A

PROJECT REPORT

ON

APPRAISAL PROCESS FOLLOWED IN COMPANIES ACROSS INDUSTRIES

Submitted in partial fulfillment for the award of

Bachelor of Business Administration

Degree From

SHRI SHANKARACHARYA MAHAVIDYALYAYA, BHILAI

DURG VISHWAVIDYALAYAYA, DURG (C.G)

Session 2017-18

Project Guide Submitted

By

Sandeep Jaswant Supriya

Jain

HOD, Dept. of Management Studies BBA 6th

Semester

SHRI SHANKARACHARYA MAHAVIDYALYAYA, BHILAI

(Affiliated to Durg Vishwavidyalyaya, Durg, C.G)
 CERTIFICATE

This is to certify that Ms. SUPRIYA JAIN has carried out the
project report on the topic “APPRAISAL PROCESS
FOLLOWED IN WIPRO”, with the guidance of QUEST
CONSULTING HUB.

During her work, she was found true and sincere. The information
collected by her is original and research done is correct and
authentic to my knowledge.

PROJECT GUIDE
PRINCIPAL
Sandeep Jaswant Dr. Raksha
Singh
Acknowledgemen
t

I sincerely thank to Raksha Singh, (Principal) for giving me opportunity to

do the project, sincerely acknowledge the guidance provided to me by
Sandeep Jaswant (HOD, Department of Management Studies) and thank her
for valuable support and encouragement.

I would like to thank Quest Consulting Hub, who guided me in my project. I

would also convey my sincere gratitude to all the respondents who gave me
their precious time and for cooperating with me and making this project
research work possible. Working on this project has been a learning
experience for me and I thank to all the people associated with me during this
period.
 SUPRIYA JAIN

BBA 6TH
Semester

CONTENTS
S.No. Title Page No.

1. Introduction

2. Literature Review

3. Company Profile

4. Research Methodology

5. Data Analysis and Interpretation

6. Findings & Suggestions

7. Conclusions

8. Limitations
9. Bibliography

10. Annexure

INTRODUCTION
HUMAN RESOURCE MANAGEMENT

Human resource is the term -- first used in the early 1900s and then more widely in the
1960s -- for the people who work for the organization, in aggregate.

HRM is really employee management with an emphasis on those employees as assets of

the business. In this context, employees are sometimes referred to as human capital. As
with other business assets, the goal is to make effective use of employees, reducing risk
and maximizing return on investment.

The modern HR technology term, human capital management (HCM), has come into more
frequents use than the term, HRM, with the widespread adoption by large and midsize
companies and other organizations of software to manage many HR functions.

Human resource management functions

Areas of HRM oversight include the following:

 Employee recruit on boarding and retention

 talent management management and workforce management

 job role assignment

 compensation

 labor law compliance

 performance management

 learning and training

 succession planning

 employee engagement and recognition

HRM software

Almost all areas of HRM have sophisticated software that automates varying degrees of
many HR processes. For example, job candidate recruiting has seen enormous growth in
the number of software platforms and systems that help both employers and job seekers to
electronically match organizations and candidates with each other and then help manage
the interviewing and hiring processes.

Human Resource Management (HRM) is the term used to describe formal systems devised
for the management of people within an organization. The responsibilities of a human
resource manager fall into three major areas: staffing, employee compensation and
benefits, and defining/designing work. Essentially, the purpose of HRM is to maximize the
productivity of an organization by optimizing the effectiveness of its employees. This
mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of
change in the business world. As Edward L. Gubman observed in the Journal of Business
Strategy, "the basic mission of human resources will always be to acquire, develop, and
retain talent; align the workforce with the business; and be an excellent contributor to the
business. Those three challenges will never change."

Until fairly recently, an organization's human resources department was often consigned to
lower rungs of the corporate hierarchy, despite the fact that its mandate is to replenish and
nourish what is often cited-;legitimately-;as an organization's greatest resource, its work
force. But in recent years recognition of the importance of human resources management
to a company's overall health has grown dramatically. This recognition of the importance
of HRM extends to small businesses, for while they do not generally have the same
volume of human resources requirements as do larger organizations, they too face
personnel management issues that can have a decisive impact on business health. As Irving
commented in The Small Business Handbook, "Hiring the right people-; and training them
well-; can often mean the difference between scratching out the barest of livelihoods and
steady business growth'¦. Personnel problems do not discriminate between small and big
business. You find them in all businesses, regardless of size."

PRINCIPLES OF HUMAN RESOURCE MANAGEMENT

Business consultants note that modern human resource management is guided by several
overriding principles. Perhaps the paramount principle is a simple recognition that human
resources are the most important assets of an organization; a business cannot be successful
without effectively managing this resource. Another important principle, articulated by
Michael Armstrong in his book A Handbook of Human Resource Management, is that
business success "is most likely to be achieved if the personnel policies and procedures of
the enterprise are closely linked with, and make a major contribution to, the achievement
of corporate objectives and strategic plans."A third guiding principle, similar in scope
holds that it is the HR's responsibility to find, secure, guide, and develop employees whose
talents and desires are compatible with the operating needs and future goals of the
company. Other HRM factors that shape corporate culture-; whether by encouraging
integration and cooperation across the company, instituting quantitative performance
measurements, or taking some other action-; are also commonly cited as key components
in business success.HRM , summarized Armstrong, "is a strategic approach to the
acquisition, motivation, development and management of the organization's human
resources. It is devoted to shaping an appropriate corporate culture, and introducing
programs which reflect and support the core values of the enterprise and ensure its
success."
POSITION AND STRUCTURE OF HUMAN RESOURCE
MANAGEMENT
Human resource department responsibilities can be subdivided into three areas: individual,
organizational, and career. Individual management entails helping employees identify their
strengths and weaknesses; correct their shortcomings; and make their best contribution to
the enterprise. These duties are carried out through a variety of activities such as
performance reviews, training, and testing. Organizational development, meanwhile,
focuses on fostering a successful system that maximizes human (and other) resources as
part of larger business strategies. This important duty also includes the creation and
maintenance of a change program, which allows the organization to respond to evolving
outside and internal influences. Finally, there is the responsibility of managing career
development. This entails matching individuals with the most suitable jobs and career
paths within the organization.

Human resource management functions are ideally positioned near the theoretic center of
the organization, with access to all areas of the business. Since the HRM department or
manager is charged with managing the productivity and development of workers at all
levels, human resource personnel should have access to-;and the support of-;key decision
makers. In addition, the HRM department should be situated in such a way that it is able to
communicate effectively with all areas of the company.

HRM structures vary widely from business to business, shaped by the type, size, and
governing philosophies of the organization that they serve. But most organizations
organize HRM functions around the clusters of people to be helped-; they conduct
recruiting, administrative, and other duties in a central location. Different employee
development groups for each department are necessary to train and develop employees in
specialized areas, such as sales, engineering, marketing, or executive education. In
contrast, some HRM departments are completely independent and are organized purely by
function. The same training department, for example, serves all divisions of the
organization.

