A PROJECT REPORT ON ANALYSIS OF PERFORMANCE APPRAISAL

FINAL RESEARCH PROJECT

SUBMITTED TO:

Swami Vivekanand Institute of Management(Women) Ramnagar Banur

in partial fulfillment for the award of degree of

MASTER OF BUSINESS ADMISTRATION

SUBMITTED BY : Vishakha Regd. No. 80906317231 Sem. 3rd

DECLARATION

TO The Director, Swami Vivekananda Institute Of Management (Women) Banur (Punjab)

Respected Sir

I hereby declare that the training Report, which is entitled on analysis of Performance Appraisal System, is compiled and submitted by me is the original frame work. I have not copied the data from any previous report. However, my Project Guide respected Mrs. Manjula S. Thakur helped me at various point while preparing this report

VISHA KHA

CERTIFICATE OF COMPLETION

Is the certify that the Final Project Report entitled Analysis of Performance Appraisal Submitted Training Report of the requirement for the degree of M.B.A, affiliated to Punjab Technical University, is work carried out by Vishakha under my supervision and guidance.

Project Guide: (Mrs. Manjula S. Thakur)

ACKNOWLEDGMET
Any accomplishment requires the efforts of many people and this work is not different. Regardless of the source, I wish to express my gratitude to those who may have contributed to this work, even though anonymously. I extend my sincere thanks Mr.O.P.Thapliyal for providing me this opportunity to undergo training in Ind-Swift of Chandigarh. I have been

fortunate enough to get all the support, encouragement and guidance from him needed to explore, think new and initiate. I express my great thanks to Mrs.Manjula s. Thakur(Project Guide) under whose guidance I was able to complete my project successfully. Her valuable advice and guidance at various stages of the project will always be cherished. Also, I am grateful to the authorities and employee of Analysis Of Performance Appraisal System who by giving their responses provided the base of my research. My final thanks go to my parent, family members, teachers who encourage me countless time to persevere though this entire process.

Preface

The well planned properly executed and evaluated training helps a lot in including good culture. It provides linkage between the student and the institution in order to develop the awareness of approach to problem solving based on broad understanding of process and mode of operation of an organization.

This report serves the purpose of elaborating the analysis and the implementation phases of the above-mentioned project. All the features that have been included in the final implementation have been clearly explained to make the project easy to understand. It has been taken care that this document elicits the system development process in a clear and well-documented manner.

In the beginning we have provided an abstract into the general features of the project. As we proceed, well delve into more intricate details regarding the working of the project. During our stay here we learnt how an actual project progresses, what sort of problems actually occur during the development of such projects, how to produce quality products and so on.

CONTENTS
CHAPTER 1 INTRODUCTION COMPANY PROFILE
1. Vission 2. Mission 3. Objective 4. Management structure Specialization 1 H R in India 2 department of H R function Project work 1 Problems in selection 2 Introduction of performance appraisal 3 Need to study 4 Objective of study 6 Performance appraisal in Ind-Swift 7 Research methodologies 8 Data analysis & interpretation

9 Finding 10 Limitation of project 11 Conclusions

12 Recommendations

REVIEW OF LITERATURE

COMPANY OVERVIEW

IND SWIFT LTD

As the name reflects fast growing pharmaceutical company in north India. The foundation of company is based on acquisition and retaining of global customers. The principle is based on optimum utilization of resources. One of the leading research driven pharmaceutical group of India having presence across 45 countries of the globe with two listed entities Ind-Swift limited (manufactures of finished dosages) and Ind Swift laboratories limited and Ind swift pharmaceutical ltd. A long committed journey started with a small step in 1983. Slowly, steadily and assuredly, ind swift created a place (for ourselves) under the sun. Ind shift grew as it marched, ind swift defined and redefined its goals and refined knowledge of the pharmaceutical manufacturing. Today are poised decisively to grow abundantly, to translate our vision and dream. Today Ind-swift is recognized as a vitally pulsing new forte in the pharmaceutical world.

Ind swift liken its multifarious activities to the playing massive symphony orchestra. Spearheading, conducting, welding the baton is its chairman, Dr. Gopal Munjal ; sticking to the transcribed score, of the cadences, pauses, tumbles and percussion, improving every day to create a masterpiece that speaks of titanic strength. Each member of ind swift is a player in that symphonic poem. A perfect coordination leading to a flawless and rapturous rendition and performance. This supportive teamwork, highest quality of

produce and dedication to task has taken Ind swift are poised for a proper lebensraum. Poised to reach INR 1000 crores in year 2007 as envisaged.

Incorporated in 1986, Ind swift limited is the flagship company of India based Ind-swift group. Ind-swift has emerged as a key contender in the domestic pharmaceutical market. To meet ever growing market demands, the company continuously updated and modernized its manufacturing facilities, and ind swift gathered stiff competition to cement its place in the competitive Indian market.

At present, ind-swifts multipurpose ; multi location manufacturing set up is spread across the north Indian states. The company has facilities to manufacturing various dosage forms including oral solutions and

suspensions, dry syrups and hard gelatin capsules (general and beta lactam), tablets (general, coated, sustained release and effervescent forms ),dermatological comprising of creams , ointments and gels , eye and ear drops and injectables(ampoules and vials).

Ind-swift enjoys contemporary, Manufacturing Facilities which are in line with the highest international regulatory standards. The company has geared up its activities towards formulation (finished dosage forms) exports, both in regulated as well as non regulated markets. In the first phase, non regulated markets were selected. Product registration process is already complete for CIS, SAARAC, Middle East and Southeast Asian countries. To capitalize on the future opportunities, the company has set up a manufacturing facility [comprising of all the sections], conforming to US FDA,MCA TGA standards. This facility will be utilized for contract as ind swift as companys own manufacturing, for the purpose of export to

regulated markets. The existing manufacturing facilities as per WHO GMP standards will take care of the domestic market needs.

Today ind- swift command the research and development spawning facilities offered by state of art drug formulation, chemical research and analytical development center; equipped with latest equipments needed for

combinational synthesis, ultramodern HPLC&GC system etc. Our facility is recognized by the ministry of science and technology, Government of India.

