“A STUDY ON PERFORMANCE APPRAISAL WITH

REFERENCE TO UNIVERSAL CABLES LIMITED, SATNA”

Submitted By –SANKALP SINGHAL

 TABLE OF CONTENTS

S.N. Contents Page No.

1 Introduction of Project 8-16

2 Company Profile 17-19

3 Review of Literature 18-20

4 Objectives 21-22

5 Research Methodology 25-28

6 Data Analysis & Interpretation 29-42

7 Findings & Suggestions 43-45

8 Limitations 46-47

9 Conclusion 48-49

10 Bibliography 50-51

Annexure
11 52-54
Questionnaire

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 CHAPTER-I

INTRODUCTION OF PROJECT

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INTRODUCTION:
PERFORMANCE APPRAISAL

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

about the relative worth of an employee. The focus of the performance appraisal is measuring
and improving the actual performance of the employee and also the future potential of the
employee. Its aim is to measure what an employee does.

It is a powerful tool to calibrate, refine and reward the performance of the employee. It
helps to analyze his achievements and evaluate his contribution towards the achievements of the
overall organizational goals. By focusing the attention on performance, performance appraisal
goes to the heart of personnel management and reflects the management's interest in the progress
of the employees.

People differ in their abilities and their aptitudes. There is always some difference
between the quality and quantity of the same work on the same job being done by two different
people. Therefore, performance management and performance appraisal is necessary to
understand each employee's abilities, competencies and relative merit and worth for the
organization.

Performance appraisal rates the employees in terms of their performance. Performance

appraisal takes into account the past performance of the employees and focuses on the
improvement of the future performance of the employees. Performance appraisals
are employed to determine who needs what training, and who will be promoted, demoted,
retained, or fired.

A performance appraisal is a review and discussion of an employee's performance of

assigned duties and responsibilities. The appraisal is based on results obtained by the employee
in his/her job, not on the employee's personality characteristics. The appraisal measures skills
and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify
areas for performance enhancement and to help promote professional growth. It should not,
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however, be considered the supervisor's only communication tool. Open lines of communication
throughout the year help to make effective working relationships.

Each employee should receive a thoughtful and accurate appraisal. The success of the process
depends on the supervisor's willingness to complete a constructive and objective appraisal and on
the employee's willingness to respond to constructive suggestions and to work with the
supervisor to reach future goals.

Why Appraise Performance?

Periodic reviews help supervisors gain a better understanding of each employee's abilities. The
goal of the review process is to recognize achievement, to evaluate job progress, and then to
design training for the further development of skills and strengths. A careful review will
stimulate employee’s interest and improve job performance. The review provides the employee,
the supervisor, the Vice President, and Human Resources a critical, formal feedback mechanism
on an annual basis, however these discussions should not be restricted solely to a formal annual
review.

Advantages of Performance Appraisal

It is said that performance appraisal is an investment for the company which can be justified by
following advantages:

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion
programmes for efficient employees. In this regards, inefficient workers can be dismissed
or demoted in case.
2. Compensation: Performance Appraisal helps in chalking out compensation packages for
employees. Merit rating is possible through performance appraisal. Performance
Appraisal tries to give worth to a performance. Compensation packages which include
bonus, high salary rates, extra benefits, allowances and pre-requisites are dependent on
performance appraisal. The criteria should be merit rather than seniority.

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 3. Employees Development: The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programmes. It helps to analyze strengths and
weaknesses of employees so that new jobs can be designed for efficient employees. It
also helps in framing future development programmes.

Selection Validation: Performance Appraisal helps the supervisors to understand the validity and
importance of the selection procedure. The supervisors come to know the validity and thereby
the strengths and weaknesses of selection procedure. Future changes in selection methods can be
made.

TECHNIQUES / METHODS OF PERFORMANCE APPRAISALS

Numerous methods have been devised to measure the quantity and quality of performance
appraisals. Each of the methods is effective for some purposes for some organizations only. None
should be dismissed or accepted as appropriate except as they relate to the particular needs of the
organization or an employee.

Broadly all methods of appraisals can be divided into two different categories.

 Past Oriented Methods

 Future Oriented Method

Past Oriented Methods

1. Rating Scale: Rating scales consists of several numerical scales representing job related
performance criterions such as dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total numerical scores are computed and
final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every
type of job can be evaluated, large number of employees covered, no formal training
required. Disadvantages – Rater’s biases.

