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A STUDY ON EMPLOYEES PERFORMANCE APPRAISAL

IN VERUS SOLUTIONS PVT LTD ,HYDERABAD

A Project Report submitted toSRI VENKATESWARA UNIVERSITY, TIRUPATHI

In Partial Fulfillment Of The Requirements For The Award Of Degree Of

MASTER OF BUSINESS ADMINISTRATIONSubmitted by

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TO WHOM SO EVER CONCERNED

This is to certify that doing M.B.A in SANAINSTITUTE

OF MANAGEMENT STUDIES, NELLORE has successfully

completed her final project with VERUS SOLUTIONS PVT LTD

,HYDERABAD. The duration of her Project was from

During the above said period she did a study on

EMPLOYEES PERFORMANCE APPRAISAL. She with his hard

work has come up with relevant findings and suggestions. We take this

opportunity to place on record our sincere appreciation for his significant

contribution to the organization and recognize his efforts to successfully

execute the allotted responsibility with enthusiasm, commitment and

dedication.

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DECLARATION

R.HIMABINDU a bonafide student of SANA

INSTITUTE OF MANAGEMENT STUDIES, NELLORE, would

like to declaration that the project titled A STUDY ON

PERFORMANCE APPRAISAL partial fulfillment of MBA degree

course of the S.V.University is my original work, I further state that I am

the alone responsible for omission of commission of any.

Place:

Date:

()

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ACKNOWLEDGEMENT

It is great pleasure to acknowledgment the kind help and

suggestions give by the persons mentioned below during my project

work.

I am highly indebted to directorMr. Kul Bhushan Sharma,

who has given the permission to do my project work in their esteemed

organization.

I am great ful to Mr. Kul Bhushan Sharma (director) for

their support and guidance during my project work period.

I would like to thank all my respondents for their co-

operation during the survey.

()

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CONTENTS

CHAPTER TITLE PAGE

1 INTRODUCTION

Objectives of the Study

Scope of the Study

Need for the Study

Methodology and Limitations of the Study

2COMPANY PROFILE

3 INDUSTRY PROFILE

4 PERFORMANCE APPRAISAL SYSTEM

5ANALYSIS AND INTERPRETATIONOF DATA

6 FINDINGS AND SUGGESTIONS

7 BIBLIOGRAPHY

INTRODUCTION

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For any type of company the Human Resources department is a

vital department when it comes to the matter taking vital decisions

regarding the important strategies that are to be done and also for

estimating and developing the employees skill sets.

With out the Human Resource department the company can still

function but there will not a well planned one. Now a day, it does not

matter weather it is a small organization or a big organization, it should

compulsorily possess a Human Resources department so as to estimatethe skills and performances of the employees working in the company.

For example, a managing director or an Chief Executive Officer

cannot be expected to keep track of employees details regarding his P.F,

ESI, Gratuity, DOB, DOJ, sex, salary and other essential datas that are

concerned to employees. So, the intelligent managing director will

appoint a person who will be responsible for all the human resources

related activities. There will be few or many people who will be working

under the HR manager. The subordinates main responsibilities will be

keeping track of all the necessary details of the organization and also of

its employees.

HUMAN RESOURCE ACTIVITIES:

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The following are some of the examples of how the human

resource activities perform in the company.

Employees Details

Recruitment

Appraisal

About their skills, performances and training programs if any

necessary.

Proper Training to meet competition

Keeping track of leave

Frequent interaction with the employees

Proper allocation of available resources

Pay slip

Conducting Exit interviews while the employee leaves the

organization

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The above seen activities are essential ingredients of a successful HR

department in any type of organization.

One cannot expect each and every transaction performed by

the HRD people to be hand written. Gone are those days of writing all

data that are concerned to an employee in scores of paper. After the

introduction of computers and its allied sophisticated softwares the job

tediousness is reduced to a great extent. Now a day, each and every

company keeps track of their datas in computers only.

If the datas are well maintained in the computer and

periodical backups are taken in frequent intervals, then it is really a boon

for a company.

Also, the doing data entry into a computer is also easy

because of the user friendliness of the software that are available in the

market.

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OBJECTIVES OF THE STUDY:

1. To evaluate the existing performance appraisal system of atlas systems.

2. To know the employees perception and knowledge towards appraisal

system in the company.

3. To offer suggestions for the improvement and modifications of the

existing of appraisal system.

SCOPE OF STUDY:

The scope was confined to the aspects of performance appraisal

only and other factors like welfare schemes, pay package, job satisfaction

etc., were not studied, all and sundry and their impact in the performance

appraisal system could not be taken up for want of time and also because

it is beyond the scope of the current study.

NEED FOR THE STUDY:

The purpose of the study is to gauge the level of awareness

of the existing appraisal system of the organization among the

community of employees, to evaluate the effectiveness of the existing

performance appraisal system and to improve and modify if necessary.

Analysis was made with several variables related to performance

appraisal by the researcher before coming to a conclusion. There fore this

study is explanatory in nature.

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LIMITATION OF THE STUDY:

1. The sample chosen for study was 60 while the 213 number of

employers of every care taken by the researcher, the sample

may not be exactly representative of the universe.

2. All social and science project deals with intangible and qualitative

social phenomena like values, sentiments etc., which are not amenable to

experiment in the same way as subjects in natural science. This might

have made the findings of the study less precise and exact.

3. Human being tends to behave artificially particularly when observed or

interviewed. This must have stored the findings to some extent.

4. The employees of atlas systems were busy in their work schedules andtheir results, interview has been conducted in pieces whenever they were

free from work and the string of continuity was lost and this could have

affected their style of answering.

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RESEARCH AND METHODOLOGY

UNIVERSAL / POPULATION:

The universe of the current study comprises all the 260

employees of different cards working with the ATLAS SYSTEMS

Chennai SAMPLING PROCEDURE:

Proportionate stratified random sampling was the procedure

adopted by the researcher in selecting a sample reflective of the universe

in all the cadres, every third person chosen at random, was administered a

structured questionnaire.

DATA SOURCE:

Whatever data was collected for the current study is

absolutely primary in nature expects in those instances, requiring some

general and allied information, general / secondary sources of data were

consulted.

SAMPLE SIZE:

The size of the sample chosen for the study is 120 out of 260

employees who were available during execution of the project survey.

STATISTICAL TOOLS USED:

The collected data was first codified, classified and then

crystallized into tables, which are further elucidating by column charts.

X2 scores were put in a linguistic nutshell of finding of the study and

based on these findings that appropriate suggestions and

recommendations were made at the end of the report.