A well knit team committed, enthused and brilliant scientists drawn from different streams, pursuing interesting, commercially alluring pharmaceutical leads for ind swift. A comprehensive and flexible pilot plant is there to translate our hunches and insights into money spinners. Ind swift are high on researching such AUERVEDIC medicinal plants which show a promise in treating chronic ailments and life style disorder.

All these developments have allowed us to successfully market our finished formulations, internationally. generics in incremental amounts, both nationally and

The company markets formulations, through its different divisions, focusing on the needs of various therapeutic segments, which include Cardiology, Diabetology, Pediatrics, Gynecology, Surgery, Orthopedics, Ophthalmology, Neuropsychiatry, Anesthesiology. Formulations (finished dosage forms) are

marketed through Ethical division, super specially division and bio sciences division. A talented team of research scientists, formulation experts, clinical development and regulatory affairs professionals support the companys

marketing efforts across the company. Infrastructure of ISLL manpower -100 scientists including 25 PhDs . chemical research labs (4). Analytical research lab(instruct) (3).A small kilo lab(1). Wet analysis lab (1) stability studies lab (1) special equipment lab (1) Office for regulatory department office of the IPR cell. Office for purchase and administration Library Conference room.

VISSION Vision involves-

Concentrating on increase in export in order To contribute 25% of revenue.

Emphasizing on CRAMS i.e.(contract research and manufacturing Services) which would

contribute30% profit

Gaining necessary profits and revenues through acquisition In the market

MISSON

Wining global Customers through Innovative quality

Pharmaceutical Product

OBJECTIVE OF THE COMPANY

Focused on developing pharmaceutical product with

specialized product portfolio covering high growth therapeutic index and developing innovative patient complain drug delivery system

Other objective of company

To be responsible towards environment safety and health

To nurture good partnership with customer

 To provide helpful and healthy organization climate

To treat all the employees equal.

ACHIEVEMENTS

Our R&D centre is recognized by the Government of Indias Ministry of

Science & Technology Taste masking (coated granulation) technology in macrolides, especially in clarithromycin ,azithromycin and roxithromycin. A grant of us patientfor development of non infringing process for clarithromycin dispersible tablets and clarithromycin- once a day , a

controlled release formulation completely developed in- house at its R & D centre. Developing of different nitazoxanide dosage forms.

Developing of fexofenadine(latest antiallergic) disprrsible tablets and ready to file patient for the same. Sustained release form of isoxsuprine HCL .

Mouth dissolving tablet of betamethasone.

Development of tablets in tablet technology.

3 patents for API s for non infringing process filed.

A new saperate wing in harbel extract.

NDDS products developed by the company

Product segment

Therapeutic

Clarie DT (dispersible tablets) Clarie OD ClarieSR(sustained release) ExcefDT(dispersible tablet) Suprox SR(sustain release) Fexidine kid tablet Netazox DT(Dispersible Tablet) Agile SR Tab (Sustained Release) Askil tablet (mouth dissolving) Roxy Kid Tab Montelukast chewable tablet

Macrolide Macrolide Macrolide Antibiotic Vasodilator Anti histamine Anti diarrhea Anti inflammatory Anti inflammatory Macrolide Anti asthmatic

Metformin SR (Sustained release)

Anti diabetic

Specialization

DIMENSIONS OF HUMAN RESOURCE

MANAGEMENT

PERFORMANCE APPRAISAL

PERSONAL ASPECT

WELFARE ASPECT

INDUSTERIAL RELATION ASOECT

PERSONAL ASPECT
Recruitment, selection, placement, training, appraisal, compensation, productivity

WELFARE ASPECT
Working conditions amenities, facility, benefits.

INDUESTRIAL RELATION ASPECT

Union management relationship, disputes settlement, grievance handling, discipline collective bargaining

HUMAN RESOURCE FUNCTION

MAIN FUNCTION OF HUMAN RESOURCE MANAGEMENT.

STAFFING
Both the job description and the job specification are used tool for staffing process. The first of seven HR functions to be discussed. Someone (e.g., a department manager) or some event (e.g., an employees leaving) within the organization usually determines a need to hire a new employee. In large organization, an employee requisition must be submitted to hr department that specifies the job title, the department and the date employee is needed. From there , the job description can be referenced for specific job related qualifications to provide more detail when advertising the position either internally , externally, or both (Monday and Noe,1996). Not only must the HR department attract qualified applicants through job postings or other forms of advertising, but it also assists in screening candidates resumes and bringing those with the proper qualification in for an interview. The final say in selecting the candidate will probably be the line manager assuming all the Equal Employment Opportunity Commission (EEOC) requirements are met. Other ongoing staffing responsibilities involve planning for new or changing positions and reviewing current job analyses and job descriptions to make sure they accurately reflect the current position.

PERFOMANCE APPRAISAL

Once a talented individual is brought in to an organization, another function of HRM comes in to play-creating an environment that will motivate and reward performance. One way to asses performance is through a formal review on a periodic basis, generally annually, know as performance appraisal. Because line managers are in daily contact with the employees and can best measure performance, they are usually the ones who conduct the appraisals. Other evaluators of the employees performance can include subordinates, peers, group and self or a combination of one or more. Just as there can be different performance evaluators, depending on the job, several appraisal systems can be used. Some of the popular appraisal method include(1) ranking of all employees in a group(2) using rating scale to define above-average, average and below average performance(3) recording favorable performance, know as critical incidents(4)managing by objectives Cherrington (1995) illustrate how performance appraisals serve several purposes including (1) guiding human resource action such as hiring , firing and promoting,(2)rewarding employees through bonuses, promotion and so on (3)providing feedback and loading areas of improvement(4) identifying training and development need in order to improve the individuals performance on the job(5)providing job related data useful in human resource planning.

COMPENSATION AND BENEFIT

Compensation (payment in the form of hourly wages or annual salaries ) and benefits (insurance, pensions, vacation, modified sick days, stock options, etc.) can be catch 22 because an employees performance can be influenced by compensation and benefits, and vice versa. In the idle situation, employees feel they are paid what they are worth, are rewarded with sufficient benefits, and receiving some satisfaction (good work environment, interesting work, etc.). Compensation should be legal and ethical, adequate, motivating, fair and cost effective, and able to provide employment security (Cherrington, 1995).

