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INTRODUCTION
Human Resources Management:
Human Resource Management (HRM) is the function within an organization
that focuses on recruitment of, management of, and providing direction for the people
who work in the organization. Human Resource Management can also be performed
by line managers.
Human Resource Management is the organizational function that deals with
issues related to people such as compensation, hiring, performance management,
organization development,
safety, wellness,
benefits,
employee
motivation,
transfer salary determination and the like. But the recent developments in human
resources management indicate that performance appraisal is the basis for employee
development. Performance appraisal indicates the level of desired performance level,
level of actual performance and the gap between these two. This gap should be
bridged through human resources development techniques like training executive
development etc.
According to the past survey it was noticed that the performance appraisal
system in this company was not up to the mark. Hence there would be scope for
giving few suggestions as per my knowledge to improve the performance appraisal
system which was quite essential for the better performance of the employees.
IMPORTANCE OF THE STUDY
Performance appraisals provide employees and managers with opportunities to
discuss areas in which employees excel and those in which employees need
improvement. Performance appraisals should be conducted on a regular basis, and
they need not be directly attached to promotion opportunities.
Personal Attention
During a performance appraisal review, a supervisor and an employee discuss
the employee's strengths and weaknesses. This gives the employee individual face
time with the supervisor and a chance to address personal concerns.
Feedback
Employees need to know when their job duties are being fulfilled and when
there are issues with their work performance. Managers should schedule this
communication on a regular basis.
Career Path
Performance appraisals allow employees and supervisors to discuss goals that
must be met to advance within the company. This can include identifying skills that
must be acquired, areas in which one must improve, and educational courses that must
be completed.
Employee Accountability
b) Secondary data:
The secondary data are those which have already been collected by someone
or else which have been passed through statistical process. Sources of secondary data
can be categorized into two broad categories named published and unpublished
statistics, also collected from various files, records and RLS SOLUTIONS.
Size:
A sample of 40 employees has been selected .Although it looks to be a small
sample keeping in view the large number of employees it has to be limited because of
time constraint(8 weeks).Even then the sample size is not considered to be small. It is
enough to draw conclusions.
Type:
Since employees from all levels (strata) namely the top level, the middle level,
and the lower level are bound to experience stress, the sample has to include
employees from all levels. Stratified random sampling technique was selected while
preparing questionnaire as this was the only technique that helped to draw conclusions
accurately.
LIMITATIONS OF THE STUDY
As the study revolves around the performance appraisal of human resources aspects
the overall organization performance cannot be ascertained. In spite of giving honest
and sincere efforts there are several limitations, which are as follows:
The period of study is only for about 2months, which is a major constraint.
The perception bias or attitude of the respondents may also act as hurdles to
the study.
The study is only confined to performance appraisal.
The study cannot be oriented with all HRM practices followed by
The sample size taken for the research is small due to the constraint of time.
RESEARCH METHODOLOGY
Research has wider scope; Research refers to a scientific and systematic
search for relevant information on a specified topic. It involves defining research
objectives and gathering information through primary and secondary data depending
on type of research conducted and finally analyzing the collected data.
RESEARCH DESIGN:
Research Design refers to framework or plan for a study that guides the collection
and analysis of data. A typical research design of a company basically tries to
resolve the following issues:
a) Determining Data Collection Design
b) Determining Data Methods
c) Determining Data sources
d) Determining Primary Data Collection Methods
e) Developing Questionnaires
f) Determining Sampling Plan
1) Explorative Research Design:
Explorative studies are undertaken with a view to know more about the problem.
These studies help in a proper definition of the problem, and the development of
specific hypothesis is to be tested later by more conclusive research designs. Its basic
purposes are to identify factors underlying a problem and o determines which one of
them needs to be further researched by using rigorous conclusive research designs.
2) Conclusive Research Design:
Conclusive Research studies are more formal in nature and are conducted with a view
to eliciting more precise information for purpose of making marketing decisions.
These studies can be either:
A) Descriptive or
B) Experimental
Thus, it was mix of both the tools of Research Design that is, Explorative as well as
Conclusive.
Introduction to performance appraisal
Globalization of economy has put the organization under tough competition.
