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GENERAL INTRODUCTION
The history of performance appraisal is quite brief. Its roots in the early 20th
century can be traced to Taylor's pioneering Time and Motion studies. But this is
not very helpful, for the same may be said about almost everything in the field of
modern human resources management. As a distinct and formal management
procedure used in the evaluation of work performance, appraisal really dates from
the time of the Second World War -not more than 60 years ago. Yet in a broader
sense, the practice of appraisal is a very ancient art. In the scale of things historical,
it might well lay claim to being the world's second oldest profession!
There is, says Dulewicz (1989), "... a basic human tendency to make judgments
about those one is working with, as well as about oneself." Appraisal, it seems, is
both inevitable and universal. In the absence of a carefully structured system of
appraisal, people will tend to judge the work performance of others, including
subordinates, naturally, informally and arbitrarily. The human inclination to judge
can create serious motivational, ethical and legal problems in the workplace.
Without a structured appraisal system, there is little chance of ensuring that the
judgments made will be lawful, fair, defensible and accurate.
Performance appraisal systems began as simple methods of income justification.
That is, appraisal was used to decide whether or not the salary or wage of an
individual employee was justified. The process was firmly linked to material
outcomes. If an employees performance was found to be less than ideal, a cut in
pay would follow. On the other hand, if their performance was better than the
supervisor expected, a pay rise was in order.

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Little consideration, if any, was given to the developmental possibilities of

appraisal. If was felt that a cut in pay, or a rise, should provide the only required
impetus for an employee to either improve or continue to perform well. Sometimes
this basic system succeeded in getting the results that were intended; but more
often than not, it failed. For example, early motivational researchers were aware
that different people with roughly equal work abilities could be paid the same
amount of money and yet have quite different levels of motivation and
performance.
These observations were confirmed in empirical studies. Pay rates were important,
yes; but they were not the only element that had an impact on employee
performance. It was found that other issues, such as morale and self- esteem, could
also have a major influence.
As a result, the traditional emphasis on reward outcomes was progressively
rejected. In the 1950s in the United States, the potential usefulness of appraisal as
tool for motivation and development was gradually recognized. The general model
of performance appraisal, as it is known today, began from that time.
Modern Appraisal
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview
(annual or in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as
opportunities for improvement and skills development. In many organizations -but
not all -appraisal results are used, either directly or

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Indirectly, to help determine reward outcomes. That is, the appraisal results are
used to identify the better performing employees who should get the majority of
available merit pay increases, bonuses and promotions.
By the same token, appraisal results are used to identify the poorer performers who
may require some form of counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in their country that
might restrict their capacity to dismiss employees or decrease pay.)
Whether this is an appropriate use of performance appraisal -the assignment and
justification of rewards and penalties -is a very uncertain and contentious matter.
Controversy, Controversy
Few issues in management stir up more controversy than performance appraisal.
There are many reputable sources -researchers, management commentators,
psychometricians who have expressed doubts about the validity and reliability of
the performance appraisal process. Some have even suggested that the process is
so inherently flawed that it may be impossible to perfect it (see Derven, 1990, for
example). At the other extreme, there are many strong advocates of performance
appraisal. Some view it as potentially "... the most crucial aspect of organizational
life" (Lawrie, 1990).
Between these two extremes lie various schools of belief. While all endorse the use
of performance appraisal, there are many different opinions on how and when to
apply it, There are those, for instance, who believe that performance appraisal has
many important employee development uses, but scorn any attempt to link the
process to reward outcomes -such as pay rises and promotions. This group believes
that the linkage to reward outcomes reduces or eliminates the developmental value
of appraisals. Rather than an opportunity for constructive review and
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encouragement, the reward- linked process is perceived as judgmental, punitive

and harrowing. For example, how many people would gladly admit their work
problems if, at the same time, they knew that their next pay rise or a much-wanted
promotion was riding on an appraisal result? Very likely, in that situation, many
people would deny or downplay their weaknesses.
Nor is the desire to distort or deny the truth confined to the person being appraised.
Many appraisers feel uncomfortable with the combined role of judge and
executioner. Such reluctance is not difficult to understand. Appraisers often know
their appraises well, and are typically in a direct subordinate-supervisor
relationship. They work together on a daily basis and may, at times, mix socially.
Suggesting that a subordinate needs to brush up on certain work skills is one thing;
giving an appraisal result that has the direct effect of negating a promotion is
another.
The result can be resentment and serious morale damage, leading to workplace
disruption, soured relationships and productivity declines. On the other hand, there
is a strong rival argument which claims that performance appraisal must
unequivocally be linked to reward outcomes. The advocates of this approach say
that organizations must have a process by which rewards -which are not an
unlimited resource -may be openly and fairly distributed to those most deserving
on the basis of merit, effort and results.
There is a critical need for remunerative justice in organizations. Performance
appraisal -whatever its practical flaws -is the only process available to help achieve
fair, decent and consistent reward outcomes. It has also been claimed that appraises
themselves are inclined to believe that appraisal results should be linked directly to
reward outcomes -and are suspicious and disappointed when told this is not the

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case. Rather than feeling relieved; appraises may suspect that they are not being
told the whole truth, or that the appraisal process is a sham and waste of time.

The Link to Rewards

Recent research (Bannister & Balkin, 1990) has reported that appraises seem to
have greater acceptance of the appraisal process, and feel more satisfied with it,
when the process is directly linked to rewards. Such findings are a serious
challenge to those who feel that appraisal results and reward outcomes must be
strictly isolated from each other. There is also a group who argues that the
evaluation of employees for reward purposes, and frank communication with them
about their performance, are part of the basic responsibilities of management. The
practice of not discussing reward issues while appraising performance is, say
critics, based on inconsistent and muddled ideas of motivation.
In many organizations, this inconsistency is aggravated by the practice of having
separate wage and salary reviews, in which merit rises and bonuses are decided
arbitrarily, and often secretly, by supervisors and managers.
There are basically three purposes to which performance appraisal can be put.
First, it can be used as a basis for reward allocation. Decision as to who gets salary
increase, promotion, and other rewards are determined by their performance
evaluation. Second, these appraisals can be used for identifying areas where
development efforts are needed. The performance appraisal is a
Major tool for identifying deficiencies in individuals. Finally it can be used as a
criterion against which selection devices and development programs are validated.
As a key input into management's reward and punishment decision, performance
appraisals can motivate or de-motivate employees.
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Three different approaches exist for doing appraisals. Employees can be appraised
against
1.
2.
3.