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 2. Checklist: Under this method, checklist of statements of traits of employee in the form of
Yes or No based questions is prepared. Here the rater only does the reporting or checking
and HR department does the actual evaluation. Advantages – economy, ease of
administration, limited training required, standardization. Disadvantages – Raters biases,
use of improper weighs by HR, does not allow rater to give relative ratings.

3. Forced Choice Method: The series of statements arranged in the blocks of two or more
are given and the rater indicates which statement is true or false. The rater is forced to
make a choice. HR department does actual assessment. Advantages – Absence of
personal biases because of forced choice. Disadvantages – Statements may be wrongly
framed.

4. Forced Distribution Method: Here employees are clustered around a high point on a
rating scale. Rater is compelled to distribute the employees on all points on the scale. It is
assumed that the performance is conformed to normal distribution. Advantages –
Eliminates Disadvantages – Assumption of normal distribution, unrealistic, errors of
central tendency.

5. Critical Incidents Method: The approach is focused on certain critical behaviors of

employee that makes all the difference in the performance. Supervisors as and when they
occur record such incidents. Advantages – Evaluations are based on actual job behaviors,
ratings are supported by descriptions, feedback is easy, reduces regency biases, chances
of subordinate improvement are high. Disadvantages – Negative incidents can be
prioritized, forgetting incidents, overly close supervision; feedback may be too much and
may appear to be punishment.

6. Behaviorally Anchored Rating Scales: Statements of effective and ineffective behaviors

determine the points. They are said to be behaviorally anchored. The rater is supposed to
say, which behavior describes the employee performance. Advantages – helps overcome
rating errors. Disadvantages – Suffers from distortions inherent in most rating techniques.
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 7. Field Review Method: This is an appraisal done by someone outside employees’ own
department usually from corporate or HR department. Advantages – Useful for
managerial level promotions, when comparable information is needed, Disadvantages –
Outsider is generally not familiar with employees work environment, Observation of
actual behaviors not possible.

8. Performance Tests & Observations: This is based on the test of knowledge or skills.
The tests may be written or an actual presentation of skills. Tests must be reliable and
validated to be useful. Advantage – Tests may be apt to measure potential more than
actual performance. Disadvantages – Tests may suffer if costs of test development or
administration are high.

Frequency Occasional Frequent

Formalities High Low
Rewards Individualistic Grouped, Organizational
Frequency Occasional Frequent
Formalities High Low
Rewards Individualistic Grouped, Organizational

9. Confidential Records: Mostly used by government departments, however its application

in industry is not ruled out. Here the report is given in the form of Annual Confidentiality
Report (ACR) and may record ratings with respect to following items; attendance, self
expression, team work, leadership, initiative, technical ability, reasoning ability,
originality and resourcefulness etc. The system is highly secretive and confidential.
Feedback to the assesses is given only in case of an adverse entry. Disadvantage is that it
is highly subjective and ratings can be manipulated because the evaluations are linked to
HR actions like promotions etc.

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 10. Cost Accounting Method: Here performance is evaluated from the monetary returns
yields to his or her organization. Cost to keep employee, and benefit the organization
derives is ascertained. Hence it is more dependent upon cost and benefit analysis.

11. Comparative Evaluation Method (Ranking & Paired Comparisons): These are
collection of different methods that compare performance with that of other co-workers.
The usual techniques used may be ranking methods and paired comparison method.

12. Ranking Methods: Superior ranks his worker based on merit, from best to worst.
However how best and why best are not elaborated in this method. It is easy to administer
and explanation.

13. Paired Comparison Methods: In this method each employee is rated with another
employee in the form of pairs. The number of comparisons may be calculated with the
help of a formula as under.
N x (N-1) / 2

Future Oriented Methods

1. Management by Objectives: It means management by objectives and the performance is

rated against the achievement of objectives stated by the management. MBO process
goes as under:
 Establish goals and desired outcomes for each subordinate
 Setting performance standards
 Comparison of actual goals with goals attained by the employee
 Establish new goals and new strategies for goals not achieved in previous year.
Advantage – It is more useful for managerial positions.

Disadvantages – Not applicable to all jobs, allocation of merit pay may result in setting
short-term goals rather than important and long-term goals etc.