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HISTORY OF THE CONCERN:

In Jan 2007 Atlas opened a new development center to house SAP

and Engineering Design Practices in Bangalore, India.

In Feb 2007 Jerry Reich Joins Atlas Systems as Executive Vice

President. Jerry has held positions at Chrysler, Toyota and Porsche and is

a dynamic leader recognized in Whos Who in the Automotive Industry

for development of the first OEM initiative into E-space, for

achievements in building the Porsche brand into the U.S. market, for the

initial introduction of Audi into China, and for the co-development of theplan that ensured the revival of Audi in the U.S.

In Oct 2006 Trilogy Business Services Chooses Atlas as Offshore

Development Partner.

In Aug 2006 Patrick Desbrow, Director of Advanced Technology

Group at J.D. Power and Associates visits Atlas Development Center in

Chennai, India.In May 2006 Atlas expanded with new offices in Chennai, India.

In May 2006 John Steigerwald, VP of Product Engineering for Net

IQ visits Team in Chennai.

In May 2006 Hyundai Chooses Atlas to spearhead Business

Operations and Project Management Office.

In Dec 2005 NetIQ Chooses Atlas to develop Enterprise Risk and

Compliance Center.

In Dec 2004 Reged chooses ATLAS as offshore development

partner.

In May 2003 J.D. Power and Associates chooses Atlas as Product

Development partner.

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OVER VIEW:

Atlas Systems is a Global IT Services Company that

employs a flexible-approach, yet process driven model that creates

business value by delivering exactly what the client needs on time, and

typically at 20-40% less cost than other alternatives.

They specialize in complete operational partnerships that

provide Lock Step support that drives solid results towards their

partners business objectives.

MISSION: Focused growth based on dependable business results and

client

Satisfaction. Atlas Systems was founded on these principals

as the Offshore Development Partner for J.D. Power and Associates in

2003. They have maintained their focus on these core beliefs and

broadened their reach, supporting clients across the automotive value

chain from Retail Dealer Groups to Manufacturers and Suppliers.

Expansion beyond Automotive in a few short years, into Security,

Finance and Insurance Compliance, and SAP, led to rapid growth at their

development center in Chennai in early 2006, new offices opening in Los

Angeles and Israel with new US headquarters located in Princeton, NJ.

Successful partnerships and dedication have

continued to fuel further expansion in their core areas of competence and

natural acquisition of client complementary practices in SAP and

Engineering Design Services, based on their new development center in

Bangalore.

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INTRODUCTION TO PC INDUSTRY

When you mention the word "technology," most people think

about computers. Virtually every fact of our lives has some computerized

component. The appliances in our homes have microprocessors built into

them, as do our televisions. Even our cars have a computer. But the

computer that everyone thinks of first is typically the personal computer,

or PC. Personal computers are playing a major role in India. Nowadays

PCs are more important product in both commercial and domestic needs.

In 1965, Gordon Moore predicted that the number of transistors that

could be integrated into a single silicon chip would approximately double

every 18 to 24 months. That prediction became widely known as Moores

Law, and engineers at Intel have been transforming that law into reality

for more than 40 years. During that time, increases in transistor density

have driven roughly proportional increases in processor performance and

price/performance. Those gains have powered the growth of todays

trillion-dollar electronics industry, put personal computers into businesses

and homes throughout the world, and given rise to computing as a

fundamental business enabler.

EARLY DEVELOPMENTS IN THE COMPUTER INDUSTRY

Many developments took place in the computer industry before

work truly began on the machines that became known as personal

computers. For example, in conjunction with Harvard University, IBM

created the Automatic Sequence Controlled Calculator, the first large-

scale device that could process lengthy calculations, in 1944. More than

eight feet tall, the five-ton machine, known as Mark I, housed nearly 500

miles of wire and 765,000 parts. Some industry experts consider Mark I

the world's first computer. In 1951, Ken Olsen, who went on to found

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Digital Equipment Corp., and Jay Forrester developed the first real-time

computer, the Whirlwind, at the Massachusetts Institute of Technology

(MIT). That year the U.S. Bureau of Census began using the UNIVAC I

computer to hold data. In 1952, IBM launched a computer designed for

scientific calculations, the IBM 701.

The vacuum tubes used in the 701 were smaller and easier to

replace than the switches used in earlier machines. Remington-Rand

developed the world's first high-speed printer for the UNIVAC in 1953.

IBM employee John Backus created the FORTRAN programming

language the following year. Japan developed its first computers whenNEC Corp. created NEC-1101 and NEC-1102 in the mid-1950s. The

IBM 705 machine, launched at roughly the same time, was one of the

world's first general purpose business computers. Its success helped to

oust Remington-Rand, maker of the UNIVAC, from its first place spot in

the new computer market Digital Equipment Corp. released the PDP-1,

the world's first minicomputer, in 1960.

Four years later, IBM introduced the System/360, which used software

and peripheral equipment compatible with each of the firm's computer

models. This interchangeability was a new concept in the computer

industry. Firms like Digital Equipment and IBM continued developing

computer technology throughout the 1960s. In 1966, analysis and

measurements instrument maker Hewlett-Packard Co. developed its first

computer, the HP 2116A. Gordon Moore and Robert Noyce left Fairchild

Semiconductor to established Intel Corp., which would become another

major computer technology innovator, in 1968.

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The development of the first personal computers resulted from

the convergence of several types of technology. One of the earliest

walkthroughs came in 1969 when Intel developed a four-bit central

processing unit (CPU) that was able to follow instructions to perform

simple data processing functions. Five years earlier, Dartmouth College

mathematics professor Thomas Kurtz, and John G. Kemeny, chairman of

the mathematics department there, had developed the BASIC (Beginner's

All-Purpose Symbolic Instruction Code) computer programming

language to allow their students to write programs that could be tested on

the GE-225, a computer system developed by General Electric Corp.

Because Kemeny and Kurtz did not copyright or patent BASIC, other

individuals were free to use it as they saw fit.

One of the best known players in PC history, Bill Gates used

BASIC to make his first major mark on the PC industry in February of

1975. The 19-year-old Harvard University student worked with 21-one-year-old Honeywell employee Paul Allen to create a new version of

BASIC to run the Altair 8800, considered one of the world's first personal

computers.

The Altair had been developed the previous year and was powered by the

Intel 8088, which was the world's first general purpose microprocessor. A

few months later, Gates and Allen established Microsoft Corp. The Altair

8800 was released, with 1KB of memory, to the general public for $375.

By 1977, Microsoft had become the largest U.S. distributor of

microcomputer languages.