Thus, survival of an organization depends on the performance. We may consider
performance of an organization as the sum of the total performance of each
individual. In fact, performance management has today occupied an important role.
People in the organization work to achieve organizational goals. But, people
do not behave in expected manner. Again, performance is the product of employees
ability, knowledge and skill. Once the employee has been selected, trained and
motivated, he is then appraised for his performance.
Performance appraisal is the step where the management finds out how
effective it has been at hiring and placing employees. Hence its evaluation at regular
interval is necessary to know whether employee stand in the organization context.
Thus, appraising the performance of individuals, groups and organizations is a
common practice of all societies.
CHARACTERISTICS
1.
2.
3.
It is scientific and objective study. Formal procedures are used in the study.
4.
5.
PROCESS
The process of performance appraisal:
1.
2.
3.
Measuring Performance
4.
5.
LIMITATIONS
1.
Errors in Rating
2.
Lack of reliability
3.
Negative approach
4.
Multiple objectives
5. Lack of knowledge
Appraisal Process:
Each step in the process is crucial and is arranged logically. Many
organizations make every effort to approximate the ideal process, resulting in firstrate appraisal systems. Unfortunately, many others fail to consider one or more of the
steps and, therefore have less- effective appraisal system.
Objectives of
Performance appraisal
Establish job
Expectations
Design an appraisal
Programme
Appraise performance
Performance
Interview
2. Establish job expectations: The second step in the appraisal process is to establish
job expectations. This includes informing the employee what is expected of him or
her on the job.
3. Design appraisal programme: Designing an appraisal programme posses several
questions which need answers. They are (i) Formal versus informal appraisal; (ii)
Whose performance is to be assessed? (iii) Who are the raters? (iv)What problems
are encountered? (v) How to solve the problems? (vi) What should be evaluated?
(vi i ) When to evaluate? (vii i) What methods of appraisal are to be used?
5. Use of Appraisal data: The final step in the evaluation process is the use of
evaluation data. The data and information generated through performance evaluation
must be used by the HR department.
Methods of Performance Appraisal:
With the evaluation and development of appraisal system, a number of
methods or techniques of performance appraisal have been developed.The important
among them.
Traditional Methods
1) Graphic Rating Scales:
Graphic rating scales compare individual performance to an absolute standard.
In this method, judgments about performance are recorded on a scale. This is the
oldest and widely used technique. This method is also known as linear rating scale or
simple rating scale. The appraisers are supplied with printed forms, one for each
employee. These forms contain a number of objectives, behavior and trait - based
Qualities and characters to be rated like quality and volume of work, job knowledge,
dependability, initiative, attitude etc., in the case of workers and analytical ability,
creative ability, initiative, leadership qualities, emotional stability in the case of
managerial personnel. These forms contain rating of scales. Rating scales are of two
types, viz., continuous rating scale and discontinuous rating scales. In continuous
order like o, 1, 2, 3, 4 and 5 and in discontinuous scale the appraiser assigns the point
to each degree. The points given by the rater know performance regarding each
character. The points given by the rater to each character are added up to find out the
overall performance. Employees are ranked on the basis of total points assigned to
each one of them.
One reason for the popularity of the rating scales is its simplicity, which
permits many employees to be quickly evaluated. Such scales have relatively low
Design cost and high in case of administration. They can easily pinpoint significant
dimensions of the job. The major draw back to these scales is their subjectivity and
low reliability. Another limitation is that the descriptive words often used in such lies
may have different meanings to different raters.
2) Ranking Method:
Under this method the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the highest performance and
the employees with the lowest performance in that particular job category and rates
the former as the best and the later as the poorest. Then the rater selects the next
highest and next lowest and so on until he rates all the employees in that group.
Ranking can be relatively easy and inexpensive, but its reliability and validity may be
open to doubt. It may be affected by rater bias or varying performance standards.
Ranking also means that somebody would always be in the backbench. It is possible
that the low ranked individual in one group may turnout to be superstar in another
group. One important limitation of the ranking method is that size of the different
between individuals is not well defined. For instance, there may be little difference
between those ranks third and fourth.