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 2. Psychological Appraisals: These appraisals are more directed to assess employee’s
potential for future performance rather than the past one. It is done in the form of in-
depth interviews, psychological tests, and discussion with supervisors and review of other
evaluations. It is more focused on employees emotional, intellectual, and motivational
and other personal characteristics affecting his performance. This approach is slow and
costly and may be useful for bright young members who may have considerable
potential. However quality of these appraisals largely depends upon the skills of
psychologists who perform the evaluation.
3. Assessment Centers: This technique was first developed in USA and UK in 1943. An
assessment center is a central location where managers may come together to have their
participation in job related exercises evaluated by trained observers. It is more focused on
observation of behaviors across a series of select exercises or work samples. Assesses are
requested to participate in in-basket exercises, work groups, computer simulations, role
playing and other similar activities which require same attributes for successful
performance in actual job. The characteristics assessed in assessment center can be
assertiveness, persuasive ability, communicating ability, planning and organizational
ability, self confidence, resistance to stress, energy level, decision making, sensitivity to
feelings, administrative ability, creativity and mental alertness etc. Disadvantages – Costs
of employees traveling and lodging, psychologists, ratings strongly influenced by
assessee’s inter-personal skills. Solid performers may feel suffocated in simulated
situations. Those who are not selected for this also may get affected.

Advantages – well-conducted assessment center can achieve better forecasts of future

performance and progress than other methods of appraisals. Also reliability, content
validity and predictive ability are said to be high in assessment centers. The tests also
make sure that the wrong people are not hired or promoted. Finally it clearly defines the
criteria for selection and promotion.

4. 360-Degree Feedback: It is a technique which is systematic collection of performance

data on an individual group, derived from a number of stakeholders like immediate
supervisors, team members, customers, peers and self. In fact anyone who has useful
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 information on how an employee does a job may be one of the appraisers. This technique
is highly useful in terms of broader perspective, greater self-development and multi-
source feedback is useful. 360-degree appraisals are useful to measure inter-personal
skills, customer satisfaction and team building skills. However on the negative side,
receiving feedback from multiple sources can be intimidating, threatening etc. Multiple
raters may be less adept at providing balanced and objective feedback.

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 CHAPTER-II

COMPANY PROFILE

COMPANY PROFILE:
Universal Cables Limited (UCL) is one of the most reputed player in Power Cable segment and
among the largest cable manufacturing companies in India.

Universal Cables Limited (UCL) was established in 1962 by late Shri M.P. Birla, the then
Chairman, with modern plant for manufacture of Paper Insulated Cables. Since then, the
Company has made rapid progress achieving a world class reputation.

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In the year 1977, collaborating with M/s. Asea Kabels AB, Sweden (now called ABB
Cables), UCL brought XLPE technology to India. The Company’s other collaborations are
with internationally acclaimed leaders in their respective fields.

UCL is a leader in the Indian Cable Industry with the widest product range. The cable
division has a very wide range of product. It includes Low Voltage, Medium Voltage and
Extra High Voltage XLPE Power Cables upto 500 KV grade, PVC and Rubber Insulated
Power Cables upto 11 KV grade, Control and Instrumentation Cables upto 1.1 KV for any
number of Cores/Pairs and speciality Rubber Cables for Trailing/Flexible standards to suit to
customer requirements. Its Cables and Capacitors are known by the Brand Name
“UNISTAR”.

To meet the growing demand of Extra High Voltage Cables (220 kV and above), UCL has
already ventured into this market segment. For this UCL has adopted VCV process at its
Satna Plant in technical collaboration with the World Leader in Cable technology, Furukawa
Electric Co. Ltd., Japan. The technical collaboration covers Cable designing, Manufacturing,
Laying, Jointing, Testing and Installation.

UCL has also tied-up with Viscas Corporation, Japan (Power Cable Alliance of Furukawa &
Fujikura) for sourcing new generation cable jointing accessories for 220 KV and above.

Apart from manufacturing Electrical Cables for multifarious applications, UCL is having full
fledged EPC Division to execute Turnkey Contracts for various Utilities/Projects.

With this, UCL has now positioned itself as a complete solution provider for EHV
Underground Power Cables Transmission System upto 500 KV, involving designing,
manufacturing, laying, jointing and installation.

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The 220 KV Cables prototype sample manufactured by UCL has been successfully Type
Tested as a complete cable system at CPRI, Bangalore creating a land mark in itself as this is
the first successful 220 KV cables system Type Test in India. UCL has successfully executed
orders for 220 KV Cables.

The Capacitor Division of the Company, which commenced operation in the year 1967,
manufactures world class All Poly Propylene (APP) Capacitors for AC applications. This
Division was set up in collaboration with Toshiba, Japan for manufacture of Paper and Power
Capacitors. In 1977, this Division entered into another technical collaboration with General
Electric Company of USA for manufacture of Mixed Dielectric Capacitors and in 1985 for
manufacture of all PP Dielectric Capacitors.