In recent years, however, observers have cited a decided trend toward fundamental
reassessments of human resources structures and positions. "A cascade of changing
business conditions, changing organizational structures, and changing leadership has been
forcing human resource departments to alter their perspectives on their role and function
almost overnight," wrote John Johnston in Business Quarterly. "Previously, companies
structured themselves on a centralized and compartmentalized basis-; head office,
marketing, manufacturing, shipping, etc. They now seek to decentralize and to integrate
their operations, developing cross-functional teams'¦. Today, senior management expects
HR to move beyond its traditional, compartmentalized 'bunker' approach to a more
integrated, decentralized support function." Given this change in expectations, Johnston
noted that "an increasingly common trend in human resources is to decentralize the HR
function and make it accountable to specific line management. This increases the
likelihood that HR is viewed and included as an integral part of the business process,
similar to its marketing, finance, and operations counterparts. However, HR will retain a
centralized functional relationship in areas where specialized expertise is truly required,"
such as compensation and recruitment responsibilities.

EMPLOYEE COMPENSATION STRUCTURE

Developing or revising the job description process: Sibson helps organizations either
develop a new job description framework or revise an existing one to accurately reflect a
position's primary job responsibilities and the necessary skills, experience and
competencies needed for an individual to perform the basic duties and functions of his or
her position. Revising titling guidelines and conventions: Having a consistent set of
definitions and titling conventions for common job titles makes it easier for employers to
make comparisons against similar jobs in the marketplace. It also aligns titles across the
organization and establishes a clear progression in determining reporting relationships. Job
titles may be broad or specific in nature depending upon an organization's business, its
operating strategy and its desire for an internal versus external focus

Developing criteria for key job levels/ families - A clear grouping of jobs, in which the
work performed is of similar nature, is necessary from both an internal and external
perspective. Externally, job families ensure that appropriate comparison markets are
identified, that an organization's pay position is responsive to market pressures and that
roles and titles are reflective of market practices, which facilitates the recruitment and
retention of qualified staff. Internally, identifying roles that perform similar work across all
areas of the organization helps ensure consistency of pay and titling for these positions and
clarifies career opportunities for staff. Common issues our clients face: Our organization
has evolved to the point where almost every individual has a unique title. How do we fix
this problem? The employees within our communications area are having a difficult time
understanding the skills needed to move from one level to the next.

Salary structures provide a framework for organizations to manage employee base salaries.
A salary range within the pay structure typically encompasses a particular grouping of jobs
(e.g., jobs with similar job responsibilities and levels, employee skill sets and strategic
importance to the organization). The pay levels associated with the salary ranges (i.e.,
minimum, midpoint and maximums) are developed based upon the organization's overall
compensation strategy and pay positioning.

Understanding different salary structure alternatives: Sibson helps organizations

understand the various types of salary structures available and the implications of each
alternative. We then help them determine which alternative aligns best with the
organization's strategic objectives. This process includes detailed explanations of key
design features, objectives and outcomes associated with each structure. Developing salary
ranges: Once a structure is determined, Sibson works with organizations to develop the pay
levels associated with each salary range (i.e., minimum, midpoint and maximum) and the
control mechanisms within each band. Sibson ensures that salary ranges represent the
organization's desires for internal versus external equity, while maintaining simplicity,
transparency and flexibility. Detailing cost implications of structures: Sibson provides
organizations with detailed analyses of scenarios to help them understand the impact on the
organization of either moving from an old to a new structure or implementing a brand new
structure (if no structure currently exists). Common issues our clients face: How do we
strike a balance between enforcing the structure and allowing for flexibility? Many of our
employees are currently above the maximum of their salary range because the existing
salary range does not provide enough room for them to grow. How can we solve this
problem? Pay Equity Pay equity issues arise from flaws in the compensation process that
will continue to produce issues unless they are "caught" with audits and redesigned.
Compensation process flaws can impact employee morale and motivation because of a
lack of trust in the pay system, and these flaws can also impact the bottom-line because of
compensation cost creep versus competitors.

PAY EQUITY
Pay Equity Pay equity issues arise from flaws in the compensation process that will
continue to produce issues unless they are "caught" with audits and redesigned.
Compensation process flaws can impact employee morale and motivation because of a
lack of trust in the pay system, and these flaws can also impact the bottom-line because of
compensation cost creep versus competitors.
For many employees working in the organized sector, the term appraisal process conjures
images of hope and fear simultaneously. Hope for a better grade and fear about potential
downgrading or a bad rating. The weeks leading up to the appraisal are filled with hectic
activity when the employees get down to evaluating themselves and prepare to market their
achievements during the time for which the appraisal is being conducted. Before launching
into the details of the appraisal process and the theory and practice of the same, it is
pertinent to understand what the term appraisal process refers to and why it is important for
the firm as well as the employees.

APPRAISAL PROCESS
The performance appraisal process, simply put, is the time of the year when
the employees are evaluated on their performance during the last six months or
one year depending upon the timeframe that is set for the same. The
performance appraisal process is conducted between the employee and his or
her manager for the first round and subsequently between the manager and the
manager’s manager before going into the third round which involves the above
people excluding the employee but involving the HR manager a s well. The
various rounds that comprise the appraisal cycle correspond to the different
stages of the process culminating in the final grading of the employee.

Appraise and Appraiser

The most important round is the appraisal interview itself (we will discuss more about this
in a separate article) between the employee and his or her manager. The employee who is
being evaluated is called the appraisal and the person (usually the manager) who is doing
the evaluation is called the appraiser. The appraiser and appraise prepare themselves for
this round by doing a self evaluation (by the appraisal) and an objective evaluation (by the
appraiser). This is the round in which the most important achievements as well as glaring
failures on the part of the appraisal are discussed threadbare and usually the employee’s
role in the process is limited to this round.

OUTCOME OF APPRAISAL PROCESS

As outlined above, the outcome of the appraisal process is the grade that is decided for the
employee as well as the salary hike or the bonus potential that is awarded to the employee.
Typically, organizations divide the year in which the employee’s performance is evaluated
into two cycles, one for deciding the salary hike and the other for deciding how much
bonus he or she gets for the cycle. In this way, organizations ensure that there is no overlap
in grading the employee and a fair and balanced evaluation is the desired outcome though
this does not always happen in reality.
SHORTCOMINGS OF THE APPRAISAL PROCESS

The successful completion of the appraisal process hinges on all the participants
approaching the same with an intention to contribute positively instead of bringing
personal biases and prejudices to the table. Management experts usually prescribe a set of
do’s and don’ts to the participants in order to have a harmonious process. However, as has
been pointed out above, the process itself is not without its shortcomings and the expecting
the participants to be rational and objective at all times is indeed difficult. Further, since
most organizations decide the grades in a way similar to the b-school equivalent of
Relative Grading instead of absolute ratings, an element of competitive rivalry creeps into
the process making some employees unhappy.

STEPS INVOLVED IN APPRAISAL PROCESS

Developing and conducting performance appraisals should not be done in isolation.

The performance appraisal is closely related to a number of human resource management
activities that should be considered below:

1. Job Analysis: The performance appraisal should be based on a thorough job analysis
.The results of the job analysis can be used to produce a job description, which describes
the work to be performed, and job specification, which outline the requirements necessary
to accomplish the job.

2. Performance Standards: performance standards should be derived from the job

analysis information, based on this information; the levels of performance deemed to be
acceptable versus those that are unacceptable are developed. In essence this determiner a
standard against which to compare employee performance. A good performance standard
describes what an employee should have produced or accomplished upon completing a
specific activity.

3. The performance appraisal system: In general, employees should be evaluated on a

number of specific dimensions of job performance. Each of the specific dimensions of job
performance used to evaluate an individual’s performance should be developed so that it is
not deficient, contaminated, distorted, or irrelevant. Job dimensions that fail to measure all
of the important aspects of performance would be viewed as deficient. When extraneous
factors that are not central to overall successful performance are included in the evaluation
of one’s job performance, contamination has occurred. Job dimensions that suffer from
distortion do not emphasize each component in relation to its importance to the job.
Finally, a job dimension that measures only aspects of performance that are truly important
in determining job effectiveness would be considered relevant.