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In 1976, computer programmers Steve Jobs and Steve Wozniak

founded Apple Computer Corp. to market their new Apple I computer,

which was essentially a computer circuit board with no keyboard, case,

sound, or graphics. The following year, Apple released the Apple II, the

first PC to offer color graphics capacity. The Apple II also included a

keyboard, power supply, case, and 4KB of memory. Sales at Apple

reached $1 million that year, fueled by the popularity of the new machine,

and Apple became one of the fastest growing companies in the United

States. Apple's employees replaced their typewriters with PCs in 1979.

Throughout the 1970s, IBM continued to develop new computer systems,

including the 370, its most powerful computer system to date, and the

5120, its least expensive computer system to date. The firm also created

the Display writer word processing system and started offering 24-hour

telephone assistance to customers having technical problems.

THE RISE OF THE PC

IBM Corp. chose Intel's 8088 chip for its new personal computer line in

1980. That year, IBM asked Microsoft to develop four languages, as well

as an operating system, for its new PCs. Microsoft released Soft card,

which allowed Microsoft BASIC to operate on Apple II machines. AppleComputer released the Apple III, its most advanced machine to date.

Boasting a new operating system, a built-in disk controller, and four

peripheral slots, the Apple III was priced at $3,495, nearly double the

price of its predecessors. In August of 1981 IBM began selling its

landmark PC, which was powered by Microsoft's new operating system,

known as MS-DOS.

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The machine was IBM's smallest and least expensive computer

system to date, and it is credited for helping to launch the PC revolution.

Although other firms, like Hewlett-Packard, actually had beaten IBM to

market with their own PCs, IBM's dominance in the business machines

market gave it a considerable edge as most IBM business machine clients

simply replaced those machines with IBM computers. To sell its PCs,

IBM began authorizing retailers like Sears, Roebuck & Co. and Computer

land.

The firm also expanded its sales channels to include manufacturers

who integrated IBM products into their systems. Within several months

of IBM's launch of its first PC, more than 50 microcomputer

manufacturers had licensed MS-DOS from Microsoft. That year, Apple

Computer completed its initial public offering (IPO), selling 4.6 million

shares at $22 apiece. The IPO was the largest in U.S. corporate history

since Ford Motor Co. had first listed its shares in 1956. With more than

1,000 employees, a network of 800 distributors in theUnited States and Canada, and an another 1,000 distributors overseas,

Apple had the largest worldwide presence in the computer industry.

In 1982, Apple became the first PC company to secure $1 billion in

annual sales. By that time, more than 100 companies had started

manufacturing PCs, including Compaq Computer Corp., which focused

its efforts on developing a machine similar to IBM's PC. In January of

1983, Compaq released its first PC. The upstart's sales reached $111

million that year, setting a record for the highest first-year sales of any

U.S. business. Apple shipped its blockbuster Macintosh machine in 1984,

after first advertising it on television during the Super Bowl. Initial

versions of the Macintosh retailed at $2,495, while the more powerful

Macintosh 512Ksold for $3,195. In November of that year, Microsoft

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introduced its Windows operating system, which was based on the MS-

DOS operating system and offered users a graphical user interface (GUI),

similar to the one offered by Apple machines.

The firm marketed the new platform to the 200 microcomputer

manufacturers already licensing MS-DOS. Within a single month,

Microsoft sold more than 500,000 copies of Windows. The company also

began developing software, including a version of its recently launched

Microsoft Word program, for Apple's Macintosh computer. IBM's dealer

outlets across the globe reached 10,000, as the firm's sales soared to $46

billion.

By the end of 1985, Microsoft had started distributing Windows to

retailers for sale to consumers. It also headed up an alliance with IBM's

competitorsincluding Compaq, Hewlett-Packard, Texas Instruments,

Digital Equipmentin an effort to weaken IBM's monopoly on PC

standards development. In response, IBM began to work with Microsofts

competitors on software programs. Despite its increasingly rocky

relationship with IBM and the fact that several problems had emerged

with the earliest version of Windows, Microsoft convinced IBM to use an

upgraded version of Windows on its next line of PCs. By then, more than

30 million PCs had been sold in the United States.

Microsoft conducted its IPO in March of 1986, offering its shares at $21

each and raising $61 million in fresh capital. When Microsoft shares

began trading at $85 the following year, the firm's 31-year-old founder,

Bill Gates, became the PC industry's first billionaire. Microsoft released a

third version of Microsoft Word, which quickly became the firm's best

selling product. By 1987, Apple had extended its reach to 80 countries

and released the next generation of Macintosh PCs. To compete with

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Microsoft's increasingly popular software offerings, Apple also founded

Claris, an independent software manufacturer.

After several decades of considerable growth, IBM's sales began to

decline in the mid-1980s in the face of stiff competition from rivals like

Compaq, which was named to the Fortune 500 list in 1986. Infact, many

manufacturers of IBM "clones" were able to outsell IBM in the retail PC

market. Ironically, the PC revolution that IBM had played a major role in

sparking eventually hindered the computing giant's success. Used to

selling large-scale systems to businesses, IBM was not prepared to target

the fastest growing segment of the booming PC market: individual

consumers.

STRUGGLE FOR CONTROL IN THE PC INDUSTRY

Compaq's sales exceeded $1 billion in 1987. That year, Packard

Bell introduced its first PC. The following year, Apple filed suit against

Microsoft, alleging that the firm had used the appearance of the

Macintosh operating system as the basis for its Windows program.

Apple's lawyers requested that Microsoft either pay royalties or simply

stop selling Windows. By then, Microsoft had grown into the leading

U.S. maker of PC software, and by the end of the decade more than 2

million copies of Windows 3.0 had been sold. In 1989, PC sales

throughout the world exceeded 100 million, and the number of U.S.

computer users reached 50million. The increased speed offered by Intel's

386 and 486 microprocessors helped to fuel the PC's growth, as did the

decision by firms like Packard Bell to market PCs via discount chains,

electronics centers, and other mass retail outlets. Revenues exceeded $1

billion at Microsoft for the first time in 1990. Tension between Microsoft

and IBM worsened, resulting in a price war between Microsoft's DOS 5.0

and IBM's competitor to DOS, OS/2.

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In 1991, in what was viewed by many analysts as a plan to

wrest market share back from Microsoft, IBM and Apple forged an

alliance to develop a new operating system that would not only make

computers easier to use, but also facilitate compatibility between IBM

and Apple machines. By then, roughly 90 percent of worldwide PCs used

the MS-DOS platform, and Apple had broadened its litigation against

Microsoft. In 1992, Microsoft won the case against Apple after a judge

decided that the appearance of the Macintosh operating system was not

protected by Apple's copyrights. Therefore, Microsoft's Windows

platform, though very similar to Macintosh in appearance, was not in

violation of copyright law. Apple unsuccessfully appealed the decision.