The product range includes Low & High Voltage Capacitors (415 VAC to 220 KVAC), APFC
Panels, Medium Frequency Water Cooled Capacitors for Induction Furnace Application,
Surge Protective Capacitors, Tuned and Detuned Filter Capacitors, DC Capacitors. This
Division also provides services like Automatic PF Correction Systems, Harmonic Analysis
and PF Studies.

Today, The Capacitor Division is rated to be the foremost manufacturer of All PP Power
Capacitors in LT & HT Range in the country.

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 CHAPTER-III

REVIEW OF LITERATURE

Review of Literature:

Performance appraisal is one of the most important requirements for all successful
business and human resource policy (Kressler, 2003). Rewarding and promoting effective
performance in organization, as well as identifying ineffective performers for resource
management (Pulakos, 2003). The ability to conduct performance appraisal relies on the ability
to assess an employee's performance in a fair and accurate manner. Evaluating employee
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performance is a difficult task. Once the supervisor understands the nature of the job and the
source of information, the information needs to be collected in a systematic way, provided as
feedback, and integrated into the organization's performance management processor use in
making compensation, job placement and training decisions and assignment
(London, 2003).

Performance evaluations have been conducted since the times of Aristotle (Landy,
Zedeck, Cleveland, 1983). The earliest formal employee performance evaluation program is
thought to have originated in the United States military establishment shortly after the birth of
the republic (Lopez,1968). The measurement of an employee's performance allows for rational
administrative decisions at the individual employee level. It also provides for the raw data for the
evaluation of the effectiveness of such personnel-system components and processes as recruiting
policies, training programs, selection rules, promotional strategies, and reward allocations
(Landy, Zedeck, Cleveland, 1983).In addition, it provides the foundation for behaviorally based
employee counseling. In the counseling setting, performance information provides the vehicle
for increasing satisfaction, commitment, and motivation of the employee. Performance
measurement allows the organization to tell the employee something about their rates of growth,
their competencies, and their potentials. There is little disagreement that if well done,
performance measurements and feedback can play a valuable role in effecting the organization
(Landy, Zedeck, Cleveland, 1983).

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 Performance appraisals should focus on three objectives: performance, not
personalities; valid, concrete, relevant issues, rather that subjective emotions and feelings;
reaching agreement on what the employee is going to improve in his performance and what
you are going to do (MeKirehy,1998). Both the supervisor and employee should recognize
that a strong relationship exists between training and performance evaluation (Barr, 1993).
Each employee should be allowed to participate in periodic sessions to review performance
and clarify expectations. Both the supervisor and the employee should recognize these
sessions as constructive occasions for two-way should include opportunities for self-
assessment as well as supervisor feedback.

The supervisor should keep in contact with the employee to assure the training
experiences are producing desired impact (Barr, 1993). A portion of the process should be
devoted to an examination of potential opportunities to pursue advancement of acceptance of
more complex responsibilities. The employee development goals should be recognized as
legitimate, and plans should be made to reach the goals through developmental experiences
or education (Barr, 1993). Encouraging development is not only a supervisor's professional
responsibility, but it also motivates an employee to pursue additional commitments. In
addition, the pursuit of these objectives will also improve the prospect that current employees
will be qualified as candidates when positions become available. This approach not only
motivates current performance but also assists the recruitment of current employees as
qualified candidates for future positions (Barr, 1993).

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 CHAPTER-IV

OBJECTIVES OF THE STUDY

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OBJECTIVES

This research is based on the study of performance appraisal with reference to Universal
Cables Limited, Satna. The objectives of my study are as follows:

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

• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.

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 CHAPTER-V

RESEARCH METHODOLOGY

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Research Methodology:

This project is prepared with the help of theoretical knowledge as well as practical
knowledge & a crumb of advises & suggestions from the concerned professors. As far as
practical is concerned, all the information about the companies information available on
internet. The theoretical pert taken from the various books & magazines available on this
subject. And other recent happing in marketing is taken from magazines & news paper.
Overall this mission has been completed with the combination of all those things & it had
been with the best of my facts & information.

Research methodology refers to search for knowledge. Redman and Mory define research as
a “Systematized effort to gain new knowledge. Research is an academic activity and such the
term should be used in technical sense. According to Clifford Woody, Research comprises
defining and redefining problem, formulating hypothesis or suggested solutions; collecting,
organizing and evaluating data; making deductions and research conclusions; and at last
carefully testing the conclusions to determine whether they fit the formulating hypothesis.