4. Assessing performance: The actual performance assessment is the determination of the

employee’s strengths and weaknesses. One purpose of a performance appraisal is to
improve the employee’s performance. As a result, performance weaknesses must be
determined. However, it is also important to reinforce existing behavior that is deeded to
be strong.

5. Performance Review: The performance review is the actual discussion that transpires
between the rater and the rate regarding the rater’s performance. Research suggests that the
performance review should be approximately 60 minutes long and be a mutual discussion.
However, employee responses to an employment survey indicated that most performance
reviews are relatively short.
Because the performance review involves two people, the appraiser and the appraiser, the
review should entail an exchange of information between these two parties. This
information exchange can take many forms. Three of the most common include closed
reporting, and coaching.
6. Setting A plan of Action: By this point in the review, the employee should have an
accurate idea of his or her performance evaluation. The employee should know his or her
strengths and weaknesses.

At this point the supervisor and employee should focus on the future. Job performance
objectives should be discussed to establish a plan of action. The employees as well as the
supervisor should have input in this process. This is often an appropriate time to explore
the employee’s career interest and developmental needs. The employee should be aware of
the supervisor’s expectations in regard to the plan.

Finally, the supervisor reviews the job performance and plan of action developed. And
then sets objectives, based at least in part on the plan identified for the next rating period.
This will provide the employee with direction and guidance about what is expected.

2. GOALS & VISION:

Google‘s mission statement is ―To organize the world information and make it
universally accessible and useful‖. The work culture and employee empowerement
philosophy at Google was apparent from the day the company was launched in 1998. The
founders, Larry Page and Sergey Brin, wanted to establish Google as a company that was
to be seen as a company run by geeks. The HR Department, in its alignment with the
business strategy of trying to attract the best minds across the globe to work for Google.

2.3. ORGANIZATIONAL CULTURE:

Schein defines the culture as: ―The climate and practices that organizations develop
around their handling of people, or to the espoused values and credo of an organization.
Organization culture is a rich description of organizational life. Schein describes culture as
the most powerful and stable force in organizations. Google‘s organizational culture can be
analyzed thought Ouchi‘s framework. Ouchi studied three different company‘s culture and
saw that the differences between those explained a part of the company‘s success.
Depending on his theory it seems that Google Inc. is the type Z US firm.

Ouchi argues that the culture of the Type Z firms help those to outperform typical
American firms. The main reason it that firms like Google systematically invests in their
people and operations over the long run and so obtain steady and significant improvements
in the long-term performance. Fortune describes Google as the best company in the world
to work for. Fortune dint find it difficult to rate their efficiency or effectiveness. Google
does more business than their
competitors and at a lower cost. Google tries to maintain open culture, in which everyone
is a contributor and feels comfortable in sharing ideas and opinions. For example,
employees can have free snacks or bring their pet at the office or go to the gym and spa
salon (environmental atmosphere illustrated in Appendix A). Employees can benefit from
flexible working hours and have some time for their self-directed projects, which shows
the importance of the creativity and
innovation from each and in every department. Moreover control is done through informal
and implicit mechanism. There aren‘t any managerial hierarchies or management structure,
which gives the employees complete freedom. In their weekly meetings, the Googlers are
given the freedom to ask questions directly to Larry, Sergey and any other executives
about any issues in the company. Their offices and cafes are designed to increase
interaction between Googlers within and across teams.
Google boasts some unique cultural aspects:
 Local touches like ski gondolas in Zurich, expressing each office‘s unique location
and personality.
 Dogs, lava lamps and massage chairs.
 Double rooms with three or four team members. There are few single rooms.
 Football, darts, assorted video games, pianos, ping-pong tables, lap pools, gyms
that include yoga and dance classes.
 Social groups of all kinds, such as meditation classes, films clubs, wine tasting
groups, and salsa dance groups.
  Healthy food at wide variety of cafes, and outdoor seating for sunshine
brainstorming.
 Snacks and drinks to keep Googlers going throughout the day.

They build such loyalty from their employees that many of the employees see each other
and the Google management as their family.

Google‘s organizational culture is very strong. Google hires people that embody their
company‘s values and feel the same intense desire for unlimited amount of information.
This desire allows the employees to work towards the same goal.

Google‘s culture is combination of things. It is ethical, customer-responsive, and spiritual.

Google encourages the employees to be creative in problem solving. These employees are
given freedom in their jobs and which they never misuse it. Employees are rewarded for
their individual as well as team accomplishments.

It is this sort of culture that creates individuals that have the desire and the motivation to
stay with a company.

Reinforcing its emphasis on building a healthy work culture, Google hired Stacy Savides
Sullivan as the ‗Chief Culture Office‘ in 2000. Google has managed to present the
combination of a financially successful company offering a highly sought after work
environment. It lays importance on offering a work-life balance by promoting the culture
of flexi-timings for Googlers, breaking the norm of fixed mandatory working hours.
Googlers enjoy the flexibility of working from home while also choosing a convenient
time to come to work.

ORGANIZATIONAL STRUCTURE:
Organizationally, Google maintains a casual and democratic atmosphere, resulting in its
distinction as a ―Flat‖ Company. The company does not boast a large middle
management, and upper management is so hands on, it‘s hard to qualify them in separate
category. Teams are made up of members with equal authority and a certain level of
autonomy is maintained. They are highly collaborative culture. There is no top-down
Hierarchy Google‘s culture can be also analyzed and defined as an organic structure. This
type of structure is characterized by flexibility, empowerment and teamwork. This
structure defines well Google‘s organization as it is non-hierarchical and cross-functional:
there aren‘t any barriers between the different departments. Executives encourage
employees and managers to work directly with each other, instead of through more formal
channels. Google‘s open communication contributes to the organizational structure and
their idea policy is one of the most substantial managerial features. Also the top
management leaves their office door open in order for workers to feel free to come and talk
directly. It gives the staff a sense that they contribute to the company‘s business objectives.

The structure promotes corporate transparency because employees are able to witness and
contribute to the leadership function. As a result, almost every employee has access to
almost any managerial meeting. Google‘s management realizes that every employee has a
stake in the company and employees in turn feel a responsibility for the outcome of the
company‘s projects.

Google‘s methods attract top talent because their management focuses on controlling
through shared vision. Where many companies have bureaucratic and linear controls,
Google allows employees to set and maintain their own standards. These open policies
translate into a distinctive corporate structure that inspires good nature and guidance.
Employees love to work at Google, but not just because of perks such as flexible work
time and bonuses, they also love the work that comes from the cross-functional leadership
structure.
HR AS A STRATEGIC PARTNER OF BUSINESS:

HR department at any organization has a unique challenge – it has to ensure that the
employees are motivated and committed to the organization with complete integrity and
honesty. However, at the same time, the HR department has to ensure that the market
dynamics are not adversely affected by the sheer volumes of investment involved in the
process.

HR practices at Google are named ‗People Operations‘, which is designed to underline the
fact that it is not a mere administrative function, but ensures to build a strong employee
employer relationship. Google‘s HR practices clearly reveal the impressive results of the
company‘s approach, which help in increasing employee productivity. The HR team is
made up of general HR business partners, internal consultant, line managers, learning and
development, and recruitment teams. They are also specialists in compensation and
benefits, but most of the team members work as general HR business partners and internal
consultants.

