lord krishna college of technology

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A

MAJOR PROJECT REPORT

ON

Employees PERFORMANCE APPRAISAL

A Case Study Of Religare,Indore

Submitted for partial fulfillment of requirement for the awardof

Degree of Master of Business Administration

of DEVI AHILYA VISHWAVIDHYALAYA

INDORE (M.P.)

Guided By Submitted By

MS. Sapna Awasthi Ishaan PandeyRoll No: 9170321Roll No: 9170321MBA VI SEMMBA VI SEM

Lord Krishna College of Technology


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INTRODUCTION

Introduction to Performance Appraisal

Once the employee has been selected, trained and motivated, he is then appraised for his performance. Performance Appraisal is the step where the Management finds out howeffective it has been at hiring and placing employees. If any problems are identified, stepsare taken to communicate with the employee and remedy them.Performance Appraisal is a process of evaluating an employee s

performance in terms of its requirements.Performance Appraisal can also be defined as the process of evaluating the

performance and qualifications of the employees in terms of the requirements of the job for which he is employed, for purposes of administration including placement,selection for promotions, providing financial rewards and other actions which

require differential treatment among the members of a group as distinguished fromactions affecting all members equally.

In the so highly competitive and rapidly changing environment to survive the companiesneed well trained and skilled worker. India is a very rich country in the term of resources,weather natural or technical and scientific .But it is very sad to state that India, till now,has not perfectly learnt how to develop its man power and tap its human resources for the

betterment of its citizenry and business goal.For summer training I got an opportunity to do my summer training in RELIGARE .

because it is one of the biggest, well established and renowned in its field and seriousabout training its worker and intent to make it understood that they really care for them.

Performance appraisal is important for effective human resource management.Performance appraisal is a process of evaluating employee performance in order to guideand develop the employee's potential. In many extension organizations which aregovernment departments, the performance appraisal is nothing more than a confidential

judgement of work done and a character report used to facilitate disciplinary action or promotion. The employees do not get feedback about their performance. Extensionorganizations need to have an open appraisal system to provide feedback andopportunities for open discussion with employees on their performance, because theyhave immense potential to grow and develop. This system can create a healthy workingclimate and employee motivation.

The performance appraisal which aims at facilitating employee development has thefollowing major purposes: (1) to provide feedback and guidance, (2) to set performancegoals, (3) to identify training needs, and (4) to provide inputs for management of payadministration, rewards, and promotion. The steps involved in effective performanceappraisal are (1) identification of key performance areas and setting yearly objectivesunder each KPA, (2) identification of critical attributes for effective performance, (3)


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periodic review of performance, (4) discussion of performance with employees, and (5)identification of training and developmental needs (Pareek & Rao, 1992).

Introduction of Religare Company

About Religare Enterprises LimitedReligare is a diversified financial services group of India offering a multitude of investment options. Financial services which Religare offers can be broadlyclubbed across three key verticals - Retail, Institutional and Wealth spectrums.Religare has also ventured into the alternative investments sphere through itsholistic arts initiative and Film fund. With a view to expand, diversify andintroduce offerings benchmarked against global best practices, Religare operates

inthe wealth management space under the brand name 'Religare Macquarie PrivateWealth'. Religare has a pan India presence, 1837 locations across 498 cities andtowns. It also currently operates from nine international locations following itsacquisition of Londons brokerage & investment firm, Hichens, Harrison & Co.

plc. (Now Religare Hichens, Harrison Plc).

Bennett, Coleman & Co. Ltd. (BCCL), part of the mammoth Times Group, is

Indias largest media house. It reaches out to 2468 cities and towns all over India.The group owns and manages powerful media brands like The Times of India,TheEconomic Times, Maharashtra Times, Navbharat Times, Femina, Filmfare,Grazia,Top Gear, Radio Mirchi, Zoom, Times Now, Times Music, Times OOH, PrivateTreaties and indiatimes.com. All of its brands are multinational in outlook,traditional at heart and national in spirit. From the very first edition on

November

3, 1838 the mammoth BCCL Group has come a long way. By way of the

innovative venture of Times Private Treaties.

ABOUT THE TRUSTEE

IL&FS Trust Company Ltd, a company incorporated under the Companies Act,1956 and having its registered office at The IL&FS Financial Centre, C-22, GBlock, Bandra Kurla Complex, Bandra (East), Mumbai 400 051, India is the


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Trustee of the Trust. The Trustee holds all powers in respect of the property of the Trust including power to manage the same.

RELIGARE Enterprises Limited

Religare AMC Limited

Asset Management Business Portfolio Management

AEGON Religare Life Insurance Co. Ltd.

Life Insurance Company, JV with Aegon(26%),Religare(44%), and Bennett & Coleman(30%)

Religare Macquarie Wealth Mgmt. Ltd.

