A STUDY ON

PERFORMANCE APPRAISAL AT ASM TECHNOLOGIES LIMITED

Submitted in partial fulfillment of the requirements of the Bangalore University for the award of degree IN

MASTER IN BUSINESS ADMINISTRATION

Submitted by:

RAGITHA.R REG NO. : A7A7510511 Under the guidance of Mr. SAINATH

MADURAI KAMARAJ UNIVERSITY

DISTANCE EDUCATION STUDY CENTRE BANGALORE KORAMANGALA, V BLOCK, BANGALORE 560 095

2008

STUDENT DECLARATION

I, Ms. Ragitha.R, Reg No. A7A7510511 hereby declare that the project work titled Performance Appraisal at ASM Technologies Limited, Bangalore written and submitted by me under the guidance of Mr. Sainath, Faculty, Madurai Kamaraj University, is my original work and has not been submitted earlier either to Madurai Kamaraj University or to any other University.

The report is for the fulfillment of the Masters Degree in Business Administration from Madurai Kamaraj University.

The matter in this report is based on the data collected by me at ASM Technologies Limited, Bangalore under the guidance of Anitha Singan, Manager, Human Resources.

Bangalore Date :

Ms.Ragitha.R Reg No. A7A7510511

Performance Appraisal

CERTIFICATE BY THE PROJECT GUIDE

This is to certify that the dissertation titled Performance Appraisal at ASM Technologies Limited is based on an original study conducted by Ms. Ragitha.R, Bangalore under my guidance in partial fulfillment of the requirements for the award of Masters Degree in Business Administration by Madurai Kamaraj University.

To the best of my knowledge and belief the matter presented in this report has not formed a basis for the award of any degree/diploma by Madurai Kamaraj University or any other institution.

Place : Bangalore Date:

Mr.SAINATH Professor

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ACKNOWLEDGEMENT
With the grace of Almighty and His Mercy, I have been able to prepare this report.

I wish to take this opportunity to express my deep sense of gratitude to Mr. Sainath, Professor, Madurai Kamaraj University for his guidance in this endeavour.

I express my sincere thanks to Anitha Singan, Manager, Human Resources for permitting me to carryout this research out.

I am very grateful to the Authorities of ASM Technologies, Bangalore for having given me the permission and opportunity to carryout this work.

I express my sincere thanks to Prof. Desmond T.S. Fullinfaw, Madurai Kamaraj University for his encouragement.

Performance Appraisal

I also convey my sincere gratitude to the staffs of Madurai Kamaraj University and all my friends and relatives for their help extended to me during the course of my project. Ms. RAGITHA.R Reg. No. A7A7510511

LIST OF TABLES
Table No 1 Title a. The age of the employee for both to Superior and Middle level b. The year of service in ASM TECHNOLOGIES for top level and middle level a. Frequency of appraisal for top level b. Frequency of appraisal for top level a. Methods of conducting appraisal for Superiors b. Methods of conducting appraisal for middle level a. Consolidation during appraisal top level b. Consolidation during appraisal middle level a. Appraisal system successful in creating competition between individuals-superiors b. Appraisal system successful in creating competition between 6 individuals-superiors a. Performance appraisal system successful units co-operation/good working or team working superiors. b. Performance appraisal system successful in its co-operation/good 7 working or team working middle level a. Performance appraisal system improves individual performancesuperiors b. Performance appraisal system improves individual performancePage No 51 53 55 57 59 61 63 65 67 69 71 73 75 77

2 3 4 5

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8 9

middle level. a. Minimizing difficulties through appraising system superiors. b. Minimizing difficulties through appraising system-Middle level a. The part played by performance appraisal system in monitoring the progress-Superiors b. The part played by performance appraisal system in monitoring

79 81 83 85 87 89

10

the progress-Middle level a. Consultation by the superior while conducting appraisal b. Consultation by the superior while conducting appraisal-middle level

11 12

a. Conducting performance appraisal for Superior b. Conducting performance appraisal for middle level a. Attending training program, after conducting performance appraisal system-Superior b. Attending training program, after conducting performance

91 93 95 97 99 101 103 105

13 14

appraisal system- Middle level a. Getting feedback after every appraisal b. Getting feedback after every appraisal a. Difference of opinion while assessing the grade after conducting appraisal. b. Difference of opinion while assessing the grade after conducting appraisal.

Performance Appraisal

LIST OF GRAPHS
Table No Title Page No 1 a. The age of the employee for both to Superior and Middle level b. The year of service in ASM TECHNOLOGIES for top level and middle level. a. Frequency of appraisal for top level b. Frequency of appraisal for top level a. Methods of conducting appraisal for superiors b. Methods of conducting appraisal for middle level a. Consolidation during appraisal top level b. Consolidation during appraisal middle level a. Appraisal system successful in creating competition between individuals-superiors. b. Appraisal system successful in creating competition between 6 52 54 56 58 60 62 64 66 68 70

2 3 4 5

individual-middle level a. Performance appraisal system successful in its co- operation/good 72 working or team working superiors. b. Performance appraisal system successful in its co-operation/good 74 76

working or team working middle level a. Performance appraisal system improves individual performance

superiors b. Performance appraisal system improves individual performance 78 8 9 middle level. a. Minimizing difficulties through appraising system- Superiors b. Minimizing difficulties through appraising system Middle level a. The part played by performance appraisal system in monitoring the progress Superiors b. The part played by performance appraisal system in monitoring 10 the progress- Middle level a. Consultation by the superior while conducting appraisal b. Consultation by the superior while conducting appraisal middle level a. Conducting performance appraisal for Superior 80 82 84 86 88 90 92

11

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12

b. Conducting performance appraisal for middle level a. Attending training program, after conducting performance appraisal system Superior b. Attending training program, after conducting performance

94 96 98 100 102 104

13 14

appraisal system - Middle level a. Getting feedback after every appraisal b. Getting feedback after every appraisal a. Difference of opinion while assessing the grade after conducting appraisal b. Difference of opinion while assessing the grade after conducting appraisal

106

CONTENTS
CHAPTER NO. 1 2 3 TITLE EXECUTIVE SUMMARY INTRODUCTION RESEARCH DESIGN Brief Introduction Statement of the problem Objectives of the study Scope of the study PAGE NO. 1 7 24-31 24 25 26 27

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Methodology Limitations of the study Chapter layout

4 5 6 7 8 REVIEW OF LITERATURE COMPANY PROFILE DATA ANALYSIS AND INTERPRETATION FINDINGS AND CONCLUSIONS SUGGESTIONS/RECOMMENDATIONS ANNEXURES BIBLIOGRAPHY QUESTIONNAIRE

28 29 30 32-33 34-48 51-106 107-112 113 114

EXECUTIVE SUMMARY

Appraising the performance of individuals, groups and organization is a common practice of all societies while in some instances thus appraisal process are structured and formally sanctioned. In other instances they are an informal and integral part of daily activities. Thus teachers evaluate the performance of students, bankers evaluate the performance of creditors and the same way. The organization members evaluate the employees. Performance appraisal is a one step resource that includes comprehensive, detailed information on the latest state of the art Performance appraisal methods and techniques. It is

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a hands-on guide that bridges the gap between theory and practice with truly useful information about designing and implementing appraisal processes and system.