The business model strategy of not merely trying, but actually delivering the best solution
has been a benchmark of the work culture at Google. The workplaces and office locations
all over the world are built over sprawling spaces which provide the employees not only
with every possible space for creativity and innovation, but also ensures that the
employees‘ ideas are duly and uncompromisingly studied, worked on, and acknowledged.
COMPANY PROFILE
ABOUT
The Google search engine has become so popular that it is now listed as a verb in the
dictionary (Merriam-Webster 2009). The American Dialect Society members voted
“Google” as the most used word of the year 2002 (Google, Google Milestones, 2009). Co-
founded by Larry Page and Sergey Brin while students at Stanford University, Google was
incorporated as a privately held company in 1998 (Google, Google Milestones, 2009) and
is a textbook example of modern ‘employee-centric’ policies and benefits. Google has
come a long way from its modest beginnings as a university project called the Backrub
(Google, Google Milestones, 2009) to a billion-dollar company; but they have retained the
collegiate vision of creative campus-like corporate environs and unparalleled employee
perks and benefits throughout this phenomenal growth. The corporate headquarters of
Google - Googleplex is located at Mountain View, California and has been a favorite
download on YouTube displaying the cornucopia of hard-to believe fringe benefits the
company boasts. Google currently has offices in 14 states and in 36 different countries
worldwide, including Australia, India, China, Mexico, Denmark, Finland, Israel, Turkey,
and United Arab Emirates (Google 2009). Google has a wide variety of products and
services like web search, image search, and product searches to blogs, online translations,
document sharing and remains on the cutting edge of information technologies and
services. Millward Brown Optimizer’s Brandz ranks the 100 most powerful brands in the
world, and Google has been in the top ten since 2006 and has the position of the most
valuable and powerful brand for the years 2007, 2008, and 2009.
Google is an American multinational technology company that specializes in Internet-
related services and products, which include online advertising technologies, search
engine, cloud computing, software, and hardware. Google was founded in 1998 by Larry
Page and Sergy Brin while they were Ph.D. students at Stanford University California
Together, they own about 14 percent of its shares and control 56 percent of the stockholder
voting power through supervoting stock. They incorporated Google as a privately held
company on September 4, 1998. An Initial public offering (IPO) took place on August 19,
2004, and Google moved to its new headquarters in Mountain View, California,
nicknamed the Googleplex. In August 2015, Google announced plans to reorganize its
various interests as a conglomerate called Alphabet Inc. Google, Alphabet's leading
subsidiary, will continue to be the umbrella company for Alphabet's Internet interests.
Upon completion of the restructure, Sundar Pichai was appointed CEO of Google,
replacing Larry Page, who became the CEO of Alphabet.

Industry: Media: Online Internet Services

US Employees 5063
Training 120 hours/year
Voluntary Turnover 2.6%
Job Applicants 2 million/year
Headquarters Mountain View, CA
CEO Dr. Eric Schmidt
Founded 1998
Ticker Symbol GOOG
Website www.google.com
 GOOGLE'S HEADQUARTERS,
THE GOOGLEPLEX, IN AUGUST 2014

Google Company Culture

Google is a high-energy, fast paced work environment (About.com, 2009). Google
employees (called Googlers, in Google's jargon) work hard, yet have fun at the same time.
The Mountain View, CA headquarter has a college campus-like environment where the
virtues of creativity and innovation are extolled. Google uses its corporate service scape
and corporate culture and climate to create an informal ‘value-added’ environment (
Murari 2004). In Googelplex People’s workspaces are full of individuality, and the
atmosphere is relaxed. There is neither dress code nor formal daily meetings. Googlers
can play beach volleyball, foosball, videogames, pool tables, table tennis, or even roller
hockey on the campus, which makes this young population feel like they are still at a
college campus rather than being in an office. Google instills in its employees the credo
that it isn’t about the money- rather than theirs is a lifestyle that breeds innovative
superiority over the competition. They portray themselves as a company that works
towards changing the world through teamwork and creative involvement. Employees feel
proud to be part of such a venture and they take immense pleasure in being a part of the
brand. Co-founder Sergey Brin says that the fact that Google is fairly engineering centric
has been misinterpreted to mean that somehow the other functions are less important rather
it is the innovative employee that is the bedrock of the culture . Journal of Case Research
in Business and Economics Google: Searching for Value, Page 3 Employee Resource
Groups (ERGs) provide valuable feedback on Google’s HR programs and policies. This
program provides valuable opportunities to grow personally and develop professionally
(Google, The Best Place to Work, 2009). It is also interesting to note that Google has many
international communities that help them communicate across the organization, as well as
Gayglers (the lesbian, gay, bisexual, and transgender [LGBT] affinity network), and
Greyglers (Googlers over 40 years old) (Google, The Best Place to Work, 2009). Googlers
proudly say they work for the best company in the world (Murari 2004) and that they are a
part of something important and believe the work they do is remarkably satisfying
(About.com, 2009). Rather than describing their work as "coding" or "selling ads," they
claim they are “organizing the world's information and making it universally accessible
and useful” which is the company’s mission statement (Murari 2004).

Founded 1998
Founders Larry Page and Sergey Brin
Incorporation September 4, 1998
Initial public offering (NASDAQ) August 19, 2004

HISTORY
Google's history is a story of classic entrepreneurialism, hard work, and a little
luck. From humble beginnings, the company has blo ssomed into online
advertising, cloud computing, software, and hardware solutions. Alexa, a
company that monitors commercial web traffic, lists Google.com as the most
visited website in the world.

Google's mission statement is "to organize the world's information and make it universally
accessible and useful" but also has an unofficial statement which is "Don't be evil". This
motto was replaced in 2015 to "Do the right thing". Some might chuckle at this, given that
Google's altruistic mission has been increasingly called into doubt due to a number of
actions that appear to contradict this motto.

So how did they do it? Here is our short biography of everything almost you need to know
about Google's history.

Conception

Google's history began in 1995 when Larry Page met Sergey Brin. At the time Larry Page
was a Ph.D. student at Standford University, and Sergey was considering studying there. In
1996 Larry and Sergey began work on a search engine called Back Rub. The

engine worked on the Stanford servers for more than a year which eventually clogged up
the bandwidth. Google.com was registered on September 15th, 1997.

Google, is a play on words of "googol" which is a mathematical term for the number 1
followed by 100 zeros. It is rumored that this reflects the founders' mission to organize the
infinite amount of information on the internet.

In 1998 Larry launched a monthly newsletter called "Google Friends Newsletter" to inform
fans about the company. This has since been replaced with blogs such as Google+. In
August of 1998 Sun co-founder, Andy Bechtolsheim wrote a check for $100,000 to the as
yet non-existent company Google Inc. He did this after seeing a quick demo on the porch
of a Stanford faculty member's home in Palo Alto.

Cashing in
Initially, there was no way to deposit this check, so it was made out to "Google Inc.".
There wasn't a legal entity with that name at the time. The check sat in Page's desk drawer
for two weeks while he and Brin rushed to set up a corporation and locate other investors.

If you like Google's doodles, you might be interested to know that the very first one was
the iconic "Burning Man" icon. This was to let users know where the team was for the next
few days - nice touch.
In 1998 Google was incorporated on September 4th, 1998 as a private company. The
founders opened a bank account and deposit Bechtolsheim investment. Google's first office
is, classically, a friend's garage in Menlo Park, California. The door came with a remote
control since it was attached to the garage of a friend who sublet space to the new
corporation. Google also hired its first employee Craig Silverstein who has stayed with
them for more than ten years before joining another startup Khan Academy.