Absolute standards
Relative standards
Objectives

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Page | 8

INTRODUCTION
Geneka Health Care
Geneka Health Care is founded by Mr. Anil Sharma in 2005 .He is having a
experience of 35 years in Pharmaceutical Field. Geneka Health Care is
presently undergoing a transformation & developing itself into a very fast
growing pharmaceutical company. Since its inception Geneka Health Care
has been on a quest to sustain & improve the quality of life with the
ultimate purpose of making the world a healthier place. Geneka Health
Care is situated at Sidcul - Haridwar Uttarakhand, the excise free zone.
The Sidcul - Haridwar is emerging as one of the most rapidly growing
industrial sector not only in India but in Asia. The company is located at
sector 6 which is the specialized pharma zone of sidcul - Haridwar. The
manufacturing Unit is located at Haridwar Uttarakhand, the excise free
zone. We manufacture and market pharmaceutical formulation with
international standards to comply with customer need and to enhance
customer satisfaction by continuously improving the effectiveness of the
quality management system. This is being achieved by implementing the
practices in process and systems, updating & conforming to applicable
regulatory requirements. The present business model is very thoughtfully
designed from its ethical division, followed by the contract manufacturing.
Further the target for the next two years is planned at growth rate of twenty
five percent each year, which the company is confident of achieving. We
undertake manufacturing of pharmaceutical formulations viz. tablet,
capsule, dry syrup in Betalactum and Non-Betalactum section. The dry
powder

injection

section

is

set

to

start

from

January

2007.
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Since its inception in 2007 the Geneka Healthcare has been involved in
developing a growing portfolio of best-in-class pharmaceutical formulations
in the health care arena with a vision of providing quality and affordable
prices. A perfect amalgam of professionals and technology has enabled us
to reach the pinnacle of success in manufacturing wide range of tablets,
capsules, syrups, injections, and powders. Our team headed by able and
experienced managers comprises with well-qualified technical personnel
workmen, all dedicated to deliver the highest possible levels of customer
satisfaction. Our congenial environment, well built infrastructure, energetic
& highly competent technical staff and workforce, unique human
relationship, efficient & committed management support are the pillar to
practice up-to-date Quality Management Systems and thus results in
meeting highest quality standards, safety and productivity. Geneka Health
Care is to alleviate disease globally and bring solace to suffering humanity
through effective and high quality products, offered at competitive prices.
We always believe that Individually, we are one drop. Together, we are an
ocean.

Company Profile - Geneka Health Care

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Introducing briefly about the company, we are a multi-product,

multi-faceted company catering to a wide spectrum of healthcare
needs and are adhering to ISO 9001: 2000 and WHO GMP
systems. The trust and patronage gained by the company since
years in our greatest strength. We are the company known for
Glory with Quality Governance and are one of the leading and
advanced pharmaceutical manufacturers and have a vision to
conceive, develop and deliver effective, qualitative and safe
healthcare

treatments

through

stringent

quality

control,

dedicated people and conductive atmosphere. By the constant

improvement in customer service, efficient economic production,
specified and strict quality, focused allocation of resources;
employment of new techniques, alliances and strategic planning,
environmental

protection

and

safety

with

all

statutory

requirements of GMP, the company is focused on its goal of being

one of the leading players in healthcare.

Geneka Healthcare is a widely held, professionally managed,

Pharmaceutical company, manufacturing various dosage forms.
The manufacturing unit is a modern facility with new technology,
continuous operation with less human intervention. Well qualified
technical persons and lots of area for manufacturing of Betalactum and Non-Betalactum dosage in the form of oral Liquids,
Dry Syrups, and Tablets, Capsules, ointments and Hormonal
Products

at

Mangalore

in

the

state

of

Uttarakhand.

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The management of the company has extensive experience in the

pharmaceutical business. Their experience spans over all areas of
the

pharmaceutical

business,

including

development,

manufacturing and marketing.

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Quality Assurance - Geneka Health Care

We believe in quality to its core level, since it is the only one aspect in
every issue which makes an establishment attain it's zenith. We are
committed to produce our products as per international BP/ USP standards.
We deliver consistent quality of Products & Services both to our buyers
globally.
Quality embodies the spirit of the company. Quality is apparent right from
the moment you step into the premises, in the numerous facets ingrained
and internalized into the companys ethos. The slogan Committed for
Care with Quality that was deeply etched into every logo of the Company,
and subsequently into the minds of millions, is adhered to with utmost
dedication as it was years ago. A special Quality Management Division
spearheads the concept of Total Quality Management, an integration of all
functions with built-in quality.
Quality is the most important aspect at Geneka Healthcare. We always
keep an eye on process performance through product conformity,
corrective actions; follow up actions, innovative and GMP practices to
achieve continual progress in total quality of our products and services.
We assure our customers of high quality standard backed by technical
support wherever necessary. We have well equipped quality assurance
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department with dedicated personnels to check and maintain stringent

product specifications matching WHO GMP International standards.
Our Quality Program includes
Strict process control through in-process checks
Stability studies
Pre-shipment inspection and quality assurance are the major factors to
deliver the product at its best.

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Production Capability - Geneka Health Care

Capacity per month on single shift basis

Tablets 100 million tablets

Capsules 10 million

Liquids 0.5 million

Dry syrup 1 million

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Products - Geneka Health Care

Page | 16

Tablets

Capsules

Injections

Liquid

Dry Syrups

Oil

Ointment

Soaps

Derma

Others

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Contract Manufacturing

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Drug manufacturing for overseas markets is a highly competitive field and

only the very best can survive. It takes a strong infrastructure with a great
deal of manufacturing expertise to bring out the finest quality finished
formulations. At Geneka we have a long track record of manufacturing
pharmaceutical dosage forms for worldwide pharmaceutical markets. We
are proud to be able to provide high quality products that can improve the
health and quality of life of many people across the globe at reasonable
prices.
We have a very good manufacturing infrastructure consisting of modern
GMP Certified facilities. We use state-of-the-art equipment and have a
team of qualified professionals who ensure that every product that rolls out
of our factory will meet the WHO- GMP Guidelines and other world class
standards. This allows us to bring out the finest quality finished
formulations to cater to your every need.
Geneka is the reliable & global
medicine house for

We are well equipped to offer you the

following services

Medicines for
Gastrointestinal disorders

Assured Quality and Timely

Delivery.

Cardiovascular Medicines

Assistance in Trademark & Drugs

Registration.

