A PROJECT REPORT

On

A STUDY OF PERFORMANCE APPRAISAL AT KATARIA

Submitted in partial fulfillment of

requirements of

Master of Business Administration

Submitted By,

Dhruti Patel

MBA(2014-2016)

AURO UNIVERSITY

The School of Hospitality & Management

1

AURO UNIVERSITY

CERTIFICATE

Date : 3 / 10/ 2015 This is to certify that the project entitled A STUDY OF PERFORMANCE

APPRAISAL AT KATARIA has been carried out by Dhruti Patel, student of

MBA 2nd Yr under my guidance submitted in partial fulfillment of the

requirements of Master of Business Administration in Auro University during

the academic year 2014-2016.

Signature of Guide ---------------------

Dr Vimal Babu

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Acknowledgement

I take this opportunity to thank the management department of AURO

UNIVERSITY of Surat for giving me the opportunity to study this topic.

“To be or not to be is not anything which matters, how to be thankful is what

really matters”

I am highly thankful to my project guide Prof Vimal Babu for his continuous support,

supervision; motivation throughout my project in spite of his hectic schedule who

truly gave his experience gave me the light of handling research project and helped

me in handling critical situation and understanding the objective of my work.

I would also like to thank our friends and all the faulty member of our college, for

their valuable co-operation and support for the fulfilment of the project.

Finally readers are invited for giving their suggestion to improve the standard of this

project.

Dhruti patel

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EXECUTIVE SUMMARY

Performance Appraisal is necessary to measure the performance of the employees and the

organization to check the progress towards the desired goals and aims.

It is a method by which the job performance of an employee I evaluated typically by the

corresponding manager or supervisor. A performance appraisal is a part of guiding and

managing career development. It is the process of obtaining, analysing, and recording

information about the relative worth of an employee to the organisation.

Performance appraisal is an analysis of an employee’s recent successes and failures,

personal strengths and weaknesses, and suitability for promotion or further training. It is also

the judgement of an employee’s performance in a job based on considerations other than

productivity alone.

Performance evaluations have been conducted since the times of Aristotle. The

earliest formal employee performance evaluation program is thought to have originated in the

United States military establishment shortly after the birth of the republic. The measurement

of an employee's performance allows for rational administrative decisions at the individual

employee level. It also provides for the raw data for the evaluation of the effectiveness of

such personnel-system components and processes as recruiting policies, training programs,

selection rules, promotional strategies, and reward allocations. In addition, it provides the

foundation for behaviourally based employee counselling. In the counselling setting,

performance information provides the vehicle for increasing satisfaction, commitment, and

motivation of the employee. Performance measurement allows the organization to tell the

employee something about their rates of growth, their competencies, and their potentials.

There is little disagreement that if well done, performance measurements and feedback can

play a valuable role in effecting the organization.

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TABLE OF CONTENTS

SERIAL NO

PARTICULARS PAGE NO

1 INTRODUCTION

2. NEED, OBJECTIVE AND SCOPE OF STUDY

3. LITERATURE REVIEW

4. RESEARCH METHODOLGY

5. DATA ANALYSIS AND INTERPRETATIONS

6. RECOMMENDATIONS AND CONCLUSION

7. BIBLIOGRAPHY

8. ANNEXURES

5

CHAPTER 1: INTRODUCTION

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1. INTRODUCTION

1.1 INTRODUCTION OF THE COMPANY

Kataria group has introduced, as one of the diversified business enterprise, with the

operation in the spanning field, from transport to the telecom industry. Kataria started its

operation and makes a name with the transport business and very soon became one of the

largest fleet in the industry.

Then after Kataria group has taken entry in automobiles industry, with a two-wheeler

dealership in 1983. After that they developed their business with four-wheelers dealership of

Maruti Suzuki Ltd at Dariapur Darwaja in Ahmedabad and it is the head-office of Kataria

Automobiles Ltd. The last decade has been us growing and to be one of the largest dealer of

Maruti Suzuki in India.

Now-a-days Kataria Automobiles has opened number of branches and Workshops across

Gujarat as below given table.

CITY NUMBER OF

SHOWROOMS

NUMBER OF

OUTLATES

NUMBER OF

WORKSHOPS

Ahemdabad 3 4 3

Surat 3 - 3

Bardoli 1 - -

Navasari 1 - 1

Palanpur 1 - -

Anand 1 - 1

Vapi 1 - 1

Mahesana 1 - -

Valsad 1 - 1

Nadiad 1 - -

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They are ISO certified company with Quality system-ISO-9001-2000.They are one of the

Maruti dealer in Gujarat during course of time they have grown as a company and having 3

Maruti Showroom. Three full-fledged workshop at Surat One at Varachha and another at

parlepoint and another at piplod. J. D. Power Survey has rated us as No. 1 in CUSTOMER

SATISFACTION amongst all India Maruti dealers.We have been awarded a prestigious

PLANTIUM DEALERSHIP award for continuously three years.

COMPANY PROFILE

Board of Directors

Name Designation

Mr. Rajendra Kumar Kataria Director

Mr. Rohan Kumar Kataria Director

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1.2 INDUSTRY PROFILE

HISTORY

The first practical automobile with a Petrol engine was built by Karl Benzin, 1885 in

Mannheim, Germany. Benz was granted a patent for his automobile on 29 January 1886, and

began the first production of automobiles in 1888 after Bertha Benz his wife had proved with

the first long-distance trip in August 1888 from Mannheim to Pforzheim and back that the

horseless coach was absolutely suitable for daily use. Since 2008 a Bertha Benz Memorial

Route commemorates this event.

Soon after, Gottlieb Daimler and Wilhelm Mabuchi in Stuttgart in 1889 designed a vehicle

from scratch to be an automobile, rather than a horse-drawn carriage fitted with an engine.

They are also usually credited as inventors of the first motorcycle in 1886, but Enrico

Bernardio of the University of Padua in 1882, patented a 0.024 horsepower one-cylinder

petrol motor fitting into his son’s tricycle making it at least a candidate for the first

automobile, and first motorcycle. Bernardi enlarged the tricycle in 1892 to carry two adults.