In 1999, Google moved from its humble garage to its new digs at 165 University Avenue,
Palo Alto. At this time they were eight employees strong. Also, their first most important
team member, Yoshka the dog, joined the team.

Google hired their first chef, Charlie Ayers. His previous claim to fame was catering for
the Grateful Dead. He now owns a cafe in Palo Alto. Today Google's food programs focus
on providing healthy, sustainably sourced food to fuel Googlers around the world.

Turn of the century

Google's defining characteristic of predictive search text had its origins in 2000 when
MentalPlex was first deployed. This enabled Google to take part in Silicon Valley's
tradition of April Fool’s day hoaxes.

Other millennial improvements to Google included doodle series, multilingualism,

international celebrations (Bastille Day) and critically to most bloggers, the advent of
Google Adwords. Google toolbar, a plugin that allows the user to search without opening
the homepage has also launched. A pretty productive year to be fair in Google's history.

2001 saw Google's first public acquisition, Deja.com Usenet Discussion Service, which
was an archive of 500 million user discussions dating back to 1995. They added "joke
languages" including Klingon and launched Google Images. Google also launched their
first international office in

Tokyo. Additionally, in 2001, Google released their first annual "Google Zeitgeist" which
takes a look at what millions of people searched for over the previous year. This is a
tradition that still continues to this day.
Going from strength to strength

In 2002, Google started further helping businesses with its Google Search Appliance and
added cost-per-click pricing to its Adwords. Google Labs was also born in
2012. Additionally, Google opened their first office in Australia .In 2003 Google acquired
Pyra Labs and announced Google AdSense lets businesses connect with vast networks of
advertisers. Google also launched Google Grants, a nonprofit edition of AdWords. Google
grew so quickly that its offices got filled up. Employees couldn't stand up at their desks
without others tucking their chairs in first.

In 2004 Google's staff had blossomed to 800+ employees. They moved to their new office
at 1600 Amphitheatre Parkway, Mountain View. The "Googleplex on April fool day Gmail
was launched, first an invite-only service, it now has more than 425 million users. Google
also acquired Picasa. Besides, Google listed itself on the stock market, offering the
public 19,605,052 class .A shares at $85 each - wish I'd bought some. In December Google
established G oogle.org which was dedicated to the idea that technology can change the
world.

Google's logo
Google's iconic logo has undergone several changes and revivals throughout its history.
The first logo, designed by Brin, was created using GIMP. Google unveiled its revised
logo in September 2015. Prior to this, its previous logo, designed by graphic designer Ruth
Kadar, was used between 1999 and 2013. The script was based on the Catull typeface, and
old serif typeface designed by Gustav Jaeger for the Berthold Type Foundry in 1982
holiday birthdays for famous people or major events. These special logos, some designed
by Dennis Hwang, have become known as Google Doodles.

But, what about the colors? Graphic designer Ruth Kedar explains "There were a lot of
different color iterations", "We ended up with the primary colors, but instead of having the
pattern go in order, we put a secondary color on the L, which brought back the idea that
Google doesn't follow the rules."
Logo evolution
The highly recognizable logo received its first "major" overhaul in 2010. The new logo,
which first previewed in November of 2009 was officially launched in May of 2010.
Though perhaps not an enormous amendment, after all, it used the same typeface but the
"o" had a facelift. It's previously yellowish "o" was replaced with a distinctly more orange
tone.

2013 introduced a new "flat" logo with a slightly altered color palette. In 2014, Google
updated their logo once again with the second "g" moved to the right by one pixel and the
"l" down and right one pixel.

September 2015 saw the introduction of Google's "new logo and identity family". This was
designed to work across multiple devices. The notable difference in the logo is the change
in the typeface. The colors remained the same; however, Google switched to a modern,
geometric sans-serif typeface called Product Sans, created in-house at Google and also
used for the Alphabet logo.

HR STRATEGY
Google’s human resource management practices cover effective employee training
programs, as well as performance management to maximize human resource capabilities.
The company uses appropriate needs analysis to design training programs aimed at
supporting an innovative workforce. The training programs and their results are regularly
evaluated to ensure that they meet Google’s human resource needs. The company also has
finely tuned performance management practices, inclusive of performance planning that
directly address corporate objectives for HRM. However, the company also experiences
performance problems in its human resources. To address this condition, Google’s human
resource management uses information about performance problems as basis for
improving performance management practices along with employee training programs.
Performance Planning. Google’s performance planning efforts address different
dimensions of its human resource management, including customer service,
communication, support for diversity, and problem solving abilities

Link to Corporate Objectives. Google’s performance management practices are directly

linked to corporate objectives for human resource management because they ensure that
employees remain capable of supporting the firm’s business activities.

Measurements and Standards. Google’s HR management uses different sets of

measurements and standards for its performance management practices in different areas
of human resources. The firm uses individual measurements of ethical conduct and
contributions to innovation and quality of output. Google’s human resource management
also uses team variables like collaboration level.

Performance Interviews. Google’s human resource management conducts performance

interviews that address concerns about individual performance and team performance. The
individual performance interviews cover knowledge, skills, abilities and other attributes of
employees. The team performance interviews cover how employees perform as part of
project teams in Google.

Performance Problems. Google’s human resource management is usually concerned

about performance problems in the areas of quality of work and work behaviors. In terms
of quality of work, some red flags for HR managers are errors and ineffective work
techniques. In terms of work behaviors, Google’s HR managers are concerned about
negativism, power struggles, and tardiness or delays.

GOOGLE’S APPRAISAL PROCESS

Google schedules their performance reviews twice a year – major one at the end of the
year and a smaller one mid – year. The techniques used for Performance Appraisal are as
follows:
  3600 Performance: At Google review consists of a self-assessment, a set of peer
reviews, subordinate reviews as well as supervisors. In the self-assessment, the
employees need to summarize their major accomplishment and their
accomplishment since the last review. The SWOT analysis also needs to be done
with respect to the job expectations. For peer reviews, employees need to choose 3-
8 peers and they will review the employee. Sometimes managers offer peers to
write the reviews. The peer review 3 purposes: They allow you to give direct
feedback on the employee‘s quality, teamwork, etc. and if the peer is not
comfortable in sharing the information directly with the employee they can give
feedback to the managers. They feed into them manager‘s decision regarding their
performance rating. If any employee has applied for promotion, peer review
becomes an important part of the application process. Even the subordinate reviews
are done which helps in knowing how an employee treats their subordinates and are
they helpful. A supervisor review is done to know are they able to handle the job
responsibility assign to them.

PERFORMANCE MANAGEMENT:

In Google they follow more of Performance Management than Performance Appraisal.

Instead of setting goals for them, Google‘s management helps their employees meet the
objectives that the employees set for themselves. Although Google‘s management makes
suggestions, employees use metrics that they choose themselves to measure their progress
toward their goals. Supervisors act as managers to ensure that the employees meet their
own goals, but employees see them as leaders because the employees themselves set the
benchmarks.

If any employee is applying for promotion, reasons should be mentioned why should you
be promoted. Such reviews are submitted via an online tool. And during performance
review time engineers take one or two days to write a review.