TRAINING AND DEVELOPMENT

Performance appraisals not only assist in determining compensation and benefits, but they are also instrumental in identifying ways to help individuals improve their current position and prepare for future

opportunities. As the structure of organization continues to change through or expansion the need for training and development programs continues to grow. Improving or obtaining new skills is part another area of HRM, known as training and development. Training focuses on learning the skills, knowledge and attitude to require to initially perform a job or task or to improve upon the performance of current job or task, while development activities are not job related, but concentrate on broadening the employees horizons. Education, which focuses on

learning new skills, knowledge and attitudes to be use n future work, also deserve mentions(Nadler and Wiggs, 1986). Because the focuses is on the current job, only training and development will be discussed. Training can be used in a variety of ways, including (1) orienting and informing employees,(2) developing desired skills (3)

preventing accident through safety training, (4) supplying professional and technical education, and (5) providing training and executive education. Each of the training method mentioned has benefits to individual as ind swift will as to organization. Some of the benefits are reducing the learning time for new hires, teaching employees how to use new or update technology, decreasing the number and cost of accident because employees know how to operate a machine properly , providing better customer services, improving quality and quantity of productivity, and obtaining management involvement in the training process(Cherrington,1995). When manager go through the training, they are showing others that they are taking the goals of training seriously and are committed to the importance of human resource development. Training focuses on the current job, while development concentrate on providing activities to help employee expand their current knowledge and to allow for growth. Types of development opportunities include mentoring, career counseling, management and supervisory development, and training (Cherrington, 1995).

EMPLOYEE AND LABOUR RELATION

Just as human resource developers make sure employees have proper training, there groups of employees organized as union to address and resolve employment related issues. Union have been around since the time of the American Revolution (Mondy and noe, 1996). Those who join unions usually do so for one or both of two reasons- to increase wage and/or to eliminate condition. Some of the out comes of the union involvement include better medical plans, extended vacation time, and increased wages (Cherrington,1995). Today , unions remain a controversial topic. Under the provision of the TaftHartley Act, the closed shop arrangement states employees(outside the construction industry) are not required to join a union when they are hired. Union-shop arrangements permit employers to hire non-union workers contingent upon their joining the union once they are hired. The Taft-Hartley Act gives employers the right to file the complaints against the union and to express their views concerning unions (Cherrington, 1995). Not only do HR managers deal with union organization, but they are also responsible for resolving issues-namely, the contract. The contract defines employment related issues such as compensation and benefits, working condition job security, discipline procedures, individuals rights , management rights, and contract length. Collective bargaining involves management he

union trying to resolve any issues peacefully-before the union finds it necessary to strike or management decides ti institute a(Cherrington, 1995)

SAFETY AND HEALTH

Not only must an organization see to it that employees rights are not violated, but it must also provide a safe and healthy working environment. Mody and Noe(1996)define safety as protecting employees from injuries caused by work-related accident and the health as keeping employees

free from physical or emotional illness. In order to prevent injury or illness, the Occupational Safety and Health Administration (OSHA) was created in 1970. Through workplace inspection, citations and penalties, and on-site consultations, OSHA seeks to enhance safety and health and to decrease accident, which lead to decrease productivity and increased operating costs (Cherrington, 1995).

Human

resource

Description This includes human resource planning , recruitment, election, placement, transfer, promotions, & dismissals

function Human resource provisioning

Training & development Human resource utilization Industrial welfare Organizational Development Industrial Relation

This include induction , training , management development, and career planning This includes performance appraisal , productivity, and motivation This include safety health, welfare services, housing recreation and advice This include organizational structure, job design, and organizational personnel planning This include communication, negotiation, consultation, agreement, grievances and

Remuneration

disciplinary procedures This includes job analysis, job evaluation, salary and wage structuring, fringe benefit scheme, and

Administration Research

incentive systems This includes personal records, statistics about personnel, and information processing This include analysis of information , system development, investigations, surveys, and applied

Management

personnel research This include the planning, organizing, directing and controlling the personnel function, and coordination with other functions

PROJECT WORK

Problem selection

I have selected performance appraisal as my topic for project work

To know that what is the best method to assess the work of employees

To know the problem faced by employees in relations to job

 To know the level of satisfaction of the employees

INTRODUCTION OF

PERFORMANCE Appraisal

Performance appraisal
The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to taylors pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost

everything in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of time of second World War-not more than 60 years ago. Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical it might lay claim to being the world second oldest profession. A basic human tendency to make judgements about one is working with as about oneself. Appraisal, it seems is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others including subordinate, naturally, informally and arbitrarily. The human inclination to judge can create serious

motivational, ethical

and legal problems in the work place. Without a

structured appraisal system , there is a little chance of ensuring that the judgements made will be lawful ,fair, defensible, and accurate.

Performance appraisal system began as simple methods of income justification. That is, appraisal was used to decide wheather or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If an employees performance as found to be less than ideal, a cut in pay would follow. On the other hand, if there was better than the supervisor expected, a pay rise was in order. Little consideration, if any ,was given to the developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide the only required impetus for an employee to either improve or continue to

perform well. Sometimes this basic system succeeded in getting the results that was intended, but more often than not. It failed. For example, early motivational researcher were aware that different people with roughly equal work abilities could be paid the same amount of money and yet have quite different levels of motivation and performance. Pay rates were important yes but they were not the only element that held an impact on employee performance .It was found that other issues, such as morale and self-esteem, could also have a major influence. As a result, the traditional emphasis on reward outcomes was progressively rejected. In the 1950s in the United States, the potential usefulness of appraisal as tool motivation and development was gradually recognized. The general

model of performance appraisal, as it is known today, began from that time. Modern Appraisal performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi- annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses or strengths as well as opportunities for improvement and skills development. In many organizations- but not all appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal result are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion dismissal or decrease in pay.(Organization need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay). Weather this is an appropriate use of performance appraisal-the assignment and justification of rewards and penalties- is a very uncertain and contentious matter.

Objective of study
To measure the satisfaction level of the employees after appraisal.

To choose the effective method of appraisal.

 To diagnose the strength and weaknesses of the individuals so as to identify the training and development needs of future.

To provide feedback to the employees regarding their past performance.

Provide clarity of the expectation and responsibilities of the functions

to be performed by the employee.