AUTOMOTIVE INDUSTRY

The automotive industry designs, develops, manufacturers, markets, and sells the world’s

motor vehicles. In 2009, more than 88 million motor vehicles, including cars and commercial

vehicles were produced worldwide.

In 2009-2010, a total of 90 million new automobiles were sold worldwide: 24 million in

Europe, 21.4 million in Asia-Pacific, 19.4 million in USA and Canada, 14.4 million in Latin

America, 6.4 million the Middle East and 7.4 million in Africa. The markets in North

America and Japan were stagnant, while those in South America and Asia grew strongly. Of

the major markets, Russia, Brazil, India and China saw the most rapid growth.

About 250 million vehicles are in the use in the United States. Around the world, there were

about 806 million cars and light trucks on the road in 2009: they burn over 260 billion

9

gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly, especially in

China and India. In the opinion of some, urban transport systems based around the car have

proved unsustainable, consuming excessive energy, affecting the health of populations, and

delivering a declining level of service despite increasing investments. Many of these negative

impacts fall disproportionately on those social groups who are also least likely to own and

drive cars. The sustainable transport movement focuses on solutions to these problems.

In 2009, with rapidly rising oil prices, industries such as the automotive industry, are

experiencing combination of pricing pressures from raw material costs and changes in

consumer buying habits. The industry is also facing increasing external competition from the

public transport sector, as consumers re-evaluate the private vehicle usage. Roughly half of

the US’s fifty one light vehicle plants are projected to permanently close in the coming years

with the loss of another 200,000 jobs in the sector, on top of the 560,000 jobs lost this

decade. As a result, in 2010, China became the largest automobile markets in the world.

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1.3 PERFORMANCE APPRAISAL

Performance appraisal is the process of obtaining, analysing and recording information about

the relative worth of an employee. The focus of the performance appraisal is measuring and

improving the actual performance of the employee and also the future potential of the

employee. Its aim is to measure what an employee does.

It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps

to analyse his achievements and evaluate his contribution towards the achievements of the

overall organizational goals. By focusing the attention on performance, performance

appraisal goes to the heart of personnel management and reflects the management's interest in

the progress of the employees.

People differ in their abilities and their aptitudes. There is always some difference between

the quality and quantity of the same work on the same job being done by two different

people. Therefore, performance management and performance appraisal is necessary to

understand each employee's abilities, competencies and relative merit and worth for the

organization.

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

appraisal takes into account the past performance of the employees and focuses on the

improvement of the future performance of the employees.

OBJECTIVES OF PERFORMANCE APPRAISAL:

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

• To judge the gap between the actual and the desired performance.

• To help the management in exercising organizational control.

• Helps to strengthen the relationship and communication between supervisor

subordinates and management-employees.

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• To diagnose the strengths and weaknesses of the individuals so as to identify the

training and development needs of the future.

• To provide feedback to the employees regarding their past performance. Provide

information to assist in the other personal decisions in the organization.

• Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

• To judge the effectiveness of the other human resource functions of the organization

such as recruitment, selection, training and development.

• To reduce the grievances of the employees.

If employee development is required for performance improvement then solving these

performance problems should be straight forward with a clear understanding of root causes.

Possible approaches include changing the work environment, better prioritization of

conflicting priorities, time off, additional training, shadow or buddy system, mentoring or

coaching, changing team environment or set objectives and soon.

1.4 INTRODUCTION OF THE SUBJECT

Performance appraisal may be defined as an organized formal interaction between a

subordinate and supervisor that usually takes the form of a periodic interview, in which the

work performance of the subordinate is examined and discussed, for identifying weaknesses

and strengths as well as opportunities for improvement and skills development. In other

words, Performance appraisal is a formal system of measuring, evaluating, and influencing an

employee’s job-related attributes, behaviours and outcomes to determine how productive an

employee is, and to determine if an employee’s productivity can be improved.

Appraisal results are used in many organizations, either directly or indirectly, to help

identifying the better performing employees who should get the majority of available merit

pay increases, bonuses, and promotions. There are various appraisal methods are in usage

today. Broadly, we can classify them as comparative appraisals (ranking, paired

comparisons, and forced distribution), behavioural appraisals (graphic rating scales,

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checklist, critical incidents, essays, and behaviourally anchored rating scales), and output

based appraisals. Also there are rapid appraisal methods for quick, low cost ways to gather

data for manager’s information needs.

All of the appraisal methods have been discussed and their advantages and disadvantages are

mentioned. In this paper a new appraisal method has been proposed using the existing

methods. This new method is developed by taking the advantages of the three common

methods including comparative, behavioural and output based. The advantages and

disadvantages of this new method are also discussed. A hierarchical structure discussed in

this paper uses all the appraisal methods accordingly at appropriate levels of the company.

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1.5 METHODS FOR APPRAISING PERFORMANCE

Performance actually can be appraised by a wide variety of methods and techniques. The

most commonly used performance appraisal methods can be distinguished into three major

categories: comparative appraisals, behavioural appraisals, and output-based appraisals.

Comparative Appraisals

Managers directly compare the performance of their subordinates against one another in

comparative appraisals. For example, a data entry operator's performance would be compared

with that of other data-entry operators by the computing supervisor. Comparative techniques

include ranking, paired comparisons, and forced distribution.

Ranking: In this method, the supervisor lists all subordinates in order, from the highest to the

lowest in performance. Rankings such as this are appropriate only in small companies. As the

number of employees increases, it becomes gradually more difficult to discern differences in

their performance.

Paired Comparisons: The paired comparison method involves comparing each employee to

every other employee in the rating group, one at a time, to determine the better. A rank order

is obtained by counting the number of times each individual is selected as being the better of

a pair.

Forced Distribution: In forced distribution, the supervisor must assign only a certain

proportion of his/her subordinates to each of several categories on each evaluative factor. A

common forced distribution scale is divided into five categories. A fixed percentage of all

subordinates in the group fall within each of these categories. Typically, the distribution

follows a normal distribution.

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Behavioural Appraisals

In contrast with comparative appraisals, behavioural appraisals allow supervisors to evaluate

each person's performance independent of other employees but relative to important job-

related behaviours, which when exhibited can lead to job success.