JV with Macquarie for Wealth ManagementBusiness

Religare Securities Limited

Retail Equity Broking Online Investment Portal Depository Services

Religare Commodities Limited

Commodity Broking Business

Religare Finvest Limited

Lending and Distribution business

Religare Insurance Broking Limited

Life Insurance Broking Business Non-Life Insurance Broking Business

Religare Arts Initiative Limited

Business of Art Art Gallery Art Advisory

Religare Venture Capital Limited

Private Equity and Investment Manager

Vistaar Religare Capital Advisors Ltd.

JV with Vistaar Entertainment Venturesfor film fund.

India's first ever film fund.


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Religare Capital Markets Limited

PE and M&A Advisory Institutional Broking

Investment Banking

Religare - Milestone

JV with Milestone Capital to manage ahealthcare and education fund

Religare Finance Ltd.

Capital Market Financing

Religare Technologies is the IT services business of a large diversified Indiantransnational business group. The group pursues aggressive business interests globally inIT products (Religare Technova) Financial Services (Religare Enterprises), Health Care(Fortis Health Care), Wellness (Religare Wellness, formerly Fortis HealthWorld),Diagnostics (Super Religare Laboratories, formerly SRL Ranbaxy) and Aviation andTravel (Religare Voyages).

The Religare Technologies umbrella includes offerings in Business Solutions,Infrastructure Solutions, Business Process & Knowledge Services & InformationServices.

Currently with over 2000 employees and presence in over 10 countries, ReligareTechnologies is poised to be a leader in the global IT Services space. ReligareTechnologies focuses on clients in key verticals such as Financial Services, Insurance,Capital Markets and Health Sciences (Health Care and Pharmaceuticals).

Religare is an emerging markets financial services group with a presence across Asia,Africa, Middle East, Europe, and the Americas. In India, Religares largest market, thegroup offers a wide array of products and services including broking, insurance, assetmanagement, lending solutions, investment banking and wealth management. With10,000-plus employees across multiple geographies, Religare serves over a millionclients, including corporate and institutions, high net worth families and individuals, and


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retail investors.

For more information, please visit - www.religare.com Super Religare LaboratoriesLimited (formerly SRL Ranbaxy) within 11 years of inception has become the largestPathological Laboratory network in South Asia. It started a revolution in diagnosticservices in India by ushering in the most specialized technologies, backed by innovationand diligence. The current footprint extends well beyond India in the Middle East and

parts of Europe.

Religare Wellness Limited (formerly Fortis Healthworld) is one of the leading playersin the wellness retail space with a footprint of 100 stores across India. The groupenvisages setting up a pan India world class retail network of wellness stores that would

provide comprehensive solutions under one roof.

The group also operates in the domain of integrated Air Charter and Travel, anchoredunder the holding company Religare Voyages Ltd. The Air Charter business is one of the largest in the non-scheduled space in the country with its own top-of-the-line fleetthat comprises jets, helicopters and turbo props. The travel business is duly accredited for complete management of both in-bound and out-bound domestic and international travel.

Fortis Health Care Limited, established in 1996 was founded on the vision of creatingan integrated Health Care delivery system. With 22 hospitals in India, including multi-

specialty & super specialty centres, the management is aggressively working towardstaking this number to a significant level in the next few years to provide quality HealthCare facilities and services across the nation.
http://www.religare.com/http://www.religare.com/


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AEGON Religare Life Insurance Company

AEGON, an international life insurance, pension and investmentcompany, Religare, one of Indias leading integrated financial services groups

and Bennett, Coleman & company, Indias largest media house, have cometogether to launch AEGON Religare Life Insurance Company Limited. Thisventure is dedicated to build a firm future, both for customers and employees andwill continue to balance a local approach with the power of an expanding global

operation.

We launched our pan-India multi-channel operations in July, 2008 with over 30 branches spread across India. Our business philosophy is to help people plantheir

life better. We provide high quality advice to our customers and offer superior customer service.

In an industry first, AEGON Religare Life Insurance offers policy servicing onthe

phone via Interactive Voice Response System (IVR) by issuing the customer a T-Pin for authentication. It is also the first company to include the customersmedical report in the policy kit.

AEGONs businesses serve over 40 million customers in over 20 marketsthroughout the Americas, Europe and Asia, with major operations in the UnitedStates, the Netherlands and the United Kingdom. With headquarters in TheHague, the Netherlands, AEGON companies employ close to 30,000 peopleworldwide.The companys common shares are listed on four stock exchanges: Amsterdam,London, New York and Tokyo. It manages EUR 342 billion in revenuegeneratinginvestments. AEGON has more than 160 years of experience with its roots going

back to 1844. It holds 26% equity in Religare company.

Aegon Religare life insurance is the joint venture of three companies.