Meanwhile, another PC upstart, Dell Computer Corp., had made the

Fortune 500 list, just eight years after its inception. By the end of 1993,

Dell had become the world's fifth-largest PC maker with sales of more

ABSTRACT

Price protection is a commonly used practice between manufacturers

and retailers in the personal computer (PC) industry, motivated by drastic

declines of product values during the product life cycle. It is a form of

rebate given by the manufacturer to the retailer for units unsold at the

retailer when the price drops during the product life cycle. It is a

controversial policy in the PC industry because it is not clear how such apolicy benefits the supply chain and its participants. We show that price

protection is an instrument for channel coordination. For products with

long manufacturing lead times, so the retailer has a single buying

opportunity, a properly chosen price protection credit coordinates the

channel.

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For products with shorter manufacturing lead times, so the retailer

has two buying opportunities, price protection alone cannot guarantee

channel coordination when wholesale prices are exogenous. however,

when the price protection credit is set endogenously together with the

wholesale prices, channel coordination is restored. In the two-buying-

opportunity setting with fixed wholesale prices, we show that price

protection has two primary impacts: (1) shifting sales forward in time and

(2) increasing total sales. Finally, we present a simple numerical example

that suggests, given the current economics of the PC industry, that price

protection under fixed wholesale prices may benefit the total chain and

the retailer but hurt the manufacturer.

Personal Computers Overview Companies that design and manufacture

desktop and portable PCs, Internet access appliances, and other personal

computing devices. Most Viewed Personal Computer Companies

While Hewlett-Packard may be known for product

innovation, the company's corporate development is a tale of reinvention.

HP provides enterprise and consumer customers a full range of high-tech.

HP Personal Systems Group (PSG), a division of Hewlett-Packard,

provides desktop and notebook personal computers, workstations,

handheld computers, and calculators. These pros keep Indian businesses

supplied with technology products and services. Wipro InfoTech is a

leading manufacturer of computer hardware and provider of systems

integration services in India. Lenovo, formerly known as Legend Group

Limited, was already the largest PC maker in the world's most populous

country when it acquired .Giga-Byte Technology is a leading

manufacturer of motherboards and computer peripheral equipment.

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GENERAL HARDWARE OF PC

A PC is a general- purpose tool built around a microprocessor. It has lots

of different parts memory, a hard disk, a modem, a keyboard, a monitoretc that work together. "General purpose" means that you can do many

different things with a PC. You can use it to type documents, send e-mail,

browse the Internet and play games. In this section, we will talk about

PCs in the general sense and all the different parts that go into them. We

will learn about the various components and how they work together in a

basic operating session. We'll also find out what the future may hold for

these machines.

Let's take a look at the main components of a typical desktopcomputer.

Central processing unit (CPU) - The microprocessor "brain" of the

computer system is called the central processing unit. Everything that

computer does is overseen by the CPU.

Memory - This is very fast storage used to hold data. It has to be fast

because it connects directly to the microprocessor. There are several

specific types of memory in a computer

Random-access memory (RAM) - Used to temporarily store information

that the computer is currently working with

Read-only memory (ROM) - A permanent type of memory storage used

by the computer for important data that does not change

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Basic input/output system (BIOS) - A type of ROM that is used by the

computer to establish basic communication when the computer is first

turned on

Caching - The storing of frequently used data in extremely fast RAM that

connects directly to the CPU

Virtual memory - Space on a hard disk used to temporarily store data andswap it in and out of RAM as needed

.

Motherboard - This is the main circuit board that all of the other internal

components connect to. The CPU and memory are usually on the

motherboard. Other systems may be found directly on the motherboard or

connected to it through a secondary connection. For example, a sound

card can be built into the motherboard or connected through PCI.

Power supply - An electrical transformer regulates the electricity used by

the computer.

Hard disk - This is large-capacity permanent storage used to hold

information such as programs and documents.Operating system - This is the basic software that allows the user to

interface with the computer.

Integrated Drive Electronics (IDE) Controller - This is the primary

interface for the hard drive, CD-ROM and floppy disk drive.

Peripheral Component Interconnect (PCI) Bus - The most common way

to connect additional components to the computer, PCI uses a series ofslots on the motherboard that PCI cards plug into.

SCSI - Pronounced "scuzzy," the small computer system interface is a

method of adding additional devices, such as hard drives or scanners, to

the computer.

AGP - Accelerated Graphics Port is a very high-speed connection used

by the graphics card to interface with the computer.

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Sound card - This is used by the computer to record and play audio by

converting analog sound into digital information and back again.

Graphics card - This translates image data from the computer into a

format that can be displayed by the monitor.Defining a PCHere is one way to think about it: A PC is a general-purpose

information- processing device. It can take information from a person

(through the keyboard and mouse), from a device (like a floppy diskor

CD) or from the network (through a modem or a network card) and

process it. Once processed, the information is shown to the user (on the

monitor), stored on a device (like a hard disk) or sent somewhere else on

the network (back through the modem or network card).

We have lots of special-purpose processors in our lives. An MP3 playeris

a specialized computer for processing MP3 files. A GPS is a specialized

computer for handling GPS signals. A Nintendo DS is a specialized

computer for handling games, but it can't do anything else. A PC can do it

all because it is general-purpose.

The Future of PCs would be able to hold 10 terabytes (TB) of

data and perform 10-trillion calculations at a time. By adding more DNA,

more calculations could be performed .Unlike conventional computers,

DNA computers could perform calculations simultaneously.

Conventional computers operate linearly, taking on tasks one at a time. It

is parallel computing that will allow DNA to solve complex mathematical

problems in hours -- problems that might take electrical computers

hundreds of EUVL Chip making Silicon microprocessors have been the

heart of the computing world for more than 40 years. In that time,

microprocessor manufacturers have crammed more and more electronic

devices onto microprocessors. In accordance with Moore's Law, the

number of electronic devices put on a microprocessor has doubled every

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18 months. Moore's Law is named after Intel founder Gordon Moore,

who predicted in 1965 that microprocessors would double in complexity

every two years. Many have predicted that Moore's Law will soon reach

its end because of the physical limitations of silicon microprocessors.

