARA INDIA PARIWAR STANDS FOR -

Emotion before Economics

Principles before Profits

Values before Wealth

Man before Money

Country before Religion

Quality before Quantity

Conscience before Corporation

Family before Fortune

.
 Mission of Sahara India Pariwar

We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH QUALITY –

means enthusiastic, productive performance of duty ‘KARTAVYA’ towards the consumers’

worker’s survive satisfaction.

Objectives of Sahara India Pariwar:

• To insure optimum use of resources for manufacturing of the better product &

services.

• To generate sufficient resources for meeting the needs of expansion and growth

for servicing the investors.

• To ensure customer satisfaction competitiveness through quality, delivery and

cost.

• To constantly upgrade the technology and build market oriented Research &

Development in product development process development and cost reduction.

 • To minimize the net foreign exchange outflow without any conflicts with other

objectives.

• To generate and exploid the export potential for telecom equipment services.

Profit sharing of Sahara India Pariwar

On the onset of the 25th year (1st Feb. 2002) 25% - 50% hike in Gross Salary for Sahara

employees finds a mention in the Limca Book of Records and going for a mention in the

Guinness Book of World Records.

 Core Commitments – our strength

EMOTION

Emotion – is in performance of genuine duties towards the loved ones primarily in their

benefit, from their point of view. EMOTION is THE KEY that generates the required energy

and enthusiasm for desired quality performance.

DISCIPLINE

The enthusiastic obedience of laws and orders, which are given by the rightful authority.

DUTY

The enthusiastic obedience of laws and orders, which are given by our CONSCIENCE.
 NO DISCRIMINATION

Never should we discriminate in any of our actions, reactions, attitudes, decisions,

conclusions, in any of our expressions while caring for the six healths of other human beings,

namely physical, material, mental, emotional, social and professional healths.

QUALITY

Results from honoring Rules, Regulations, Commitments, Values, Fairness, Performance of

Duties by honestly balancing one’s own and other’s own and others’ reasonable point of

view in the matters of Material & Emotional aspects.

GIVE RESPECT

To definitely make others feel important and respected by giving sincere regard to others’

feelings, reasonable wishes & thoughts with an open and receptive mind and warmth.

SELF-RESPECT

To develop a sense of respect of oneself in others’ mind that is, to generate genuine & warm

feelings for oneself, among others on a continuous basis.

 TRUTH

Means total transparency in action, reaction, attitude and all other expressions and the

conviction to follow the right course.

COLLECTIVE MATERIALISM

Means to progress and prosper together for collective sharing and caring and not individually

or for a select group.

RELIGION

There is a religion higher than religion itself – it is NATIONALITY. We may practice our

religions in the confines of our homes, but outside, we should be Indians and only Indians.
 Activities of Sahara India Pariwar

Para banking

• Stringent Expense Control with the Cost of Fund including Interest Cost within

10.5% per annum.

• No Speculative Investment with Investment in Equity at 0.46% only, of the Total

Investment.

• High-class Quality Investment, which restricts the Non-performing Asset Ratio to 1%

only.

• Capital Adequacy Ratio of 23.60% when the statutory requirements is 12% only.
 Housing

 Countrywide 9000 acres of company owned lade. (Including land of around 2000

acres being purchased, in the pipeline).

 Shortly expanding our housing scheme with construction of more then 3 lakh

homes in 94 cities round the country in three phases.

 Project worth Rs.55000 crores. (Including project worth Rs.10, 000 cr., in the

pipeline).
 Media & Entertainment

 26 Daily Newspaper Editions in 2 languages (Hindi/ Urdu)

 Launching 1 national and 37 regional/city round-the-clock news channels.

 Shortly coming up with world class Studio, Media Institute & Media Club.

 One of the largest & fully Integrated Pre - Press, On- Press and Post - Press

Production facilities in India.

 Launching 48-page, broadsheet weekly news magazines with 32 editions Hindi &

one All-India, New Delhi, Mumbai, Pune & Lucknow editions in English.
 Aviation

 A new sophisticated fleet of 9 advanced Aviation Technology Boeing 737-800s , 737-

700,&737-400s.