3) Paired Comparison Method:
This method is relatively simple. Under this method, the appraiser ranks the
employees by comparing one employee with all other employees in the group, one at
a time. As illustrated, this method results in each employee being given a positive
comparison total and a certain %age total positive evaluation.
Example:
Employee B
Employee C
(0/4)* 100=0%
(2/4)* 100=50%
Employee
Employee E
(4/4)* 100=100%
* 100 = 75%
employees, the supervisor would find it extremely difficult to decide who should be
placed in the lower categories. Difficulties can also arise when the raters most explain
to the employee why he was placed in one grouping and others were placed in higher
groupings.
5) Checklist Methods:
The Checklist is a simple rating technique in which the supervisor is given a
list of statement or words and asked to check statements representing the
characteristics and performance of each employee. There are three types of checklist
methods, viz, simple checklist, weighted checklist and forced choice method.
(a) Simple Checklist Method:
The checklist consists of large number of statements concerning employee
behavior.
Example: Simple Checklist Method,
RLS Solutions.,
Performance Appraisal Form
Name of Employee:
Number:
Designation:
Department:
Checklist of Qualities:
1. Behavior is the employee punctual in attending the office?
A) Yes
2.
B)No
B) No
B) No
B) No
examples of employee behavior, the essay technique minimizes supervisory bias and
halo effect.
8) Group Appraisal:
Under this method, an employee is appraised by a group of appraisers. This
group consists of the immediate supervisor of the employee, to other supervisors who
have close contact with employee's work, manager or head of the department and
consultants. The head of the department or manager may be the chairman of the
group and the immediate supervisor may act as the coordinator for the group
activities. This group uses any one or multiple techniques discussed earlier. The
immediate supervisor enlightens others members about the job characters, demands,
standards of performance etc. Then the group appraises the performance of the
employee, compares the actual performance with standards, find out the deviations,
discusses the reasons therefore, suggests ways for improvement of performance,
prepares action plans, studies the need for change in job analysis and standards and
recommends change, it necessary. This method is widely used for purpose of
promotion, demotion and retrenchment appraisal.
9) Confidential Report:
Assessing the employee's performance confidentially is a traditional method of
performance appraisal. Under this method, superior appraises the performance of his
subordinates based on his observations, judgments and institutions. The superior
keeps his judgment and report confidentially. In other words the superior does not
allowed the employee to know the report and his performance. Superior writes the
report about his subordinates, strengths. Weakness, intelligence, attitude to work,
sincerity, commitment, punctuality, attendance, conduct, character, friendliness, etc,
Though confidential report is a traditional method, most of the public sector
organizations still follow this method in appraising the employee's performance. This
method suffers from a number of limitations.
Modern Methods
1) Behaviorally Anchored Rating Scales (BARS):
During the appraisal period the superior and subordinate update and later
goals as necessary due to changes in the business environment.
4) Psychological Appraisal:
Psychological appraisal are conducted to asses the employee potential,
Psychological appraisal consist of
(a) In - depth interviews
(b) Psychological tests
(c) Consultations and discussions with the employee
(d) Discussions with the superior's sub-ordinates and peers
(e) Reviews of others evaluations.
Evaluation is conducted in the areas of (a) employee's intellectual abilities, (b)
Emotional stability, (c) motivational responses, (d) sociability, (e) employees ability
to comprehend the vents, and (f) ability to foresee the future.
5) Counseling:
After the performance of the employee is appraised, the superior should
inform the employee about the level of his performance, the reason for the same,
need for and the methods of improving the performance. The superior should
counsel the employee about his performance and the methods of improving it.
Counseling is a planned, systematic intervention in the life of an individual
who is capable of choosing the goal and the direction of his development. Thus,
the purpose of counseling is to help the employee aware of his own performance,
his strengths and weakness, opportunities availabilities available for performance
counseling can be done in the form of performance interview by the superior.
Human
Performance
Employee
Performance
Appraisal
Feedback
Performance
Measures
Performance Related
Standards
Human Resources
Decisions
Employee
Records
Continuous open communication: Most employees have a strong need to know how well they are performing. A
good appraisal system provides highly desired feedback on a continuing basis. There should
be few surprises in the performance review.