Thus Performance appraisal system tackles the most critical issues which considers the ongoing organizational change and offers practical research. Performance appraisal is the critical evaluation of the various aspects of an individual like on the job, off the job skills and his psychographic and socio graphic characteristics.

This study titled Performance appraisal in ASM TECHNOLOGIES focuses the following aspects for the better understanding of the Performance appraisal of employees. To study the Performance appraisal system in ASM TECHNOLOGIES. The effect of Performance appraisal on employees (Supervisory and above). To analyse the effectiveness of Performance appraisal system in increasing the productivity of the work force. ASM Technologies Limited, established in 1992, is a pioneer in providing world Class Consulting Services in Enterprise Solutions for the Packaged ERP Products). The Company has been certified as a CMMI 3 Level Company.

Performance Appraisal ASM offers a broad spectrum of enterprise services such as configuration, implementation, customization, end-user training and documentation, Post Implementation Support & Maintenance across leading commercial off-the-shelf products like SAP, Oracle Applications, PeopleSoft, JDEdwards and Microsoft Enterprise products ASM has been providing consulting Services (Product Engineering, Development, Product Support, Porting, Testing and Test Automation) to its Global Clientele in the Embedded Software and System Software space. The methodology used was basically undertaken research with a sample size of 40 employees through questionnaire, and also through interviews with some employees after a detailed analysis the project has thrown light upon the following findings and suggestions.

FINDINGS AND CONCLUSION

FINDINGS:

The analysis derived from the study and the inference drawn in that there is difference of opinion among the employees i.e., from the top level and from the middle level.

1) It was found that most of the employees are satisfied with the performance appraisal method used by the organization 2) The system provides employees with an opportunity to receive feedback regarding their performance, usually at least once a year and often on an interim basis during _____________________________________________________________________

the year. This leads to reduced error and waste, increased productivity, improved quality and service for customers, as well as enhanced employee motivation, commitment, and a sense of ownership. 3) Performance appraisal purely depended on how well the project or products worth in the market 4) Organisation goals should achieve the profit and wealth maximization. 5) Majority of the respondents agreed that impartiality in performance appraisal for promotion is excellent. 6) The post appraisal system employees would be entitles to monetary benefits. 7) The organisation has been following scientific criteria like punctually and so on which is taken for performance appraisal. 8) Effectiveness of performance appraisal is monitored by superiors. 9) All the level employees attended the training program after appraisal to enhance their skills. 10) Most of the employees agreed that the organization goal is achieved through assessing the employees performance whereas the top level they set a target for each and every department and through their job performance rating is been given to them. 11) In the appraisal methods, the superior take most of the views from the immediate subordinates and from the employees. 12) Most of the employees said that they are aware of the parameters which were considered in assessing an employee through productivity, behaviour, participation, responsibility, discipline, efforts, integrity, loyalty and so on.

Performance Appraisal

CONCLUSION

To conclude the overall research performance appraisal in ASM TECHNOLOGIES. The system provided an opportunity for performance related discussions that include the following aims: Setting work objectives for the employees, Aligning individual and organizational goals, Identifying training and development needs, Discussing career progression opportunities

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The system standardizes performance appraisals and makes them objective by providing uniform processes and criteria. This further result in a fair, valid, and legally defensible basis for rewarding and recognizing individual performance.

The system affords the corporation legal protection against employee lawsuits for discrimination and wrongful termination.

In the organisation training program should be conducted regularly with regards to enhance the knowledge in productivity of the employees. Employees are the biggest assets of the organisation so that asset has to be taken care and create a channel through which the organisation goal has to be met.

RECOMMENDATIONS:

The most important suggestion is that most of the employees from lower level indicate that they have not given any feedback about them after performance appraisal. Here it is the duty of immediate boss to give the feedback about job performance so that they know where they stand and this can improve the productivity.

Performance Appraisal The company should conduct an orientation class regarding the benefits of Performance appraisal so that all the employees would understand and co-operate when they have been appraised.

CHAPTER - 1
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INTRODUCTION

CHAPTER 1 INTRODUCTION

HUMAN RESOURCE MANAGEMENT:

For the survival of any organization or growth men, money, material and machinery (the 4 ms) are very important. The success or failure of any organization depends on effective combination of 4 ms.

Performance Appraisal The labour input is vital to the improvement of virtually all organization. Without effective employees the organization produces the goods and provides the service in effectively and may even place the survival at risk. Hence the organization needs to be concerned about HR.

HRM is mainly concerned with employees both as group and as well as an individual. It is a function of aiding and directing work person in maximizing their personal contribution.

HRM helps the employees to develop their efficiency and capacities to the maximum extent so that they get great satisfaction from their jobs. It is a major part of general management function and has roots and branches extending throughout and beyond each function. HRM

BACKGROUND OF THE STUDY

In todays scenario organization know that an outstanding business performance requires the best possible performance by every employees and every team. How to ascertain whether an employee as shown his or her best effort on a given job. This can be ascertained through performance appraisal. Individuals, teams and organization all depend on relevant feedback to improve the way they perform. Performance appraisal is a process for

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establishing shared understanding about what is to be achieved n an approach to managing and developing people in a way that increases the probability that will be achieved in the short and long term. The purpose of performance appraisal is to improve the organizations performance through the enhanced performance of individuals. The essential feature of performance appraisal is that it provides a flexible means for managers and those whom they manage, to operate as partners but within the framework that describes how they can work together. It can be understood to be an assessment of an individual performance in a systematic way. The performance is measured against factors like job knowledge, quality and quantity of output, productivity, initiative, leadership abilities, dependability, cooperation, judgement and the like. The assessment to the employees should not be confused to the past performance alone but through the potentials of the employees for future performance must also be assessed.

Performance appraisal is a one stop resource that includes comprehensive, detailed information on the latest state of the art performance appraisal methods and techniques. It is a hand of guide that bridges the gap between theory and practice with truly useful information about designing and implementing appraisal processes and systems.