Medicines for Central

Nervous System
Medicines for Pain
Management
Musculoskeletal
Medicines

Assistance in Designing and

Packing Material Procurement.
Assistance in Promotional Material
(Visual Aids, Brochures, Product
Profiles, Catch Covers)

Antibiotics &
Antibacterial Drugs
antiviral Drugs
Anti- tubercular Drugs
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 Anthelmintic Drugs
Anti- malarial Drugs
Calcium, Vitamins &
Nutritional Products
Medicines for Diabetes
Medicines for Obesity
Management
Medicines for Hair Loss
Medicines to treat Sexual
Impotence
Sildenafil Tablets
Tadalafil Tablets
Vardenafil Tablets
Veterinary Medicines

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EXECUTIVE SUMMARY
In todays scenario, Human capital is acknowledged as one of the most potent
sources in contributing directly and significantly in the growth of any organization.
This project attempts to explore the most effective HR policies and practices for
smooth sailing of an organization.
It was a research conducted to get the feedback of the employees from different
departments about the existing performance appraisal system followed in the
organization.
The main research objective was to understand the relevance of wide variety of
methods and techniques that can be explored towards performance of the
organizational goals. In todays competitive world every organization is geared
towards maximum return with minimum investment.

Human Resource

Management plays a vital role towards planning & controlling cost effective
manpower support.

This is widely affected by planning and implementing

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Effective Performance Appraisal System which is the paramount part of this

project
Channelizing human energies in a predetermined desirable direction are not
possible unless harmonious relations are maintained among team members
involved in business development.

Concept of employee retention was also

understood through the project study. The ways adopted by companies to manage
grievances and stress and thereby motivating the employees and reducing
employee turnover were studied through the project.

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Page | 23

OBJECTIVE OF THE STUDY

This project aims at studying the system of performance appraisal and its
effectiveness in an organization. Performance appraisal is the most significant and
indispensable tool for the management as it provide useful information for decision
making in area of promotion and compensation reviews.
Thus a broad objective of the study includes:
To know the present system of performance appraisal
To know the extent of effectiveness of the appraisal system
To identify and know the area for improvement system
To study the performance appraisal system in the organization.
To find out how the performance of employees is assessed.
To review how the performance appraisal system helps in placement,
selection, promotion and transfer of the employees.
To find out the problems faced by the staff in preparing their BBOs
(Business Building Objective).
To offer suggestions and recommendation regarding the existing
performance appraisal system in the company.

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SCOPE OF THE STUDY

The population covered for the present study consisted of employee

belonging to supervisory and the level above. For the purpose of this study, survey
covered the employee of GENEKA HEALTHCARE falling under supervisor and
the level above.
The study covered a sample of 100 employees belonging to supervisory
level and above.

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GENEKA HEALTHCARE

Today, the Health is the fourth largest sector in the Indian economy and there are many Health
companies like HLL, ITC, Syrup, Tablet, Capsule, Cream etc.
Business
Geneka product range encompasses health care, personal care, ayurvedic specialties and Health
Capsules.
Locations
Geneka has been marketing its products in more than 50 countries all over the world. The
company has offices and representatives in India. Manufacturing facilities are spread across three
overseas locations.
Turnover
Building on a legacy of quality and experience for over 10 years, today Geneka has a turnover of
Rs.1000.57 with powerful brands.

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Page | 27

RESEARCH AND METHODOLOGY

The project work has been carried out in three stages, a structured
questionnaire with objective and question was communicated tested and finalize.
During the second stage, the questionnaire was administered to the employees at
Geneka Healthcare. by contacting them. The work relating to data entry
compilation, data analysis and report writing constituted the third stage.
Interview index was also used at some places to get information on the
project subject.
Research is an organized inquiry designed and carried out to provide information
to solve the problem. The fact, search is an art of scientific investigation of a
certain problem. Research is the process of systematically obtaining accurate
answers to significant and pertinent questions by the use of the scientific methods
gathering and interpreting information.
a.

Sample size:
Sample size is 50. Data was analyzed by surveying employees from different
departments.

b.

Sample design:
This part is done through discussing and analyzing with my project guide
and referring to the subject regarding this topic. It was a random sampling.

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c.

Mode of analysis:
The methods used to analyze the data are as follows:
1) To study the importance of performance appraisal in the organization.
2) To find out whether the employees are satisfied with the present
performance appraisal system or not.
3) Interpret and analysis of the data and present it in a proper manner.
4) Uses of Microsoft excel for preparation of graph.

Title of the study

The title of the study is Performance Appraisal at Geneka Healthcare.

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SOURCES OF DATA

Data Collection is the collection of necessary detail to gain further information.

This requires both primary and secondary data.

A.

Secondary data:
My HR guide, Mr. Rajeev Pandey, Geneka Healthcare helped me in
secondary data collection.

Field Work:

Fieldwork is done for the purpose of collection of data. The fieldwork involved
here are:

Regular research to gather information on the relevant topic and have them
compiled according to the project specification.

For getting proper guidance for the project, often discussion with the guide.

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Corporate Governance
In India, the Securities and Exchange of India (SEBI) stipulates corporate governance
standards for listed companies through the Clause 49 of the listing agreement of the stock
exchanges.
Good corporate governance and transparency in actions of the management is key to a
strong bond of trust with the Companys stakeholders. Geneka Healthcare understands
the importance of good governance and has constantly avoided an arbitrary decisionmaking process. In this pursuit, Geneka Healthcare r has already put in place systems and
procedures and is fully compliant with the revised Clause 49 well before it becomes
mandatory. Thus at Geneka Healthcare we believe good governance is key to strong bond
of trust between the company and all its stakeholders.

IT Initiatives
In Geneka Healthcare knowledge and technology are key and efficiency. Towards this
overall goal of technology-driven performance, Geneka Healthcare is utilizing the world.
It will also cut down costs and increase profitability. Information Technology in a big
way. Resources which have helped the Company achieve higher levels of excellence this
will help in integrating a vast distribution system spread all over India and across.

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Future Challenges

Forward Integration of SAP with Distributors and Stockiest.

Backward Integration of SAP with Suppliers.

Implementation of new POS system at Stockiest point and integration with SAPERP.

Implementation of SAP HR and payroll.

SAP Roll-out to DNPL and other new businesses

Central Procurement & Planning Department

Geneka Healthcare has established a Central Procurement & Planning Department
(CPPD) to take care of all high value purchases across the company. The CPPD is housed
at the Haridwar Corporate Office (KCO) and is headed by the head- CPPD. Low value
purchases are de-centralized at him manufacturing units. A Unit Purchase Heads the
Purchase Department at the manufacturing units.
Geneka Healthcare has also set up a cross-functional Purchase Committee to guide and
oversee the purchasing function at the KCO. The purchase committee comprises of the
following:

Head CPPD

Head Marketing

Deputy General Manager Operations

Chief Financial Officer

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Quality Objectives

To focus on customer and successfully meet their needs and requirements.

To manufacture effective personal care, ayurvedic and Health products at

competitive prices and improve the quality of life of common masses.

To implement system to ensure prevention of errors rather than detection of

errors.

To ensure global competitiveness by striving to achieve Current and Good

Manufacturing Practices (CGMP)

Dabur India Ltd.