Research is thus an original contribution to the existing stock of knowledge making for its
advertisement. It is pursuit of truth with the help of study, observation, comparison and
experiment. In short the search for knowledge through objective and systematic method of
finding solution to problem is research.

RESEARCH DESIGN

A Research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the Research purpose with economy in procedure.
In fact the Research design is the conceptual structure within which Research is conducted: it

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constitutes the blueprint for the collection measurement and analysis of data.

It must be able to define clearly what they want to measure and must find adequate methods
for measuring it along with a clear cut definition of population wants to study. Since the aim
is to obtain complete and accurate information in these studies, the procedure to be used must
be carefully planned. The research design must make enough provision for protection against
bias and must maximize reliability with due concern for the economical completion of the
search study.

Descriptive research is adopted for this study. It includes surveys and fact finding
enquires of different kinds. The major purpose of descriptive research is description of the
state affairs as it exists at present. The main characteristic of this method is that the researcher
has no control over the variables. He can only report what has happened or what is happened.

SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from the sampling frame, it refers to
the technique or procedure the researcher would adopt in selecting some sampling units from
which interferences about the population is drawn. Sampling type used is Simple Random
sampling technique.

POPULATION AND SAMPLE SIZE

A decision has to be taken concerning sampling unit before selecting sample. The population
for this study includes the employees from Birla Corporation Limited, Satna. 100 employees
were undertaken for the study.

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 DATA COLLECTION

For achieving the specific objectives of this study, data were gathered from both primary and
secondary sources.

Primary Sources:

 Direct conversation with the employees.

 Employee’s opinion towards recruitment and selection procedure of the company.

Secondary Sources:

 Various records of the Company.

 Different Types of system information.
 Website of UCL.
 Different newsletters.
 Annual Performance Appraisal Form of company.

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 CHAPTER-VI
DATA ANALYSIS & INTERPRETATION

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 DATA ANALYSIS AND INTERPRETATION

TABLE 6.1 GENDER WISE CLASSIFICATION OF RESPONDENTS

Gender No. of respondents Percentage (%)

Male 89 89

Female 11 11

Total 100 100

FIGURE 6.1 GENDER WISE CLASSIFICATION O

INTERPRETATION:
From the above table, it can be inferred that 89% of the respondents are male and 11% of the
respondents are female.

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6.2 AGE WISE CLASSIFICATION OF RESPONDENTS

TABLE 6.2 AGE WISE CLASSIFICATION OF RESPONDENTS

Age No. Of Respondents Percentage (%)
20-25Age 25 25
30-35Age 33 33
40-45Age 30 30
Above-45Age 12 12
Total 100 100

Source: Primary Data

FIGURE 6.2 AGE WISE CLASSIFICATION OF RESPONDENTS

INTERPRETATION:

From the above table, it can be inferred that 33% of the respondents are in the age of
30-35, 30% of the respondents are in the age of 40-45, 25% of the respondents are in the age
of 20-25 and 12% of the respondents are in the age above 45.

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6.3 EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

TABLE 6.3 EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

Experience No. Of Respondents Percentage (%)
Below 5Years 28 28
5-lO Years 54 54
10-15 Years 18 18
Above15Years - -
Total 100 100%

Sources: Primary Data

FIGURE 6.3 EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

INTERPRETATION:
From the above table, it can be inferred that 54% of the respondents are having 5-10years
experience persons, 28% of the respondents have below 5Years of experience persons, 18%
of the respondents are having 10-15years of experience and no respondents have experience
more than 15years.

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6.4 EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

TABLE 6.4 EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

Educational Qualification No. Of Respondents Percentage (%)
UG degree 49 49
PG degree 19 19
Engineering 04 04
Other ITI 28 28
Total 100 100%

Sources: Primary Data

FIGURE 6.4 EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

INTERPRETATION:
From the above table, it can be inferred that 49% of the respondents are UG degree holders,
28% of the respondents are some others (ITI), 19% of respondents are PG degree holders and
4% of the respondents are engineering graduates.

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6.5 FREQUENCY OF PERFORMANCE APPRAISAL

TABLE 6.5 FREQUENCY OF PERFORMANCE APPRAISAL

Performance Appraisal No. of respondents Percentage (%)
Once a Year 100 100
Twice a Year - -
No Specific Time - -

Total 100 100

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents agree that performance
appraisal is conducting once a year.