With the continuing shift in employer/employee relationships and the growing demand for new and better ways of working together, the need for improved performance appraisal

Performance Appraisal systems has never been greater. Performance appraisal tackles the most issues which considers the ongoing organizational changes and offers practical research. Thus performance appraisal is designed to achieve the following To increase the productivity/output. To define future objectives To have better understanding of performance requirements. To recognize the achievements of employees. To agree to action plan. To agree to self developments and training needs.

Thus the performance appraisal system serves many organizational objectives and goals. Besides encouraging high level of performance the evaluation system is also useful in identifying employees with potential rewarding performance equitability and determining employee needs for development. There are some of the activities that are decreasing to support the organization strategic orientation.

There are a number of methods of evaluation for appraisals. Each of the methods could be effective for some purposes for some organizations for a particular type of employee. Hence none can be dismissed as inappropriate.

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THEORETICAL OVERVIEW

Performance appraisal is a method of evaluating the behaviour of employees in the works pot. Normally including both the quantitative and qualitative aspects of job performance

Performance Appraisal refers to the degree of accomplishment of the tasks that make up an individual job. It indicates how well an individual is fulfilling the job demand.

In order to find out whether the employee is worthy of continued employment or not, and if no whether he should receive a bonus, a pay rise or promotion his performance needs to be evaluated from time to time. When performance appraisal is properly conducted it let the employee know how well he is performing but should also influence the employee future level of efforts, activities, results and task direction.

Under performance appraisal are evaluate not only the performance of a worker but also his potential for development.

Performance appraisal is a systematic evaluation of the workers performance. It is the process of estimating or judging the value of excellence qualities and status of an employee. It is the formal procedure used in the working organization to evaluate the personalities contribution and potential of group member.

Performance appraisal is done to know how effective it has been at hiring and placing employees.

DEFINITION:

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Many theories, authors, research scholars and practitioners have defined appraisal in different ways. A comparative analyzing of these definitions reveal that in defining Performance appraisal they were all saying the same thing, but in slight modified way.

Flippo : Edwin B-Flippo: Performance appraisal or merit rating is a systematic periodic and so for so possible, an impartial rating of an employee is excellent us matter pertaining to his present job and to his potentialities for a job.

ACCORDING TO ROBINS: Performance appraisal is a formal structured system of meaning and evaluating an employee job. The related behavior and outcome to discover how and why employee is presently performing and how an employee can perform more effectively in future. So that employees organizations and society benefits.

PURPOSE OF PERFORMANCE APPRAISAL:

Data relating to Performance appraisal of employees are recorded, stored and used to several purposes. The main purposes of employee assessment are as follows: 1) It serves as a basic change like promotion, increase in play, transfer.

Performance Appraisal 2) It serves as a feedback to the employees by letting the employees know how well he is doing the entire job. 3) It serves as an important motivational factor to the employers how are by existence of appraisal system assured by management and interest., 4) Performance appraisal tends to make the superior and above level more absorbent of their skills. 5) Performance appraisal provides rational foundation for the playme4nt of peace work payment. 6) 7) It improves better employer and employee relations. It provides information for making decision regarding lay offs, retrenchment etc.

BENEFITS OF PERFORMANCE APPRAISAL: Performance appraisal program is an important management tool it is appropriate to say that Performance brings the selection program to an end. The result of this program reveal whether the individuals are performing according to the expectation like a) b) c) d) Performance management. Compensation adjustment. Placement decision. Training and development needs.

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e) f)

To meet the external challenges or the employees. It serves a feedback to the human resources.

FEATURES OF PERFORMANCE APPRAISAL: The main features of Performance appraisal are: 1) It provides a systematic judgement on salary increases, confirmation, promotion, transfer, demotions and terminations. 2) It is used as a scientific techniques for coaching and counseling of an employee by his superior. 3) It provides an adequate feedback to each employee for his or her performance. 4) It serves as a basis for improving or changing all employees behavior towards some more effective working habits. 5) It helps in identifying those average employees who need special care observation control, training and managerial development.

STRENGTH AND WEAKNESS OR THE PERFORMANCE APPRAISAL: 1) The basic purpose is to find out whether the employee is performing his task/job effectively, if not establish a plan for improvement. 2) Performance appraisal is arranged periodically to know the exact status of the company and the employee. 3) Performance appraisal is appraised to all the employees and as a result the employees are paid according to their performance.

Performance Appraisal PERFORMACE APPRAISAL METHODS:

The methods can be classified into 2 sections 1) 2) Traditional method Modern method

Each group has several techniques as shown below Traditional method Graphic ration scale Ranking method Paired comparison method Force distribution method Check list method Critical incident method Essay or free Performance appraisal Group appraisal Field review method Modern method Behavioural anchor method Assessment centre Management by objectives Human resource accounting Psychological appraisal

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1.

GRAPHIC RATING SCALE: Graphic rating scale compares individual performance to an absolute standard in this method judgments about Performance appraisal are recorded on a scale. Here these appraisers are supplied with printed forms, one of each employee. These forms contain a number of objective and behaviour and trail based qualities and characters and well they mark the rating according to this.

2.

PAIPRED COMPARISON METHOD: Under this method the employees are ranked the best to worst on some characteristics. Here the rates first find the employees with the highest performance and the important with the lowest performance is that particular job category and rates the former as the best and the latter as the poor.

3.

PAIRED COMPARISON METHOD: Under this method the appraiser ranks the employees by comparing one employee with other employees in the group one at a time.

4.

FORCED DISTRIBUTION METHOD:

Performance Appraisal Under this method the rates after assigning the points of the performance of each employee has to distribute his rating in a pattern to confirm to normal frequency distribution it is similar to the ranking technique.

5.

CHECKLIST METHOD: In a simple rating technique in which the supervisor is given a list statement or

words and asked to check statement representing the characteristics and performance of each employee.

6.

CRITICAL INCIDENT METHOD: Employees are rated discontinuously i.e., once in a year or six months under the

earlier method. The performance is rated may not reflect real and overall performance as the rates would be receives about appraisal. Under this me4thod the supervisor continuously records the critical incident of the employees performance or behaviour relating to all characteristics.

ESSAY OR FREE FROM APPRAISAL: This method requires the manager to write a short essay describing each employee

performance during the rating period. This format emphasis evaluation of a performance based on strength / weakness of employee, Performance rather than specific job dimension.

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8.

GROUP APPRAISAL:

An employee is appointed by a group of appraisers. This group consists of the immediate supervisor of the employee. This group uses any one or multiple techniques discussed earlier. This method is widely used for purpose of promotion, demotion and retrenchment appraisal.