Performance reviews: A performance review allows them to detect any errors or omissions in the
appraisal, or an employee may simply disagree with the evaluation and want to challenge it.
Constant employee performance documentation is vitally important for accurate
performance appraisal.
Due process: Ensuring due process is vital. If the company does not have a formal grievance
procedure, it should develop one to provide a employees an opportunity to appeal appraisal
results that they consider inaccurate or unfair. They must have a procedure for pursuing
their grievances and having them addressed objectively.
CHAPTER-IV
PROFILE OF COMPANY & INDUSTRY
Company Overview
RLS WORLD is a global leader in transforming and running business
processes and operations, including those that are complex and industry-specific. RLS
WORLD stands for Generating Impactvisible in tighter cost management as well as
better management of risk, regulations, and growth for hundreds of long-term clients
including more than 100 of the Fortune Global 500. Our approach is distinctive:
through an unbiased, agile combination of smarter process science, targeted
technology and advanced analytics, we help our clients become more competitive by
making their enterprises more intelligent: adaptive, innovative, globally effective, and
connected to their own clients.
RLS WORLD began in 1997 as a business unit. This heritage has contributed
to our deep understanding of process. As made Lean and Six Sigma pervasive, RLS
WORLD applied this same industrial engineering ethos to business processes
operations for the first time. Built with single-minded passion for process science and
operational excellence, RLS WORLDs Smart Enterprise Processes methodology
focused on business impact while safeguarding costs and limiting initial investment
igniting the global Business Process Outsourcing (BPO) services industry. In January
2005, RLS WORLD became an independent company, bringing our process expertise
and unique to global clients.
RLS WORLD has accumulated significant expertise over the past 16 years of
specialized work with hundreds of enterprises. We remain loyal to our heritage of
operational excellence as an extension of our clients business reflected by the best
client satisfaction scores in the industry. Our experienced management team drives
client partnerships personally and manages global operations in India
, with
main offices in Hyderabad City where key executives and corporate functions are
based. Generating Impact Since 1997
Our History
RLS WORLD has a unique heritage, which has contributed to our deep
understanding of process. We began in 1997 as a business unit within building the
company from the ground up. Our charter was to provide business process services to
businesses, with the goal of enabling outstanding efficiencies. During the eight years
that followed, we earned the opportunity to manage a wide range of processes from
the simple to complex, operating across financial-services and manufacturing
businesses.
Info group Capital became RLS WORLDs largest shareholder in November 2012
with the strategic objective to grow the company further.
Introduction
The insurance BPO market has witnessed its highest activity in the last two
years. The number of insurance contracts signed in 2011-2012 was more than
double the number signed during the peak of the global economic downturn of
2008-2009, which also affected insurance companies severely. As the capital
expands, insurers are looking at BPO as a key tool to cut costs, improve
operations and manage regulations. Service providers are, in turn, differentiating
their offerings through better technology, strong delivery capabilities, and the
ability to serve niche segments.
The
insurance
BPO
service
provider
profiles
provide
accurate,
Insurance BPO service suite and scale of operations: Includes service provider
service suite, FTEs, revenue, and recent developments
Everest Groups assessment: Includes the position of the service provider on the
Everest Group PEAK Matrix, market share & delivery capability assessment, and
overall remarks on the capabilities of the service provider.
RLS WORLD offers highly competitive rates with a very flexible approach.
We work either on an hourly rate or we can work out a monthly rate for our
consultants. In the normal mode, consultants remain full-time employees of RLS
WORLD, but under special circumstances,
RLS WORLD is willing consider contract-to-hireordirect-hiresituations.
Our aim is to provide as many solutions as possible, so that we can exceed your
expectations.
Offshore development offshore Outsourcing has proved to be a differentiating
factor for companies, offering cost, time and quality advantages. Today, it is common
practice to look to distant shores for:
Rapid deployment
Lowered Costs
Sector Outlook
FMCG is the fourth largest sector in the Indian Economy with a total market
size of Rs. 60,000 crores. FMCG sector generates 5% of total factory employment in
the country and is creating employment for three million people, especially in small
towns and rural India.