Graphic Rating Scale: The graphic rating scale allows the rater to mark an employee's job

performance on a five-point or seven-point scale. This method identifies certain subjective

character traits, such as 'pleasant personality', 'initiative' or 'creativity' to be used as basic job

performance criteria. Because of its simplicity, the graphic rating scale is the most frequently

used performance appraisal method.

Checklist: The checklist uses a list of statements or words that are checked by raters. Raters

check statements most representative of the characteristics and performance of an employee.

Typical checklist statements are: can be expected to finish working time, seldom agrees to

work overtime, is cooperative and helpful, accepts criticism, and strives for selfimprovement.

The checklist can be modified so that varying weights are assigned to the statements or

words. The results can then be quantified. Usually, the results are not known by the rater and

are tabulated by someone else, such as a member of the HR unit.

Critical Incidents: In the critical incident method, the manager keeps a written record of the

highly favorable and unfavorable actions in an employee's performance. When something

happens [a 'critical incident' involving a particular employee] the manager writes it down.

Thus, a list of critical incidents is kept during the entire rating period for each employee. The

critical incident method can be used with other methods to document the reasons why an

employee was rated in a certain way.

Essays: The essay (free-form) appraisal method requires the manager to write a short essay

describing each employee's performance during the rating period. The rater usually is given a

few general headings under which to categorize comments. The intent is to allow the rater

more flexibility than other methods do. As a result, the method is often combined with other

methods.

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Behaviorally Anchored Rating Scales (BARS): BARS utilize critical incidents to focus

appraisal on employee behaviors that can be changed. Thus, a BARS system describes

examples of 'good' or 'bad' behavior. These examples are 'anchored', or measured, against a

scale of performance levels. An example of BARS that rates a university professor's attitude

toward students is sited here. Construction of BARS begins with the identification of

important job dimensions. The dimensions are the most important performance factors in an

employee's description. Assume the major job dimensions associated with teaching are:

course organization, attitude toward students, fair treatment, and competence in subject area.

Short statements, similar to critical incidents, are developed that describe both desirable and

undesirable behaviors. Then they are 'retranslated' or assigned to one of the job dimensions.

This task is usually a group project and assignment to a dimension usually requires the

agreement of 60% to 70% of the group. The group, consisting of people familiar with the job,

then assigns each 'anchor' a number, which represents how 'good' or 'bad' the behavior is.

When numbered, these anchors are fitted to a scale. The drawbacks are: behaviorally

anchored rating scales require extensive time and effort to develop and maintain. Also,

separate BARS forms are necessary to accommodate different types of jobs in an

organization.

360 Degree Appraisal system: In human resources or industrial psychology, 360-degree

feedback, also known as multi-rater feedback, multi source feedback, or multi source

assessment, is feedback that comes from members of an employee's immediate work circle.

Most often, 360-degree feedback will include direct feedback from an employee's

subordinates, peers, and supervisor(s), as well as a self-evaluation. It can also include, in

some cases, feedback from external sources, such as customers and suppliers or other

interested stakeholders. It may be contrasted with "upward feedback," where managers are

given feedback only by their direct reports, or a "traditional performance appraisal," where

the employees are most often reviewed only by their managers.

Output-based Appraisals

While the methods described above focus on job behaviors or processes, output-based

appraisals focus on job products as the primary criteria. The most commonly used 16

outputbased appraisal is Management-by-Objectives (MBO). MBO specifies the

performance goals that an individual hopes to attain within an appropriate length of time. The

objectives that each manager sets are derived from the overall goals and objectives of the

organization. Implementing an MBO appraisal system comprised four basic stages.

Job Review and Agreement: In the first phase the employee and the supervisor review the

job description and the key activities that comprise the employee's job. The idea is to agree

on the exact makeup of the employee's job.

Development of Performance Standards: Specific standards of performance must be

mutually developed. This phase specifies a satisfactory level of performance that is specific

and measurable.

Guided Objective Setting: Objectives are established by the employee in conjunction with,

and guided by, the supervisor. Objectives should be realistically attainable and may be

different from the set performance standard.

Continuing Performance Discussions: The employee and the supervisor use the objectives

as bases for continuing discussions about the employee's performance. Although a formal

review session may be scheduled, the employee and the manager do not necessarily wait until

the appointed time for performance discussion. Objectives are modified mutually, and

progress is discussed during the period.

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1.6 PERFORMANCE APPRAISAL

Performance appraisal is one of the most important requirements for all successful

business and human resource policy . Rewarding and promoting effective performance in

organization, as well as identifying ineffective performers for resource management. The

ability to conduct performance appraisal relies on the ability to assess an employee's

performance in a fair and accurate manner. Evaluating employee performance is a difficult

task. Once the supervisor understands the nature of the job and the source of information, the

information needs to be collected in a systematic way, provided as feedback, and integrated

into the organization's performance management processor use in making compensation, job

placement and training decisions and assignment.

Performance evaluations have been conducted since the times of Aristotle. The

earliest formal employee performance evaluation program is thought to have originated in the

United States military establishment shortly after the birth of the republic. The measurement

of an employee's performance allows for rational administrative decisions at the individual

employee level. It also provides for the raw data for the evaluation of the effectiveness of

such personnel-system components and processes as recruiting policies, training programs,

selection rules, promotional strategies, and reward allocations. In addition, it provides the

foundation for behaviourally based employee counselling. In the counselling setting,

performance information provides the vehicle for increasing satisfaction, commitment, and

motivation of the employee. Performance measurement allows the organization to tell the

employee something about their rates of growth, their competencies, and their potentials.

There is little disagreement that if well done, performance measurements and feedback can

play a valuable role in effecting the organization .

18

1.7 BASIC PURPOSE

Performance appraisals should focus on three objectives: performance, not

personalities; valid, concrete, relevant issues, rather that subjective emotions and feelings;

reaching agreement on what the employee is going to improve in his performance and what

you are going to do. Both the supervisor and employee should recognize that a strong

relationship exists between training and performance evaluation. Each employee should be

allowed to participate in periodic sessions to review performance and clarify expectations.

Both the supervisor and the employee should recognize these sessions as constructive

occasions for two-way should include opportunities for self-assessment as well as supervisor

feedback.