-AEGON , one of the largest insurance and pension group.--Religare , one of the india leading integrate financial service group.-Bennett & coleman & company , India largest media house.-AEGON 26%


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-RELIGARE 44%-B&C 30%At AEGON RELIGARE LIFE INSURANCE company ltd ,Jalandhar observed

very systematic and professional approach toward marketing.people are engagedin compulsory task,relates themselves to reach other syatematic establishment &accomplishmnent of marketing process. After studying various theoreticalapproach of company. I have come to conclusion that AEGON RELIGARE LIFEINSURANCE is a profit making company and gradually the demand of the

product is also increasing.

It is a division under which the company finances the films and the films are made under

the banner of the company. Some of the films financed by the company are Delhi 6, Rannfeaturing Mr. Amitabh Bachchan, Victory. Apart from bollywood movies Vistaar Religare is also trying hands in Hollywood movies.

ABOUT THE BOARD OF DIRECTORS

Sunil GodhwaniChairman and Managing DirectorReligare Enterprises Limited

Mr. Sunil Godhwani, Chairman and Managing Director, Religare Enterprises Limited, is thedriving force behind the company. A man with a vision to create a global business of excellence, he

is the inspiration to all as he spearheads the company's management and global operations;

strategizing and directing it through its next phase of growth.

Sunil brings to the company strong leadership skills, vigor and a passion for excellence. He


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reality.

An MBA Graduate from IMT Ghaziabad, Sheetal started his career as an advertising and branding

expert - working for leading brands including Jet Airways, Moet Hennessey, Reebok, Coca Colaand others. His marketing insights soon placed him in the position of product and marketing head at

American Express Bank - a stint which lasted 7 years and again witnessed him enabling

innovations.

Desire to explore more avenues and bring better professionalism in the burgeoning entertainment

and film industry, made him start a production company - Vistaar Entertainment Ventures Private

Limited. He partnered with noted entrepreneurs including Sanjeev Bikhchandani (Founder:

Naukri.com) and Sanjay Rishi (Ex country director: American Express Bank) to actually initiate

first-of-its-kind financial structuring in India to produce their debut production - 'Dharm'. Starring

Pankaj Kapur and directed by Bhavna Talwar, the film received various accolades from critics all

over the world. The film won the best picture award in the South Asian Film Festival of First Films,

2007 and was nominated at all the prestigious film festivals across the world. The Film also

recently won 'Nargis Dutt Award for the best Film on National Integration' in the 2007 National

Film Awards. Sheetal also undertook aggressive initiatives to market the film in leading

international markets, making it the first Indian film to make money at European markets - thusopening doors to the Indian film industry.

With a vision to take Indian film industry to its next growth phase, Sheetal then partnered with

Religare Enterprises Limited - India's premier financial services group, to form India's first ever

SEBI-registered venture capital fund - dedicated to support films. Enchristened as Vistaar Religare

Film Fund, it envisions to provide a strong platform and support-pillar to encourage new talent in

film industry and give them the requisite financial and expertise support to enliven their celluloid

dreams.

Shachindra NathGroup CEOReligare Enterprises Limited

Mr. Shachindra Nath (Group Chief Executive Officer) Religare Enterprises Ltd., aged 39 years,


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carries the overall responsibility for managing all pivotal operations of the group. He is associated

with Religare since the year 2000 and is prominently known as a dynamic strategist.

He has been instrumental in building various businesses under Religare fold from scratch and havehands on experience in most of the businesses. His expertise and in-depth analysis of the business

is the core to all group business operations and development plans. Mr. Nath steers all action plans

of the group. His competence in tapping the right opportunities and creating the perfect blueprint

for growing the business is greatly valued and respected.

He is a tenacious motivator and his knack for timely decisions to propel business growth is

rendered valuable by all.

Mr. Shachindra Nath is a highly accomplished professional with a meritorious service and

academic record. Mr. Nath received a Bachelors degree in Law from the Banaras Hindu

University, Varanasi in which he was the topper in his University. Additionally, he did a Post

Graduate diploma in Intellectual Property Rights from the Amity Law College, Delhi.

Mr. Nath started his professional career immediately after his graduation at the age of 21 years and

worked as Commercial Trainee with Garware Wall Ropes, after which alongside his legal studies

worked as consultant to gain hands on experience in Finance, Costing and Taxation. He then

moved to run a Non Woven Plant with a Carpet Export Company. He has over 16 years of

experience in the financial services industry.

Rakesh Madan Nanda

Mr. Rakesh Nanda, a qualified Chartered Accountant, with 23 years of experience is a Partner of

Nanda & Co., Chartered Accountants and Proprietor of R M Nanda & Co. His expertise lies in

Statutory and Internal Audits, Taxation for Industry Clientele from Trusts, Core Manufacturing toService Sectors.

He is an active member of Institute of Chartered Accountants of India (ICAI), Bombay Chartered

Accountants Society (BCA), Chamber of Income Tax Consultants (CITC), and an independent

Director & Chairman of audit committee of KRYFS Power Ltd. He has a degree in Commerce


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from Mumbai University.