Corporate
Office
Organization
structure
Chairman
(Vivek C Burman)
GENEKA
HEALTHCARE

Executive Director (Operations)

Chief Executive Officer

CHAIRMAN
Sunil Duggal

Unit Heads

ANIL SHARMA

Heads (Marketing)
Head
(Finance & Commercial)

Regional Managers)
Branch Manager
Marketing Executives
Customer Support
Officers
Assistants

Manager (Accounts)
Asst. Manager (Comm
(Comm))
Accounts Officer
Sr. Executive (Stores)

Head
PRADEEP
GUPTA
(Human
Resources)

Head
(Quality Control)

Head
(Mfg. & Shop Maintenance)

Page | 33
HR Manager
HR Executive
HR Sup.

Assistant Manager
Senior Officers
Officers / Supervisors

Assistant Manager
Senior Officers
Officers / Supervisors

Page | 34

Vision and Mission

Founding Thought: What is that life worth which cannot bring comfort to
others?

Vision: Dedicated to the health and well being of every household.

Mission: To become a leading nature-based health and family care Products

Company.

Page | 35

Core Values
Ownership

Accept personal responsibility, and accountability to meet

business needs.

Passion for Winning :

Leaders in the area of responsibility, with a deep

commitment to deliver results. Determined to be the best at
doing what matters most

.
People Development :

People are the most important asset. Add value through

result driven training, and we encourage & reward
excellence.

Customer Focus

Superior understanding of consumer needs and develop

products to fulfill them better.

Team Work

Work together on the principle of mutual trust &

transparency in a boundary-less organization. Intellectually
honest in advocating proposals, including recognizing
risks.

Page | 36

Major Strategic Business Units

In India, the Companys business is carried out by three Strategic Business Units (SBUs)
namely:

Consumer Care Division, with a share of 82% in its total sales.

Consumer Healthcare Division, with a share of 8% in its total sales.

Geneka Healthcare as a wholly owned subsidiary with a share of 10% in its total sales.

Page | 37

HUMAN RESOURCE AT GENEKA HEALTHCARE

Geneka places great deal of confidence on its excellent pool of human resources, which it
realizes is the key to its further growth strategy. The company continued its efforts to further
align its HR policies, processes and initiatives to meet the business needs.
In line with its focus on international operations, Geneka implemented a uniform HR structure
across all the groups companys operations. This will enable seamless transaction s between
domestic and overseas position. Also the integration of the personnel of the erstwhile Family
Products Division (F.P.D) & Healthcare Products Division (H.C.P.D) was implemented
efficiently to suit the requirements well within time. Major initiatives taken were:

Geneka implements performance metrics for all key positions based on two aspects of the
Balanced Score Card Approach- Financial and Internal Business Process. This approach
clearly outlines the expectation from each position and will be upgraded to include two
more aspects for any key managerial positions in future.

The Company institutionalized the Assessment and Development Center(A.D.C)

approach to all positions from staff to officer cadre and also at the senior levels to
objectively identify, develop and promote the talent from within, and to provide
individual feedback for development of the participating employees.

To encourage learning, the Company is planning to set-up a learning center, which will
be equipped with a library; I.T & Web based sources of knowledge. It is also in the
process of setting up a knowledge management portal and a leadership and capability
development cell

Geneka is committed to attract fresh talents. Towards this end, the company required over
20 candidates from leading management and engineering institutes in the country, who
will be inducted.
Page | 38

INTRODUCTION TO PERFORMANCE APPRAISAL

This is a technique, not universally accepted, of assessing the performance of employees against
agreed targets. The personnel practitioners would be most likely to be involved in designing the
procedures, leaving the line managers normally to administer the process.
Performance Appraisal is the systematic evaluation of the individual with respect to his or her
performance on the job and his or her potential for development.
Aims of Performance Appraisal
The following aims might be considered when examining a performance appraisal
system:

Use reliable, fair and objective measures of performance, compare actual with
planned performance, and provide feedback to the appraise.

Make provision for the allocation of both extrinsic rewards (performance related pay) and
intrinsic rewards (opportunity to enhance ones skills) following the assessment process.

Recognize that performance management is the heart of the general management process.
Objectives of Performance Appraisal
Data relating to performance assessment of employees are recorded, stored and used for
several purposes. The main purposes of employee assessment are:

To effect promotions based on competence and performance.

Page | 39

To confirm the services of probationary employees upon their completing

the probationary period satisfactorily.

To assess the training and development needs of employees.

To decide upon a pay raise where regular pay scales have not been fixed.

Appraisal Techniques
Certain techniques are available to evaluate the performance of the employee.

Written report: The appraiser writes about the strengths, weaknesses, previous
performance and potential of the appraise, with suggestions for improvement. It is
important that the appraiser is perceptive with reasonable writing skill.

Critical incidents: The appraiser highlights incidents or key events that show the
appraisers behavior as exceptionally good or bad in relation to particular
outcomes at work. This exercise would depict desirable behaviors as well as
behavior that signal a need for improvement.

Graphic Rating Scale: This is a popular appraisal technique and it lends itself to
quantitative analysis and comparison of data. A set of performance factors id
identified, including such characteristics as quality of work, technical knowledge,
cooperative spirit, integrity, punctuality and initiative. The appraiser would go
through the set of factors rating them, for e.g., on a scale 1 to 5 where the highest
number would denote the best rating.

Multi-person Comparison: This technique is relative rather than an absolute

measure is used to assess one persons performance against one or more other
individuals.

Page | 40

Multi-rater Comparative Evaluation: The total appraisal process consists of

interviews, psychometric testing and simulations of relevant work activities, peer
appraisals and appraisals by trained assessors.

Self-appraisal: Self-appraisal has introduced as a mean for empowering

employees, enhancing teamwork and raising awareness of quality. The employees
are given appraisal forms on which they evaluate themselves against criteria such
as attendance, productivity, quality, safety, teamwork and commitment.

Who are Raters?

Raters can be immediate supervisors, specialists from the HR department, subordinates,
peers, committees, clients, self-appraisals, or combinations of several. Immediate
supervisor is the fit candidate to appraise the performance of his or her subordinates as no
one is more familiar with the subordinates performance than his or her superior.
Subordinates can assess the performance of their superiors. This helps in assessing an
employees ability to communicate, delegate work, allocate resources, disseminate
information and resolve intra-personal conflict. Peers are in a better position to evaluate
certain facts of job performance, which the subordinates or superiors cannot do.
Where superiors, subordinates and clients, make the appraisal it is called 360-degree
system of appraisal.
What should be rated?

Quality: The degree to which the process or result of carrying out an activity
approaches in terms of fulfilling the activitys intended purpose.