The supervisor should keep in contact with the employee to assure the training

experiences are producing desired impact . A portion of the process should be devoted to an

examination of potential opportunities to pursue advancement of acceptance of more complex

responsibilities. The employee development goals should be recognized as legitimate, and

plans should be made to reach the goals through developmental experiences or education.

Encouraging development is not only a supervisor's professional responsibility, but it also

motivates an employee to pursue additional commitments. In addition, the pursuit of these

objectives will also improve the prospect that current employees will be qualified as

candidates when positions become available. This approach not only motivates current

performance but also assists the recruitment of current employees as qualified candidates for

future positions

1.8 BENEFITS OF PRODUCTIVE PERFORMANCE APPRAISALS

Employee learns of his or her own strengths in addition to weaknesses. New goal and

objectives are agreed upon. Employee is an active participant in the evaluation process. The

relationship between supervisor and employees is taken to an adult-to-adult level. Work

teams may be restructured for maximum efficiency. Employee renews his or her interest in

19

being a part of the organization now and in the future. Training needs are identified. Time is

devoted to discussing quality of work without regard to money issues.

Supervisor becomes more comfortable in reviewing the performance of employees.

Employees feel that they are taken seriously as individuals and that the supervisor is truly

concerned about their needs and goals..

1.9 PITFALLS TO AVOID

When conducting performance appraisals on any level, it is important to keep in mind

the common pitfalls to avoid.

These pitfalls may include but are not limited to:

1. Bias/prejudice-Race, religion, education, family background, age, and/or sex.

2. Trait assessment-Too much attention to characteristics that have nothing to do with the job

is difficult to measure.

3. Over-emphasis on favorable or unfavorable performance of one or two tasks which could

lead to an unbalanced evaluation of the overall contribution.

4. Relying on impressions rather than facts.

5. Holding the employee responsible for the impact of factors beyond his/her control.

6. Failure to provide each employee with an opportunity for advance preparation

(Maddux,1993).

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CHAPTER 2: NEED, OBJECTIVE AND SCOPE OF STUDY

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2. NEED, OBJECTIVE AND SCOPE OF THE STUDY

2.1 NEED FOR THE STUDY

Automobile has become important need of people in their fast moving life. These automobile

companies are expanding in greater phase in various countries especially in highly populated

countries like India, China etc. These Companies are also contributing towards the

development of economy for a long time and at the moment it is treated as an important

industry in modern world. Due to globalization and free market economy, this industry is

facing severe competition, also it makes establishment of foreign company in other countries.

Most of the automotive companies fail due to lack of proper strategic planning and goals.

One of the major reasons of their poor performance is adaptation of traditional production

system. They are very much slow in adopting new product line, less concerned about

attracting and satisfying customers and being reluctant to implement information technology.

That’s why it is very necessary for each and every industry to evaluate its performance over

the periods.

Thus the purposes of choosing the topic are,

• I feel that performance appraisal of employees will result in better productivity.

• For the better understanding of the concept of performance appraisal.

• To provide feedback on appraisal system of the company for further improvement of

the system.

2.2 OBJECTIVE OF THE STUDY

Primary Objective:

• To study the purpose of performance appraisal of employees at KATARIA Group

Surat.

• To understand training requirements based on current performance appraisal system.

22

• To identify whether the performance appraisal is in line with the organisational goals.

Secondary Objective:

• To understand the opinion of employees towards performance appraisal at

KATARIA.

• To identity the effect of performance appraisal on individual and organizational

development.

• To understand the existing relationship between management and employees.

• To identify ways to improve the existing performance appraisal system.

2.3 SCOPE OF THE STUDY

• The management can identify the employee's opinion of the existing performance

appraisal system.

• The study can be used to make the present appraisal system more effective and

satisfied among employees.

• It could be used to identify training and development needs for the individual and the

organization as a whole

2.4 LIMITATIONS OF THE STUDY

Production is, in fact, a huge operation and it is quite impossible to cope up. And for that

reason limitations prevail while conducting the survey. Basic limitations faced while

preparing the study were:

• The Company’s policy of not disclosing some data and information for obvious

reasons, which would have been very much useful for the report.

• Some of the questionnaires were incomplete.

• Few employees sometime felt disturbed, as they were busy in their job.

• Sometimes it was difficult to collect data from their files, because important files are

kept in volt for safety.

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• It is difficult to make information based a rich report in short time of period.

• This report was prepared in short time.

CHAPTER 3: LITERATURE REVIEW

24

3. LITERATURE REVIEW

1. The purpose of the paper “Individual performance appraisal and appraisee reactions to

workgroups” is to examine the relationships of individual performance appraisal with

appraisees' reactions towards their workgroups and the mechanisms underlying the

relationships. The results showed that developmental and evaluative performance appraisals

were related to appraisee reactions to the workgroup, both positive and negatives,

respectively. As expected, these two relationships were mediated by perceived cooperative

goals and competitive goals, respectively. Furthermore, procedural justice moderated the

positive relationship between evaluative performance appraisal and perceived competitive

goals in such a way that the relationship was stronger when perceived procedural justice of

the performance appraisal was high. (Chen, Tingting; Wu, Peiguan; Leung, Kwok)

2. The most maligned (and also dreaded) aspect of human resource management is the

process of evaluating an employee's job performance-often referred to as "performance

appraisal." Yet performance appraisal is helpful to, and often even essential to,

accomplishing important goals of all organizations. The article “THE IDEAL

PERFORMANCE APPRAISAL IS A FORMAT, NOT A FORM” is designed to move

closer to an ideal performance appraisal system. Research was conducted to ascertain all

problems that are occurring with present performance appraisal systems. Performance

appraisal systems are improved by rectifying common shortcomings (e.g. reducing biases,

training those involved, using formats with research substantiation). However, the most

important changes required 1) clarifying the goals of performance appraisal, 2) focusing on

both results and behavior appraisals, 3) adding an appraisal category, 4) better timing, and 5)

better involving constituencies. (Kondrasuk, Jack N)