Key Elements of Performance Appraisal

This form has been designed so that both supervisors and employees can use it as aworking document and a springboard for ongoing discussions about performance.

Part I: Job Functions and Standards (These are written and/or updated and agreed upon at the beginning of the appraisal year. )Job functions are the essential daily job tasks performed in the position. The standards aremeasurements for how to perform the tasks. When writing this section, a supervisor oftenuses the existing job description as a starting point, but should work with the employee toensure that the job description is still current and accurate. This section ultimately

becomes the most up-to-date record of the job the employee is expected to do.

Part II: Goals (These are written and agreed upon at the beginning of the appraisal year. Progress, milestones achieved, changes in timelines, etc. are recorded on the formthroughout the appraisal year. )The goals are to be the specific, individual outcomes necessary to improve job

performance and/or help the department meet its goals and move forward. These areactionable to dos for the appraisal period and they should be measurable so that asupervisor can indicate whether a goal was completed (or certain milestones achieved)during the appraisal period. Generally, 3-5 goals are appropriate. In some cases (ex.

probationary appraisal or a newly hired service professional) there may be fewer goals.

Goals can be:

Projects to complete (or make progress on if its longer than a one year project). Job functions or behaviors to improve. Practices that could be further developed.

Goals should not be a wish list of items that cannot realistically be accomplished. .


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Part III: Behaviors for Success (These are shared with employees at the beginning of the appraisal year so they know what theyll be assessed on at the end of the year. )

No matter what role we play in the organization, each of us is responsible to practice the behaviors that promote a positive and constructive working environment. The behaviorslisted in this section flow from and support the university values. Some of the individual

descriptors will be more applicable to specific positions.

Part IV: Additional Performance Information ( Parts of this section can be recorded throughout the appraisal year. )The first section should list accomplishments that were not included in any previoussection. Some examples might include committee work, education completion, andspecial project participation.

The second section should include any professional development obtained over theappraisal period as well as intentions for participation in the next appraisal cycle.Development can include training courses, professional reading, video conferences, audio

conferences, on the job training, cross training, etc.

Part V: Overall Assessment (To be completed at the end of the appraisal year. )An overall assessment of the employees performance is selected. The selection shouldreflect the self appraisal, the supervisors notes and observations, progress on the goals,assessment of the job functions, behaviors, and other accomplishments.

Process of Performance Appraisal

Performance management is the systematic process by which an agency involves itsemployees, as individuals and members of a group, in improving organizationaleffectiveness in the accomplishment of agency mission and goals.

Employee performance management includes:

planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in

asummary fashion, and

rewarding good performance.

The revisions made in 1995 to the Governmentwide performance appraisal and awardsregulations support sound management principles. Great care was taken to ensure that the
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requirements those regulations establish would complement and not conflict with thekinds of activities and actions practiced in effective organizations as a matter of course.

Additional background information on performance management can be found in thefollowing articles:

Chronology of Employee Performance Management in the Federal Government Setting the Stage for Performance Management Today

In an effective organization, work is planned out in advance. Planningmeans setting performance expectations and goals for groups andindividuals to channel their efforts toward achieving organizationalobjectives. Getting employees involved in the planning process will helpthem understand the goals of the organization, what needs to be done, whyit needs to be done, and how well it should be done.

The regulatory requirements for planning employees' performance includeestablishing the elements and standards of their performance appraisal

plans. Performance elements and standards should be measurable,understandable, verifiable, equitable, and achievable. Through criticalelements, employees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should beflexible so that they can be adjusted for changing program objectives andwork requirements. When used effectively, these plans can be beneficial

working documents that are discussed often, and not merely paperwork thatis filed in a drawer and seen only when ratings of record are required.

In an effective organization, assignments and projects are monitoredcontinually. Monitoring well means consistently measuring performanceand providing ongoing feedback to employees and work groups on their

progress toward reaching their goals.

Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is comparedagainst their elements and standards. Ongoing monitoring provides theopportunity to check how well employees are meeting predeterminedstandards and to make changes to unrealistic or problematic standards. And

by monitoring continually, unacceptable performance can be identified at
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Team Leader identifies how and where evidence about the employee's performance will

be gathered. Specifying the performance measurements when the responsibility is

assigned will help the employee keep track of his progress, as well as helping the Team

Leader in the future performance discussions.

There are many effective ways to monitor and verify performance, the most commonofwhich are:

Direct observation

Specific work results (tangible evidence that can be reviewed without the employee being present)

Reports and records, such as attendance, safety, inventory, financial records, etc.

Commendations or constructive or critical comments received about the employee'swork.

Our research has identified a number of steps that such companies go through beforedoing employees performance appraisal:-

Developing a measurement model Identifying illuminating indicators Developing awareness and understanding about performance appraisal.