 Offering a host of Customer Delight Programmers.

 Engineering and Maintenance support from KLM and Lufthansa.

 In the Its phase of expansion, the airline aim for a combined fleet strength of 23
aircraft with an operation of 155 flights, across 32 destinations and offering 15000

seats per day. We would eventually expand to a fleet strength of 45 constituting long

haul aircraft, new generation Boeing jets and regional jets.

 Forthcoming project

Consumer Products

 44 brands-more then 1957quality items which ensure ultimate customer

satisfaction.

 Seven broad product categories, which include.

 1635 distribution center.

 Over 6las strong sales force.

 3.2 crore-consumer bases.

Information Technology

 Shall also become one of the largest News Gathering agencies with start-up

points of hundreds of locations across the nation providing text-audio news

through portal.
  Shall also offer varied innovative services like Telemedicine, e-mandi, e-purse

(Debit Card), Online Railway/Air Ticketing and nationwide chain of Cyber

Cafes.

Sunder ban Project

 Spread over 36000 sq.kms. of water area which is the biggest Delta in the world.

 Connecting Kolkata and Sunder ban with hi-tech transportation and communication

facilities, these areas would be equipped with the latest in hospitality and

entertainment.

 This project is going to be one of its kinds in the world and shall definitely be a great,

grand-Global Destination.
 Sahara Hospital

• A 350- bed (expandable to 500 beds) international standard hi-tech medical aid

centre.

• To be set up in association with Apollo Hospital and Enterprises Ltd.

• Coming up on 40 acres of land in Gomti Nagar, Lucknow.

 Research Design

A research design is an arrangement for the analysis and the collection of data in a manner

that combine relevance to the research purpose with economy in procedure.

Research design provides decisions regarding:

1. What is the study about?

2. Why is the study being made?

3. What type of data is required?

4. Where the required data can be found?

5. What will be the sample design?

6. How will the data be analyzed?

The design of this research is descriptive in nature because it is describing the characteristics

of a particular individual, or of a group.

In this study some facts are taken in to consideration which belongs to SAHARA INDIA

PARIVAR.

The descriptive design of the study obtains the information regarding full organization. The

facts, characteristics, nature of the SAHARA INDIA PARIVAR are taken in to consideration

with the help of primary and secondary data.

Sample Size: - It refers to the no. of employees selected from the universe to the sample

which is a proper representation of the universe the manner of selecting the sample.

For the purpose of conducting the survey a questionnaire was prepared and a simple

random sampling technique was used to select the respondent covering all the four

department
 DATA COLLECTION

There are two methods of collecting data. They are primary method and secondary method.

SECONDARY DATA COLLECTION: - Secondary data have been collected from

different websites, company journals.

PRIMARY DATA COLLECTION: - Primary method of data collection i.e. though

questionnaire and interview.

Objective wise analysis of data of Sahara India Pariwar

1. Awareness of Performance Appraisal Programmes:

94% of the employees in Sahara India pariwar are aware about the prevailing

structure of performance appraisal programme. At the same time 6% are still unaware about

the same.

1
2

94
2. Fulfillment of Objective:

80% of the employees in Sahara India Pariwar are of the opinion that the present system for

performance appraisal fulfills the required objective of appraisal. This shows the most of the

employees are satisfied with the appraisal programme they are undergoing.

20

1
2

80

3. Importance of employees in Appraisal Programme :

83% of the employees in Sahara India Pariwar feels that there suggestions and

interests are considered. While other 17% of the employees does not feel the same.

17

1
2

83
4. Effectiveness of Performance Appraisal Programme:

71% of the employees in Sahara India Pariwar feels that existing programme is capable

enough to analyze the strengths and weakness of employees while other 29% does not feel

that performance appraisal programme is not such effective.

29

1
2

71

5. Time span of Performance Appraisal Programme:

40% of employees in Sahara India Pariwar gives their opinion that performance appraisal

programme should be conducted half yearly, while 8% of employees agree that it should be

conducted monthly and 26% of the employees agree with quarterly and annually conduction

of performance appraisal.