3. Ethical behavior of organizational members has been the subject of considerable interest

during the past decade both among practitioners and academics. However, performance

appraisal systems, for the most part, have exclusively concentrated on business performance

to the exclusion of ethical dimensions of job performance. Given the increasing importance

of ethical issues in organizations, there is a need to correct this aberration in the current

25

approach to appraisal system development and include ethical dimensions in the performance

appraisal domain. As a first step to the inclusion of ethical dimensions to the job

performance, the paper “Appraisal Of Ethical Performance: A Theoretical Model” propose a

cognitive model for appraisal ethical performance in organizations. The performance

appraisal literature based on the cognitive processing paradigm (e.g., Landy and Fair, 1980)

provides a rich theoretical foundation for studying ethical judgment process. Specifically, the

cognitive approach describes how the performance judgment process is influenced by

schematic, attributional and affective influences when processing ratee performance

information (Selvarajan, T T, Sardessai, Ron)

4.Organizations develop performance appraisal systems to motivate and reward employee

performance; however, effectiveness of the appraisal system depends on employee reactions

to the appraisal process and the outcomes they receive. The public service agency in this

study developed a performance appraisal system to increase and reward employee

productivity. The study “Predicting Employee Attitudes and Performance from Perceptions

of Performance Appraisal Fairness” offers a rare opportunity to examine how employee

perceptions of performance appraisal fairness (procedural, distributive, and interactional)

predicted employee reactions to the system including employee performance, organizational

commitment, supervisory satisfaction, job satisfaction, and pay satisfaction. Findings show

procedural fairness is a significant predictor of each of the dependent variables, while

distributive fairness predicts performance and organizational commitment. Interactional

fairness predicts supervisory satisfaction and organizational commitment (Swiercz, Paul M

Bryan, Norman B Eagle, Bruce W; Bizzotto, Victoria; Renn, Rober W)

5.Adnan Riaz1 & Dr. Jameel Qazi (2007) this study was conducted to investigate the

impact of HRM practices on perceived organizational performance. Total six HRM practices

such as training, performance appraisal, job definition, compensation, selection, career

planning, were taken as independent variables while perceived organizational performance as

dependent variable. Through questionnaire survey a response of 223 employees working in

different telecom organizations were collected,which showed that HRM practices are being

implemented and the key contributor to the enhanced organizational performance in the

26

telecom sector while training and selection were found significantly related with perceived

organizational performance. Managerial implications and conclusions are presented based

upon these results.

6. Subhash C. Kundu, Divya Malhan (2009) studied that Competitive advantage of a

company can be generated from human resources (hr) and company performance is

influenced by a set of effective hrm practices. In this study, researcher intended to assess the

hr practices in insurance companies. ‘Training and benefits’ was found highly in practice in

the insurance companies. Further, ‘performance appraisal,’ ‘selection and socialization of

employees,’ and ‘hr planning and recruitment’ were moderately practised in insurance

companies. ‘Workforce diversity and contemporary hr practices’ and ‘competitive

compensation’ were also practiced to some extent. Anova results showed that Indian

companies did not practise workforce diversity. Compensation practices were found more

competitive or performance based in Multinational insurance companies than in Indian ones.

27

CHAPTER 4: RESEARCH METHODOLGY

28

4. RESEARCH METHODOLOGY

Research in common parlance refers to search for knowledge. Redman and Mory define

research as a “Systematized effort to gain new knowledge. Research is an academic activity

and such the term should be used in technical sense. According to Clifford Woody, Research

comprises defining and redefining problem, formulating hypothesis or suggested solutions;

collecting, organizing and evaluating data; making deductions and research conclusions; and

at last carefully testing the conclusions to determine whether they fit the formulating

hypothesis.

Research is thus an original contribution to the existing stock of knowledge making for its

advertisement. It is pursuit of truth with the help of study, observation, comparison and

experiment. In short the search for knowledge through objective and systematic method of

finding solution to problem is research.

4.1 RESEARCH DESIGN

A Research design is the arrangement of conditions for collection and analysis of data in a

manner that aims to combine relevance to the Research purpose with economy in procedure.

In fact the Research design is the conceptual structure within which Research is conducted: it

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

It must be able to define clearly what they want to measure and must find adequate methods

for measuring it along with a clear cut definition of population wants to study. Since the aim

is to obtain complete and accurate information in these studies, the procedure to be used must

be carefully planned. The research design must make enough provision for protection against

bias and must maximize reliability with due concern for the economical completion of the

search study.

Descriptive research is adopted for this study. It includes surveys and fact finding enquires

of different kinds. The major purpose of descriptive research is description of the state affairs

as it exists at present. The main characteristic of this method is that the researcher has no

control over the variables. He can only report what has happened or what is happened.

29

4.2 SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from the sampling frame, it

refers to the technique or procedure the researcher would adopt in selecting some sampling

units from which interferences about the population is drawn. Sampling type used is Simple

Random sampling technique.

4.3 POPULATION AND SAMPLE SIZE

A decision has to be taken concerning sampling unit before selecting sample. The population

for this study includes the employees from three branches of KATARIA group. 100

employees were undertaken for the study.

4.4 DATA COLLECTIONS

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

secondary sources.

Primary Sources

• Direct conversation with the respective officers of the Departments.

• Face to face conversation with the employees.

• Employee’s opinion collected through Questions.

Secondary Sources:

• Various records of the Company.

• Different Types of system information.

• Website of KATARIA Group.

• Different newsletters.

• Annual Performance Appraisal Form of company. 30

• Personal files of employees.

STATISTICALTOOLS

Graphical representation

Percentage analysis

PERCENTAGE ANALYSIS

It refers to a special kind of ratio. Percentage is used in making comparison between two or

more series of data; percentages are used to determine relationship between the series if data

finding the relative differences becomes easier through percentage.

It is expressed as,

Percentage (%) = No. of respondents x 100

Total no. of respondents

31

CHAPTER 5: DATA ANALYSIS AND INTERPRETATIONS

32

5. DATA ANALYSIS AND INTERPRETATION

5.1 GENDER WISE CLASSIFICATION OF RESPONDENTS

TABLE 5.1 GENDER WISE CLASSIFICATION OF RESPONDENTS

Gender No. of respondents Percentage (%)

Male 89 89

Female 11 11

Total 100 100

Source: Primary Data

FINDINGS:

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

respondents are female.