Performance Appraisal System In The Organization

Setting performance standards, observing and providing feedback, and conductingappraisals enables the Team Leader to achieve the best results through managingemployee performance.To begin the process, the Team Leader and the employee of Religare collaborates on thedevelopment of performance standards. The Team Leader then develops a performance

plan that directs the employee's efforts toward achieving specific results, to supportorganizational growth as well as the employee's professional growth. Discussion of goalsand objectives throughout the year provides a framework to ensure that employeesachieve results through One on One and mutual feedback. At the end of the rating period,the Team Leader appraises the employee's performance against existing standards, and


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establishes new goals together for the next rating period.As the immediate supervisor, the Team Leader plays an important role; his closestinteraction with the employee occurs at this level.There are four key elements in the appraisal system:1. Set objectives - Decide what the Team Leader wants from the employees and

agree these objectives with them.2. Manage performance - Give employees the tools, resources and training theyneed to perform well.3. Carry out the appraisal - monitor and assess the employees' performance,discuss those assessments with them and agree on future objectives.4. Provide rewards/remedies - Consider pay awards and/or promotion based on theappraisal and decide how to tackle poor performance.

Methods of Performance Appraisal

The performance appraisal methods may be classified into threecategories, as shown in figure below.

Performance Appraisal Techniques

Individual Evaluation Method:

1. Confidential Report2. Essay Evaluation3. Critical Incidents4. Check Lists5. Graphic Rating Scale6. Behaviourally Anchored Rating Scales7. Forced Choice Method8. MBO

Multiple Person Evaluation Methods:

1. Ranking2. Paired Comparision3. Forced Distribution

Other Methods:

1. Performance Tests


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worker. On the other hand, appraiser takes a long time, this becomesuneconomical from the view point of the firm, because the time of the evaluator (supervisor) is costly.

(c) Critical incident technique : Under this method, the manager prepares lists of

statements of very effective and ineffective behavior of an employee. These criticalincidents or events represent the outstanding or poor behavior of employees on the job.The manager maintains logs on each employee, whereby he periodically records criticalincidents of the workers behavior. At the end of the rating period, these recorded criticalincidents are used in the evaluation of the workers performance. An example of a goodcritical incident of a sales assistant is the following:

July 20 The sales clerk patiently attended to the customers complaint. He is polite, prompt, enthusiastic in solving the customers problem.

On the other hand the bad critical incident may appear as under:

July 20 The sales assistant stayed 45 minutes over on his break during the busiest part of the day. He failed to answer the store managers call thrice. He is lazy, negligent,

stubborn and uninterested in work.

This method provides an objective basis for conducting a thorough discussion of anemployees performance. This method avoids recency bias (most recent incidents get toomuch emphasis). This method suffers however from the following limitations:

Negative incidents may be more noticeable than positive incidents.The supervisors have a tendency to unload a series of complaints about incidents

during an annual performance review session.It results in very close supervision which may not be liked by the employee.The recording of incidents may be a chore for the manager concerned, who may

be too busy or forget to do it.

Most frequently, the critical incidents technique of evaluation is applied to evaluate the performance of superiors rather than of peers of subordinates.

(d) Checklists and weighted checklists: Another simple type of individual evaluationmethod is the checklist. A checklist represents, in its simplest form, a set of objectives or descriptive statements about the employee and his behavior. If the rater believes strongly

that the employee possesses a particular listed trait, he checks the item; otherwise, heleaves the item blank. A more recent variation of the checklist method is the weightedlist. Under this, the value of each question may be weighted equally or certain questionsmay be weighted more heavily than others. The following are some of the samplequestions in the checklist.

l Is the employee really interested in the task assigned? Yes/No


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Forced distribution is primarily used to eliminate rating errors such as leniency andcentral tendency, but the method itself can cause rating errors because it forcesdiscriminations between employees even where job performance is quite similar. For example, even if all employees in a unit are doing a good job, the forced distributionapproach dictates that a certain number be placed at the bottom of a graded continuum.

For this reason, raters and ratees do not readily accept this method, especially in smallgroups or when group members are all of high ability.

Other Methods

(a)Performance Tests

It is a method under which the performance of the employee is measured which jenables the tester to find out whether the employee is giving out his/her centpercent or not.This method enables the tester to find out the strengths and weaknesses of theemployee and thereafter he can guide the employee how to work moreeffectively.

(b) Field Review Technique

In this method the appraisal is conducted by a person outside the concerned department,usually from the HR department. Field reviews are usually conducted in matters of

promoting an executive to the managerial level. The advantage of the field reviewmethod is that since the rater in an "outsider" the chances of bias are reduced. The rater isusually extensively trained to conduct the appraisal interview. Disadvantage of the fieldreview method is that the "outsider" may not be aware of the job requirements, work culture and work environment. The outsider has not observed the employee at work anddoes not know his on-field behavior and performance, except from the report submitted

by the employee's supervisor, which may be biased. This method is also time consuming.