The current process used to pack more and more transistors onto a

chip is called deep-ultraviolet lithography (DUVL), which is a

photography-like technique that focuses light through lenses to carve

circuit patterns on silicon wafers. DUVL will begin to reach its limit

around 2005. At that time, chipmakers will have to look to other

technologies to cram more transistors onto silicon to create more

powerful chips. Many are already looking at extreme-ultraviolet

lithography (EUVL) as a way to extend the life of silicon at least until the

end of the decade. EUVL uses mirrors instead of lenses to focus the light,

which allows light with shorter wavelengths to accurately focus on the

silicon wafer.

ADVANCEMENT IN PCS

Voice- and handwriting-recognition software will allow us to

interface with our computers without using a mouse or keyboard.

Magnetic RAM and other innovations will soon provide our PC with the

same instant-on accessibility that ourTV and radio have. One thing is an

absolute certainty: The PC will evolve. It will get faster. It will have more

capacity. And it will continue to be an integral part of our lives.

28
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Windows Vista launch boost Personal Computer sales

Sales of PCs in the retail market improved massively in the early

days of February as Microsoft just released their latest operating system

product windows Vista .Market watcher Current Analysis claimed in a

report that the U.S. PC sales jumped 173% during the week ended Feb. 3.

It has also improved around 67% on a year-over-year basis. Windows

Vista was launched along with MS Office 2007 on January 30 by

Microsoft. Reports further claim that the higher end versions of the Vista

are selling more than the basic ones. This suggests that tech savvy

customers are upgrading their machines rather than every day

customers .Roger Kay, analyst and founder of Endpoint Technologies

spoke about these reports: This isnt the kind of technology thats going

to cause your average person to run out and buy a new PC. Windows

Vista Home Premium was loaded on as many as 60% of all desktops sold

during the week. Vista Home Basic edition shipped on around 33% of

these machines. The notebook market was dominated by Vista Home

Premium edition.

29
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According to Cummings the heading of performance

appraisal

1) To inventory of the number and quality of all managers and

identify and meet their training needs and aspiration.

2) To determine increments and provide a reliable index for

promotions and transfers to positions of greater responsibility.

3) To maintain individual and group development by informingthe employee of his performance standard.

4) To suggest ways of improving the employees performance.

Job and Potential Development:-

It is the systematic evaluation of the individual with respect

to his or her performance on the job and his or her potential for

development.

1) It unifies the appraisal produced so that all employees are rated

in the

Same manner, utilizing the same approach so that the obtained

of separate personnel are comparable.

2) It provides information, which is useful in making and

enforcing important decisions about selection, training,

promotions, pay increases, transfers, lay-offs, discharges, and

salary adjustments.

3) It provides information in the form of records about rating

decisions of the rating are challenged in the court of law.

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4) It serves to stimulate and guide employee development.

Appraisal programs provide information on the weakness of

employees and enable them gauge their own value

accomplishments.

5) To find out an employee qualification and his work and

comparing it with job requirements.

6) A periodic and accurate appraisal constraints a supervisor to be

and competent in his work, it improves the quality of

supervision by giving him an incentive to do.

7) It gives supervisors a more effective tool for rating their

personnel enables them to make a careful analysis of their men

and gives them a better knowledge and understanding of them.

8) It makes for better employer-employee relations through mutual

confidence. A frank discussion between a supervisor and his

men.

Approaches to performance appraisal

Generally two approaches are used in making performances

appraisal.

1) A causal, unsystematic and often haphazard appraisal. Main

basis being seniority or quantitative measures of quantity andquality of output for the rank-and-file personnel.

2) The traditional and highly systematic measure of (a) employees

characteristics and (b) employee contributions, or both. It

evaluates all the performances in the same manner, utilizing the

same approach, so that the rating obtained of separate personnel

is comparable.

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METHODS OF PERFORMANCE APPAISAL

TRADITIONAL METHODS MODERN METHODS

(PAST ORIENT) (FUTURE ORIENT)

1. Straight ranking method 1.Assessment centers

2. Man-to-Man comparison method 2.Management by objectives.

3. Grading Method 3.360-degrees appraisal

4. Graphic rating scale 4.Psychological appraisal

5. Forced choice description method

6. Forced distribution method

7. Checklist method

8. Free from essay method

9. Critical incidence method

10. Groups appraisal method

11. Field review method.

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TRADITIONAL METHOD

STRAIGHT RANKING METHOD:

The whole man is compared with the whole man: that is

the ranking of a man in a work group is done against that of another. It

may also be done by ranking a person on his job performance against that

of another member of competitive group by placing him as number one or

two or three in total group. In practice it is very difficult to compare a

single individual with the human beings having varying behavior traits. Ittells us how a man stands in relation to the others in a group but does not

indicate how much better or worse he is that other. The task of ranking

individuals is difficult when large numbers of persons are rated. The

ranking system dose not eliminate snap judgments, does not it provide us

with systematic procedure for determining the relative ranks of

subordinates.

MAN-TO-MAN COMPARISION METHOD:

USA army used this technique during the First World War.

Certain factors are selected for the purpose of the analysis (such as

leadership, dependability and initiative), and the rater for each factor

designed for scale. A scale of a man is also created for each selected

factor. The each man to be rated is compared with the man in the scale,

and certain score for each factor are awarded to him. Personnel are

compared to the key man in respect of one factor at a time. This method

is used in job evaluation and is known as the factor comparison method.

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GRADING METHOD:

Under these systems, the rater considers certain features and

marks them according to the scale. Certain categories of worth are first

established and carefully defined; the actual performance of the

employees is then compared with these grade definition, and he is allotted

the grade which best describes his performance. Such type of grading is

done in semester examinations and also in the selection of candidates by

the public service commissions.GRAPHIC OR LINER RATING SCALE

This is commonly used method of performance appraisal.

Under it, a printed form, on for each persons to be rated and is supplied to

the rated.

FORCED CHOICE DESRIPTION METHOD

This system is used to eliminate or minimize raters bias, so

all the personnel may not be placed at the higher end or at the lower end

of the scale. It is possible and desirable to rate two factors viz., job

performance and profitability. Employees are placed between the two

extremes of good and bad performance.

CHECHLIST METHOD

Under this method, the rater does not evaluate employee

performance. He supplies report about it and the personnel deportment

done the final rating. A series of questions are presented concerning an

employees to his behavior if the answers to questions about a employee is

positive or negative the value of each questions may be weighted equally

or certain questions may be weighted more heavily that others.

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FREE FROM ESSAY METHOD

Under this method, the supervisor makes a free from, open-

ended appraisal of an employee in his own and put down his impressions

about the employee. The description is always as factual and concrete as

possible. No attempt is made to evaluate an employee in a quantitative

manner.