Quantity: The amount produced, expressed in monetary terms, number of units or

number of completed activity cycles.
Page | 41

Timeliness: The degree to which an activity is completed or a result produced at the

earliest time desirable

Cost Effectiveness: The degree to which the use of organizations resources is

maximized in the sense of getting the highest gain by minimizing the losses.

Need for Supervision: The degree to which a job performer can carry out a job
function.

Interpersonal Impact: The degree to which a performer promotes feeling of selfesteem, goodwill and cooperation among co-workers and subordinates.

Factors Determining Performance Evaluation

Halo Error: A halo error takes place when one aspect of an individuals performance
influences the evaluation of the entire performance of the individual. Rating
employees separately on each of a number of performance measures and encouraging
raters to guard against the halo effect are the two ways to reduce the halo effect.

Leniency: Every evaluator 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 their ratings.

Central Tendency: This occurs when the evaluator assigns average or middle ratings
to the employees. The attitude of the rater is to play safe. This safe-playing attitude
stems from certain anxieties and doubts about the behavior of employee. Such
tendency distorts the evaluation.

Rater Effect: This includes favoritism, stereotyping and hostility. Excessively high or
low scores are given only to certain individuals or groups based on the raters attitude
Page | 42

towards the rate. Age, sex, race and friendship biases are examples of this type of
error.

Perceptual Set: This occurs when the raters assessment is influenced by previously
held beliefs. If supervisor, for example, has a belief that employees hailing from one
particular region are hard working, his subsequent rating of an employee hailing from
that region tends to be favorably high.

Spillover Effect: This refers to allowing past performance appraisal ratings to

unjustifiably influence current ratings. Past ratings, good or bad, result in similar
rating for the current period although the demonstrated behavior does not deserve the
rating good or bad.

Status Effect: It refers to overrating of employees in higher level job or jobs held in
high esteem, and underrating employees in lower level job or jobs held in low esteem.

Appraisal Methods
The last to be addressed in the process of designing an appraisal program is to determine
methods of evaluation. Numerous methods have been devised to measure the quantity
and quality of employees job performance. Broadly, all the approaches of appraisal can
be classified into:
Past oriented Methods, and
Future oriented Methods
Past Oriented Methods
Page | 43

Rating Scale: This is the simplest and most popular technique for appraising
employee performance. The typical rating scale consist of several numerical scales, each
representing a job related performance criterion such as dependability, initiative, output,
attendance, attitude, co-operation, and the like. Each scale ranges from excellent to poor. The
rater checks the appropriate performance level on each criterion, and then computes the
employees total numerical score. The number of points scored may be linked to salary increase.
The disadvantages of this method are several. The raters biases are likely to influence
evaluation.

Checklist: Under this method, a checklist of statements on the traits of the

employee and his or her job is prepared in two columns i.e., a Yes and a No column. All that
the rater should do is tick the Yes column if the answer to the statement is positive and in
column No if the answer is negative. After ticking off against each item, the rater forwards the
list to the HR department where the actual assessment of the employee takes place. The
advantages of a checklist are economy, ease of administration, limited training of rater and
standardization.

Essay Method: In the essay method, the rater must describe the employee within a
number of broad categories, such as:
i) The raters overall impression of the employees performance,
ii) The promo ability of the employee,
iii) The jobs thats the employee is now able or qualified to perform,
iv) The strengths and weaknesses of the employee,
v) The training and the development assistance required by the employee
The strength of the Essay method depends on the writing skills and analytical
ability of the rater. A problem with this method is that the rates may be rated on
the quality of the appraisals that they give.
Page | 44

Ranking Method: In this, superior ranks his or her subordinates in the order of
their merit, starting from the best to the worst. The HR department knows that A
is better than B. The how and why are neither questioned nor answered. This
method is subject to the halo effects. Its advantage includes ease of administration
and explanation.

Forced Distribution Method: One of the errors in rating is leniency- clustering a

large number of employees around a high point on a rating scale. This method
seeks to overcome the problem by compelling the rater to distribute the rates on
all points on the rating scale. The method operates under an assumption that the
employee performance level conforms to a normal statistical distribution. The
major weakness of the forced distribution method lays in assumption that
employee performance levels always conform to a normal distribution.

Future Oriented Appraisal

Management by objective: It was Peter Drucker who gave first the concept of
MBO to the world way back in 1954.. Application of MBO in the field of performance appraisal
is a recent thinking. One comment made against the approach is that it is not applicable to all
jobs an all organization. Objectives are agreed and formulated at the beginning of the period
under review, and the appraise is given the necessary assistance and training to facilitate the
achievement of those objectives.

Psychological Appraisal: Large organization employs full-time industrial

psychologists. When psychologists are used for evaluations, they assess an individuals future,
potential and past performance. The appraisal normally consists of in-depth interviews,
psychological tests, discussions with supervisors and a review of other evaluations. The
psychologist then writes an evaluation of the employees intellectual, emotional, motivational
and other related characteristics that suggest individual potential and may predict future

Page | 45

performance. From these evaluations, placements and development decisions may be made to
shape the persons career.

Assessment Centers: Mainly used for executive hiring. Assessment centers are
now being used for evaluating executive or supervisory potential. An assessment center is a
central location where managers may come together to have their participation in job-related
exercises evaluated by trained observers. Assesses are requested to participate in in-basket
exercises, work groups, computer simulations, role playing and other similar activities. After
recording their observations of rates behaviors, the raters meet to discuss these observations.
Self-appraisal and peer evaluation are also thrown in for final rating.

360-Degree Feedback: Where multiple raters are involved in evaluating

performance, the technique is called 360-degree appraisal. The 360-degree technique is
understood as systematic collection of performance data on an individual or group, derived from
a number of stakeholders- the stakeholders being the immediate supervisors, team members,
customers, peers and self. The 360-degree appraisal provides a broader perspective about an
employees performance. However, there are drawbacks associated with the 360-degree
feedback. Receiving feedback on performance from multiple sources can be unapproachable. It
is essential that the organization create a non-threatening environment by emphasizing positive
impact of the technique on an employees performance and development. More and more
number of firms are using 360-degree appraisal technique to assess the performance of their
employees.
Appraisal Process
The figure outlines the performance appraisal process. Each step in the process is crucial
and is arranged logically.

Page | 46

PERFORMANCE APPRAISAL AT GENEKA

The System

Page | 47

by their immediate supervisor and then reviewed by latters boss. The performance
Appraisal of Grade VI and below in Geneka is carried out through RATING METHOD.
Their immediate superior does performance appraisal and HR department reviews it.
Performance Evaluation is done by Contribution Enhancement Plan (CEP) at the end of
the year. CEP forms the core of Performance Appraisal system of employees (Grade VI
and below in Geneka)
The performance appraisal of executives in Geneka is carried out through rating system
of performance appraisal system followed at Geneka is Rating Method and Action by
Objectives Method.