INTERPRETATIONS:

From this we can interpret that the organisation is male dominated and hardly few female

employees are there.

33

FIGURE 5.1 GENDER WISE CLASSIFICATION OF RESPONDENT

5.2 PERFORMANCE APPRAISAL PROPERLY EXECUTED IN YOUR ORGANIZATION

TABLE 5.2 PERFORMANCE APPRAISAL PROPERLY EXECUTED IN YOUR

ORGANIZATION

Age No. Of Respondents Percentage (%)

NO 25 25

RARELY 23 23

SOMETIMES 30 30

OFTEN 12 12

VERY OFTEN 10 10

Total 100 100

Source: Primary Data

34

FINDINGS:

25% say no that performance appraisal is not executed properly, 23% say rarely, 30% say

sometimes, 12% say often and 10% say very often

INTERPRETATIONS:

As majority of the employees feel that the appraisal system is carried out properly which

show the accuracy of the performance appraisal system. Many feel no may be because they

were not given proper training.

NO RARELY SOMETIMES OFTEN VERY OFTEN0

5

10

15

20

25

30

35

5.3 EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

TABLE 5.3 EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

Experience No. Of Respondents Percentage (%)

Below 5Years 28 28

5-lO Years 54 54

35

10-15 Years 18 18

Above15Years - -

Total 100 100%

Sources: Primary Data

36

FINDINGS:

From the above table, it can be inferred that 54% of the respondents are having 5-10years

experience persons, 28% of the respondents have below 5Years of experience persons, 18%

of the respondents are having 10-15years of experience and no respondents have experience

more than 15years.

INTERPREETATIONS:

From this we can interpret that 50% of the employees have 5-10 years of experience which

shows that organisation has good qualified employees which will help the organisation to

increase its productivity.

FIGURE 5.3 EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

37

5.4 FREQUENCY OF MEETINGS WITH THE IMMEDIATE SUPERIORS

TABLE 5.4 EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

Educational Qualification No. Of Respondents Percentage (%)

FORTNIGHTLY 28 28

MONTHLY 19 19

QUATERLY 04 04

BI-ANNUALLY 49 49

Total 100 100%

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 28% of the respondents say fortnightly, 19% of

the respondents say monthly, 4% of respondents say quarterly and 49% of the respondent

say bi annually.

INTERPRETATIONS:

From this we can interpret that the employees meet their immediate superiors bi annually i.e

twice in a year. The superiors helps the employee to identify their weakness and help them

resolve their problem and help them achieve their productivity.

38

fortnightly monthly quaterly bi-annually0%

10%

20%

30%

40%

50%

60%

Chart Title

Series 1 Column1 Column2

FIGURE 5.4 EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

5.5 FREQUENCY OF PERFORMANCE APPRAISAL

TABLE 5.5 FREQUENCY OF PERFORMANCE APPRAISAL

Performance Appraisal No. of respondents Percentage (%)

Once a Year 100 100

Twice a Year - -

No Specific Time - -

Total 100 100

Sources: Primary Data

FINDINGS:

39

From the above table, it can be inferred that 100% of the respondents agree that performance

appraisal is conducting once a year.

INTERPRETATIONS:

As this is a huge organisation once in a year appraisal is good. The main purpose of

appraisals is to help managers effectively staff companies and use human resources, and,

ultimately, to improve productivity. When conducted properly, appraisals serve that purpose

by: (1) showing employees how to improve their performance, (2) setting goals for

employees, and (3) helping managers to assess subordinates' effectiveness and take actions

related to hiring, promotions, demotions, training, compensation, job design, transfers, and

terminations.

40

5.6 REASON FOR CONDUTING PERFORMANCE APPRISAL

TABLE 5.6 REASON FOR CONDUTING PERFORMANCE APPRISAL

Performance Appraisal

Conducting

No. of respondents Percentage (%)

To identity motivating methods - -

To decide monetary benefits - -

Identifying barriers of

performance

- -

All of the above 100 100

Total 100 100

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 100% of the respondent's agree that the reason

for conducting performance appraisal includes all the factors such as to identity motivating

methods, to decide monetary benefits and identity barriers for performance.

INTERPRETATIONS:

From this we can interpret that the organisation has proper reasons for which they conduct

performance appraisal. This helps the organisation to motivate employees, provide rewards

and helps them to improve their performance.

41

5.7 DURATION OF PERFORMANCE APPRAISAL CONDUCTED

TABLE 5.7 DURATION OF PERFORMANCE APPRAISAL CONDUCTED

When Performance

Appraisal conducted

No. of respondents Percentage (%)

During working hours 37 18.5

During non-working hours 13 13

Total 50 50

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that for 87% of the respondents' performance

appraisal is conducted during working hours and for 13% respondents' performance appraisal

is conducted during non-working hours.

INTERPRETATIONS:

From this we can interpret that the appraiser will be able to better assess the employee as he

is actually working and will improve the effectiveness of the appraisal. However it may aslo

be negative as the employee will get conscious about it and may fake to work effectively at

that point.

42

FIGURE 5.7 DURATION OF PERFORMANCE APPRAISAL CONDUCTED

5.8 WHO CONDUCT PERFORMANCE APPRAISAL

TABLE 5.8 WHO CONDUCT PERFORMANCE APPRAISAL

Who Conducts

Performance appraisal

No. Of Respondents Percentage (%)

Superior - -

Peers - -

Everyone - -

Outsider 100 100

Total 100 100

Sources: Primary Data

43

FINDINGS:

From the above table, it can be inferred that for 100% of the respondents’ performance

appraisal is conducted by outsiders.

INTERPRETATIONS:

Outsider doing performance appraisal has its pros and cons. Pros are that it will reduce the

favouritism in the organisation and the appraisal system will be free of biasness where the

cons are that the outsider may not be aware about the job duties so he may not provide

effective appraisal.