MODERN METHOD

1. BEHAVIOURAS ANCHORED RATING SCALES (BARS) :

It is a combination of rating scales and critical incident technical of performance evaluation. Incidence which are effective and ineffective are described in a objective manner and compared with the behaviorally anchored scale which are3 prepared by this comparison. The superior is able to evaluate the employees actual performance with the behaviour that has been previously determined.

2. ASSESSMENT CENTER:

Performance Appraisal It is a future oriented evaluation which includes the combination of role play case study, simulation in basket and transactional analysis. Combination as of all these will evaluated for future in identifying future managers equalizing opportunities enlarging the groups of promotional conditions.

3.

HUMAN RESOURCE ACCOUTING: It deals with cost of contribution of HR to organization. Cost of the employee includes

cost of manpower planning, recruitment, selection, induction, placement, training, development and so on.

4. MANAGEMETN BY OBJECTIVES:

It is a process like superior subordinate. Manager, an organization jointly identifies its common goals. Define each individuals major areas of responsibilities in terms of results expected by him and use these measures of guiders for operating the unit and assessing the contribution of the member.

TYPE SYSTEM OF PERFORMANCE APPRAISAL:

Performance appraisal is of nine steps process: 1) The first stage, performance standards are established based on job description and job specification:

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2) Second stage is to inform these standards to all the employees including appraisers. 3) Third stage is following the instructions given for appraisal, measurement of employee performance by the appraisers through observations, interview, records and reports. 4) Fourth stage is finding out the influence of various internal and external factors on actual performance. 5) Fifth stage is comparing the actual performance with that of other employees and pervious performance of the employees and others. 6) Sixth stage is comparing the actual performance with the standards and finding out deviations.

7) Seventh stage is communicating the actual performance of the employee and other employer doing the same job and discuss with him about reason for the positive or negative deviations from the previous standard as the can. 8) Eight stages suggests necessary change in standards, job analysis, internal and external environment. 9) Ninth stage is follow-up of Performance appraisal report. This stage includes guiding, counseling, coaching and directing the employees or making arrangements for Training and Development of the employees in order to ensure improved performance.

ETHICAL CONSIDERATION:

Performance Appraisal 1) Respect for individual :- People should be treated as ends in themselves and not merely as means to other end. 2) Mutual respect: - Parties involved in performance management process should respect each other needs and preoccupation. 3) Procedural fairness: - The procedure incorporated in Performance management should be operated fairly to limit the adverse effect on individual. 4) Transparency: People affected by decision emerging from the Performance management process should have the opportunity to scrutinize the basis upon which decisions were made.

CHAPTER 2

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RESEARCH DESIGN

CHAPTER 2 RESEARCH DESIGN

The Task of defining the research problem in the preparation of the design of research product, popularly known as research design. Decision regarding what, when, where by means how much etc. concerning are enquiry of the research study constitute a research design.

Performance Appraisal A research design is the arrangement of conditions for collection and analysis of data in the manner that aims to combine relevance to the research purpose which economy. It is the structure within which research is conducted.

STATEMENT OF THE STUDY:

The research has been undertaken to know the Performance appraisal and its evaluation at ASM TECHNOLOGIES. The study was basically to know the Performance appraisal system for supervisory and above level because there was continuously based on innovation and changes based on research made by the organization through HR consultant.

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Hence the research has made efforts to study the effectiveness of the system and survey was aimed to know how the appraise and appraiser feels about the system and their suggestion. If any for making the system more effective and identifying of these in any pitfall like the employees or employee is satisfied or dissatisfied with the Performance appraisal.

OBJECTIVES OF THE STUDY:

i. ii. iii. iv.

To study the Performance appraisal system in ASM TECHNOLOGIES. The effect of Performance appraisal on employees (supervisory and above) To analyze the effectiveness of Performance appraisal. To suggest the measures.

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SCOPE OF THE STUDY: The Study was taken place in ASM TECHNOLOGIES for a period of 3 months, after preparing the questionnaire the same was distributed to the employees who were supervisory and above level throughout the organization, who were randomly selected from each department and group. 1) The opportunity to interact with the superior employees and others in favourable working environment in the organization. 2) The opportunity of learning skills and talents in a productive manner.

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3) The opportunity to perform work assignments within an environment that not only protects but also promotes physiological, emotional and psychological health. 4) Specially the information was very much useful in the following areas: Remuneration and Selection Training the employees. In term of promotions, transfer and layoffs. In terms of increase in pay or compensation. Grievance and discipline programmes. In form of job design redesign. Helped in reward system

LIMITATIONS OF THE STUDY: Since the study is based on data collected only from respondents of ASM TECHNOLOGIES, the results cannot be generalized. The survey was conducted only to the supervisory and above level and the rest of the employees like trade man and assistance level was left out due to shift problem. The survey was conducted to only 40 members of the organization because of time constraints.

Performance Appraisal limited(40 employees) were chosen.

The assumptions are made based on the data given by the

Only employees are aware of the performance appraisal system

METHODOLOGY USED:

The data collections being after a research problem has been defined after research design. While, deciding the method of data collected, which has to be used for the study is of two types. 1) Primary Data and

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2) Secondary Data

For this research purpose, the primary data was extracted by means of a common structured questionnaire which was carefully planned to cover the various aspects of the appraisal system. In devising the questions, care was taken to avoid bias. The secondary data was collected through magazines, newsletters books etc.

OVERVIEW OF THE STUDY:

The outcome of the study is represented in the forms of a report which is divided into 8 chapters and have the following schemes First five pages deals with the Executive summary which contains very brief description of the whole project.

Performance Appraisal Chapter 1: Contains the subject background of research topic, performance appraisal definition and importance of the study, strength and weakness of performance appraisal, methods of performance appraisal, systems of performance appraisal, and ethical consideration.

Chapter 2:

Contains the research design, statement of problem, objectives of the study, scope of the study, methodology used and limitations of the study.

Chapter 3: Deals with review of literature which mainly contains the reference of books and old projects referred before undertaking this study.

Chapter 4:

Contains company profile i.e., overview, history, various functions, organization charts and so on.

Chapter 5:

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Contains the list of respondents or the profile of respondents, their designation, age and years of service.

Chapter 6:

Deals with presentation and analysis of primary data collected through structured questionnaire, the data is tabulated, analyzed and inferences are drawn on various graphs, charts in order to support the analysis.

Chapter 7:

Contains the findings gathered from the analysis of the study and conclusions are drawn from the analysis.

Chapter 8: Deals with the recommendations and suggestions for future improvement.