Page | 48

The broad structure of the system can be laid down as:

Page | 49

The performance appraisal of executives in Geneka healthcare is carried out through rating
system of performance appraisal by their immediate supervisor and then reviewed by latters
boss. The performance appraisal system followed at Geneka is Rating Method and Action by
Objectives Method.
The broad structure of the system can be laid down as:

Fixing of Business Building Objectives

(BBOs) at the beginning of the year

Assessment of actual results at the end of

The year

Performance evaluation and finalizing of

Rating through the use of Contribution
Enhancement Plan (A)

Rewarding executives on the basis of

Performance through CEP (A) & CEP (B)

Page | 50

Mechanism
The evaluation under CEP consists of following steps:
i.

Appraiser does the rating after considering individual assessment parameters of

every employee.

ii.

Scores are given against each assessment parameter of an individual in the rating
column on the basis of 5-point rating.

iii.

Rating is reviewed with the reviewer.

iv.

Total score is computed by adding all the scores.

v.

The rating category corresponding to the appropriate range of total scores is

selected as overall final performance rating of employees from rating scale table.

vi.

The individual development form is filled by the Appraise, which is further utilized
for training and development needs of employees, besides giving a direction to
his/her career growth in the organization.

vii.

After completing the appraisal, a constructive feedback should be given to the

Appraise by the Appraiser in presence of reviewer.

Finally, Contribution Enhancement Plan discusses rating for deciding upon the
performance rewards in the form of:

Annual Rewards

Promotions

Page | 51

Contribution Enhancement Plan

Contribution Enhancement Plan or CEP is a process, which will enable Geneka
healthcare to improve organizational contribution through enhanced contribution of
individual. It aims to establish formal individual objectives and to review subsequent
contribution in order to reinforce successful behaviors, to correct shortfalls and to plan
training and development activities. The system will ensure that all management staff
employees are aware as to what is expected from them. This is a developmental plan for
the improvement in contribution of executives towards organizations or SBUS
achievement of objectives and its development. It is categorized into 2 parts:

Contribution Enhancement Plan {(CEP)A}

Contribution Enhancement Plan {(CEP)B}

Contribution Enhancement Plan (A) evaluates the contribution of an individual and decides
revision in fixed pay and Contribution Enhancement Plan (B) is concerned with variable pay.

Page | 52

Page | 53

Objectives of CEP
i)

To establish formal contribution standards.

ii)

To establish a system that is fact based and minimizes subjectivity in the

assessment of an individuals contribution.

iii)

It should provide constructive feedback for development of an employee.

iv)

Enable the individual to evaluate his/her own areas of strengths and areas of
improvement for being a better manager.

Page | 54

Applicability of CEP
i)

The system is applicable to Grade V and above employees of the company.

ii)

Setting of 3 to 5 BBOs, which are measurable?

iii)

Related to area/position in which employees operates.

iv)

Evaluation of contribution and focus on employee development.

Page | 55

Business Building Objective (BBOs) Process

Business Building Objectives (BBOs) are mutually agreed objectives between an

employee and his/her superior. These are tangible business targets, which are measurable.

The first stage is for the person initiating the review cycleto understands the business
plan so that there is clarity about the direction and priorities of the organization. This will
help ensure that individual BBOs support the overall business plan.

Page | 56

BBOs Identification and Review Processes

BBOs needed to be established the light of the annual business plan. The set objectives
must be relevant in context with each individual role.
The employees must prepare in advance his/her draft objectives for the next year and
contribution against objectives set for the past year. The same need to be carried by the
appraise for discussion with the appraiser. The appraiser will also come prepared with
BBOs (both past and future) for the employee. At the meeting they will discuss the year
ahead and seek agreement on various objectives. During the same meeting they will also
discuss the contribution against the past years BBOs. Once the objectives for the next
year are set and agreed upon the same need to be communicated to the employee in
writing. The employee shall be evaluated against BBO during mid-year at the end of
assessment year.
BBOs identification, assessment and review of contribution, assessment of traits and
skills, training and development needs and plans will be joint responsibility if the
appraise and the appraiser. The reviewer needs to be satisfied that the key elements of the
process have done correctly.

Page | 57

Conduct the Interim Contribution Review/s

In the mid of the assessment year the appraiser and the appraise should meet to review
the progress against the set BBOs. This should include a discussion of an assessment of
whether any BBOs should be amended, deleted or introduced. The Interim Contribution
Review is a formal opportunity to reinforce effective behaviors, identify and correct any
problems, give general feedback/advice, and to ensure the annual assessment will be fair.
This should be recorded in writing and a copy is given to the individual.

Category of Contribution
The Contribution rating is to be done on a 5-point scale for each set BBO. Their ratings
are as follows:
Rating

Qualitative Description

Score

Consistently exceed job expectations and

standards.
Outstanding (OS)

Employee contribution has been exemplary and

has displayed good grasp of the job and handles
additional responsibilities with confidence and
ease, while overcoming exceptional challenges
or applying unique solutions.

Strong (ST)

Very good contribution and often exceeds job

expectations. A good learner who can handle
the job with minimum supervision.

Good (GD)

Meet expectation on most of the set objectives.

Requires occasional supervision and has
adequate knowledge of the job.

Satisfactory (ST)

Inconsistent in meeting the set objectives.

Needs regular guidance. Has knowledge about
the job however the same needs to be brushed
up

Below Expectations (BE)

Contribution is much below the set targets.

Constantly needs supervision and guidance.

Page | 58

Processes low level of job knowledge and skills

Contribution Grid
The contribution grid for arriving at final rating is as follows:
Final Rating

Total Score Range

Outstanding

4.26-5.00

Strong

3.51-4.25

Good

2.51-3.50

Satisfactory

1.51-2.50

Below Expectation

<1.50

Assessment of Managerial Effectiveness

CEP forms pertain to evaluation of managerial competencies. Performing each job
requires application of certain behavior traits/skills. Therefore, it is desirable to assess the
appraise on traits/skills. The appraiser will pick the relevant traits/skills applicable to the
job/function. Minimum of 6 and maximum of 8 traits/skills must be chosen after careful
thought and thereafter rated on 5-point scale as mentioned below:
Skills/Traits

Ratings

Strongly Demonstrated

Fairly Demonstrated

Present but not constantly demonstrated

Require significant development

Not up to the expectation

Page | 59

Contribution Review Discussion

The Contribution Review Discussion is intended to be an enriching process both for
Appraise and Appraiser. This is a critical and final stage of the entire CEP and therefore
has to be handled with utmost sensitivity, so that maximum value addition is derived
from this interaction between Appraise and Appraiser.