5.9 REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

TABLE 5.9 REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

Informed reason for

Performance appraisal

conducting

No. Of Respondents

Percentage (%)

Always 20 20

Sometimes 77 77

Never 03 03

Total 100 100

Sources: Primary Data

44

FINDINGS:

From the above table, it can be inferred that 77% of respondents feel that the reason for

performance appraisal is discussed sometimes, 20% of the respondent's feel it is discussed

always and 3% of respondents say reason is never discussed.

INTERPRETATIONS:

The reason for performance appraisal must always be communicated with the employees.

This will improve the effectiveness of the performance appraisal and employees will be more

involved.

FIGURE 5.9 REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

5.10 EMPLOYEE PERFORMANCES DISCUSSED

45

TABLE 5.10 EMPLOYEE PERFORMANCES DISCUSSED

Meetings of Employee

performance

No. Of Respondents Percentage (%)

Nil - -

Once 100 100

Twice - -

Thrice - -

Total 100 100%

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that for 100% of the respondents meeting on

performance is conducting once a year.

INTERPRETATIONS:

Employees must always be told about their performance at a regular interval. However in this

organisation they only are told about their performance once in a year. If employees are

regularly told about their performance they are more satisfied with the organisation.

5.11 PERFORMANCE APPRAISAL PROGRAMS RELATED WITH

ORGANIZATIONAL GOALS

TABLE 5.11 PERFORMANCE APPRAISAL PROGRAMS RELATED WITH

ORGANIZATIONAL GOALS

Goals No. Of Respondents Percentage (%)

To a high extent 12 12

To some extent 69 69

To a low extent 19 19

Total 100 100

Sources: Primary Data

46

FINDINGS:

From the above table, it can be inferred that 69% of the respondents feel the performance

appraisal relates to some extent to organization goals, 19% feel to a low extent and12% feel

to a high extent it relates.

INTERPRETATIONS:

Employees are always told by the superiors that they must perform their work according to

the organisational goals. Therefore the performance appraisal must also be in line with the

organisational goals.

FIGURE 5.11 PERFORMANCE APPRAISAL PROGRAMS RELATED WITH

ORGANIZATIONAL GOALS

5.12 1NVOLVEMENT IN DESIGNING APPRAISAL SYSTEM

47

TABLE 5.12 INVOLVEMENT IN DESIGNING APPRAISAL SYSTEM

Opinion No. of

Respondents

Percentage (%)

Always - -

Sometimes - -

Never 100 100

Total 100 100

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 100% of the respondents say they are never

involved in designing the appraisal system.

INTERPRETATIONS:

 Employees need to be actively engaged in the process. This is important. In many, if not

most companies, performance management is something that managers “do” and employees

“receive”. That tends to lead to employees being disengaged from the process, and even

cynical about it. For performance management to be truly effective, we need to change that

paradigm.

5.13 PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

TABLE 5.13 PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

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

1 Highly relevant 87 87

2 Relevant 13 13

3 No idea - -

4 Irrelevant - -

5 Highly irrelevant - - 48

Total 100 100

Sources: Primary Data

FINDINGS:

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

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

INTERPRETATIONS:

Performance appraisal is very vital for any organisation as it forms basis for promotion,

salary increments, rewards etc. this enables the organisation to give performance based

incentives and also will reduce biasness in the organisation.

FIGURE 5.13 PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE

JOB

49

5.14 OPINION AND SUGGESTIONS SHARED TO MANAGERS

TABLE 5.14 OPINION AND SUGGESTIONS SHARED TO MANAGERS

Opinion and

Suggestions

No. of Respondents Percentage (%)

Mostly 100 100

Rarely - -

Never - -

Total 100 100

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 100% of the respondents mostly share their

opinion and suggestions to their managers.

INTERPRETATIONS:

This shows that managers are very friendly with the employees and therefore the employees

share their suggestions and opinions which makes this organisation very special to work for.

In any organisation where employees share a good bind with superiors is always a profit

making organisation.

5.15 TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM

TABLE 5.15 TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM

Forms No. of respondents Percentage

Yes 100 100

No - -

Total 100 100%

Sources: Primary Data

50

51

FINDINGS:

From the above table, it can be inferred that 100% of the respondents are given training to fill

the appraisal form.

INTERPRETATIONS:

It is always important to give training to the employees to fill the appraisal form as they are

not aware on how to fill it. This will increase the accuracy of the appraisal and will provide

accurate results on help in taking decisions.

5.16 APPRAISER'S AWARENESS ON EMPLOYEE JOB RESPONSIBLITIES AND DUTIES

TABLE 5.16 APPRAISER'S AWARENESS ON EMPLOYEE JOB

RESPONSIBLITIES AND DUTIES

Aware No. of respondents Percentage (%)

Completely Aware - -

Aware to an extent - -

Not Aware 100 100

Total 100 100%

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 100% of the respondents feel that the appraiser is

not aware of their job responsibilities and duties.

INTERPRETATIONS:

This is a very negative loophole for the organisation as they are not aware about the job

responsibilities and duties. Then on what basis are they appraising the employees. This will

make the performance appraisal null.

52

5.17 FEEDBACKS PROVIDED FOR PERFORMANCE IMPROVEMENT

TABLE 5.17 FEEDBACKS PROVIDED FOR PERFORMANCE

IMPROVEMENT

Aware No. of respondents Percentage (%)

Frequently 89 89

Occasionally 11 11

Never - -

Total 100 100%

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 11% of the respondents feel that feedback is

provided occasionally whereas 89% feel that feedback is provided frequently.

INTERPRETATIONS:

In performance appraisal giving feedback to the employees is very important as that feedback

will help the employees to improve his skills wherever he lacks. Feedback also motivates the

employees as he starts feeling loyal for this organisation.

53

FIGURE 5.17 FEEDBACKS PROVIDED FOR PERFORMANCE

IMPROVEMENT

5.18 INVOLVEMENT OF EXTERNAL EXPERTS

TABLE 5.18 INVOLVEMENT OF EXTERNAL EXPERTS

Involvement No. of respondents Percentage (%)

Highly involved 34 34

Less involved 40 40

Not involved 26 26

Total 100 100%

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 40% of the respondents feel the rater is less

involved, 34% of the respondents feel they are highly involved and 26% of the respondents

are not involved.