CRITICAL INCIDENT METHODThis method was developed following research conducted

by armed forces in the US during the world war two. It attempt to

workers performance in the terms of certain events or episodes that

occur in the performance of rates job. There are certain significant acts

in each employee behavior and performance which all the difference

between success and failure on the job. The supervisor keeps a written

record of the events (either good or bad) that can be easily recalled and in

the course of periodical or formal appraisal.

GROUP APPRAISAL METHOD:

Under this method, an appraisal group rate employees, consisting of their

supervisors and three or four other supervisors who have some

knowledge of their performance. The supervisor explains to the group the

nature of subordinates duties. The group then discusses the standards of

performance of that job the actual performance of the jobholder, and the

causes of their particular level of performance and offer suggestions for

future improvements

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FIELD REVIEW METHOD:

Under this method, a trainer employee forms the personal

department interview line supervisors to evaluate their respective

subordinates. The supervisor id require to give his option about the

progress of his subordinates the level of performance of each subordinate,

his weaknesses good points outstanding ability promo ability and the

possible plans of action in case requiring further considerations the

success of the this system depends on the competence of the interviewer.

MORDEN METHODS

ASSESSMENT CENTERS:

As assessment center is a central location where managers

come together to have their participation in job related exercises

evaluated by trained observers. After recording their observations of rate

behaviors, the rates meet to discuss these observations. The decision

regarding the performance of each assesses is based upon these

discussion of observation.

MANAGEMENT BY OBJECTIVES:

Mr. Peter Ducker developed this method MBO can be

defined as a process where by supervisors and subordinate mangers of

an organization jointly identify its common goals, define each individuals

major areas of responsibility in terms of result expected of him and use

these measure as guide for operating the unit and assessing the

contributions of each of its number.

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OBJECTIVES OF MBO:

1. Set organization goals i.e. establishment of an organization wide

strategy and goals. Such goals are expressed cleanly and concisely and

can be measured accurately.

2. Joint goal setting i.e. establishment of short-term performance

targets between the management and the subordinates in the conference

between them. The individual manager must clarify in his own mind theresponsibility of their subordinates.

3. Set check post i.e. establishment of major check post to measure

progress.

4. Feed back the employees who receive the sufficient feedback

concerning their performance more highly motivated then those who do

not feed back i.e. specific, relevant and timely helps satisfy the need most

people fell about knowing where they stand.

360- DEGREE FEEDBACK:

The 360-degree technique is understood as systematic collection of

performance data on an individual or group, derived from a number of

shareholders. The 360-degree appraisal provides a broader prospective

about an employee performance, the technique facilitates greater self-

development of the employees.

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PHYCHOLOGICAL APPRAISAL:

Large organizations employ full-time industrial psychologists.

When psychologists are used for evaluations, they assess an individuals

future potential and not post performance. The appraisal normally

consists of in-depth interviews, psychologists test, discussions with

supervisors and a review of other evaluations.

CAUSES FOR THE FAILUREOF PERFORMANCE APPRAISAL:

1. The supervisor plays a dual and conflicting role of both the judge and

the helper.

2. Too many objectives often cause confusion.

3. The supervisor feels that the subordinate appraisal is not rewarding.

4. The employees does not understand technique used.

5. Long time is required for preparation and filling.

6. Supervisor may not be comfortable with the process of evaluation.

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TABLE-1

Age of Respondents

Age in years Number of

Respondents

Percentage

Less than 25 38 31

25-30 62 52

30-40 12 10

Above 40 8 7

Total 120 100

INFERENCE:

10% Of the respondents fall in the age group of 40-50 years and

31% of the respondents in the age group of 30-40 years and 10% of the

responds in the age group of 40-50 and few of them in the age group of

the Less than 30 years.

CHART OF AGE FACTOR

38

62

12 8

120

3152

10 7

100

0

20

40

60

80

100

120

140

Less

than 25

25-30 30-40 Above

40

Total

AGE IN YEARS

No.OFRESPONDENTS,

Number of Respondents

Percentage

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TABLE-2

GENDER

Sex of Responds Number of Responds Percentage

Male 102 85

Female 18 15

Total 120 100

INFERENCE:

The table shows low percentage of female respondents is 15%

male respondents constitute a vast majority of 85%.

CHART OF GENDER

102

18

120

85

15

100

0

2040

60

80

100

120

140

Male Female Total

SEX OF RESPONDENTS

No.OF

RESPONDENTS,%

Number of Responds

Percentage

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CHART OF EXPERIENCE

68

34

18

120

57

2815

100

0

20

4060

80

100

120

140

Less

than 10

10-15 15-25 Total

YEARS OF EXPERIENCE

No.OFRE

SPONDENT


Percentage

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TABLE-4

QUALIFICATION OF RESPONDENDS

Qualification of

Respondents

Number of

Respondents

Percentage

Under Graduates 20 17

Graduates 49 41

Post Graduates 51 42

Total 120 100

INFERENCE:

42% of the respondents constitute Post graduates and 41% of the

respondents Graduates and few of them Under Graduates.

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QUALIFICATION CHART

20

49 51

120

17

41 42

100

0

20

40

60

80

100

120

140

UnderG

raduat

Gra

duat

e

Post

Gra

duat

Total

QUALIFICATION OF

RESPONDENTS

No.OFRESPONDEN


Percentage

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TABLE-5

DEPARTMENT OF CLASIFICATION

Department Number of

Respondents

Percentage

Development 70 58

Practice Head 10 8

Admin staff 6 5Testing 26 22

Team Leader 8 7

Total 120 100

INFERENCE:

In the survey 58% of respondents are from Development, 8% of

respondents are Practice Head, 5% of respondents are Admin staff, 22%

of respondents are Testing and remaining are Team Leaders.

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DEPARTMENTAL CHART

70

10 6

26

8

120

58

8 5

22

7

100

0

20

40

60

80

100

120

140

Deve

lopme

nt

Practic

eHe

ad

Admin

staff

Testing

Tea

mLead

er Total

DEPARTMENT

No.OFRESPONDENTS,%

Number of

Respondents

Percentage

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TABLE-6

IMPORTANCE OF THE APPRAISAL SYSTEM

Awareness of the

Respondents

Number of

Respondents

Percentage

Full Aware 100 83

Partly aware 18 14

Not aware 2 3

Total 120 100

INFERENCE:

83% of the respondents are fully aware, 14% of the respondents are

partly aware and few of them not aware about the appraisal system in the

factory.