Contribution Enhancement Plan B (CEP B)

After evaluation under Contribution Enhancement Plan (B), variable for each executive is
compared through (CEP B). Variable pay is a lump sum amount to be paid to appraise
once a year on the basis of the performance The assessment of variable pay is done using
the following table:
Criterion

% of fixed amount if
criterion is 100 fulfilled

Companys performance

33%

Unit/SBUs performance

33%

Individual performance

34%

If the companys performance meets the targeted performance then it will be calculated
as: (companys actual performance/companys targeted performance)* 100%.

Page | 60

Page | 61

Page | 62

DATA ANALYSIS AND INTERPRETATION

Q1.

Do you think that Performance Appraisal is essential for the employees of the company?

a)

Fully

b)

Partially

c)

Not at all

Graph1. Performance Appraisal is essential

Partially; 20%
Fully

Partially

Not at all

Fully; 80%

Analysis and Interpretation:

It shows 80% of the employees agree that performance appraisal is essential for the employees of
the company and 20% of the employees partially agree.
Currently annual appraisal system in Geneka healthcare is carried out for the employees at
executive levels and above only. The target set may be reviewed quarterly so that strengths and
weaknesses, if any, can be assesses and remedial measures suggested accordingly.
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Q2:

Performance appraisal has been described as the responsibility, which is not liked by the
superiors. Do you think so?
a) Yes
b) Partially
c) Not at all

Graph2: Perfromance Appraisal is described as responsibility

Not at all; 27%

Yes

Partially

Yes; 27%

Not at all

Partially; 46%

Analysis and Interpretation:

46% executives say that they consider performance appraisal as the responsibility they liked the
least. 27% executives agree that it is a responsibility not liked by them and remaining 27%
denies about any such probability.
Considerable amount of time is spent for getting the appraisals done as per the existing system.
The company should improve the existing system by designing and implementing departmental
performance review system on a quarterly basis.

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Q3:

Do you agree that self-appraisal prior to performance appraisal facilitates you to get high
ratings?
a) Completely
b) Partially
c) Not at all
Graph3: Se lf appraisal prior to perfromance appraisal facilitates to get high ratings.

Not at all; 27%

Completely

Completely; 27%
Partially

Not at all

Partially; 46%

*
Analysis and Interpretation:
45.5% of the employees say partially self-appraisal facilitates to get high ratings, 27.3%
employees agree completely and other 27.2% say self-appraisal does not help in high ratings in
performance appraisal.
Many HELTH companies (e.g. Face wash, Capsule) have implemented the self-appraisal system.
This has proved helpful in identifying the needs for in-house group discussions/counseling
methods/training and development programs.
Page | 65

Page | 66

Q4:

Does your supervisor give you effective feedback on a regular basis?

a)

Yes

b)

Depends on the employees

c)

Not at all

Graph4: Does superior gives effective feedback on regular basis

100
90
80
70
60
Percentage

50
40
30
20
10
0
Yes

Depends on the employees

Not at all

Analysis and Interpretation:

It is clear in the graph that 100% of the employees say that the superior gives them effective
feedback on a regular basis.
Any company should give feedback to the employees periodically. They can also extend proper
diagnostic tips/ counseling methods at the required level.

Page | 67

Q5:

Do you think that performance appraisal is the tool that improves employees
performance level?

a)

To a great extent

b)

To some extent

c)

Not at all

Graph5: Performance appraisal improves employees perfromance level

Not at all; 8%

To some extent

To some extent; 18%

To a great extent

Not at all

To a great extent; 74%

Analysis and Interpretation:

The graph shows 74% employees agree that up to a great extent, 18% say that to some extent and
8% of the employees believe performance appraisal not at all improves performance appraisal.
Currently the companys existing appraisal system is on annual basis. This may be reviewed on a
quarterly basis, which will help in assessing the strengths and weaknesses of executives and role
modifications can be suggested accordingly.

Page | 68

Q6:

Are you capable of achieving goals set for you?

a) Consistently
b) Occasionally
c) Never
Graph6: Capability of attaining the set goals

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Consistently

Occassionally

Never

Opinion of employees

Analysis and Interpretation:

The graph shows 100% of the employees are consistently capable of attaining their set goals.
The target achieved by the employees may be vis--vis the target achieved last year. The
company should endorse proper diagnostic mapping for role modifications/ training and
development needs.

Page | 69

Q7:

To what extent is the Geneka Healthcare making progress towards its mission and goals?

a)

To a great extent

b)

To some extent

c)

No opinion
Graph7: Geneka Healthcare making progress towards its mission and goals

To some extent; 18%

To some extent

To a great extent

No opinion

To a great extent; 82%

Analysis and Interpretation:

In this graph 82% of the employees say that Geneka healthcare is making progress towards its
mission and goals to a great extent and 18% employees say that only to some extent company is
making progress towards mission and goals.
For the further progress of companys mission and goals organizational planning and
development department should be involved for quarterly analysis of the feedback received.

Page | 70

Q8:

Do you get merit raise when the performance evaluation indicates that you are
meeting the set standard on the job?
a) To a great extent
b) To some extent
c) Not at all
Graph8. Merit raise when the employees meet the standard

Not at all; 10%

To some extent; 20%

To a great extent

To some extent

Not at all

To a great extent; 70%

Analysis and Interpretation:

70% of the employees say up to a great extent they get merit raise, 20% employees say that up to
some extent they get merit raise and minority of 10% employees agree they do not get any merit
raise.
Apart from the merits awarded based on the performance indicators, HR should introduce system
for proper recognition rewards to such employees.

Page | 71

Q9:

Do your co-workers and superiors help you to cope up with your poor performance?

To a great extent
To some extent
Not at all
Graph 9: Support of co-workers and superiors

To some extent

To a great extent

To s ome extent; 47%

Not at all

To a great extent; 53%

Analysis and Interpretation:

The graph shows 53% of the employees say up to great extent their co-workers and superiors
help them to cope up with their poor performance and 47% say to some extent.
Geneka healthcare can also concentrate on designing and implementing proper in-house
counseling program through group discussions/ personal interaction.

Page | 72

ssQ10:

In your opinion to what extent are the superiors responsible for the progress of
Geneka healthcare?

To a great extent
To some extent
Not at all
Graph10: Superiors responsible for the progress of Geneka healthcare

Not at all; 35%

To some extent

To some extent; 28%

To a great extent

Not at all

To a great extent; 37%

Analysis and Interpretation:

The graph shows 37% of the employees believe to great extent superiors are responsible for the
progress, 28% are responsible to some extent and 35% say the superiors are not at all responsible
for the progress of the company.
For the progress of the company the performance appraisal of the top-level management are also
to be carried on a quarterly basis. Competency skills are to be assessed and effective role
modification areas are to be suggested.