6.6 REASON FOR CONDUTING PERFORMANCE APPRISAL

TABLE 6.6 REASON FOR CONDUTING PERFORMANCE APPRISAL

Performance Appraisal No. of respondents Percentage (%)
Conducting
To identity motivating methods - -
To decide monetary benefits - -
Identifying barriers of - -
performance
All of the above 100 100
Total 100 100

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that 100% of the respondent's agree that the reason
for conducting performance appraisal includes all the factors such as to identity motivating
methods, to decide monetary benefits and identity barriers for performance.

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6.7 DURATION OF PERFORMANCE APPRAISAL CONDUCTED

TABLE 6.7 DURATION OF PERFORMANCE APPRAISAL CONDUCTED

When Performance No. of respondents Percentage (%)
Appraisal conducted

During working hours 87 87

During non-working hours 13 13

Total 100 100

Sources: Primary Data

FIGURE 6.7 DURATION OF PERFORMANCE APPRAISAL CONDUCTED

INTERPRETATION:
From the above table, it can be inferred that for 87% of the respondents' performance
appraisal is conducted during working hours and for 13% respondents' performance appraisal
is conducted during non-working hours.

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6.8 WHO CONDUCT PERFORMANCE APPRAISAL

TABLE 6.8 WHO CONDUCT PERFORMANCE APPRAISAL

Who Conducts No. Of Respondents Percentage (%)

Performance appraisal
Superior - -
Peers - -
Everyone - -
Outsider 100 100
Total 100 100

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that for 100% of the respondents’ performance
appraisal is conducted by outsiders.

6.9 REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

TABLE 6.9 REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

Informed reason for
Performance appraisal
No. Of Respondents Percentage (%)
conducting

Always 20 20
Sometimes 77 77
Never 03 03
Total 100 100

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that 77% of respondents feel that the reason for
performance appraisal is discussed sometimes, 20% of the respondent's feel it is discussed
always and 3% of respondents say reason is never discussed.

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FIGURE 6.9 REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

6.10 EMPLOYEE PERFORMANCES DISCUSSED

TABLE 6.10 EMPLOYEE PERFORMANCES DISCUSSED

Meetings of No. Of Respondents Percentage (%)

Employee performance

Nil - -

Once 100 100

Twice - -

Thrice - -

Total 100 100%

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that for 100% of the respondents meeting on
performance is conducting once a year.
6.11 PERFORMANCE APPRAISAL PROGRAMS RELATED WITH
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 ORGANIZATIONAL GOALS

TABLE 6.11 PERFORMANCE APPRAISAL PROGRAMS RELATED WITH

ORGANIZATIONAL GOALS

Goals No. Of Respondents Percentage (%)

To a high extent 12 12
To some extent 69 69
To a low extent 19 19
Total 100 100

Sources: Primary Data

FIGURE 6.11 PERFORMANCE APPRAISAL PROGRAMS RELATED WITH

ORGANIZATIONAL GOALS

INTERPRETATION:
From the above table, it can be inferred that 69% of the respondents feel the performance
appraisal relates to some extent to organization goals, 19% feel to a low extent and12% feel
to a high extent it relates.

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6.12 1NVOLVEMENT IN DESIGNING APPRAISAL SYSTEM

TABLE 6.12 INVOLVEMENT IN DESIGNING APPRAISAL SYSTEM

Opinion No. of Respondents Percentage (%)

Always - -
Sometimes - -
Never 100 100
Total 100 100

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents say they are never
involved in designing the appraisal system.

6.13 PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

TABLE 6.13 PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

S. No Relevance No. Of Respondents Percentage (%)

1 Highly relevant 87 87

2 Relevant 13 13
3 No idea - -
4 Irrelevant - -
5 Highly irrelevant - -

Total 100 100

Sources: Primary Data

INTERPRETATION:

From the above table, it can be inferred that 87% of the respondents feel

that performance appraisal is highly relevant to employee job and 13% feel it is relevant.

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FIGURE 6.13 PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE
JOB

6.14 OPINION AND SUGGESTIONS SHARED TO MANAGERS

TABLE 6.14 OPINION AND SUGGESTIONS SHARED TO MANAGERS

Opinion and Suggestions No. of Respondents Percentage (%)

Mostly 100 100

Rarely - -
Never - -
Total 100 100

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents mostly share their
opinion and suggestions to their managers.

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Submitted By –SANKALP SINGHAL
6.15 TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM

TABLE 6.15 TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM

Forms No. of respondents Percentage

Yes 100 100

No - -
Total 100 100%

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents are given training to
fill the appraisal form.