Bibliography Annexures

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CHAPTER 3
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REVIEW OF LITERATURE

CHAPTER 3 REVIEW OF LITERATURE

If policy is a guide for management decisions and actions. Principle is the fundamental truth established by research, investigation and analysis. Many personnel principles have been established through practice, experience and observation principles are universal truth

Performance Appraisal generally applicable to all organization, and it varies from one organization to another organization.

Every organizations main principle will be to manage its people/employee. Human resource is the most important aspect of every organization. The main purpose of Performance appraisal is to determine their performance through observation or through policy deployment and evaluate.

The policy deployment is the recent method of evaluating the employees is all most manufacturing organization and this method is done through the outside HR consultants.

For knowing this process, I had attended a one day program for learning the recent assessment method is Wilson Garden.

To know the process, the research study which was mainly prepared by referring the old dissertation project from our college as well as from Jain college topic Performance appraisal in KBDL and as well as from performance appraisal procedure adopted in BEML. This dissertation project has mainly adopted the structured questionnaires which were filled by the employees of the organization, above supervisory level and according to the data collected it has been grouped on the characteristics and nature for the better understanding.

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And data was also collected through personal interview for some people say like trade unions leaders and engineer who were working in the Manufacturing unit/ power unit.

CHAPTER 4

Performance Appraisal

COMPANY PROFILE

CHAPTER 4

COMPANY PROFILE

ASM Technologies Limited., established in 1992, is a pioneer in providing world Class Consulting Services in Enterprise Solutions for the Packaged ERP Products and in Enterprise Product Development for SMB Segment and in Technology Solutions covering Embedded Systems and System Software to its Global Clientele.

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ASM offers a broad spectrum of enterprise services such as configuration, implementation, customization, end-user training and documentation, Post Implementation Support & Maintenance across leading commercial off-the-shelf products like SAP, Oracle Applications, PeopleSoft, JDEdwards and Microsoft Enterprise products.

Mission of ASM Technologies is to understand and empower client organizations through world-class consulting services in the area of Enterprise Solutions in the context of turnkey development and commercial off-the-shelf packages and also in the area of technology solutions covering Embedded Systems and System Software.

SOME HIGHLIGHTS OF ASM TECHNOLOGIES: - Publicly Listed Company in India ( www.asmltd.com) - 500+ employees worldwide - Global Presence- Offices in India , Singapore , USA ( Chicago , Cupertino and Detroit ), Japan & UK - Focus on Enterprise Applications and Technology Solutions - Certified in ISO-9001:2000 and assessed at CMMI Maturity Level 3 for all its Development & Support Operations

Performance Appraisal - Development Centers in India ( Bangalore ), Singapore , and USA ( Chicago ) - Successful Offshore Development & Support Centers in India and Overseas - Industry Vertical: Manufacturing, Oil & Gas, Consumer Electronics, Growth Industries, Telecom, Public Utilities & Retail

TECHNOLOGY SOLUTIONS- SOME HIGHLIGHTS: 500+ Person-Years of Product Engineering. Technology Transfer to 15 OEMs. $120m worth products deployed Involved in Engineering 45+ Products and 120+ Product Releases Extensive Work done in Storage, Networking & Security

COMPANY OBJECTIVES

COMPANY PHILOSOPHY: As ASM is engaged in the consulting services as well as ERP solutions, the primary objective of the Organisation is to understand and empower client organizations through world-class consulting services in the area of Enterprise Solutions in the context of turnkey development and commercial off-the-shelf packages and also in the area of technology solutions covering Embedded Systems and System Software

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QUALITY POLICY ASM is committed to providing technology solutions through continuous improvement of our processes to ensure a consistent global standard of quality for our customer. QUALITY OBJECTIVES To strive and excel in upgrading our processes to attain the highest degree of quality and value To commit ourselves to providing leading-edge technology solutions through the continuous upgrading of the technical knowledge of ASM employees by continuous improvement training To accomplish market leadership through the combined efforts of a dedicated workforce, thereby achieving customer satisfaction

GROWTH: A company promoted by technocrats, ASM was offered the IPO status as far back as 1994, and listed in the Mumbai Stock Exchange. With over 500 employees worldwide, the company has development centers in India (Bangalore, Mumbai), Singapore, USA (Chicago), and UK (London).

EMPLOYEES: As on April 30 2008, the Company has 500 employees on the rolls. As the human resources are considered as a strategic priority to achieve business leadership.

Performance Appraisal CUSTOMER FOCUS ASM think of its customers first; delivering innovative product solutions to meet their needs today and in the future. Customer focus has priority; good technology should always be derived from our customers' (future) requirements Customer intimacy and trust are the most sustainable competitive advantages PROFITABLE GROWTH ASM focus on profitable growth in the interest of our shareholders and employees. Speed and time-to-market have the biggest impact on profitability

COMPENSATION AND BENEFITS ASM believe great work should be recognized and rewarded. That's why compensation at ASM focuses on performance and results, and motivates entrepreneurial thinking. Compensation system consists of fixed and variable components which balance market conditions, individual or team results, and the achievement of economically and strategically relevant business targets.

SERVICES PROVIDED BY ASM: ASM Technology is a leading Service based as well as Consulting Services.

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With vast experience in Enterprise Solutions coupled with its excellent domain knowledge specific to various industry verticals, ASM is well-positioned to provide the following services to its global clientele in the Enterprise Applications Space

Package Implementation, Support and Maintenance Services Enterprise Product Development Services Enterprise Applications Integration Services

Package Implementation, Support and Maintenance Services

ASM has provided packaged software services for the past 10 years to its Global Clientele with cumulative experience of more than 2000 person years for SAP Oracle Application Peoplesoft JDEdwards Microsoft Dynamics

Services provided Implementation Customization & Integration Testing End User Training & Documentation Upgrades Post-Implementation Support Support & Maintenance

Verticals and Domains

Performance Appraisal ASM's Enterprise Applications service line has wide exposure to the particular needs of various verticals such as Manufacturing Oil & Gas Telecom Retail Growth Industries Independent Software Vendors Product Engineering Services Defence

Enterprise Product Development Services

ASM has been providing cost effective Enterprise Product development, testing, Documentation and support services to help ERP Software product companies to create innovative products in the ERP space for SMB segment. ASM with its vast ERP Consulting experience of Off The Shelf Packaged ERP products for global clientele in the Manufacturing, Oil & Gas, Construction, Consumer Electronics, Growth Industries, and Retail, is well positioned to provide Outsourced Product Design, Development, testing and Support services.