NEEDS OF STUDY
Performance Appraisal is an objective system to judge the ability of an individual employee to perform his task. A good performance appraisal

system should focus on the individual and his development, besides helping him to achieve the desired performance. This means that while the results are important the organization should also examine and prepare its human capital to achieve this result. This holds true even for new inductees. There is strong linkage between induction, training and appraisal. In large number of firm worldwide, a new recruit is expected to discuss his schedule work in achieving his induction objective. This schedule of work becomes a part of his job for the next few months. Need To The Employee To help improve current performance of employees. To asses or identify development needs of employees. To asses future potentials of workers for promotional and advancement. To counsel employees on career prospects and opportunities. To give feedback on their performance i.e, identifying the strength or weakness of an employee. To rate the employee performance for salary review purposes. To evaluate present supply of human resources for replacement and planning purpose.

 To motivate and reduce employee turns-over.

To reduce and eliminate frustration form not knowing where is start in

the organization.

Need To The Organization

Improve organization development by exposing efficient, average and

inefficient staff and recommending appropriate training programmes or incentives for them.

Reduce losses resulting from ineffective performance, gross negligence and withful misconduct.

Improve overall productivity following more effective uses of personnel;

 Provides necessary information/data for manpower planning and personnel decision like promotion, transfers, pay increases, retracement, redundancy.

Reduce labour turn-over and motivate the work force

Scope of study
Provide information to assist in the HR decision like promotions, transfers etc.

Provide clarity of expectations and responsibilities of the function to be performed by employees.

To judge the effectiveness of other human resources

To help the HR personnel to chose the best appraisal system

 To help the organization for providing basis for fixing wages, salaries and increase in pay scale.

METHODS OF PERFOMANCE APPRAISAL In ind-swift limited

SELF APPRAISAL: FOR EXECUTIVE &

ABOVE

PERIOD: YEARNAME: DEPT: DESIGA NATION: QUALIFICATION: DATE OF JOINING: TOTAL EXPERIENCE: A: EVALUATE OF PRIMARY JOB COMPLETI SR .N O. A B TASK ON CRITERA C D RESULT ACHIEVED APPRAISE R REMARKS & RATING E REVIEWE R REMARKS & RATING F

B: SPECIAL/NON-ROUTINE ASSIGNMENTS A B C D E F

APPRAISEE TO FILL IN COLUMNS A,B,C&D ONLY C: FACTORS WHICH INFLUENCED EMPLOYEES PERFORMANCE(BOTH POSITIVELY & NEGATIVELY) WHAT YOU FACTOR S INTEND TO WHAT SUPPORT YOU NEED FROM THE ORGANISATION APPRAISERS COMMENTS

1. Are there any major contribution made by you during the period, in your role or outside it?

2. How do you plan to improve your performance, develop yourself during the coming year?

3. Do you desire the job rotation? Please specify area/function?

4. Please specify if you would like to undergo training in any area/function?

Apprisees Reviewers Signature Singnatuer&Date

Appraisers

Signature & date

Doc.No.:HRD/F/20(01)

Eff.Date:10th March 200-

IND SWIFT LIMITED

PROBATIONERS CONFERMATION APPRAISAL (FOR EXICUTIVE & STAFF)
Name: Designation: Department: Location:

D.O.J D.O.C Gross: Total work exp; Basic: Experience in Present Job: H.R.A: C.A:

APPRAISAL FACTOR Work Knowledge Need Lot of General Direction Direction

MARKINGS Good Knowledge Excellent Knowledge

Kind of Work Personality Attitude

Not Good Not Good Bad

Below Level Not Good Satisfactory

Good Very Good Seldom Cooperativ

Excellent Excellent Cooperative

Communication

Not Good

Not Good

e Very Good

Excellent

Remarks/Recommendation by the Appraiser:

Please marks any one of the following recommendations: 1. Confirmation:

2. Termination: 3. Extension of Probation:

Yes/No Yes/No Yes/No

Name of the Appraiser: Designation: Signature of Appraiser: Date

Remarks of Corporate HR Head:

Signatuer of Corporate HR Head: Date:

Date:

ORDER OF THE CORPORATE HR HEAD, REMARKS IF ANY

Above appraisal approve for : a) Confirmation & Promotion as b) Confirmation as c) Probation as d) Total Increment of Rs.:

Signature of HR HEAD (Corporate); .. Date:

For HRD use: Confirmation/Increment Letter issued on: . Next review due on: ..

Doc. No.: HRD/F/19(00)

IND-SWIFT LIMITED
PERFORMANCE APPRAISAL-YEAR NAME PERIOD UNDER

REVIEW. DEPTT DESIGNATION

.. GRADE SALARY

BASIC .

HRA . QUALIFICATION . DATE OF APPRAISAL .. TOTA L .. DATE OD JOINING ....... EXPERIENCE .. C.E.A C.A.

PERFORMANCE RATING The following performance rating to be applied while following Rating chart Rating is on 4 points scale as below:

EXCELLENT VERY GOOD

A B

GOOD SATISFACTORY

C D

Personality & potential (By the Appraiser)

PARTICULAR S A : KNOWLEDGE 1) Assigned Job (Theoretical)

APPRAISER COMENTS RATING

REVIEWER

2) Assigned Job (Practical) 3) Ancillary to Job 4) Professional Development B : WORKING PROCESS 1) 2) 3) 4) 5) 6) Planning Organizing Leadership Team work Delegation Development of

Subordinates 7) Time management C: BEHAVIORAL 1) 2) 3) 4) 5) Initiative Dependability Maturity Ambition Stable under

pressure 6) Human relation D : PERSONALITY PROFILE 1) Honesty & intergrity 2) Punctuality 3) Company culture & philosophy 4) Communication 5) Appearance 6) Interest & hobbies

7) Manners E: POTENTIAL 1) Trainable 2) Perspective 3) Leadership F: DEVELOPMENT & GROWTH PLAN ( CONFIDENTIAL) 1) Achievements of the year : 2) Training programs attended during the period .. 3) Area of improvements : . 4) Training needs .. 5) Growth potential . Capable of handling additional responsibility (specify details and time frame) Promotable (specify position & time frame)

Feedback : Has the appraisal been discussed with appraise and feedback given, please briefly indicate the appraises comments/ reaction. .