Traditional Appraisal

The history of performance appraisal is quite brief. Its roots in the early 20th century can

be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for

the same may be said about almost everything in the field of modern human resources

management.


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but rather as an important process within a border performance managementsystem that links:

Organizational objectives

Day to day performance

Professional development

Rewards and incentives

Definitions Of Performance Appraisal

1).According to Douglass: Performance appraisal is a method of acquiring and processingthe information needed to improve an individual employees performance andaccomplishments.

2).According to Newstrom: It is th process of evaluating the performance of employees,sharing that information with them and serching for ways to improve their performance".

"Performance appraisal is the systematic description of an employee's job relevantstrengths and weaknesses."

In simple terms, appraisal may be understood as the assessment of anindividuals performance in a systematic way, the performance being measuredagainst such factors as job knowledge, quality and quantity of output, initiative,leadership skills, dependability, co-operation, judgment, versatility and helath.Assessment should not be confined to past performance alone. Potential of employees for future performance must also be assessed.

A formal definition of performance appraisal is:

It is the systematic evaluation of individual with respect to his or her performance on the job and his or her potential for the development.

A more comprehensive definition is:

Performance appraisal is a formal, structured system of measuring andevaluating an employees job related behaviors and outcomes to discover how


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and why the employee is presently performing on the job and how the employeecan perform more effectively in the future so that the employee, organization andsociety all are benefited.

Performance appraisal is the process of obtaining, analyzing and recognition

information about the relative worth of an employee.Performance appraisal is also known as performance management, performanceevaluation and performance review.

Five Points Which Describes Performance Appraisal

1. A performance appraisal needs to be a series of constructive, developmentaldiscussions, between line managers and their reports. They should focus onhelping people to realize their potential. To be effective, appraisals need to be a

series of conversations that culminate in the performance appraisal review. It'smuch more effective (and easier) to appraise performance by regular meetings todiscuss progress and provide support, rather than to wait for a single, annualappraisal meeting.

2. An appraisal should not be a top-down process, where one side asks questions andthe other responds. An effective appraisal meeting should consist of an opendialogue, more of a two-way conversation. Performance appraisal needs to be a

joint effort - it's as much about self-appraisal as it is about the manager's view.

3. Appraisals are a shared assessment of performance, where performance isappraised jointly and goals are agreed together. The individual's goals need to bealigned with those of the team or organization.

4. Performance appraisals should be based on trust and mutual respect. An appraisalworks best when manager and employee know each other and there is mutual


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respect between the two. Such conditions need to be built over time with themanager taking the lead.

5. Appraisals are a key part of the performance management cycle. Appraisals are animportant part of performance management, but an appraisal in itself is not performance management. Performance management is a broader process of which an appraisal is only one stage. For example, in the performancemanagement cycle, the review and planning elements typically form an appraisal.However, the development and performance stages are part of the broader

performance management process. To manage performance requires more than just a performance appraisal.

Main Objectives Of Performance Appraisal

Salary

Performance appraisal plays a role in making decision about salary increase.Normally salary increase of an employee depends upon how he or she isperforming his/her job. There is continuous evaluation of his/her performanceeither formally or informally. This may disclose how well an employee isperforming and how much he/she should be compensated by way of salary

increase.

Training and Development

Performance appraisal tries to identify the strengths and weaknesses of anemployee on his/her present job. This information can be used for devisingtraining and development programmes appropriate for overcoming weaknessesof employee.

Promotion

Performance appraisal plays significant role where promotion is based on meritand seniority. Performance appraisal discloses how an employee is working inhis present job and what are his strong and weak points. In the light of these, itcan be decided whether he can be promoted to next higher position.


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Organization.

Objectives of the study

1) To identify whether performance appraisal system is needed in the organization

2) whether the company is satisfied with the existing performance appraisal system.

3) To identify that performance appraisal is helpful for improving personal skill.

4) To identify whether training program is effective for individual and organizationdevelopment.

5) To know whether promotion is purely based on performance appraisal.

6) To know the overall impact of employees performance appraisal in the organization.

7) To develop my understanding of the subject.

8) To conduct a study on social behavior.

9) To enhance the welfare of employees.

10) To exercise social control and predict changes in behavior.

Hypothesis

H.1.0:- There is no need for employees performance appraisal in the organization.

H.2.0:- The company is not satisfied with the present appraisal system.

H.3.0:- Performance appraisal does not help in improving personal skill.

H.4.0:- Training program is not effective for individual and organization development.

H.5.0:- Promotion in the company is not based on performance appraisal.


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H.6.0:- There is no such impact of employees performance appraisal in theorganization.