Analysis of FMCG Sector
Strengths:
1. Low operational costs
2. Presence of established distribution networks in both urban and rural areas
3. Presence of well-known brands in FMCG sector
Weaknesses:
1. Lower scope of investing in technology and achieving economies of scale,
especially in small sectors
2. Low exports levels
3. "Me-too" products, which illegally mimic the labels of the established brands.
These products narrow the scope of FMCG products in rural and semi-urban market.
Opportunities:
1. Untapped rural market
2. Rising income levels i.e. increase in purchasing power of consumers
3. Large domestic market- a population of over one billion.
4. Export potential
5. High consumer goods spending
Threats:
1. Removal of import restrictions resulting in replacing of domestic brands
2. Slowdown in rural demand
Tax and regulatory structure
To undertake marketing effectively, businesses need information. Information
about customer wants, market demand, competitors, distribution channels etc.
Marketers often complain that they lack enough marketing information or the
right kind, or have too much of the wrong kind. The solution is an effective marketing
information system.
The information needed by marketing managers comes from three main sources:
(1) Internal company information
E.g. sales, orders, customer profiles, stocks, customer service reports etc)
(2) Marketing intelligence
This can be information gathered from many sources, including suppliers,
customers, and distributors. Marketing intelligence is a catch-all term to include all
the everyday information about developments in the market that helps a business
prepares and adjust its marketing plans. It is possible to buy intelligence information
from outside suppliers who set up data gathering systems to support commercial
intelligence products that can be profitably sold to all players in a market.
(3) Market research
Management cannot always wait for information to arrive in bits and pieces
from internal sources. Also, sources of market intelligence cannot always be relied
upon to provide relevant or up-to-date information (particularly for smaller or niche
market segments). In such circumstances, businesses often need to undertake specific
studies to support their marketing strategy - this is market research.
RLS WORLD ,provide software in various it sectors,and it is also having nonit relationships, as a part of it enabled services ,RLS WORLD had developed
enormous projects in various languages,
We are also in to the non-it works and we outsource the man power in the
various sectors of the management such as executives, marketing managers, managers
etc, we are well known for our placements in various industries and thus satisfying
our clients to much extend.
of
best
practice
and
management
theories.
We are committed to providing our clients with a cost effective service that is
both responsive and sensitive to their needs. The Business Development Consultancy
operates as an arms-length Trading Agency. Our overall aim is to help organizations
and individuals to achieve excellence in the management and delivery of public
services.
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
These
recourses should be developed to their fullest extent for the efficient functioning of an
organization and their performance needs to appraise continuously.
The present study is aimed at analyzing the Performance Appraisal system
at RLS SOLUTIONS. There is a felt, need and justification to conduct surveys and to
know the perceptions of employees regarding existing practices. A structured
questionnaire has been surveyed among 40 respondents by adopting strata technique.
And their perceptions are analyzed and interpreted in this chapter.
For the purpose of survey, a sample of 40 employees has been taken into
consideration with a view to assess the "Performance Appraisal System" in RLS
SOLUTIONS Performance appraisal helps in the assessment of individual potential.
No.
Rating Scale
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
of
Respondents
7
4
0
29
0
40
In%
17.5
10
0
72.5
0
100
Graph-4.1
30
25
20
15
Series1
10
5
0
Strongly
Agree
Neutral
Srtongly
Disagree
Agree
Disagree
Analysis:
From the above table-4.1 it can be known that 72 % of respondents have
agreed about the assessment of individual potential and 17.5 % of them have
strongly agreed of the above statement and 10 % of the employees are in a neutral
stage and where none of them have disagreed for the above statement. So majority
of the respondents i.e. 72.5 % of the respondents have agreed about the assessment
of individual potential.
Interpretation: From the above analysis we can interpret that, some of the
employees were in neutral position, because the appraisal system in the organization
was not in a full fledge way.
S.No.
No.
Rating Scale
of
ln%
respondents
1.
2.