FINAL REMARKS

OVERALL PERFORMANCE

APPRAISER REVIEWERS

SIGNATURE OF APPRAISER & DATE SIGNATURE OF REVIEWERS & DATE Remarks & Signature of Location HR/Personnel Head:

Date :

ORDER OF THE CORPORATE HR HEAD , REMARKS IF ANY :

LAST INCRIMENT AMT:

Above appraisal is approved for :

a) Promotion as b) Total increment of Rs.

Approval of head H.R

Date :

Traditional Method of Performance appraisal

 ESSAY APPRAISAL METHOD

The traditional form of appraisal, also known as Free From Method involves a description of performance of an employee by his superior. The description is an evaluation of the performance of any individuals based on the facts and often includes example and evidences to support the information. A major drawback of the method is inseparability of the bias of the evaluator.

STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employee from the best to poorest on the basis of their overall performance. It is a quite useful for comparative evaluation.

PAIRED COMPARISON
A technique of comparison than the straight ranking method. This method compares each employee with all other in the group, one at a time. After all comparison on the basis of overall comparisons, the employees are given final rankings.

 CRITICAL INCIDENT METHODS

In this method, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incident. It includes both positive and negative points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behavior as and when they occur.

FIELD REVIEW
In this method, a senior member of HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce superiors personal bias.

CHECKLIST METHOD
The rater is given a checklist of description of behavior of the employee on the job. The checklist contains a list of statement on the basis of which the rater describe o the job performance of the employees.

GRAPHIC RATING SCALE

In this method employee quality and quantity of work is assessed in a graphic scale indicating different degree of particular trait. The factor taken in to consideration include both the personal characteristics and characteristics related to the on job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory.

FORCE DISTRIBUTION
To eliminate the element of bias from the rater rating, the evaluator is asked to distribute the employees in some fixed categories of rating like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.

MODERN METHOD
ASSESSMENT CENTERS
An assessment center typically involves the use of methods like social employees are given an assignments similar to job they would be expected to perform if promoted. The trained evaluator observe and evaluate employee as they perform the assigned jobs and

are evaluate on job related characteristic. The major competence that are judged in assessment centers are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment centers are also an effective way to determining the training and development needs of the targeted employees.

BEHAVIORALLY ANCHORED RATING SCALES

Behaviorally Anchored Rating Scales(BARS) is relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical area of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for e.g. the qualities like inter-personal relationships, adaptability and reliability, job knowledge etc). These statements are developed from critical incidents.

In this method, an employees actual job behavior is judged against the desired behavior by recording and comparing the behavior with BARS. Developing and practicing BARS requires expert knowledge.

 HUMAN RESOURCE ACCOUNTING METHOD

Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the term of money. In this method of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation ,recruitment and selection costs, induction and training cost etc where as their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.

360 DEGREE APPRAISAL

360 degree feedback, also known as multi-rater feedback, is the most comprehensive appraisal where the feedback about the employees, performance comes from all the sources that come in contact with the employee on his job.360 degree respondents for an employee can be his peers, managers(i.e.

superior),subordinates ,team members ,customers, suppliers/vendors-

anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the on-thejob performance of the employee.

360 DEGREE APPRAISAL HAS FOUR INTEGRAL COMPONENTS 1. Self appraisal 2. Superiors appraisal 3,. Subordinates appraisal 4. Peer appraisal Self appraisal gives a chance to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superiors appraisal forms the traditional part of the 360 degree appraisal where the employees responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superiors ability to

delegate the work, leadership qualities etc. Also known as internal customers , the correct feedback given by peers can help to find employees abilities to work in a team ,co-operation and sensitivity toward others.

MANAGEMENT BY OBJECTIVES (MBO)

The concept of Management by objectives (MBO) was first given by Peter Ducker in 1954. It can be defined as a process whereby the employees and the superior come together to identify

common goals, the employees set their goals to be achieved , the standard to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed. The essence of MBO is participative goal setting, choosing course of action and decision making. An important part of MBO is the measurement and the comparison of the employees actual performance with the standard set .Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are likely to fulfill their responsibilities.

UNIQUE FEATURES AND ADVANTAGES OF MBO

The principle behind Management By Objectives (MBO) is to create and empowered employees who have clarity of the roles and responsibilities expected from them,

understand their objectives to be achieved and thus help in the achievement of organizational as well as personal goals. Some of the important features and advantages of MBO are:1. Clarity of goals- With MBO came the concept of SMART goals i.e. goals that are: Specific measurable Achievable Realistic, and Time bound. The goals thus set are clear , motivating and there is a linkage between ind swiften organizational goal and performance targets of employees. (2). The focus is on future rather than on past. Goals and

standards are set for the performance for the future with periodic reviews and feedback. (3) Motivation- Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitment. (4) Better communication and coordination.

How to conduct performance appraisal

The five key element of performance appraisal are: Measurement objectives. Feedback providing information to individual on their performance and progress. Positive reinforcement emphasizing what has been done well and making only constructive criticism about what might be improved. Exchange the views a frank exchange of views about what has happened, how appraises can improve their performance, the supports they need from their managers to achieve this and their aspiration for their future career. Agreement jointly coming to an understanding by all parties about what needs to be done to improve performance generally and overcome any issues raised in the course of the discussion. There is no one right way to conduct an appraisal. Some company develop an appraisal form with space of appraisers to rate appraises on aspect of their work such as their contribution to the team, role development, assessing performance against agreed targets and

effectiveness, etc. the approaches depend on the nature of the business and the people involved. However as a minimum it is helpful to have a form to collect consistent information on the appraisal. This may be in the form of a free dialogue from appraiser with opportunity for appraises to reply and comment.

As general rule it is helpful to have some information on the following: Objectives weather they were achieved and if not the reason why. Competence whether individuals are performance below, with in or above the requirement of the role. Training what training the individual has received in the review period and what training and development they would like to receive in the future. Actions a note of any actions that need to be carried out the individual or appraiser.

There is the view that the content of appraisal discussions should be confidential to the individuals and the appraiser. But increasing pressure to provide information to assess the contribution of the people to organizational

value makes it desirable that performance data be recorded and stored in such a way that it can be used to feel in to indicators of human capital value Increasingly organization is putting more emphasis on the kind of behavior they want their employees to exhibit. Behaviors, particularly management behavior, has been identify as significant source of value.