COMPENSATION STRUCTURE:
Google stands out as being one of the most sought after and yet one of the most
underplaying employers in the industry. Employees are attracted not to the short-term
monetary return from work, but rather to support system that could help them to create
anything. The innovative Stock Option system at Google ensures that all employees get
compensated competitively. Google‘s compensation program, also called ‗pay-for-
performance‘, focuses on providing reward for strong performance as well as training for
overcoming weaknesses for underperformers. This philosophy of Google was applied to all
Google employees, and there was an increase in the portion of compensation in accordance
with the levels of leadership and responsibility. Google typically pays its employees 12%
above market. There is an assumption that many of the employees that work at Google are
top performers, this increase wasn‘t about performance but more about their commitment
to be the very best in terms of compensation. They wanted to do that across the board – not
just for certain individuals. In Google‘s case it was in addition to their merit process. It was
about raising all of their salaries to levels that exceed at the competition.

Googlers also fetch good salaries. While fresh MBAs are offered salaries between $80,000
and $120,000 per annum, experienced engineers draw an annual package of $130,000
along with 800 options. According to a research conducted by Glassdoor in 2008, software
engineers at Google draw an enviable compensation package as compared to their
counterparts at Microsoft or Yahoo! (Figure).

Fig 2 Salary comparison of Google’s Software engineers with competitors

(in$)
 Source: ―Apple Engineers Paid Below-Market Salaries‖
http://news.softpedia.com/newsImage/Apple-Engineers-Paid-Below-Market-Salaries.png

So strong is the work culture and employee committed bent upon technology solutions
rather than tangible compensation. Google became the first company where the Board of
Directors requested for a reduction in salaries and compensation because they felt they
were getting more paid than they needed. All the employees greed, and in 2008-09, the
employees formally demanded a wage cut. During the same period, the turnover was
1.43%.
LITERATURE
REVIEW

Business is the effective combination of physical and human resources of the enterprise to
attain the cherished goals. Physical factor is lifeless and cannot perform any activity itself.
It has to be operated and activated by the human force. Human Resources have been
accepted as essential, vital and indispensable factor of production. This factor needs very
tactful handling, because it is sensitive and sometimes troublemaker. It has its own
aspiration and desire professional growth.

Q1. What do you mean by Human Resources?

Human Resources are the people who make up the workforce of an organization, business
sector, or economy. "Human capital" is sometimes used synonymously with "human
resources", although human capital typically refers to a more narrow effect (i.e., the
knowledge the individuals embody and economic growth). Likewise, other terms
sometimes used include "manpower", "talent", "labor", "personnel", or simply "people".

Q2. What is Human Resource Management?

“Human Resource Management is the art of getting things done through people”. But it is
felt that management is much more than what is said in this definition. Management is
further defined as, that field of human behavior in which managers plan, organized, staff,
direct and control human, physical and financial resources in an organized efforts in order
to achieve desire individual and group objectives with optimum efficiency and
effectiveness.

Q3. Who is Human Resource Manager?

Human Resource manager is responsible for the department of a business or organization
that deals with the hiring, administration, and training of staff. Human resource (HR)
managers are involved with recruitment, training, career development, compensation and
benefits, employee relations, industrial relations, employment law, compliance,
disciplinary and grievance issues, redundancies etc. The job involves keeping up to date
with areas such as employment law, which change often.
Q4. What do you understand by the term Performance Appraisal?
Performance Appraisal is the systematic evaluation of the performance of employees and
to understand the abilities of a person for further growth and development. Performance
appraisal is generally done in systematic ways which are as follows:

1. The supervisors measure the pay of employees and compare it with targets and
plans.
2. The supervisor analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance.

Q5. What do you mean by compensation?

Compensation is defined as the total amount of the monetary and non-monetary pay
provided to an employee by an employer in return for work performed as required.
Essentially, it's a combination of the value of your pay, vacation, bonuses, health
insurance, and any other perk you may receive, such as free lunches, free events, and
parking. These components are encompassed when you define compensation.

Q6. What is the need of Performance Appraisal in Industries?

a. Resolve grievances
Often managers are too engrossed in the day-to-day to get an insight into an employee’s
frame of mind. The appraisal is a great time to address any concerns you or they may have.

b. Strengthen bonds
It’s important for team cohesion and overall productivity that managers have good
relationships with their team. Use this occasion to align priorities and discuss various
matters of interest to the business with your team members; almost like a brainstorming
session.
c. Refocusing your team

Appraisals can be used to help communicate your vision to team members. This is your
chance to clarify and articulate your vision, ensuring that everyone is singing from the
same hymn sheet.

It’s also an opportunity to manage employees’ promotion expectations. Those with an

inflated idea of their own abilities and role within the business will benefit from a realistic
assessment of their current worth.
OBJECTIVE OF STUDY
OBJECTIVES OF THE STUDY:

 To analyze HRM techniques and methods at Google.

 To analyze how employees help a company in differentiating itself from its
competitors.
 To analyze how the company attract and retain employees in a competitive
environment.
 To analyze the innovative HR practices and the ‗Best Place to Work For‘ culture at
Google.
 To understand the Training & Development department at Google.
 To get a clear picture of Compensation Management and other perks and benefits
being offered to the employees.
 To analyze the future implications of Google‘s HR practices in the long run.
 RESEARCH
METHODOLODGY
Research Methodology is a way to systematically solve the research problem. It is a
science of studying how research is done scientifically .we study the various steps that are
generally adopted by a researcher in studying his research problem along with logic behind
them.

This study has used an exploratory design to analyze the effectiveness of training and
development for retaining the employees of google.

Research methodology may be summarized in following steps:

 Defining Research Objective.
 Preparing Research Design.
 Implementation of Research Design.

“Research design is arrangement of condition for collection & analysis of data in a manner
that aims to combine relevance to research purpose with economy in procedure.”

 RESEARCH INSTRUMENTS:
Research instrument used in this study is a structured questionnaire the
question are presented with exactly the same wordings in same manner to all
the respondents .

 Questionnaire: A Questionnaire consists of a number of question printed or

typed in a definite order on a form .Questionnaire is mailed to respondents
who are expected to read & understand the question &write down the reply
in his space meant for purpose in questionnaire itself.

Questionnaire contains simple & straight forward questions for the

respondents.
 Survey: survey is concerned with describing recording analyzing &
interpreting conditions that either existed or exist .Surveys are example of
field research.
  Sample unit_: sample is the representatives unit of the population .it is
neither feasible nor desirable to cover entire population sp, the sample
size is taken 150.
SOURCES OF DATA:
PRIMARY DATA: “The primary data are those which are collected afresh &for the first
time & thus happen to be original in character.”

Primary sources: Primary data are collected through a structured questionnaire ,face to face
interview .primary sources include support from google and the data was obtained through
regular interaction with HR manager of the organization itself.

SECONDARY DATA: “The secondary data are those which have already been collected
by someone else & which have already been passed through statistical process.”

Secondary sources: secondary data about the company profile & other details are collected
from the company website &through personnel discussion with the company HR manager
secondary resources were the internet search and the existing Google. With the help of
these two data all the findings ‘conclusions and suggestion have been derived.
 Population: Population refers to total of items about which information his
desired .population is said to be finite if it consist of fixed number of
elements to enumerate it in totality.

SAMPLING: In this study random sampling has to be used. Sample

sizes 100. The research design is descriptive in nature. The major purpose
of descriptive research is description of the state of affairs, as it exist at
present .The main purpose of the method is that research has no control
over the variables researcher can only report what has happened or what is
happening.