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AWARENESS CHART

100

18

2

120

83

14

3

100

0

20

40

60

80

100

120

140

Full Aware Partly

aware

Not aware Total

AWARENESS OF THE RESPONDENTS

No.OFRESPONDENTS,

Number of

Respondents

Percentage

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TABLE-7

Respondents knowledge about appraisal system

RESPONDENTS

KNOWLEDGE

NUMBER OF

RESPONDENTS

PERCENTAGE

Formal briefing me by

superiors

63 53

Informal briefing of

superiors

7 6

Informal briefing of

my colleagues

5 4

Through written

communication

15 12

On my own 30 25Total 120 100

INFERENCE:

53% of respondents know about appraisal system by means of

formal briefing by superiors & 25% know by means by knowing

themselves.

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CHART OF KNOWLEDGE

63

7 515

30

120

53

6 412

25

100

0

20

40

60

80

100

120

140

Formalbriefing

meby

superiors

Informalbriefing

ofsuperiors

Informalbriefing

ofmy

colleagues

Throughwritten

communication

Onmyown

Total

RESPONDENTS KNOWLEDGE

No.OFRESPONDENTS,%

NUMBER OF

RESPONDENTS

PERCENTAGE

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Opinion of the

Respondents

Number of

Respondents

Percentage

Employee 10 8

Employer 18 15Organization 92 77

Total 120 100

INFERENCE:

From the survey it was found that 77% of the employees say that

Performance appraisal is beneficial to organization. Any 8 % says that It

is beneficial factor to employee.

OPENION CHART

1018

92

120

815

77

100

0

20

40

60

80100

120

140

Emplo

yee

Emplo

yer

Organiza

tion

Total

OPENION OF THE RESPONDENTS

No.OFRESPONDENTS,%

Yes Number ofRespondents

Yes Percentage

TABLE-10

Frequency of Appraisal System

Periods Number of

respondents

Percentage

Monthly 7 5

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Quarterly 3 2

Half yearly 12 10

Annually 98 83

Total 120 100

INFERENCE:

The table shows that 83 % of the respondents want the performance

appraisal to be done annually, 10 % of the respondents want the performance

appraisal to be done half yearly and few of them must feel performance

appraisal must be done monthly, quarterly.

CHART OF FREQUENCY OF APPRAISAL

7 312

98

120

5 210

83

100

0

20

40

60

80

100

120

140

Monthl

Qua

rterl

Halfy

earl

Annu

all

Total

PERIODS

No.OFR

ESPONDEN

Number of respondents

Percentage

TABLE-11

To existing appraisal system gives each appraisal on

Idea of what is expected of him next year.

Opinion Number of

respondents

Percentage

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Great extent 90 75

Some extent 25 21

Not at all 5 4

Total 120 100

INFERENCE:

It is the evident from the table that 75 % of the respondents want

opinion the great extent the existing appraisal system gives them on ideas

of what is expected of next year few of respondents opinion from some

extent, not at all.

CHART OF OPENION ON APPRAISAL

90

25

5

120

75

21

4

100

0

20

40

60

80

100

120

140

Great

extent

Some

extent

Not at all Total

OPENION

No.OFRESP

ONDENT

Number of respondents

Percentage

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STATISTICAL ANALYSIS

Statistical tools applied:

Chi-square test

Chi-square test:

It can be used to determine if categorical data shows dependency,

the two classifications are independent. It can also be used to make

comparison between theoretical and actual data when categories are used.

Types of chi-square:

One tailed test

Two tailed test

One tailed test:

As test of any statistical hypothesis where the alternative

hypothesis is one tailed is called a one tailed test

For eg:

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In a test for testing the mean of the population in a single tailed we

assumed that the null hypothesis is Ho u=uo against the alternative

hypothesis.

Ho=>o (right tailed)

Or

H1=


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Fully aware Partly aware Not aware

Development 65 3 2 70

Practice

Head

7 2 1 10

Admin staff 3 2 1 6

Testing 20 4 2 26

Team

Leader

6 1 1 8

Total 101 12 7 120

Observed

frequency (oi)

Expected

frequency (ei)

(oi-ei)2 2 = (io-ei)2/ei

65 58.92 36.97 0.63

3 7.00 16.00 2.29

2 4.08 4.33 1.06

7 8.42 2.02 0.24

2 1.00 1.00 1.00

1 0.58 0.18 0.31

3 5.05 4.20 0.83

2 0.60 1.96 3.27

1 0.35 0.42 1.20

20 21.88 3.53 0.16

4 2.16 1.96 0.75

2 1.52 0.13 0.15

6 6.73 0.53 0.08

1 0.80 0.04 0.05

1 0.47 0.28 0.59

Total 2=12.61

INFERENCE:

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Since the calculated value 2 = 12.61 is less than the 2 value (8

degrees of freedom at 5 % level) =15.507

We accept Ho and conclude that there is no significance relation

between department and important of the appraisal system.

TEST-2

To test significance relation between the education and

appraisal process

HYPOTHESIS:

Ho:There is significance relation between the education and

appraisal process.

H1: There is significance relation between the education andAppraisal process.

Appraisal

Process

Education Total

Under

Graduates

Graduates Post

Graduates

Leniently 4 1 1 5

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Partially 1 4 1 6

Objectively 13 36 6 16

Subjectively 2 8 6 16

Total 20 49 51 120

Observed

frequency (oi)

Expected

frequency (ei)


4 0.83 10.05 12.11

1 2.04 1.08 0.53

1 2.13 1.28 0.60

4 2.45 2.40 0.98

1 2.55 2.40 0.94

13 15.50 6.25 0.40

36 37.98 3.92 0.1044 39.53 19.98 0.51

2 2.67 0.45 0.17

8 6.53 2.16 0.33

6 6.83 0.64 0.089

Total 2 =16.76

INFERENCE:

Since the calculated 2 value 16.76 is less than the tabulated 2 value (6

degree of freedom at 5 % significance level)=12.592.

So we reject Ho and conclude that there is no significance

relation between education and appraisal

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TEST-3

To test significance relation between the appraisal system and the

opinion of the appraiser.

HYPOTHESIS:

H0: There is no significant relation between appraisal system and the

opinion of the appraiser.

H1: There is a significant relation between appraisal system and opinion

of the appraiser.

Appraisal

system

Opinion of the appraiser Total

Very good Good Average

Fully aware 68 16 16 100

Partly aware 13 2 2 17

Not aware 1 1 1 3

Total 82 19 19 120

Observed

frequency(oi)

Expected

Frequency(ei)


68 68.33 0.11 0.002

16 15.83 0.03 0.002

16 15.83 0.03 0.002

13 11.62 1.90 0.160

2 2.69 0.48 0.180

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2 2.69 0.48 0.180

1 2.05 1.10 0.540

1 0.48 0.28 0.580

1 0.48 0.28 0.580

Total 2 =2.226

INFERENCE:

Since the calculated value 2.226 is less than the tabulated

value=9.488(4 degrees of freedom at 5% of significance level so, we

accept HO hypothesis.