Research Design

A research design is a type of blueprint prepared on various types of blueprints availablefor the collection, measurement and analysis of data. A research design calls for developing the most efficient plan of gathering the needed information. The design of aresearch study is based on the purpose of the study.A research design is the specification of methods and procedures for acquiring theinformation needed. It is the overall pattern or framework of the project that stipulateswhat information is to be collected from which source and by what procedures.

Sampling

An integral component of a research design is the sampling plan. Specifically, itaddresses three questionsWhom to survey (The Sample Unit)How many to Survey (The Sample Size) &How to select them (The Sampling Procedure)Making a census study of the whole universe will be impossible on the account of limitations of time. Hence sampling becomes inevitable. A sample is only a portion of thetotal employee strength. According to Yule, a famous statistician, the object of samplingis to get maximum information about the parent population with minimum effort.

Universe

The universe of the study is Indore region. The study incorporates employees of ReligareEnterprises of Indore.

Sample Unit

The sample unit will be the professionals who are performing a variety of jobs in thecompany at different levels of hierarchy. They will be having a variety of job profiles atupper, middle and lower levels of the management.

Sample Size

The total samples of 100 respondents will be taken for the study.

Methods of Sampling


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QUESTIONNAIRE

SECTION A

SOCIO DEMOGRAPHIC FACTORS:

1) Name ( optional ):

2) Sex :

Male Female

3) Age :

Upto 20 years 20 30 years 30 40 years above 40 years

4) Marital status :

Married Unmarried

5) Educational qualification :

SSLC HSC Diploma UG PG

6) Department :

Production HR R&D Accounts Others7) Year of service :

Upto 2 years 2 -6 years 6 -10 years above 10 years

8) Monthly Income: (in Rs.) Below 10,000 10,000 -15,000 15,000 20,000 above 20,000


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Most of the employees in the Organization are relatively new because a majority of them(i.e. 66%) have between one and two years of experience in the Organization. This ismainly due to the fact that the Organization is in a constant mode of growth and istherefore recruiting in a big way. The expansion plans are done keeping in mind the

proposed growth in business in the near future.

Another reason is the fact that finding new talent for the required skills is a tough task because market awareness about the career growth in this sector is very limited. Due tothis, Champion Voyager Designers Pvt Ltd has inducted a lot of employees after

providing them with training to ensure that their Human resource requirements are met.

1) Have you worked in any other Company prior to joining thisOrganization?

051015202530351 2

Data

1) Yes 322) No - 18

Analysis

Thirty-two employees (i.e. 64%) have some amount of prior work experience before joining Champion Voyager Designers Pvt Ltd. Most of them are diploma holders inanimation and were not aware of the existence of such an industry. They came to knowabout the same only after seeing the advertisements of the company in the newspaper.This also means that even though most of them have worked prior to joining ChampionVoyager Designers Pvt Ltd, they do not have any hands-on experience of the kind of

work carried out by Champion Voyager Designers Pvt Ltd.This fact can also be interpreted as having no valid work experience at all prior to joiningthe Organization.

2) Were you informed about the Performance Appraisal model, used inthe Organization, during your induction?


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21222324

2526271 2

Data

1) Yes 272) No - 23

Analysis

Due to the fact that most of the employees have got no experience in this sector before,they did not ask about the Performance Appraisal model used in the Organization. Therespondents that said that they were informed of the model during the interview were toldso at the discretion of the interviewer.The company has however made it a point to inform the employee about the model

before he signs the acceptance letter. This prevents any ambiguities andmisunderstanding about what is expected of the employee before he joins theOrganization.

3) How do you find the Performance Appraisal Model in thisOrganization? (Mark all the relevant options)

05101520253035401 2 3 4 5 6

Data


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1) Simple 372) Complicated 133) Objective - 174) Subjective 335) Efficient - 32

6) Inefficient - 18

Analysis

From the above chart it can be inferred that, a majority of the sample respondents havefound the Appraisal Model to be simple and efficient on one hand but also subjective onthe other hand. The Appraisal model has been thoroughly dealt with during the trainingso the employees know exactly what is expected of them. The HR department follows anopen door policy which ensures that any queries regarding the policy can be clarifiedto the employee s satisfaction. But the employees are of the opinion that the subjectivenature of the Appraisal system is one of the main disadvantages. The fact remains that

due to the kind of work carried out by Champion Voyager Designers Pvt Ltd, it becomesquite irrelevant to appraise on an objective basis.

4) In your opinion, does the Performance Appraisal System give aproper assessment of your contribution to the Organization?

212223242526271 2

Data

1) Yes 27


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varying degrees like the appraisal matches up to the respondents expectations sometimes,often or every time.This does show that the satisfaction level of the employees in this system is quite highand that there is a general feeling of likeability among the respondents.

6) According to you, how often should the Performance Review takeplace?