TOOLS USED FOR DATA ANALYSIS: Bar charts will be used

to interpret the data.
DATA ANALYSIS AND INTERPRETATION

Data analysis and interpretation refers to how the collected from the different sources and
how it is interpreted. The data collected from the primary sources and secondary sources.
The Primary data are those which are collected afresh and for the first time, and thus
happen to be original in character. The tools for collecting this primary data are by two
types namely Interview Method and Questionnaire Method.
The Secondary data are those which have already been collected by someone else and
which have already been passed through the statistical process in the company.
For collecting the data the sample size taken in the survey is only 70 respondents. Because
lack of time. The technique used for collecting the data is simple random sampling
technique. The statistical tools used in survey are bar charts, pie charts and table
 1. Existence of Performance Appraisal System

Opinion Pool Respondents Percentage (%)

Yes 60 86
No 10 14

Total 70 100

100
90
80
70
60
50 Yes

40 No

30
20
10
0
Respondents Percentage (%)

FIGURE NO-4.1.1

INFERENCE:

From the above table, it shows the respondents opinion about existence of
performance appraisal system in the organization. It reveals that 86% of the total
respondents opinioned that the appraisal system existed in the company and
 14% of the respondents opinioned that the appraisal system is not existed. So
majority of the respondents opinioned that the appraisal system is existed.

2. The factors for performance appraisal

Opinion pool Respondents Percentage (%)

Excellent 15 22
Good 33 47
Average 12 17
Poor 10 14
Total 70 100

Table No-4.1.2

50
45
40
35
30
25 Respondents

20 Percentage (%)

15
10
5
0
Excellent Good Average Poor

FIGURE NO-4.1.2

INFERENCE:

From the above table 22% of the respondents opinioned that the factors of
appraisal is excellent, 47% of the respondents opinioned that, the factors of
appraisal is good, 17% of the respondents opinioned that, the factors of appraisal
is average and 14% of the respondents opinioned that it is poor.

3. Are You Satisfied With Self Appraisal Or You Prefer

Opinion pool Respondents Percentage (%)

Peers 40 57.1

Performance Review
Committee 20 28.6

Others 10 14.3
Total 70 100

Table No-4.1.3

100

90

80
Kind Of Opinion
70
Respondents
60
Percentage (%)
50

40

30

20
FIGURE NO-4.1.3
10

0
INFERENCE:
1 2 3 4 5 6 7 8 9
From the above table 57.1% opinioned that, they prefer peers, 28.6% opinioned
that, they prefer performance review committee and 14.3% opinioned that, they
prefer others. So majority of the respondents opinioned that they prefer peers.
 4. The Performance Appraisal Is Done At

Opinion pool Respondents Percentage (%)

Place of work 55 78.5

Any other place 15 21.5

Total 70 100

Table No-4.1.4

100

90

80

70 Kind Of Opinion
60 Respondents

50 Percentage (%)

40

30
1 2 3 4 5 6 7
20

10 FIGURE NO-4.1.4

0
INFERENCE:

From the above table, 78.5% opinioned that, the performance appraisal is done
at the place of work and 21.5% opinioned that, the performance appraisal is
done at any other place in the organization.
 5. Awareness of the Performance Appraisal System

Opinion pool Respondents Percentage (%)

Fully aware 30 42.8

Partially aware 20 28.6

Not at all aware 20 28.6

Total 70 100

Table No-4.1.5

45

40

35

30

25
Respondents
20
Percentage (%)
15

10

0
Fully aware Partially aware Not at all aware

INFERENCE

From the above table, 42.8% opinioned that, they are fully aware of the
performance appraisal system, 28.6% opinioned that, they are partially aware of
the performance appraisal system and 28.6% opinioned that, they are not at all
aware of the performance appraisal system.
 6. Performance Appraisal Is Conducted For Every

Opinion pool Respondents Percentage (%)

3 months 5 7.1
6 months 35 50
9 months 5 7.1
1 year 25 35.8

Total 70 100

Table No-4.1.6

100

90

80

70
Respondents
60
Percentage (%)
50

40
3 9 Total
30
months months
20

10
INFERENCE
0

From the above table, 7.1% opinioned that, the performance appraisal is
conducted for every 3 months, 50% opinioned that, the appraisal is conducted
for every 6 months, 7.1% opinioned that, the appraisal is conducted for every 9
months and 35.8% opinioned that, the appraisal is conducted for every 1 year
most of the
 7. Relationships with Peers, Superiors and Subordinates

Opinion pool Respondents Percentage (%)

Yes 60 86
No 10 14

Total 70 100

Table No-4.1.7

100

90

80

70
Kind Of Opinion
60
Respondents
50 Percentage (%)
40

30

20 1 2 3 4 5 6 7

10

0
INFERENCE

From the above table, 86% opinioned that, the interpersonal and team
relationships with peers, superiors and subordinated is satisfactory and good and
14% opinioned that, the interpersonal and team relationships with peers,
superiors and subordinated is not satisfactory.
 8. Feedback Is Communicated By the Appraise

Opinion pool Respondents Percentage (%)

Immediately after
completion 15 21.4
Within 15 days 35 50

More than a month 15 21.4

Not communicated 5 7.2

Total 70 100

Table No-4.1.8

100

90

80

70
Respondents
60
Percentage (%)
50

40
More than a Total
30
month
20

10
INFERENCE
0
From the Immediately
above table, 21.4% opinioned that, the feedback is communicated
immediately after
after completion, 50% opinioned that, the feedback is
completion
communicated within 15 days, 21.4 % opinioned that, the feedback is
communicated more than a month and 7.2% opinioned that, the feedback is not
communicated.
 9. Feedback Is Communicated In the Form Of

Opinion Respondents Percentage (%)

Oral 22 31.4
Written 48 68.6

Total 70 100

Table No-4.1.9

100
90

80

70
Kind Of Opinion
60 Respondents
50
Percentage (%)
40

30

20 1 2 3 4 5 6 7 8
10

0
INFERENCE

From the above table, 31.4% of the respondents opinioned that, the feedback is
communicated in oral form and 68.6% opinioned that, the feedback is
communicated in the written form.
 10. By Whom the Feedback Is Communicated

Opinion pool Respondents Percentage (%)

Concerned controlling
officer 20 28.6
Superior 45 64.3
Any other manager 5 7.1

Total 70 100

Table No-4.1.10

100

90

80

70 Kind Of Opinion
60 Respondents

50 Percentage (%)

40

30
1 2 3 4 5 6
20

10
INFERENCE
0
From the above table, 28.6% of the respondents opinioned that, the feedback is
communicated by the concerned controlling officer, 64.3% opinioned that, the
feedback is communicated by the superior and 7.1% opinioned that, the
feedback is communicated by any other manager.
 11. To Whom the Self Appraisal Report Should Submit

Opinion pool Respondents Percentage (%)

Your superior 23 32.9

Any controlling officer 47 67.1

Total 70 100

Table No-4.1.11

120

100

80 Respondents

60 Percentage (%)

40

20

INFERENCE

From the above table, 32.9% of the respondents opinioned that, the self
appraisal report should submit to the superior and 67.1% opinioned that, the self
appraisal report should submit to any controlling officer
 12. Performance Appraisal Based On Well Defined Objective Criteria

Opinion pool Respondents Percentage (%)

Yes 40 57
No 30 43

Total 70 100

Table No-4.1.12

60

50

40

30 Yes
No
20

10

0
Respondents Percentage (%)

INFERENCE

From the above table, 57% of the respondents opinioned that, the appraisal is
based on well defined objective and 43% opinioned that, the appraisal is not
based on the well defined objective .
 13. The Appraisal Is Based On Job Analysi