Preparing for the meeting Both parties should prepare for the meeting beforehand if a successful outcome is to be delivered. The person conducting the meeting or the appraiser should: Considered how well individual have performed since the last meeting . Considered to what extent any agreed development plans from the last meeting have been implemented. Think about the feedback to be given at the meeting and the evidence that will used to support it. Review the factor that has been affected performance both those within and outsides the individuals control.

Consider the point for discussion n the possible action that can be taken by both parties to develop or improve performance.

Consider possible direction the individuals career might take. Consider possible objectives for the next review period. The individual or appraise should consider the following points: What they have achieved during the review period, with example and evidence Any example of objectives not achieved with explanations. What they most enjoy about the job and how they might want to develop the role. Any aspects of the work in which improvement is required and how this might be achieved. Their learning and development needs with argument to support their case for specific training. What level of support and guidance they require from their manager. Their aspiration for the future both in the current role in possible future roles. Objective for next few periods.

Self -assessment In some instances it may be helpful to guide appraises through a selfassessment process encouraging them to assess and analyse their own performance as the basis for discussion and action. This can improve the quality of the appraisal discussion because individuals feel actively involved in the process and is encourages them to work through the points above beforehand. This can be particularly useful with more junior staff or those not used to appraisals. However, self assessment can only work if individuals have clear targets and standards against which to assess themselves. It can also be effective in climate of trust where individuals believe their appraisers will not take advantages of an open self-assessment What a good appraisal looks like A good constructive appraisal meeting is one in which:

Appraises do most of the talking Appraisers listen actively to what they say There is a scope for reflection and analysis Performance is analysed not personality

The whole period is reviewed and not just recent or isolated events Achievement is recognized and reinforced Ends positively with agreed action plans.

A bad appraisal meeting:

Focuses on a catalogue of failures and omissions Is control by appraiser Ends with disagreement between appraiser and appraise.

Appraisal skills

All managers expected to carry out performance appraisal should have some training. Ideally this should not be just be on the skills of performance appraisal- the how to do it, but also on the reasons for performance appraisal the why we do it. Managers should understand how it fits in to the wider strategic process of performance management and how the

information and data generated contributes to understanding of the capacity of the human capital of the organization to contribution to business strategy and value. The basic requirement is that appraisers have the skills to carry out an effective appraisal as described above. This mean they ask right questions, listen actively and provide feedback.

Asking the right questions The two main issues are to ensure that appraisers ask open and probing questions. Open questions are general rather than specific; they enable people to decide how they should be answered and encourage them to talk freely, Example include:

How do you feel things have been going? How do you see the job developing? How do you feel about that? Tell me, why do you think that happened?

Probing questions dig deeper for more specific information on what happened or shy. They can should support for the individuals answer and encourage them to provide more information about their feelings and attitudes and they can also be used to reflect back to the individual and check information. Example would be:

Thats very interesting. Tell me more about.? To what extent do you think that.........? Have I got the right impression? Do you mean that.?

Listening Good listener: Concentrate on the speakers and are aware of behavior, body language and nuances that supplement what is being said.

Respond quickly when necessary but dont interrupt.

Ask relevant questions to clarify meaning.

Comment on points to demonstrate understanding but keep them short and do not inhibit the flow of the speaker.

Giving feedback

Feedback should be based on facts not subjective opinion and should always be backed up with evidence and examples. The aim of feedback should be to promote the understanding of the individual so that they are aware of the impact of their actions and behavior. It may require corrective action where the feedback indicates that something has gone wrong. However, wherever possible feedback should be used positively to reinforce the good and identify opportunities for the further action. Giving feedback is a skill and those with no training should be discouraged from the giving feedback.

Feedback will work best when the following conditions are met :

Feedback is built in with individuals being given access to readily available information on their performance and progress.

Feedback is related to actual events, observed behavior s or actions.

Feedback describes events without judging them.

Feedback is accompanies by questions soliciting the individuals opinion why certain things happened.

People are encouraged to come to their own conclusions about what happened and why.

Performance appraisal system Objectives Performance appraisal is a continuous process of evaluating performance. The specific objective of the system is:a. To assess the employees performance are assessed the present system. b. To assess the potential areas for the development in the employees and identify specific training needs to realize the assessed potential. Coverage The following categories of the employees are assessed under the present system.

1. Staff and manager (specific formats for the manager ) 2. Employees at other branch offices & factories.

Note:Appraisals for field staff are handled by the head/marketing department. Workers and staff at the factory are appraised by the department head at branch Heads of departments reporting directly to the MD/Director are appraised by the MD/Director.

Details of the system CATEGORY Peons Staff Probationers Manager Sr. Managers WHO APPRAISES Immediate Senior Do Concerned Sr. Manager Concerned Sr. Mgr Dept. Head WHO APPROVES Dept. Head Do Dept. Head Dept. Head/ MD MD

ACTIVITY FLOW 1. One and half months prior to the appraisal time, i.e. January the personal departments send appraisal forms to the respective

departmental heads , after filling in the base data of the employee. 2. Forms are forwarded by the heads to the respective appraisers. 3. At the discussion between the appraiser and appraisee the

performance of the appraisee, the areas of the improvement, his strengths and weaknesses are discussed , the appraisal form is filled and the signature of the appraise is obtained on the same. 4. The appraiser makes the recommendations and writes down his remarks on the same to be forwarded to departmental heads by 01 December or one month before appraisal in due. 5. The form is completed by the departmental head approving the same along with his comments. 6. Filled in forms are then sent back to the Personnel Department by 10 December or Within ten days after receiving the same form. 7. The recommendations made in the annual appraisal are tabulated and presented to the increment Committee by the personnel department By 20 December.

8. The

finalization

arrived

at

by

the

Increment

committee

are

implemented on communication , by the Personnel Department by 30 December.

THE INCREMENT COMMITTEE The Increment Committee discusses and approves the reward

recommended. This committee whose decision is final consists of:

a.