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
1
12
1
22
4
40
2.5
30
2.5
55
10
100
Graph-4.2
25
20
15
10
Series1
5
0
Strongly
Agree
Neutral
Srtongly
Disagree
Agree
Disagree
Analysis:
From the above table-4.2 it can be known that, 55% of respondents have
agreed that die performance appraisal system followed in the organization rational
and fair and 30 of the respondents are in neutral stage. Whereas 2.5pciceiU of the
respondents have agreed for the above statement and 2.5petce&t of the respondents
have strongly disagreed, where 10 % of the respondents have disagreed for the above
statement.
Interpretation: From the above analysis we can interpret that, some of the
employees were in neutral position. Because the organization doesnt following the
companys policies fairly.
Table-4.3 : Job expectations are informed and the superiors set the tasks.
S, No.
1.
Rating Scale
Strongly Agree
2.
3.
Neutral
7.5
10
25
Strongly Disagree 0
4.
Agree
24
60
5.
Disagree
7.5
Total
40
100
Graph-4.3
25
20
15
10
Series 1
5
0
Strongly
Agree
Neutral
Strongly
Disagree
Agree
Disagree
Analysis: From the above table-4.3 it can be known that, 60% of respondents have
agreed that the job expectations are informed and the superiors set die tasks. And 25%
of die respondents are in neutral stage and 7,5% strongly agree for above statement
and where as 7.5% of the respondents disagree for die above statement, none of them
are in a stage of strongly disagree opinion.
Interpretation: The above analysis shows that, some of employees were in neutral
position. Because the job expectations were not informed, and the tasks were not
assigned by superiors properly.
Rating Scale
No. of
In%
respondents
1.
2.
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
6
4
0
27
3
40
15
10
0
67.5
7.5
100
Graph4.4
30
25
20
15
Series 1
10
5
0
Strongly Neutral Strongly
Agree
Disagree
Agree
Disagree
Analysis:
From the above table-4.4 it is found that, 67.5% of respondents have agreed for the
performance appraisal followed in the organization helps to assess the training and
development needs of employee and I5 % of them have strongly agreed in ID-% of
the respondents are in neutral stage and the remaining 7.5% of the respondents are in
disagreed opinion. Where none of them are is strongly disagreed opinion.
Interpretation: The above analysis states that, majority of the employees opined
that a good performance appraisal system in the organization, helps to train and
develop an employee in all aspects.
S.No.
No.
Rating Scale
of ln%
respondents
1.
Strongly Agree
10
2.
3.
4.
5.
Neutral
Strongly Disagree
Agree
Disagree
Total
3
1
J
30
2
40
7.5
2.5
75
5
100
Graph-4.5
30
25
20
15
Series 1
10
5
0
Strongly
Agree
Neutral
Strongly
Disagree
Agree
Disagree
Analysis: From the above table-4.5 it is found that, 75% of respondents have agreed
for the performance appraisal in the organization helps to recognize the competence
and potential of individual and 10 % of the respondents have strongly agreed, and
7.5% of the respondents are in neutral stage and 5% are in disagreed opinion where as
2.5% of the respondents strongly disagree for the above statement.
Interpretation: The above analysis elicits that, some of the employees were in
neutral and disagree position. Because the appraisal process in the organization is not
that much effective
Table-4.6 : Employees are happy with the assessment of performance followed in the organization.
No.
S.No.
Rating Scale
1.
Strongly Agree
2.
3.
4.
5.
Neutral
Strongly Disagree
Agree
Disagree
Total
of ln%
respondents
3
7.5
14
0
18
J
5
40
35
0
45
12.5
100
Graph-4.6
20
15
10
Series 1
5
0
Strongly
Agree
Neutral
Strongly
Disagree
Agree
Disagree
Analysis: From the above table-4.6 it is found that, 45% of respondents have agreed that they are
happy with the assessment of performance appraisal followed in the organization. And 35 % of the
respondents are in neutral stage and 12.5% of the respondents are in a disagreed stage where 7.5%
have strongly agreed for the above statement but none of them have strongly disagreed for this
statement.
Interpretation: We can interpret that, most of the employees were in disagree and neutral
position. Because the assessment system in the organization was not up to the mark.
Table-4.7 : Employees have been appraised fairly according to the company's policies.
of In %
No.
S. No.
Rating Scale
1.
2.