:

54

5.19 PROPER EXECUTION OF PERFORMANCE APPRAISAL

TABLE 5.19 PROPER EXECUTION OF PERFORMANCE APPRAISAL

Properly executed in your

organization

No. Of Respondents

Percentage (%)

Yes 78 78

No 22 22

Total 100 100

Sources: Primary Data

FINDINGS:

From the above table, it can be inferred that 78% of the respondents feel performance

appraisal is properly executed while 22% feel it is not properly executed.

INTERPRETATIONS:

Properly executed performance appraisal is always beneficial as the employees are satisfies

that there is no bias in the appraisal system and the organisation can also analyse properly.

55

FIGURE 5.19 PROPER EXECUTION OF PERFORMANCE APPRAISAL

5.20 UPDATING OF PERFORMANCE APPRAISAL

TABLE 5.20 UPDATING OF PERFORMANCE APPRAISAL

Sources: Primary Data

56

Reviewed and updated No. Of Respondents Percentage (%)

Frequently 46 46

Occasionally 54 54

Never - -

Total 100 100

FINDINGS:

From the above table, it can be inferred that 54% of the respondents feel the performance

appraisal is reviewed occasionally while 46% of respondents feel they are reviewed

frequently.

INTERPRETATIONS:

From this we can interpret that the organisation does not change its appraisal system and

follows the same for many years. However if the organisation updates its appraisal system

then it may have a drastic impact on the turnover rate which might be positive for the

organisation.

FIGURE 5.20 UPDATING OF PERFORMANCE APPRAISAL

57

CHAPTER 6: RECOMMNEDATIONS AND CONCLUSION

58

6. RECOMMENDATIONS AND CONCLUSION

RECOMMENDATIONS

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

one who is familiar with the employees.

2. Objective of conducting the performance appraisal could be discussed and doubts

can be clarified.

3. Performance appraisal could be updated regularly to match individual and

organizational goals.

4. Suggestion could be obtained from employees regarding framing the performance

appraisal system.

5. Since the performance appraisal is conducted by the outsider, employees'

suggestion during performance appraisal may not reach the top managers. For

such situations suggestion box can be implemented and frequently reviewed.

6. The appraiser must be familiarized with the employee's job responsibilities and

duties before conducting performance appraisal.

7. Feedback on performance could be discussed through formal or informal

meetings.

8. This may enhance the involvement and performance of employees.

9. Appropriate and experienced appraiser can be appointed for effective performance

appraisal results.

10. Performance appraisal can developed in such away to identify the hidden talent

and skills of employees.

11. Employees having low performance could be called individually, encouraged and

monitored closely to make improvements.

12. Appraisal feedback is very important in any performance appraisal program.

Could be carefully communicated by making high performers increase their target

and low performers to build up their confidence.

59

60

CONCLUSION

Performance appraisal may be understood as the assessment of an individual's performance in

a systematic way. The performance being measured against such factors as job knowledge,

quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-

operation, judgment, versatility, health and the like. It also helps in developing strength and

rectifies weakness of the employees.

Kataria Group have been conducting performance appraisal for the past four years. From the

study it has been identified that the performance appraisal is able to identify employees'

potential and find the motivating factors of employees. The major drawback is in terms of the

appraiser and his knowledge regarding employee’s job responsibilities and duties.

Kataria Group has been running successfully for past 5years and has created a good name

among its customers and society. People having poor background are given training and

provided with jobs. Performance appraisal can be conducted more effectively by using the

right tools and properly reviewing and updating the performance appraisal program.

Suggestion form employees and experienced personnel can further enhance and make the

performance appraisal an ideal evaluation system.

61

BIBLOGRAPHY

BOOKS

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

Publication, 2007.

Kothari, C.R., Research Methodology- Methods & Techniques, New Delhi, New Age

international(P)Ltd.,Publishers,SecondEdition,2004.

Performance Management, Concepts, Practices and Strategies for Organisation success

by S.K.Bhatia, Deep & Deep Publications Pvt. Ltd, 2008.

Statistical Methods for Management, By P.N.Arora & S.Arora New Delhi, Sultan Chand

& Sons Publishers, 2005.

WEBSITES:

• www.organizationexpert..com

• http://appraisals.naukrihub.com/modern-method.html

• http://search.proquest.com/business/docview/

1040874023/8239C4CD509E4E06PQ/18?accountid=143338

• http://search.proquest.com/business/docview/

932073648/8239C4CD509E4E06PQ/16?accountid=143338

• http://search.proquest.com/business/docview/

340285709/8239C4CD509E4E06PQ/13?accountid=143338• Kundu Subhash C. & Malhan, Divya (2009), ‘Human Resource Management

Practices in Insurance Companies Operating in India: A Study’ Proceedings of the 13th Asia

Pacific Management Conference, Melbourne, Australia.

62

CHAPTER 8: ANNEXURES

63

8 .ANNEXURES

QUESTIONNAIRE

Dear RespondentI am the student of “AURO UNIVERSITY Surat”, conducting a survey for my project preparation as the requirement of partial fulfillment of my term on “Performance Appraisal System”. I assure you that information given by you is strictly used for academic purpose only. I request you to help me in gathering information by filling up the following information. I am greatly thankful for your co-operation.

DHRUTI PATEL

1. How many times performance appraisal is

conducted in your organization?

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

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

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

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

3. When is the performance appraisal conducted?

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

4. Who conducts performance appraisal?

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

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

a) Always b) Sometimes c) Never

64

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

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

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

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

8. How frequently do you have meetings with your immediate superior regarding

performance improvement?

a) Fortnight b) monthly c) quarterly d) bi-annually

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

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

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

program?

a) Mostly b) rarely c) never

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

a) Yes b) No

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

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

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

for performance improvement?

a) Frequently b) Occasionally c) never

65

14. Are the external experts involved while appraising employees?

a) always involved b) Less involved c) not involved d) occasionally involved

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

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

16. Is performance appraisal properly executed in your organization?

a) no b) rarely c) sometimes d) often e) very often

17. Does top management support and encourage performance appraisal?

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

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

a) Frequently b) Occasionally c) Never

19. Does performance appraisal identify employee potential for advancement?

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

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

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

66