Enterprise Applications Integration

ASM has worked extensively on Web-enabling and integrating ERP Packages with legacy and Web-based applications for its clients using the following technologies: Business Connectors (J2EE Connector and Business Connectors) SAP Netweaver and XI Technologies Messaging through XML

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CHAPTER 6

DATA ANALYSIS AND INTERPRETATION 1) The age of the employee for both to Superior and Middle level Number of respondents 7 5 8 7 5 8 Percentages 17.5% 12.5% 20% 17.5% 12.5% 20%

Age Group 25-30 30-35 35-40 40-45 45-50 50 and above

Performance Appraisal Total Inference:

40

100

The data collected in the company, 8 employees belongs to the age of 35 to 40 and other 8 employees i.e., the superiors belong to the age group of around 50 and above. And the rest i.e., 7 employees belongs to 25- to 30, the other 7 belongs to 40-45 and the rest 10 employees in that 5 of them belong to age of 30-35 and the rest belongs to 45-50. So in ASM TECHNOLOGIES, the data collected with the employees are of different age and in which more than 20% are in the age group of 50 and above and 35 to 40.

Page no 52 1b) The year of service in ASM TECHNOLOGIES for top level and middle level.

Year of Service 05 5-10 10-15 15-20 20-25 25-30 Total

Number of respondents 5 9 11 3 8 4 40

Percentage 12.5% 22.5% 27.5% 7.5% 20% 10% 100

Inference:

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From the above data it is clear that most of the employee i.e. 27.5% of the employees are completed their 10- 15 years of service in the organization. Rest of the 22.5% have complete4d 5 to 10 years of service. 8 of the employees in the organization who are in the top level are in the service period of 20 to 25 years and 10% of the employees i.e., DGM in the organization have a service of 25 and above. Hence it is clear that most of the employees are having between 10 to 15 years of work experience in the organization.

Page no 54 2a) Frequency of appraisal for top level Response Yearly Half yearly Quarter yearly Monthly They will not conduct Inference: Number of respondents 40 40 Percentages 100% 100

The above analysis relating to the periodically of performance appraisal is all the employees i.e., (40), 100% of them preferred yearly performance appraisal and none of them have preferred any other options. So it is clear that all the employees are eager towards their performance rating once in a year. So that will be suitably rewarded.

Performance Appraisal

Page no 56 2b) Frequency of appraisal for middle level. Response Yearly Half yearly Quarter yearly Monthly They will not conduct Total Inference: According to the data collected from both superior and middle level, most of all the employees have preferred for yearly based performance appraisal. Number of respondents 40 40 Percentages 100% 100

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Page no 58 3a) Methods of conducting appraisal for superiors. Number of respondents 3 2 1 4 10 Percentages 30% 20% 10% 40% 100

Response By questionnaire By observation job By policy deployment By both Questionnaires and observation Total Inference:

Regarding the above analysis relating to conducting appraisal is 40% of the employees said that they conduct appraisal by both questionnaire and observation on job, 30% of them said that appraisal is done thorough questionnaire and through observation on job 20% and policy deployment 10%. Different department adopt different method of appraisal system.

Page no 60 3b) Methods of conducting appraisal for middle level

Performance Appraisal Response By questionnaire By observation job By policy deployment By both Questionnaires and observation Total Inference:

Number of respondents 9 14 7 30

Percentages 30% 46% 0% 24% 100

Regarding the above analysis mode states that 46% of the employees are conducted performance appraisal through observation on job, 30% of them have stated it is thorough questionnaire method, 24% of them through both the questionnaires as will as through observation on job. None of them have been appraised through the new method policy deployment in the respected department.

Page no 62 4a) Consolidation during appraisal top level Number of respondents 4 5 0 1 10 Percentages 40% 50% 0% 10% 100

Response Promotion Increase in pay Transfer Others (Specify) Total

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Inference: There are 4 important reasons while appraising the employees, namely promotion, increase in pay, transfer, others. Out of 10 employees in top level 5 of them have indicated that increase in pay should be given priority and it is also given in ASM TECHNOLOGIES. While 4 of them are in favour with promotion and 1 of them have indicated that recognition should be given priority unfortunately no important was given to transfer.

Page no 64 4b) Consolidation during appraisal middle level Number of respondents 11 17 0 2 30 Percentages 37% 57% 0% 6% 100

Response Promotion Increase in pay Transfer Others (Specify) Total Inference:

Performance Appraisal As stated with the top level even in middle level the same importance is given say promotion, increase in pay, transfer and others. Out of 30, 17 of them indicated that they were benefited by increase in pay. 11 of them say that promotion should be given priority and the rest i.e. 2 of them indicate recognition and both increase in pay as well as promotion should be given important.

Page no 66 5a) Appraisal system successful in creating competition between individuals-

superiors. Response Very good Good Average Total Inference: Number of respondents 5 3 2 10 Percentages 50% 30% 20% 100

Employees have indicated that performance appraisal is successful in creating competition between individual. Out of 10 superiors 5 of them have said that it is very _____________________________________________________________________

good, 3 indicated good and 2 employees indicated that is create4d average competition between individuals.

Page no 68 5b) Appraisal system successful in creating competition between individuals-

middle level. Response Very good Good Average Total Inference: Number of respondents 3 13 14 30 Percentages 10% 43% 47% 100

Employees have indicated that performance appraisal is average in creating competition between individuals. Out of 30 sample size, 14 employees said it is average, 13 indicated good and the rest of the 3 employees indicated as very good.

Performance Appraisal

Page no 70 6a) Performance appraisal system successful in its co-operation/good working or

team working-superiors. Response Very good Good Average Negative Total Inference: Out of 10 employees, 4 employees indicated that performance appraisal system is helpful in creating good co-operation / good working or team working. 5 have indicated that it is average and none of them said any negative opinion about it. Number of respondents 1 4 5 0 10 Percentages 10% 40% 50% 0% 100

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Page no 72 6b) Performance appraisal system successful in its co-operation/good working or

team working middle level. Response Very good Good Average Negative Total Number of respondents 3 14 8 5 30 Percentages 10% 47% 26% 17% 100

Inference: Out of 30 employees, 14 employees indicated that performance appraisal system is helpful in creating good co-operation / good working or team working. 8 have indicated that it is average and 3 have said it is very good in creating good co-operation.

Performance Appraisal Page no 74 7a) superiors. Response Yes No Total Inference: Out of 10 sample size, the data collected with the superior say general manager, deputy general manager and AGM indicated that performance appraisal system improves an individual performance. Number of respondents 10 10 Percentages 100% 100 Performance appraisal system improves individual performance

Page no 76

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7b) level. Response Yes No Total Inference:

Performance appraisal system improves individual performance middle

Number of respondents 26 4 30

Percentages 86% 14% 100

27 employees indicated that performance appraisal system improves an individual performance and 4 indicated that it does not improve.