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TEST-4

To test significant relation between the appraisal system and idea about

the expectations of him/her in future.

HYPOTHESIS:

H0: There is no significant relation between the appraisal system and the idea

about him/her in future.

H1: Not stated as above.

Idea about

expectations

Appraisal System Total

Fully aware Partially

aware

Not aware

Great extent 75 13 2 90

Some extent 18 5 2 25

Not at all 3 1 1 5

Total 96 19 5 120

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Observed

frequency (oi)

Expected

frequency (ei)


75 72.00 9.00 0.13

13 14.25 1.56 0.11

2 3.75 3.06 0.82

18 20.00 4.00 0.20

5 3.96 1.08 0.272 1.04 0.92 0.88

3 4.00 1.00 0.25

1 0.79 0.04 0.05

1 0.21 0.62 2.95

Total 2 =5.71

INFERENCE:

Since the calculated value 2 value 5.71 is greater than the tabulated

value=9.488(4 degrees of freedom at 5% of significance level) so, we reject the

H0 and accept H1.

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FINDINGS

1. 83% Of the respondents are fully aware of the importance of the

appraisal system in the company.

2. 53% of the respondents came to know about appraisal system through

formal briefing my superiors.

3. 76% of the respondents feel that the performance appraisal is done in

the combination of present objectives and general way.

4. 77% of the respondents expect that performance appraisal is for

benefit of the organization. 83% of the respondents expect the

performance appraisal is to done once in a year (annually).

5. It has been found in the study unit that regard to objective of

performance appraisal, the respondents feel that more importance is given

to salary/increment, promotions, career development, incentives, awards,

identify the training needs.

6. 52% of the respondents feel that their appraisal is done objectively and

43% of the respondents feel that their appraisal is done leniently.

7. 87% of the respondents proffered that the past performance should beconsidered as a factor at the time of performance appraisal.

8. 96% of the respondents feel that the performance must be improved

for introducing performance appraisal.

9. 98% of the employees feel that their appraiser gives due importance to

appraisal.

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SUGGETIONS

To make the present system more effective and give meaningful outputs

the following are the suggestions, which if implemented meticulously can be

used is the management as a tool for making effective decision at various

stages.

1. The existing appraisal system in the organization may be continued for

future.

2. It is better to conduct appraisal of performance annually.

3. Employees should be made fully aware of the performance appraisal

procedure.

4. It should ensure that its performance appraisal is more and more effective

rather than bring subjective and take appropriate measure to ascertain that error

like HALO effect dont creep in the performance appraisal.

5. It should strive to furnish proper feedback at the end of one job cycle

constitute the input of the succeeding cycle and there by reinforce the positive

aspects of the organizational wheel.

6. Wherever there is going to be an appraisal, it should intimates its employeesof forth coming event, well in advance, so that they become well equipped with

all their physical and psychological paraphernalia, by the time they face the

test.

7. It should entrust the task of performance appraisal to a battery of

Supervisors, HRD managers and other competent authorities rather then

relaying on just one person in a bid to eliminate bias of every conceivable kind.

This can be effectuated by rotating the appraiser across different

sections/deportments.

8. It should make it clear its performance appraisal system encompasses

reciprocal benefits to the organization as well as the employees rather than

making it appear as litmus teat that decided the quantum of increments or other

such monetary incentives. It should also award trophies/shields to those

employees who excel in bid to encourage them and honor them in public

functions.

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Performance appraisal questionnaire:

Name :

Age :

Department :

Experience :

Education qualification :

1. Are you answer of the importance & details of appraisal system?

a) Fully aware b) Partially aware c) Not aware

2. How do know about the appraisal system, if you aware of?

a) Formal knowledge from my superiors

b) Informal knowledge from my superior

c) Informal knowledge from my colleagues

d) Through written

e) My own

3. Is the best system to find your performance?

a) Yes b) No

4. Performance appraisal system has been done in your organization, any time?

a) Yes b) No

5. Do the organization inform before the appraisal?

a) Yes b) No

6. What method they followed for appraisal?

a) Grading method b) Check list method

c) Man to Man comparison method

7. How the appraiser done appraisal process?

a) Leniently b) Objectively c) Subjectively

8. In what way appraisal system based on?

a) Present objectives b) General ways c) Combination of both

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9. Is appraisal system is done periodically?

a) Monthly b) Quarterly c) Half yearly d) Annually

10. The appraisal system benefit for?

a) Employees b) Employers c) Organization

11. Existing appraisal system gives any idea about the expectations of him/her

in future?

a) Great extent b) Some extent c) Not at all

12. Are you getting any chance to comment on appraisal system?

a) Yes b) No

13. The organization has any consideration on your past performance?

a) Yes b) No

14. Is their any actions taken on, the recommendations made at the time of

appraisal?

a) Yes b) No

15. Is their any importance given to the appraisal by the appraiser?

a) Yes b) No

16. Your opinion on the appraiser?

a) Very Good b) Average c) Good d) Bad

17. Is their any feedback discussion have been done on the system?

a) Yes b) No

18. The performance appraisal counselings are done after appraisal?

a) Yes b) No

19. After doing the appraisal system if the performance of appraise is?

a) Improved b) Constant c) Declined

20. You feel, do you know your perfect performance by appraisal system?

a) Yes b) No

21. Are you improving your performance by appraisal system?

a) Yes b) No

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22. After performance appraisal if your performance is good then they will

give?

a) Award b) Certificate c) Increment

If your performance average then they will give?

a) Suggestions b) Training c) Encourage

If your performance is bad then they will give?

a) Demotion b) Punishment c) Suspend

23. Are you satisfied with this appraisal system in your organization?

a) Yes b) No

24. Does the performance appraisal system strengthen the inter personal

Relationships?

a) Yes b) No

25. In your view what are the objectives of performance appraisal system?

a) For salary / increment

b) For promotion

c) For career planning and development

d) For awards

e) To identify training needs

f) To know performance

26. Would you like to any suggestions in improving the Existing performance

appraisal system of your company?

a) Yes b) No

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BIBLIOGRAPHY

Personal Management:C.B. Mamoria

Himalaya Publishing Housing,

Human resource and personnel management:

K. Aswathappa

TATA McGraw HILL, New Delhi

Personnel and Human resource management:

P.Subba Rao

Himalaya Publishing Housing house,

completed project pa

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