Page | 73

Page | 74

FINDING

Presently, Geneka healthcare is following annual appraisal system for employees at the
executive and the above level only. The target may be reviewed on a quarterly basis.

Time is a crucial factor. Company can delegate the responsibility to employees by

designing and implementing performance review system on a quarterly basis.

The self-appraisal system is widely adopted by other HEALTH companies, which is

helpful in identifying need for in-house group discussions/ counseling methods.

Superiors should give feedback to employees periodically. They can also provide proper
diagnostic tips/ counseling methods at required level.

Geneka has an existing system on annual basis. They can review on quarterly basis.

Geneka healthcare can endorse proper diagnostic mapping for role modifications/
training and development needs.

Company can also involve organizational planning and development department to

achieve its mission and goals.

For the merit raise, HR should introduce system for proper recognition rewards to such
employees.

Company should mainly concentrate on in-house counseling program through group

discussions/ personal interaction for the better performance of employees.

Competency skills should be assessed and effective role modification areas can be
suggested for the better progress of the company.

Page | 75

Page | 76

Limitations

1) The opinion of staff and manager are often in opposition, causing demotivation.
2) The process is usually manager driven and the staff member is expected to
be compliant in the interview.
3) The process usually involves manager giving their opinion and the staff
member having to defend the position, rather than a positive discussion.
4) There is no room for remedial action during the year.
5) The process is usually done in a rushed manner to meet the budget
development process and therefore loses its relevance to performance.

Page | 77

Page | 78

SUGGESTIONS
The study undertaken brings some interesting result.
Training the Appraiser: It is proposed that appraiser be trained for clear
understanding of the system and its objective and also counseled to be
honest, fair, just, unbiased in appraising the appraisal.
Factors/traits of evaluation: It is proposed that appraisal evaluated on above\
factors/traits be given suitable remark or justification for being given
different quantitative grade.
Greater clarity has to be has to there in terms of job responsibility. This is
possible when the appraisal is done on the basis of the description.
In the organization, performance appraisal is done on an annual basis which
should be done Quarterly to make it more effective.
Consistency is demanded in the promotional policy. It should not change
every year.
Monetary difference between two grades should not be large; it should be
motivating in nature.
Performance appraisal system should be made more transparent and
rationale.
Performance feedback: The performance feedback sessions should be
improved which would results in increasing employee motivation to
improve performance. The following could be incorporated.
Pin point the problem behaviors and make sure the employee is aware of it.
Make sure the employee understands the consequences of the problem
behaviors. Get employee's commitment to change and make sure he cares
about the change

Page | 79

 Assistance should be provided to improve poor performance. Make area

listed plan appropriate to the behavior and set a time frame for improvement.
To make sure to review performance time to time
The other change which has to be incorporated at the supervisor and the
level above are:
These should be listing down of task undertaken during the last one year and
the result achieved.
In some areas of performance there should be self appraisal and more and
more counseling so that employee improves upon weak area and
understands what is expected of him/her at the organization level.
Based on the above an open appraisal system is suggested.
In an open appraisal the employee would come together to set the targets, to
understand the mutual expectations and support to be provided by

the appraiser

to the employee for achieving mutually accepted goals/targets.

Through this process of setting targets the interpersonal relationship between the
appraiser and the employee would improve. The open appraisal system reduces the
whims and fancies of the appraiser. It promotes result-orientation as it is based on
performance rather than on personality based appraisal.

Page | 80

Page | 81

RECOMMENDATION

In order to have a better liaison within the co-workers and their superiors the company
should have a well-planned communication system and employees views should be taken into
consideration.

While working under pressure the employees performance is affected so it becomes

necessary that the management should try to analyze the strengths and weaknesses of the
employees.

Teamwork should be assigned to employees, which will be helpful in establishing

leadership qualities and also becoming aware of others problems.

Employees should be given proper training and development programs to learn new
concepts and technologies as to expand their capabilities, knowledge, skills etc.

Page | 82

Page | 83

CONCLUSION
In the new millennium when the corporate world is designing newer techniques for developing
employees and retaining them, Geneka healthcare is no way behind and the organizational
structure is such that people works hand in hand to align the organizational goals with the
individuals goals.
Evaluation of employees performance is helpful as to strengthen the employees productivity,
their promotion, transfer, training and development needs etc. The organization has implemented
the evaluation process not only to evaluate the performance of employees but also for their
increment and promotion. The company follows a transparent performance appraisal system with
no personal bias because it is wholly based on individuals contribution towards the organization.
But there are some loopholes in the system that should be analyzed and corrective measures
should be taken.
To sum it up, this project has provided me with opportunities to learn different areas of the HR
function and has given me stepping-stones to climb up to reach the summit of HR at the end of
my career.

Page | 84

Page | 85

BIBLIOGRAPHY
For the purpose of this study, some broad sources of literature were referred to:

Textbooks

i)

Human Resource and Personnel Management- By K.Ashwathappa

ii)

The essence of Human Resource Management- By Eugene Mc Kenna

iii)

Organizational Theory- By Gareth Jones

iv)

Organizational Behavior- By Stephen Robbins

Magazines and Newspapers

i)

The Economic Times

ii)

The Week

Internet Portals

www.genekahealthcare.com
www.google.com
www.humanresourcesmagazine.com.au

Intranet of Geneka healthcare

Page | 86

Page | 87

ANNEXURE ON PERFORMANCE APPRAISAL

Name:
Age:
Gender:
Qualification:
Experience:
Department:
Q1:

Do you think that Performance Appraisal is essential for the employees of the
company?

a) Fully
b) Partially
c) Not at all
Q2:

Performance appraisal has been described as the responsibility, which is not liked
by the superiors. Do you think so?

a) Yes
b) Partially
c) Not at all
Q3:

Do you agree that self-appraisal prior to performance appraisal facilitates you to

get high ratings

a) Completely
b) Partially
c) Not at all
Q4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depend on the employees
c) Not at all
Page | 88

Q5:

Do you think that performance appraisal is the tool that improves employees
performance level?

a) To a great extent
b) To some extent
c) Not at all
Q6: Are you capable of achieving the goals set for you?
a) Consistently
b) Occasionally
c) Never
Q7:

To what extent is the Geneka Healthcare making progress towards its mission and
goals?

a) To a great extent
b) To some extent
c) No opinion
Q8:

Do you get merit raise when the performance evaluation indicates that you are
meeting the set standard on the job?

a) To a great extent
b) To some extent
c) Not at all
Q9:

Do your co-workers and superiors help you to cope up from your poor
performance?

a) To a great extent
b) To some extent
c) Not at all

Page | 89

Q10: In your opinion to what extent the superiors responsible for the progress of
Geneka Healthcare?
a) To a great extent
b) To some extent
c) Not at all

Page | 90