6.16 APPRAISER'S AWARENESS ON EMPLOYEE JOB

RESPONSIBLITIES AND DUTIES

TABLE 6.16 APPRAISER'S AWARENESS ON EMPLOYEE JOB

RESPONSIBLITIES AND DUTIES
Aware No. of respondents Percentage (%)

Completely Aware - -
Aware to an extent - -
Not Aware 100 100
Total 100 100%

Sources: Primary Data

INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents feel that the appraiser
is not aware of their job responsibilities and duties.

36
Submitted By –SANKALP SINGHAL
6.17 FEEDBACKS PROVIDED FOR PERFORMANCE IMPROVEMENT

TABLE 6.17 FEEDBACKS PROVIDED FOR PERFORMANCE

IMPROVEMENT

Aware No. of respondents Percentage (%)

Frequently 89 89
Occasionally 11 11
Never - -
Total 100 100%

Sources: Primary Data

FIGURE 6.17 FEEDBACKS PROVIDED FOR PERFORMANCE

IMPROVEMENT

INTERPRETATION:
From the above table, it can be inferred that 89% of the respondents feel that feedback is
provided occasionally whereas 11% feel that feedback is provided frequently.

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Submitted By –SANKALP SINGHAL
 CHAPTER-VII
FINDINGS & SUGGESTIONS

38
Submitted By –SANKALP SINGHAL
 FINDINGS

1. Majority (89%) of respondents are male.

2. Most of the respondents (33%) belong to the age group of 30 to 35.

3. 54% of the respondents have above 5 to10years of work experience.

4. Majority (49%) of the respondents are under graduates.

5. All of the respondents have under gone performance appraisal program once in a
year.

6. 100% of the employees interpret the reason for conducting performance appraisal
includes all the factors such as to identify motivating methods, to decide monetary
benefits and identify barriers for performance.

7. For 87% of the respondents performance appraisal was conducted during working
hours.

8. For 100% of the respondents the performance appraisal is conducted by outsider.

9. Most (77%) of the respondents feel that the reason for performance appraisal is
discussed sometimes.
10. Once in a year the meeting IS scheduled for all employees to discuss their
performance.

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Submitted By –SANKALP SINGHAL
SUGGESTIONS

1. Performance appraisal could be conducted by a person inside the organization

and one who is familiar with the employees.
2. Objective of conducting the performance appraisal could be discussed and
doubts can be clarified.
3. Performance appraisal could be updated regularly to match individual and
organizational goals.
4. Suggestion could be obtained from employees regarding framing the
performance appraisal system.
5. Since the performance appraisal is conducted by the outsider, employees'
suggestion during performance appraisal may not reach the top managers. For
such situations suggestion box can be implemented and frequently reviewed.
6. The appraiser must be familiarized with the employee's job responsibilities
and duties before conducting performance appraisal.
7. Feedback on performance could be discussed through formal or
informal meetings.
8. This may enhance the involvement and performance of employees.
9. Appropriate and experienced appraiser can be appointed for effective
performance appraisal results.
10. Performance appraisal can developed in such away to identify the hidden
talent and skills of employees.
11. Appraisal feedback is very important in any performance appraisal program.
Could be carefully communicated by making high performers increase their
target and low performers to build up their confidence.

40
CHAPTER-VIII
LIMITATIONS

41
LIMITATIONS:

 Due to nature of work and nature of organization, employees are very busy in
their work so they don’t give proper time to filling up questionnaire.

 The questionnaire was of non-distinguishing nature therefore 100% surety of

employee assessment is not claimed.

 Trainers didn’t give us proper time.

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CHAPTER-IX
CONCLUSION

43
Conclusion:

Performance appraisal may be understood as the assessment of an individual’s

performance in a systematic way. The performance being measured against such factors
as job knowledge, quality of output, initiative, leadership ability, supervision,
dependability, co-operation, judgment, versatility, health and the like. It is also helps in
developing strength and rectifies weakness of employees.

Performance appraisal is a very controversial managerial issue. Some researchers have

expressed doubts about the validity and reliability of the process. Improving and
advancing the job performance and enhancing it to further spheres. The performance
appraisal psychologically exerts upon the employees to improve their working or
performance while on the job. They could be made conscious about the fact that they are
being evaluated and much regarding their promotion or better future would depend on
their performance.