The CM/MD/ Executive Director.

b. Heads of Departments c. Manager Personnel

APPRAISAL OF NEW EMPLOYEES a. All categories of employees will be on probation for a period of six months from the date of joining .The period of probation could be extended by minimum of three months in case of unsatisfactory performance and the same can be

further extended for a period of another 3 months depending by the report by their head of department. b. On completion of probation period , a decision on

confirmation or otherwise shall be taken depending on the appraisals filled in during this period. c. A new employee becomes eligible for his first annual increment on completion of one years service with the Company. d. The review for the first annual increment , shall however be done in January. The increment shall have retrospective effective exactly after completion of one year, as the case may be. Instructions This form is designed to help you to make a thorogh . objectives and factual appraisal of the people under your supervision. Such appraisals carried out in semantic fashion will help you in making more effective use of your personal and in motivating then to help themselves and improve their performance. Please assess only on performance under review period. a. Evaluation of primary job.

This section reviews on the dimensions of routine job description. b. Evaluation of special /non-routine assignments. This section reviews any extra ordinary contribution over and above which is expected from the employee in his lob. c. Evaluations of performance influence/enhancing factors. d. Evaluation of personality and potential. e. Development & growth plan. Sections a, b, and c should be first filled in by the appraises as self apprisee. The appraiser should then fill in the entire form. This should be followed by a feedback session, where the appraiser discloses the filled column with appraisee if desired. The appraisal is finally reviewed by the reviewer.

Performance dimension has to be rated on a 5 point scale: a. Outstanding b. Very good c. Good fair d. Unsatisfactory

please keep in mind that the performance rating has to be normally distributed and the majority of the employees will fall at the point of central tendency i.e. c. the rating is not bad. Qualitative comments should be given for each factor.

B. PERFORMANCE REVIEW &FEEDBACK The performance of each individual against his defined KRAs should be reviewed periodically (ideally 6 months ).It must be emphasized and made clear to each individual that the primary objective of the review exercise is to analyse the performance and to provide feedback for improvement. This review exercise may or may not be linked into the promotion/ increment system.

It is proposed that every employee will have an annual performance review which will be a three stage process: (a) Self Appraisal (b)Appraisal by immediate superior (c) Review by the next superior.

The appraisal would be on three parameters with different weightages: Normal Job Responsibilities Non-routine /Special achievements Potential A sample appraisal form is enclosed in Annexure: Based on the appraisal along the three parameters listed above, a consolidated performance rating will be allotted to each employee. 70% 15% 15%

REWARD SYSTEM An employee is rewarded primarily in two forms i.e. increment and promotions. The policy for the two is given below:

INCREMENT Increments will be based on performance .Each employee will be awarded a consolidated performance on a 5- point scale (A-E) based on the annual performance Review System. The annual increments will have two components:

(a) A fixed component compensating for inflation, which should be fixed for each grade (b)A performance related factor (Y) which would be a percentage of fixed component or different level of performance. It is proposed that the percentage be as under: INDIVIDUAL PERFORMANCE RATING FACTOR A 100% B C D 60% 30% 10% (Y)

PROMOTION The general policy governing promotions are as under:

Promotion within a sub grade (e.g. 01 to 02 or E3 to E4)will be performance based , while promotion to the next grade will necessarily involve an enhancement in the job content and responsibility, i.e. such promotions will take place only if there is a vacancy for a job with additional responsibility.

To be eligible for promotion a person must accumulate a minimum number of points based on the previous years performance rating, a person must consolidate acquired points in the previous $ tears along with the following conditions.

The current years rating must be A or B

There must not be any E in the last 4 years

Problems of performance appraisal

Bias and favoritism of raters based on social, religious, economic, political and other factors.

Most supervisors see the exercise or process as time consuming.

Halo effect : e.g. being influenced by a particular trait of an employee

 Lack of management commitment to the system.

Lack of objectives target.

Lack of feedback to appraise e.g. Post appraisal interview.

Creates validity problems as some raters object to standardized and ideal rating methods.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research is a search for knowledge. It is organized and systematic way of finding answers to the questions. Research methodology is a way to systematic solve the research problem.

Research is any form of systematic and arranged investigation to organize facts or gather data, and is often related to a problem that has to be solved .Research is the study of materials, sources, and data in order to get conclusions. Any research is at that centre of the process of learning about the world, and it is important that the people understand how good research is organized. People depend on accumulated knowledge and experience of the civilization.

A research project starts from an idea, usually in the mind of a researcher who has done other investigations in the field. The idea

may have come from a research done by others .The ideas occur to researchers with a bulk of experience in some field by means of a process of intitutive creative intelligence. A good research differs from a research that falls short of professional quality by set of processes closely connected with each other. There exist fifteen steps for conducting a good research.

RESEARCH DESIGN

It is a plan of action to be carried out in connection with research project. It is a guideline for researcher to unable him to keep track of his project and to know whether he was moving in the right direction or not the economies of research design based on time, energy, manpower and other cost involved in the study.

TYPE OF RESEARCH DESIGN

Basically descriptive and diagnostic type of research design is used ,descriptive research aims at fact finding and more often based on survey. Here we collect fact and figure analyze them and evaluate critically.

Then begins with diagnostic research which aims to identify the cause of problem and its possible solution this includes interpretation and findings.

TYPE OF DATA COLLECTION

Generally there are two types of data collection these are primary and secondary type of data collection. In primary data collection, you collect the data yourself using methods such as interviews and questionnaires. The key point here is that the data you collect is unique to you and your research and until you publish no one else has access to it. It calls for planning and coordination.

There are many methods of collecting primary data and the main methods include: 1. Questionnaires 2. Interviews 3. Focus group interviews 4. Observation

5. Case-studies

SECONDARY DATA
It may be defined as data that has been collected earlier for some purpose other than the purpose of present study.

METHODS OF DATA COLLECTION

Questionnaires Questionnaires are a popular means of collecting data, it means set of questions asked to the company by the researcher for the purpose of analysis. Observation Method In this method the researcher personally study the phenomenon and obtain information.

DATA ANALYSIS
On the basis of questions data can be presented as-

What area would u prefer for appraising the employees?