Page no 78 8a) Minimizing difficulties through appraising system Superiors. Number of respondents 2 Percentages 20%

Response Very good

Performance Appraisal Good Average Poor Total Inference:

1 7 0 10

10% 70% 0% 100

7 employees have said that it averagly reduces the work difficulties whereas 2 of them have said that it is very good and 1 person said it is good.

Page no 80 8b) Minimizing difficulties through appraising system- Middle level. Number of respondents 2 17 11 0 30 Percentages 7% 57% 36% 0% 100

Response Very good Good Average Poor Total

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Inference: 17 employees have said that it good, 11 have said that it averagly reduces the work difficulties whereas 2 said that it is very good.

Page no 82 9a) The part played by performance appraisal system in monitoring the progress

Superiors Response Yes No Total Number of respondents 10 10 Percentages 100% 100

Inference: It is observed that out of 10 employees, 10 also have told that yes it monitors for the progress in their job i.e., 100%

Performance Appraisal

Page no 84 9b) The part played by performance appraisal system in monitoring the

progress- Middle level. Response Yes No Total Inference: Number of respondents 27 3 30 Percentages 90% 10% 100

It is observed from the study that majority are of the opinion that the performance appraisal helps to monitor progress in their job i.e., out of 30 employees, 27 have indicated yes and 3 have indicated no i.e., 10%.

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Page no 86 10a) Response Yes No Total Inference: The employees have said that the superior will take their opinion while conducting the performance appraisal i.e., about 70% have indicated it and 30% say that they do not. Consultation by the superior while conducting appraisal Number of respondents 7 3 10 Percentages 70% 30% 100

Performance Appraisal

Page no 88 10b) Response Yes No Total Inference: The employees have said that the superior will no take their opinion while conducting the performance appraisal i.e., out of 30, about 12 have indicated this and rest i.e., 18 out of 30 employees have said that they take their opinion. Consultation by the superior while conducting appraisal middle level Number of respondents 18 12 30 Percentages 60% 40% 100

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Page no 90 11a) Response VP MD Both Total Inference: 5 employees have said that both Vice President and Managing Director will conduct the performance appraisal for some superiors like DGM, AGM and GM. 3 employees have said that VP will conducted and 2 of them have said it is M.D. who conducts performance appraisal. Conducting performance appraisal for Superior Number of respondents 3 2 5 10 Percentages 30% 20% 50% 100

Performance Appraisal

Page no 92 11b) Conducting performance appraisal for middle level Number of respondents 5 7 13 5 30 Percentages 17% 23% 43% 17% 100

Response VP MD DGM HR Department Total Inference:

13 employees have said that Deputy General Manger will conduct performance appraisal for their respective department and 7 have said that General Manager conduct for Executives and Engineers and 5 have said that Vice President conduct for Managers and rest says that HRD representative will do it.

Page no 94

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12a)

Attending training program, after conducting performance appraisal

system Superior, Response Yes No Total Inference: The employees have indicated that they will conduct training after performance appraisal system out of 10, 8 employees have yes and 2 have indicated no. Page No. 96 Number of Respondents 8 2 10 Percentages 80% 20% 100%

12b) Attending training program, after conducting performance appraisal system Middle level.

Performance Appraisal Response Yes No Total Inference: Number of Respondents 20 10 30 Percentages 66% 34% 100

The employees have indicated that they will conduct training after performance appraisal system out of 30, 20 employees have yes and 10 have indicated no.

Page No. 98

13a) Getting feedback after every appraisal Response Yes No 3 7 Number of Respondents 30% 70% Percentages

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Total Inference:

10

100

Out of 10 employees, 3 have indicated yes and 7 indicated no.

Page No. 99/100

13b) Getting feedback after every appraisal Response Yes No Total Inference: Out of 30 employees, 20 have indicated no and 10 have indicated yes. Number of Respondents 10 20 30 Percentages 34% 66% 100

Performance Appraisal Page No. 101/102

14a) Difference of opinion while assessing the grade after conducting appraisal. Response Yes No Always Sometimes Total Inference: Number of Respondents 2 3 1 4 10 Percentages 20% 30% 10% 40% 100

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Majority of the employees have said that they do make difference of opinions sometimes i.e., out of 10, 4 have told this and 3 have said no and 2yes and 1 has told always.

Page no.103/104

14b) Difference of opinion while assessing the grade after conducting appraisal. Response Yes No Always Sometimes Total Inference: Majority of the employees have said there is always difference of opinion i.e.., 10 out of 30 and 8 have told No and 7 have told sometimes and 5 have told yes. Number of Respondents 5 8 10 7 30 Percentages 16% 26% 34% 24% 100

Performance Appraisal Page no. 105/106

CHAPTER - 7

FINDINGS AND CONCLUSIONS

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CHAPTER 7

FINDINGS AND CONCLUSION

Findings:
The analysis derived from the study and the inference drawn in that there is difference of opinion from the employees i.e., from the top level and from the middle level.

1. It was found that most of the top level employees are satisfied with the performance appraisal method used by the organization, whereas the middle level employees are not very much satisfied.

Performance Appraisal 2. It was found that there is recognition from the top level management in identifying the needs and requirements of the employees which helps achieving individuals as well as organisation goals. 3. When employees morale is high then the employees are motivated towards the work and find good working environment. 4. Organization goals should achieve the profit and wealth maximization. 5. Majority of the respondents agreed that impartiality in performance appraisal for promotion is excellent.

6. The monitory benefit was directly proportionate to performance appraisal in the organization. 7. The organization was following very good time management. 8. Individuals felt that by appraising them they would benefit from promotion, increase in pay. 9. Through performance appraisal, individuals improved their work performance and whereby the superiors monitor their progress. 10. Most of the performance appraisal is conducted through observation on job for middle level employees and whereas through questionnaire method for superior. 11. Majority of the top level employees attend the training program after appraisal whereas the middle levels do not attend any training program. 12. Most of the employees agreed that the organization goal is achieved through assessing the employees performance whereas the top level they set a target for each

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and every department and through their job performance rating is been given to them. 13. In the appraisal methods, the superior take most of the views from the immediate subordinates and from the employees. 14. Most of the employees said that they are aware of the parameters which were considered in assessing an employee through productivity, behavriour, participation, responsibility, discipline, efforts, integrity, loyalty and so on. 15. Employees agreed that the performance appraisal is based on productivity. 16. Employees do no co-operative while giving the information with the superiors.