40 26 1
2
3
4
26
6. Purpose of performance Appraisal:

40% of the employees of Sahara India Pariwar say that promotion is the main purpose of

performance appraisal. 34% of the employees feel that training is the main purpose of

performance appraisal and 26% of the employees feels that pay increase is the purpose of

performance appraisal.

26
40
1
2
3

34

7. Personal Involvement of Employees:

48% of the employees of Sahara India Pariwar feels that there is personal involvement of

employees in the performance appraisal process while other 52% of the employees does not

feel the same.

48
1
2
52
8. Need of the Training:

68% of the employees in Sahara India Pariwar feels that existing process of performance

appraisal is able to recognize the need of the training while other 32% of the employees does

the feel the same.

32

1
2

68

9. Behavioral Aspects:

37% of the employees of Sahara India Pariwar feel that existing appraisal method

completely change the behavioral aspects of employees while 49% of the employees feel

that, it changes partially and other 14% of the employees feel that it does not changes at

all.

14
37
1
2
3

49
10. Satisfaction level:

80% of the employees of Sahara India Pariwar are satisfied with the existing

performance appraisal system while other 20% of the employees are not satisfied with the

existing system.

20

1
2

80
 Macro analysis

Comparative analysis of Sahara India Pariwar, Reliance

Infocomm ltd and Pradeshik Cooperative Dairy Federation ltd.

1. Role of Performance Appraisal Programme:

80% of the employees in Sahara India Pariwar agrees that performance appraisal

programme is well defined for various level of employees while 73% of the employees in

Parag and only 40% of the employees in Reliance agrees that the Appraisal programme is

well defined for various level of employees.

This shows that performance appraisal programme plays a major role in Sahara India

Pariwar.
2. Personal involvement of employees in appraisal process: -

About 48% of the employees in Sahara India Pariwar feels that there is personal

involvement of employees in appraisal process while 40% of the employees parag and only

25% of the employees in Reliance feels the same.

This shows that personal involvement of the employees in Sahara India Pariwar is

higher than the any other organization.

3. Purpose of Performance Appraisal:

About 40% of the employees of Sahara India Pariwar say that promotion is the main

purpose of performance appraisal while 60% of the employees in Reliance and 74% of the

employees in Parag say that promotion is the main purpose.

Most of the employees are in the view that promotion is the main purpose rather

training and pay increase.

4. Time span of Performance Appraisal programme:

About 40% of the employees in Sahara India Pariwar are of the opinion that

performance appraisal programme should be conducted Half yearly rather monthly,

quarterly, annually while 35% of the employees in Reliance are of the opinion that it should

be conducted Annually and 40% of the employees in Parag are of the view that it should be

conducted quarterly.

Performance Appraisal should be conducted annually as it saves time, money and is

accurate.

5. Fulfillment of needs of trainings:

68% of employees in Sahara India Pariwar agrees that existing process of Appraisal

programme is able to recognize the need of the training while 80% of the employees in Parag

and only 45% of the employees in Reliance agrees the same.

6. Behavioral aspects:

About 49% of the employees in Sahara India Pariwar feel that Performance Appraisal

methods partially change the behavioral aspects of employees while 80% of the employees in

Parag and only 50% of the employees in Reliance feels the same.

Thus most of the employees feel that the existing performance appraisal methods and

techniques partially change the behavioral aspects.

7. Role of Employees:

About 43% of the employees in Sahara India Pariwar think that when self appraisal is

done, the employee is honest while only 5% of the employees in Reliance and only 7% of the

employees in Parag thinks the same.

This means that when self-appraisal is done, the most of the employees does not seem

to be honest.
8. Awareness of Performance Appraisal Programme:

94% of the employees in the Sahara India Pariwar are aware that about the prevailing

structure of performance appraisal while 93% of the employees in Parag and 75% of the

employees in Reliance are aware that performance appraisal prevail in the organization.

This means that employees of Sahara India Pariwar are much more aware about the

implementation of performance appraisal than in any other organization.