44
CHAPTER-X
BIBLIOGRAPHY

45
 BIBLIOGRAPHY

BOOKS

Human Resource Management. By S. Seetharaman & B.Venkateswara Prasad,

Scitech Publication, 2007.
Kothari, C.R., Research Methodology- Methods & Techniques, New Delhi, New
Age nternational(P)Ltd.,Publishers,SecondEdition,2004.
Performance Management, Concepts, Practices and Strategies for Organisation
success by S.K.Bhatia, Deep & Deep Publications Pvt. Ltd, 2008.
Statistical Methods for Management, By P.N.Arora & S.Arora New Delhi, Sultan
Chand & Sons Publishers, 2005.

WEBSITE

www.citehr.com

www.performanceappraisal.com

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CHAPTER-XI
ANNEXURE

47
Questionnaire
RESEARCH SURVEY QUESTIONNAIRE ON PERFORMANCE APPRAISAL

I am a student of A.P.S University, Rewa pursuing M.B.A. with HR Specialization. I am

currently doing a survey regarding “A Study of Performance Appraisal with reference
to Universal Cables Limited, Satna”. Please spend your precious time by filling up this
questionnaire. Your feedback will be kept confidential. Your answers are valuable to my
research. Thank you for your kind cooperation.

Name :
Gender : () Male Female ()
Age group : () 20-30
() 31-40
() 41-50
() 51-60
Experience : () Less than 3years
() 4-8Years
() 9-15Years
() More than15Years
Qualification :

1. How many times performance appraisal is conducted in your organization?

a) Once a year b) Twice a year c) No specific time

2. What is the reason for conducting performance appraisal in your organization?

a) To identify motivating methods b) To decide monetary benefits

c) Identifying barriers of performance d) All of the above

48
3. When is the performance appraisal conducted?

a) During working hours b) during non-working hours

4. Who conducts performance appraisal?

a) Superior b) Peers c) Everyone d) Outsider

5. Are you informed the reason for conducting performance appraisal programs?

a) Always b) Sometimes c) Never

6. How many meetings are scheduled in a year to discuss employee performance?

a) Nil b) Once c) Twice d) Thrice

7. Does the performance appraisal programs relate to organizational goals?

a) To a high extent b) To some extent c) To a low extent

8. Are you involved along with the manager in designing the appraisal system at the
organization?

a) Always b) Sometimes c) Never

9. Is the performance appraisal developed in relevance to employee job?

a) Highly relevant b) relevant c) no idea d) Irrelevant e) highly irrelevant

10. Do you share your opinion and suggestions freely to the managers during the
appraisal program?

a) Mostly b) rarely c) never

11. Are you given training to fill up performance appraisal forms?

a) Yes b) No

49
12. Is the appraiser aware of your job responsibilities and duties?

a) Completely aware b) Aware to an extent c) Not aware

13.0ther than performance appraisal does your superior provide you within formal
feedbacks for performance improvement?

a) Frequently b) Occasionally c) never

14. Are the raters involved while appraising employees?

a) Highly involved b) Less involved c) not involved

15. Do you feel that performance appraisal is important in an organization?

a) Highly important b) less important c) not important d) No idea

16. Is performance appraisal properly executed in your organization?

a) Yes b) No

17. Does top management support and encourage performance appraisal?

a) Highly supportive b) Less supportive c) Not supportive

18. Is the performance appraisal reviewed and updated now and then?

a) Frequently b) Occasionally c) Never

19. Does performance appraisal identify employee potential for advancement?

a) Highly effectively b) Effectively c) Neutral d) Ineffectively e) Highly ineffectively

20. State your satisfaction through the performance appraisal program at the
organization?

a) Unsatisfactory b) Needs Improvement c) Meets Expectation d) Outstanding

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21. Do you feel that performance appraisal encourages you to put in more effort in reaching
your goals?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

22. Do you obtain appraisal feedback?

a) Frequently b) Occasionally c) Rarely d) Never

23. Are both five & negative points discussed to the employees?

a) Yes b) No

24. How do you feel when negative points are discussed?

a) Discouraged b) Determined to perform better

c) ready to learn d) Do not want to contribute

25. Rate your appraisal program

a) Reliable b) Effective c) Accurate d) Motivating e) Unbiased

26. Do you feel comfortable in discussing your problems with your superior?

a) Highly Comfortable b) Comfortable c)Neutral

d) Uncomfortable e) Highly uncomfortable

27. On what criteria is employee performance rated?

a) Based on abilities and skills b) Based on management reference

c) Based on superiority d) Based on contribution

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