Kind Of Opinion Respondents Percentage (%)

Yes 12 17

No 58 83
Total 70 100

Table No-4.1.13

90

80

70

60

50
Yes
40
No
30

20

10

0
Respondents Percentage (%)

INFERENCE

From the above table, 17% of the respondents opinioned that, the appraisal is
based on job analysis and 83% opinioned that, the appraisal is not based on job
analysis.
 14. Necessary for Performance Appraisal

Opinion pool Respondents Percentage (%)

Yes 70 100

No 0 0
Total 70 100

Table No-4.1.14

120

100

80

60 Yes
No
40

20

0
Respondents Percentage (%)

INFERENCE

From the above table it shows all the respondents opinioned that, the appraisal
is necessary for the organization.
 15. Publicity To The Performance Appraisal By The Organization

Opinion pool Respondents Percentage (%)

Yes 45 64

No 25 36
Total 70 100

Table No-4.1.15

70

60

50

40
Yes
30 No

20

10

0
Respondents Percentage (%)

INFERENCE

From the above table, 64% of the respondents opinioned that, the performance
appraisal publicity is given by the organization and 36% opinioned that, the
publicity is not given.
 16. Effectiveness of Present Performance Appraisal System

Opinion pool Respondents Percentage (%)

Yes 35 50
No 35 50

Total 70 100

Table No-4.1.16

100

90

80

70
Respondents
60
Percentage (%)
50

40

30

20 Yes No Total

10

0
INFERENCE
From the above table, 50% of the respondents opinioned that, the present
performance appraisal system is effective and 50% of the respondents opinioned
that, the present appraisal system is not effective.
 17. Performance Appraisal Regarding Promotions Should Be Based On

Opinion pool Respondents Percentage (%)

Only seniority 20 28.6

Only merit 10 14.3
Both merit & seniority 40 57.1

Total 70 100

Table No-4.1.17

120

100
Respondents
80
Percentage (%)
60

40

20

INFERENCE

From the above table, 28.6% of the respondents opinioned that, the appraisal
regarding promotions is based on only seniority, 14.3% opinioned that, the
appraisal regarding promotions is based on only merit and 57.1% opinioned that,
the appraisal regarding promotions is based on both merit and seniority.
 FINDINGS

1. It observed that 86% of the respondents opinioned on the performance appraisal

system existence in the organization, where as 14% of the respondents opinioned on
the appraisal system non existence. Therefore majority are considering the existence
of appraisal system.

2. It observed that 22% of the respondents opinioned on the factors of appraisal was
excellent, 47% of the respondents opinioned that, the factors of appraisal was good,
17% of the respondents opinioned that, the factors of appraisal was average and 14%
of the respondents opinioned that was poor. Hence it can conclude that the appraisal
system is up-to the mark.

3. It observed that 57.1% opinioned on the preference to peers, 28.6% opinioned that,
they prefer performance review committee and 14.3% opinioned that, they prefer
others. Hence it can conclude that majority are preferring the peer on appraisal.

4. It can observed that 78.5% opinioned on the performance appraisal was done at the
place of work and 21.5% opinioned that, the performance appraisal was done at other
place in the organization.

5. It can analysed that 42.8% opinioned were fully aware of the performance appraisal
system, 28.6% opinioned that, they were partially aware of the performance appraisal
system and 28.6% opinioned that, they were not at all aware of the performance
appraisal system. Hence it can said that majority are having awareness.

6. 7.1% opinioned that, the performance appraisal is conducted for every 3 months,
50% opinioned that, the appraisal is conducted for every 6 months, 7.1% opinioned
that, the appraisal is conducted for every 9 months and 35.8% opinioned that, the
appraisal is conducted for every 1 year.

7. 86% opinioned that, the interpersonal and team relationships with peers, superiors
and subordinated is satisfactory and good and 14% opinioned that, the interpersonal
 and team relationships with peers, superiors and subordinated is not satisfactory.

8. 21.4% opinioned that, the feedback is communicated immediately after completion,

50% opinioned that, the feedback is communicated within 15 days, 21.4 %
opinioned that, the feedback is communicated more than a month and 7.2%
opinioned that, the feedback is not communicated.

9. 31.4% of the respondents opinioned that, the feedback is communicated in oral form
and 68.6% opinioned that, the feedback is communicated in the written form.

10. 28.6% of the respondents opinioned that, the feedback is communicated by the
concerned controlling officer, 64.3% opinioned that, the feedback is communicated
by the superior and 7.1% opinioned that, the feedback is communicated by any other
manager.

11. 32.9% of the respondents opinioned that, the self appraisal report should submit to
the superior and 67.1% opinioned that, the self appraisal report should submit to any
controlling officer.

12. 57% of the respondents opinioned that, the appraisal is based on well defined
objective and 43% opinioned that, the appraisal is not based on the well defined
objective .

13. 17% of the respondents opinioned that, the appraisal is based on job analysis and
83% opinioned that, the appraisal is not based on job analysis.

14. All the respondents opinioned that, the appraisal is necessary for the organization.

15. 64% of the respondents opinioned that, the performance appraisal publicity is given
by the organization and 36% opinioned that, the publicity is not give
16. 50% of the respondents opinioned that, the present performance appraisal system is
effective and 50% of the respondents opinioned that, the present appraisal system is
not effective.

17. 28.6% of the respondents opinioned that, the appraisal regarding promotions is based
on only seniority, 14.3% opinioned that, the appraisal regarding promotions is based
on only merit and 57.1% opinioned that, the appraisal regarding promotions is based
on both merit and seniority.

SUGGESTIONS

1. Only few respondents opinioned that the appraisal factors are excellent. So the
organization needs to consider good factors for appraisal.

2. The organization need to consider 360 degree appraisal system because they prefer
more to the peers.

3. For every organization the awareness of performance appraisal is important. So the

organization needs to create 100% awareness about performance appraisal system.

4. The performance appraisal should be conducted based on the well defined objective.

5. Job analysis is one of the dominant factors for appraisal so the organization need to
give more importance for job analysis while conducting appraisal.

6. The organization has to increase efficiency of system by establishing the good

standards for performance appraisal.

7. The feedback plays a major role in the process of communication between the
superior and the subordinate. So that the organization need to provide immediate
feedback to its employees.
CONCLUSION

At lastly I would like to draw my conclusion in this topic performance appraisal

system. It is one of the crucial issues where employees expect good results which
lead to high satisfaction.

This appraisal even acts as a feedback system, which plays a major role in the
development of the organization through erasing the communication barriers
between the superior and the subordinate. In the present scenario system brings up
the organization with rich productivity.

A good system of performance appraisal comes out through perfect rating of the
employees and their feedback for the given rating. The system should work so the
things to be done through the people.

Google occupied a prominent position in the industry and it has been achieving its
objectives despite of obstacles faced and stood at a good position with a perfect
vision.

The employees of Google are satisfied with the system of appraisal followed there,
because of its concern and consideration towards the employees by the
management.

Finally I conclude my topic “performance appraisal ”, the work and the related
issues were drastically changed when compared to the past.

Performance appraisal is a sensitive issue because it not only appraisal for the
achievers but also punishments and warnings to the low contributors. Everything
done by the organization should be accepted the employees and even make the
perceive that it is done for the good sake of employees. This factor is quite crucial
for any organization to achieve its objectives.
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