9. Satisfaction Level:

About 80% of employees in Sahara India Pariwar are satisfied with the performance

Appraisal system while 73% of the employees in Parag and 65% of the employees in

Reliance are satisfied with the existing performance appraisal system.

This shows that most of the employees are satisfied with the existing performance

Appraisal system.
 Recommendations

Performance Appraisal programme can be made effective and successful if the following

suggestions are considered:

1. The appraisee should be provided with regular, constructive feedback concerning

his progress in performance appraisal and implementation of the newly acquired

abilities.

2. It should be recognized that all the appraisee do not progress at the same rate.

Therefore, flexibility should be allowed in judging the rates of progress in the

performance appraisal programme.

3. If possible, the personal involvement or active participation of the appraisee

should be got in the performance appraisal programme.

4. As the appraisee acquire new knowledge, skills or attitudes and applies them in

job situation, he should be significantly rewarded for his efforts.

5. Suggestion and interest of employees should be considered as it motivates

employees to perform better in future than present.

6. Not only promotion needs is considered as the man purpose of performance

appraisal but training need should also be considered.

7. Attempt should be made to determine if the appraisee has intelligence, maturity

and motivation to successfully complete the performance appraisal programme.

8. The appraise should be helped to see the need of training by making him aware of

the personal benefits he can achieve through better performance. He should be

helped to discover the reward and satisfaction that might be available to him

through changes in behavior.

 Questionnaire

Name…
Age …
Place …

1. Are the employees in Sahara India pariwar are aware about the prevailing

structure of performance appraisal programme?

a. Yes b. No

2. Are the present system for performance appraisal fulfills the required

objectives of appraisal?

a. Yes b. No

3. Are the employees in Sahara India Pariwar feels that there suggestions and

interests are considered?

a. Yes b. No

4. Is the existing programme capable enough to analyze the strengths and

weakness of employees?

a. Yes b. No
 5. What should be the Time span of Performance Appraisal Programme?

a. half yearly b. monthly

c. quarterly d. annually

6. What is the Purpose of performance Appraisal?

a. promotion b. training

c. pay increase

10. Should there be Personal Involvement of Employees in the performance

appraisal process?

a. Yes b. No

11. Is the existing process of performance appraisal is able to recognize the

need of the training?

a. Yes b. No

12. Is the existing appraisal method change the Behavioral Aspects of

Employees?

a. Completely b. partially

c. not at all
13. Are the employees of Sahara India Pariwar are satisfied with the existing

Performance appraisal system?

a. Yes b. No

Thank you for your cooperation and giving your precious time.

***
 Raw Analysis

Q.1 Are the employees in Sahara India pariwar are aware about the

prevailing structure of performance appraisal programme?

Response Employee
Yes 94
No 06

Q.2 Are the present system for performance appraisal fulfills the

Required objectives of appraisal?

Response Employee
Yes 80
No 20

Q3. Are the employees in Sahara India Pariwar feels that there

suggestions and interests are considered?

Response Employee
Yes 83
No 17

Q4 Is the existing programme capable enough to analyze the

 strengths and weakness of employees?

Response Employee
Yes 71
No 29

Q5. What should be the Time span of Performance Appraisal?

Programme?

Response Employee
Half yearly 40
Monthly 08
Quarterly 26
Annually 26

Q.6. What is the Purpose of performance Appraisal?

Response Employee

Promotion 40
Training 34
Pay Increase 26

Q.7 Should there be Personal Involvement of Employees in

the performance appraisal process?

Response Employee
 Yes 48
No 52

Q8 Is the existing process of performance appraisal is able

to recognize the need of the training?

Response Employee
Yes 68
No 32

Q9. Whether the proper facility provided to implement the change?

Response Employee
Completely 37
Partially 49
Not at all 14

Q10. Are the employees of Sahara India Pariwar are satisfied with

the existing Performance appraisal system?

Response Employee
Yes 80
No 20
 Bibliography

1. www.google.com

2. www.talash.com

3. www.winkipedia.com

4. www.saharaindiapariwar.org

5. www.sahara.in

6 wikipedia.org/wiki/Sahara_India_Pariwar. en.