17. Most of the employees preferred yearly based performance appraisal. 18. Performance appraisal system is successful in cultivating co-operation and group working. 19. Performance appraisal system if it fails or succeeds training is impacted to employees. 20. Once the performance appraisal is conducted feedback is given to the superiors regarding the result. 21. Employees feel that through performance appraisal they have been motivated to work efficiently.

The study reflects that the employees are fairly satisfied with the present system which is linked with promotion and rewards as per as periodically is concerned. The respondents are satisfied with yearly but some of them felt it should be quarter yearly.

Performance Appraisal

CONCLUSION

Although various opinions regarding the present system of performance appraisal have been brought is a general conclusion can be reached that the performance appraisals in the organization is non participate and trait base.

Performance appraisal is one of the important functions in HRM, it has to be evaluated by the top management in every organization according to some norms and which has got direct impact on the performance of employees in any organization, which inturn helps to achieve individual and organizational goals as a whole. Performance appraisal is not to be taken as just some matters that is recorded, filed and forgotten, but as an inevitable and a continuous primary process where in the appraisal performance the role of not only a judge but also that of a trainee, guide and coach.

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The study reflects that the employees are fairly satisfied with the present system which is linked with promotion and rewards as far as periodicity is concerned the respondents are satisfied with yearly through only few advocated for half yearly report writing. It is also clear from the analysis that most of the respondents are in the opinion that the present system gives a sense of participating in the organization goals with the nature of achieving objectively goals setting nature punctuality etc.

Though the performance appraisal is one of the fundamental jobs of human resource management, it is definitely not an easy one. This study reveals that the employees feel whatever for the system, say including the new system policy deployment, its proper implementation is the most important aspects. The certain amount of dissatisfaction existing at present can be resolved by fine tuning the system to meet their requirements. What is important in the degree of honesty, loyalty, sincerity, conviction and commitment with which the system is evolved adopted and implemented. It is also suggested by the respondents that the bias and strictness can be minimized or avoided making the report writing by two authorities with a open discussion about the performance of the employees who have to be appraised and also it should be a two way traffic. The study also reveals that the appraisal should discuss with the appraise about the latest evaluation once the period. Most of employees feel that they should be given a chance to improve their areas of weakness before the next appraisal. Each one working in the industry individually and collectively have a role to play in matching their sub system of superior work effectively. The top management need to take

Performance Appraisal performance appraisal seriously to explicitly fit it to the prevailing culture and human resources strategy to evaluate how well it does fit to encourage practices that do fit and to rewards superiors that is the top level and also to the middle level and sub-ordinates who do it well. To conclude the overall research performance appraisal in ASM Technologies, most of the top level employees are satisfied but the middle level employees felt that partiality is there and that should not be there when they are appraising and giving rewards. If there is a good relationship between the employers it creates a good working environment.

In the organization training program should be conducted regularly with regards to enhance the knowledge in productivity of the employees. Here the superiors are given training, but in middle level employees, it is left for certain department hence training should be given to the left out employees. Because employees are the biggest assets of the organization so that asset has to be taken care and create a channel through which the organization goal has to be met.

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CHAPTER 8

Performance Appraisal

RECOMMENDATIONS & SUGGESTIONS

CHAPTER 8

RECOMMENDATION AND SUGGESTIONS:

As the company has introduced a new method of appraising the employees called policy deployment procedure which is conducted quarter yearly for middle level employees. The company should conduct a orientation class regarding the benefits of it so that they may cooperate when they have been appraised. Proper training should be focused to the middle level employees in the production department.

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Proper training should be imparted to the employees who are in the productivity department because they feel that there is no proper training given after performance appraisal. The most important suggestions is that most of the employees from middle level indicate that they have not given any feedback about them after performance appraisal. Here it is the duty of immediate boss to give the feedback about job performance so that they know where they stand and this can improve the productivity. They should take 360 degree performance appraisal system to enhance the effectiveness of performance appraisal.

BIBLIOGRAPHY &

Performance Appraisal

ANNEXURES

BIBLIOGRAPHY:

James.W.Smither, Performance appraisal state of art in Practice, Jossy Bass K.Ashwathappa, 3rd Edition, Human Resource & Personnel Management, Tata
Mcgraw Hill

Dr.B.Subbarao, 3rd Edition, Human Resounce Management & Industrial

Relations, Tata Mcgraw Hill.

Project report on Performance Appraisal System, Jain College Library. Company Profile, Brochures and Annual Report 2008
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 www.asmltd.com

PERFORMANCE APPRAISAL QUESTIONNAIRE

A. Name of the respondents B. Designation C. Department D. Year of Service E. Age 1. How often in the PAS conducted? a) Yearly c) 2. Quarter yearly [ [ ] ] ] b) Half Yearly [ d) Monthly [ ] ] : __________________________________ : __________________________________ : __________________________________ : ____________________________________ : ____________________________________

e) They will not conduct [ Methods of conducting appraisal? a) By questionnaire [ ]

b) By observation on job [

3. Do you get the following benefits during conducting appraisal?

Performance Appraisal a. Promotion [ c. Transfer [

] ]

b. Increase in pay [ d. Others specify [

] ]

4. How far does PAS is successful in creating competition between individual? a. Very good [ c. Average [ performance? a. Productivity [ c. Behaviour e. Discipline g. Others [ [ [ ] ] ] ] b. Participation d. Responsibility f. Efforts [ [ [ ] ] ] ] ] b. Good [ ]

5. Are you aware of the parameters that are taken consideration while assessing

6. How far is PAS helpful in creating good co-operation good working or team working? a. Very good [ c. Average [ ] ] b. Good [ ] ] d. Negative [

7. Do you think PAS improves an individual performance? a. Yes [ ] b. No [ ]

8. How far does PAS helps to reduce work difficulties? a) Very good [ c) Average [ ] ] b) Good [ d) Poor [ ] ]

9. Do you think PAS helps to monitor progress in your job? a) Yes [ ] b) No [ ]

10. Is there any difference of opinion between you and your superior while assessing the grade of the conducting the appraisal? a) Yes [ ] b) No [ ]

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c) Always [

d) Sometimes [

11. Whether your incentives in directly proportionate to the PA? a) Yes [ ] b) No [ ]

12. Will your superior take your opinion while conducting performance appraisal? a) Yes [ ] b) No [ ]

13. Who conducts the performance appraisal? Specify__________________________________________ 14. After conducting PAS, has the company conducted any training program? a) Yes [ ] b) No [ ]

15. Have you got any feedback after every appraisal? a) Yes [ ] b) No [ ]