INTERPRETATION
The area preferred by most of H.O.Ds in indswift ltd is ATTITUDE

Performance area affects the area like Productivity Performance Attitude All the above

INTERPRETATION
Performance appraisal in ind swift affect productivity, performance, attitude

The performance appraisal provided to the employee in Ind-Swift in most of the case is related to Salary Designation Benefit Rewards

INTERPRETATION
The performance appraisal provided to the employee in ind swift in the most of cases is related to salary , benefit and rewards Do you give any preference to self appraisal of employees? If yes, then weight age given to that is 10-20% 20-30% 40-50% 100%

On what basis an employee can get special increment apart from annual increment? Additional knowledge Any special achievement Up gradation of qualification Sincerity and hard working

INTERPRETATION
In ind swift most of the employee think that they get special increment by any special achievement and sincerity and hard working What are the other ways you can follow up for appraising an employee? Transfer Job rotation Special reward

INTERPRETATION
The other way of appraising the employees in ind swift in most of cases is special rewards and job rotation.

DO YOU THINK THAT APPRAISE ARE SATISFIED WITH THE APPRAISAL? YES NO

INTERPRETATIONS
MOST OF EMPLOYEES OF IND-SWIFT ARE SATISFY WTH APPRAISAL.

ARE YOU TAKING IN TO CONSIDERATION EMPLOYEES EXPECTATION WHIL APPRAISING AN EMPLOYEE? YES NO

INTERPRETATIONS
AT IND-SWFT 72% HOD OE APPRAISERS TAKING INTO CONCIDERATION EXPECTATIONS WHILE 22% ARE NOT INTERESTED IN EMPLOYEES EXPECTATIONS.

DO YOU THINK PROMOTION OF EMPLOYEES CREATES JEALOUSLY OR GRIEVANCE AMONG OTHER EMPLOYEES OF SAME DEPARTMENT? YES NO

INTERPRETATIONS
60% OF HODs IN IND-SWIFT THINK THAT PROMOTION OF AN EMPLOYEE DO NOT CREATE JEALOUSY OR GRIEVANCE AMONGST OTHER EMPLOYEES OF SAME DEPARTMENT.

DO YOU THINK THAT APPRAISAL HELPS TO CREATE MOTIVATION AMONG THE EMPLOYEES? YES NO

INTERPRETAIONS
IT WAS FOUND IN ANALYSIS THAT MOST OF THE EMPLOYEES MOTIVATED THROUGH PERFORMANCE APPRAISAL.

CAN YOU RECOMMEND A BOOK TO HELP WITH SETTING EMPLOYEE PERFOMANCE GOAL AND OBJECTIVE? YES NO

IS PERFORMANCE MANAGEMENT RELATED TO EMPLOYEE EMPOWERMENT? YES NO

INTERPRETATIONS
ACCORDING TO EMPLOYEE OF IND-SWIFT PERFORMANCE MANAGEMENT RELATD TO EMPLOYEE EMPOWERMENT.

Conclusion

The method used by company is graphic rating method. The company takes in to consideration the areas like knowledge, behaviouor, job performance, personality etc. an employee is rewarded primarily in two forms increment and promotions. The performance of each individual is reviewed against his KRAs. It is proposed every employee will have annual performance review which wills three stages process Self Appraisal, Appraisal by immediate superior, and Review by next superior. The time period of appraisal system is fixed i.e. annually which should be decreased. The system should include 360 degree appraisal system.

FINDINGS
Analysis of performance appraisal in Ind-Swift gave us a lot of idea of performance appraisal, the following things was found in the analysis

 Company adopts an effective method of performance appraisal which is graphic rating method. The company also gave weight age to self appraisal of employee which helps to satisfy the expectation of employees. The company practices appreciation of good performance and motivating the rest to achieve higher level. The reward system at Ind-Swift in most of cases is related to increment and promotion. The company also provides special rewards to the employees like Ubharta Sitara Puruskar, Chadra har purskar, bhanu puruskar. Key results arrears of employees are fixed up by mutual discussion between the immediate senior and employees itself. The area selected for assessing the performance are knowledge, working process, behavior, personality and potential. The performance is appraised on quarterly basis to assess the employee progress and to provide him support. At the end of year performance of employee is analysed.

Recommendations
On the basis of information and analysis the following solutions are suggested to the company: The company should use 360 degree method of performance appraisal for making the system more effective.

Performance appraisal t the company is yearly basis it should be reduced or at the time of extra achievement so that employee get feedback at time.

Some member from employees should also be add up in the performance appraisal committee.

Employee expectation should be taken more in to consideration in order to sustain them in the company.

pec

The company should revise it pay scale from time to time.

The company should also provide rewards to employees in case of sial

achievement.

Limitation of the project

The collection of data from some of the respondents was difficult.

Getting the appointment of head of department was not easy.

Population size was too small so less chance of accuracy in result.

Company doesnt provide confidential data.

Bibliography
Antonioni, David. The Effect of feedback Accountability on Upward Appraisal Ratings. Morgan, David L.Focus Groups Thousand Oaks: Sage Publications,

Human Resource Management by Maheshwari

Management Objectives by S.Robbinsons

www.peargroup.com www.workteam.com www.indswift.com

www.npr.com

ANNEXURE

IND-SWIFT LTD
Name of respondent Designation Department Age

Questionnaire
Q1 What area would you prefer for appraising the employees?

a skills performance b attitude

c d

job knowledge

Q2 Performance appraisal affects the area like a productivity b performance

c attitude d all the above Q3 The performance appraisal provided to the employee in Ind-Swift in most of the case is related to a c salary benefits b d designation rewards

Q4 Do you give any preference to self appraisal of employees? If yes, then weight age given to that is a c 10-20% 40-50% b d 20-30% 100%

Q5 On what basis an employee can get special increment apart from annual increment? a additional knowledge achievement c up gradation of qualification hard working b d any special sincerity and

Q6 what are the other ways you can follow up for appraising an employee?

a c

Transfer Special rewards

job rotation

Q7 What are the consequences of poor communication about performance?

Q8 Is it possible to make employee reviews objective?

Give answer in yes/no

Q1 Do you think that appraise are satisfied with the appraisal? Yes No Q2 Are you taking in to consideration employees expectation while appraising an employee?

Yes No Q3 Do you think promotion of employees create jealously or grievance among other employees of same department? Yes No Q4 Do you think that appraisal helps to create motivation among the employees? Yes No Q5 Can you recommend a book to help with setting employee performance goal and objective? Yes No Q6 Is performance management related to employee empowerment? Yes No