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
respondents
2
13
0
23
2
40
5
32.5
0
57.5
5
100
Graph-4.7
25
20
15
10
Series 1
5
0
Strongly
Agree
Neutral
Strongly
Disagree
Agree
Disagree
Analysis: From the above table-4.7 it is found that, 57.5% of respondents have agreed that the
employees have been appraised fairly according to the company policies and 32.5% of the
respondents are neutral stage and 5% of them are strongly agree and where as 5% of the respondents
disagree for the above opinions and none of them have disagree for the above opinion.
Interpretation: Here we can state that, most of the employees were in disagree and neutral
position. Because performance appraisal was not done fairly according to the companies policies .
Table-4.8 :Advises and suggestions are given to the employees during the appraisal process.
S. No.
Rating Scale
No.
of
In%
respondents
1.
2
3.
4.
5.
Strongly Agree
Neutral
Strongly Disagree
Agree
Disagree
Total
3
15
0
10
12
40
7.5
37.5
0
25
30
100
Graph-4.8
16
14
12
10
8
Series 1
6
4
2
0
Strongly
Agree
Neutral
Strongly
Disagree
Agree
Disagree
Analysis: From the above table4.8 it is found that, 30 % of respondents have disagreed that advises
and suggestions are given to the employees during the appraisal process and 25% of them have
agreed and 7.5% of the respondents strongly agree and majority of the respondents i.e. 37.5% are in a
neutral stage and none of them have disagreed for the above statement.
Interpretation: The above analysis exhibits that, employees are expecting many more suggestions
and advises, during the appraisal process that would be helpful for their career.
Of %
respondents
Positive way 3
Uninteresting 15
Negative way 0
Neutral
10
Total
40
7.5
37.5
0
25
100
Graph-4.9:
16
14
12
10
Series 1
8
6
4
2
0
Positive way
Uninteresting
Negative way
Netural
Analysis: From the above table-4.9 it is found that, 50% of respondents have a positive
way regarding acceptance of the appraisal feedback. And 47.55 of them are in a neutral
opinion and 2.5% of the respondents feel it uninteresting on the above statement. And none
of them have a negative acceptance of this statement.
Interpretation: This analysis shows that, employees are not much interested in taking the
appraisal feedback.
Rating Scale
No.
of
1.
2.
3.
4.
Superior
HOD
Subordinate
Peer groups
Total
respondents
13
25
1
1
40
In%
32.5
62.5
2.5
2.5
100
Graph-4.10
25
20
15
Series 1
10
5
0
Superior
Subordinate
Analysis: From the above table-4.10 it is found mat, 62.5perecent of respondents feel that
their HOD should be their appraiser and 32.5% of them feel that their superior should be the
appraisal and 2.5% of the respondents feel that their subordinates and peer groups should be
the appraiser.
Interpretation: This states that, the appraiser should be the head of the department, the employee
feel that he is the right person to evaluate their performance.
Rating Scale
Once in 3 months
Once in 6 months
Once in a year
Total
1.
2.
3.
No.
of
In%
respond
eents 8
11
21
40
20
27.5
52.5
100
Graph-4.11
25
20
15
10
Series 1
5
0
Once in 3 Once in 6 Once in a
months
months
year
Analysis: From the above table-4.11 it is found that, 52.5% of respondents feel that their appraisal
system should be once in a year and 27.5% of the respondents feel that it should be twice in a year (6
months) and where as 20% of the respondents feel that it should be for every 3 months.
Interpretation: Here, the employees felt that, they need to be assessed once in a year, as they felt
it is a right period of time to assess the performance.
Table-4.12 : The performance appraisal followed in the organization makes the employees.
S.No Rating Scale
1
2
No.
of In%
Respondents
Motivating
38
95
De motivating
2
5
Graph-4.12
Analysis: From the above table-4.12 it is found that, 95% of respondents are motivated towards
performance appraisal followed in the organization and 5 % of the respondents demotivates for the
above statement.
So majority of the respondents i.e.. 95 % of the respondents have motivated towards the appraisal
system followed in the organization.
Interpretation: From the above study, employees felt performance appraisal system as a
motivating factor.
Table-4.13 : Types of errors / problems have impact on performance rating in the Organization.
S. No
Rating Scale
1
2
3
4
5
6
Influence
Attitude
Biased
Personal Grudge
Subjectivity
Status Effect
No
of In%
Respondents
9
16
8
1
5
1
22.5
40
20
2.5
12.5
2.5
Graph-4.13
Analysis: From the above table-4.13 it is observed that, appraisal system is rated by attitude that is
40% and 22.5% of the respondents by influence and 20% by biased, 12.5% by subjectivity and 2.5%
by personal grudge and remaining 2.5% by status effect.
Interpretation: The employees opined that, attitude factor have a greater impact on the
performance appraisal system.
Yes
No
of In%
Respondents
19
47.5
21
52.5
Graph-4.14
Analysis: From the above table-4.14 it is found that, 52.5% of respondents disagree that feed back
on performance is communicated after assessment of the performance appraisal. And 47.5% of the
respondents agree for the above statement.
So majority of the respondents i.e. 52.5 % of the respondents have disagreed that the
feedback on performance is communicated after assessment of the performance appraisals.
Interpretation: Here, the some of the employees express their view that, the performance
feedback need not be communicated after the assessment, while some of them felt that it is
essential.
In%
27.5
72.5
Graph-4.15
Analysis: From the above table-4.15 it is found that, 72.5% of respondents are aware of 360degree appraisal and 27.5% of die respondents are not known of 360-degree appraisal.
So majority of the respondents i.e.. 72.5 % of the respondents have agreed that they
were aware of 360 degree appraisal.
Interpretation:
Here from the above study it is known that, the employees are not completely aware of 360degrees appraisal system.
FINDINGS
More than half of the employees (72.5%) agree that Performance Appraisal is the
assessment of individual potential.
Some of the employees (30%) neutral that Performance Appraisal system followed in the
organization is rational and fair.
Some of the employees (25%) neutral that Job expectations are informed and the
superiors set the tasks.
Most of the employees (67.5%) agree that Performance Appraisal followed in the
Organization helps to the Training and development needs of employee.
Some
Less than half of the employees (35%) disagrees that they are happy with the assessment
of performance followed in the organization.
Most of the employees (32.5%) neutral that they have been appraised fairly according to
the company's policies.
Most of the employees (30%) disagrees that Advises and suggestions are given to the
employees during the appraisal process.
Most of the employees (62.7%) feel that appraisal should be given by HOD.
Most of the employees (52.5%) that they need to be assessed as once in a year.
All most of the employees (95%) feels that the performance appraisal followed in the
organization makes the employees Motivated.
Most of the employees (40%) think that attitude have impact on performance rating in the
Organization.
Most of the employees (52.5%) do not agree that Performance is communicated after
assessment of the Performance.
SUGGESTIONS
As per the study the following are the suggestions:
The Performance Appraisal in the organization should be in a full fledge way so that the
others will be accepting this.
Employees appraisal should be fairly done according to the companies policies so that it
will assist the performance of the employees.
The company should give some advises and suggestions to the employees during the
process and should get there feedbacks about the process.
The employees should assess and appraised by their HOD once in a year.
The employees should be aware of 360 degrees appraisal and the organization should
follow this to motivate the employees.
CONCLUSION
Proper training and satisfaction at all levels will be the strongest foundation to
launch an assault on the challenges and convert the challenges to opportunities
through effective performance appraisal measures in the organization.
The performance measures leads exist both at fresh entry level as well as to
continuing education level for working personnel.
BIBLIOGRAPHY
Books:
Journals:
ANNEXURE
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
2. Does the Performance Appraisal system followed in the organization is rational and fair?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
3. Whether the Job expectations are informed and the superiors set the tasks?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
4.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
6. Whether the employees happy with the assessment of Performance followed in the
organization?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
8. does the Advises and suggestions are given to the employees during the appraisal
process?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Positive way
Negative way
Uninteresting
Neutral
Superior
Subordinate
HOD
Peer group
Once in 3months
Once in 6months
Once in a year
12. How the performance appraisal followed in the organization?
Motivate
Denominative
13. What types of errors / problems have impact on performance rating in
the organization?
Influence
Biased
Attitude
Personal Grudge
Subjectivity
Status Effect
No
No