0246810121416181 2 3 4 5

Data

1) Once in a week - 142) Once a month - 173) Every 3 months 124) Every 6 Months - 35) Once a Year - 4

Analysis

Performance appraisal review is a constant process and lesser the frequency between theappraisals, the better. The majority want (i.e. 86% which includes the first 3 options only)the frequency of the appraisal to less than 3 months. The employees say that the longer the frequency between appraisals, the more the chances of the appraisal not matching upto their expectations because many performances get overlooked. If the appraisal is doneon a more frequent basis, the employee has a chance to find out the gaps in his / her

performance on a more regular basis which will help them to improve more on their performance and thereby eliminate waste. The appraisal does not necessarily have to be aformal one. Even informal performance appraisals done between formal appraisals but ona more frequent level will most certainly help and go a long way in improving

performance.

7) What is your Satisfaction level with the current Appraisal System?


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of their performance by the appraisal system. None of the respondents have stated thatthe appraisal system had no effect on their productivity.This points out to the fact that the Appraisal system goes a long way in determining the

productivity of the employees in an Organization. Therefore it is very important for anyOrganization to devise their Performance Appraisal System carefully.

10) Do you think the One on One sessions are effective in ironing outproblems in the work environment?

212223242526271 2

Data

1) Yes 232) No - 27

Analysis

One on one sessions are conducted by Champion Voyager Designers Pvt Ltd during theappraisal system phase to tell the employee on an individual level as to the rating given tohim / her. Each session lasts between 10 30 minutes. The team leader tries to justify hisreasons on why he had given a particular rating to an employee. Sixty four percent of theemployees responded by saying that the one on one sessions are not efficient in ironingout problems mainly because since they are done on a formal basis so most employeesconsider it just as a formality which the appraiser uses to impose the rating he has alreadygiven to an employee. The employee therefore does not expect the rating to change after a one on one session with the supervisor.

11) Transparency Rating of the Performance Appraisal systemTransperancyRating

0246810


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121416181 2 3 4 5 6

Data

1) 4 Points 102) 5 Points 163) 6 Points 94) 7 Points 85) 8 Points 56) 9 Points - 2

Analysis

This question is an attempt to analyze the perceived transparency of the rating among theemployees of the Organization. A majority of the employees have given a transparencyrating of 5. The perception of the employees is since the appraisal is done on a quarterly

basis, the employee is not in a position to actually evaluate the basis of the rating he / shehas received. This causes a lot of ambiguity in the ratings. This is the primary concerndue which almost 70 % have given a rating of 6 and below. The respondents who havegiven a rating of 7 and above have mostly given this rating because they have got goodratings in the past and feel that there is not much required in terms of transparency aslong as they get good ratings themselves.

12) Do you feel comfortable discussing any difference of opinion aboutyour Performance Rating with your appraiser?

0510152025301 2

Data

1) Yes 212) No - 29


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business, Champion Voyager Designers Pvt Ltd has created a detailed, comprehensivePerformance Appraisal Effectiveness MBA (Human Resources)6approach to training their document creation, artwork and digitizing specialists. Trainingis ongoing with periodic reassessments, based on the customer s specific needs and

Affinity Express commitment to continuous improvement.TechnologyThey offer a web-based order entry and management system for maximumconvenience and speed. Champion Voyager Designers Pvt Ltd supports PCand Mac platforms and is certified in over 30 software packages to meet theneeds of clients.Confidentiality and SecurityChampion Voyager Designers Pvt Ltd takes great care to ensure uptime and protect theclients data through an elaborate security system and set of backup procedures bothonandoff-site.

SupportClients have a direct link to customer support 24/7/365 and can get fast answers on thestatus of their projects, revisions, quotes and other questions. For any issues that requireescalation, the Account Services team is available Monday through Friday, from 8:00A.M. to 6:00 P.M. Central Standard Time.Graphic solutionsChampion Voyager Designers Pvt Ltd offers three categories of graphics services and thefunction is the same for each: they format the graphics, photos and written copy that thecustomers submit and produce digital, production-ready files. These files are then used bythe customer for printing, posting to web sites, presentations, embroidery on apparel or screen-printing on ad specialty items.Performance Appraisal Effectiveness MBA (Human Resources)7Document CreationTaking hard or soft copy input and returning digital files for production a termoriginated by Champion Voyager Designers Pvt Ltd that is also known as desktop

publishing, digital pre-press or pre-flighting.Artwork Creation and LayoutEmbroidery DigitizingTranslating artwork into a series of commands to be read by an embroidery machine for output on various items of apparel, bags, caps, etc.Performance Appraisal Effectiveness MBA (Human Resources)8The world-class, cost-effective document creation, artwork and digitizing services of Champion Voyager Designers Pvt Ltd helps the customer to generate more revenue,enhance profitability, improve productivity and increase focus on their core business.Affinity Express customized solutions provide the specific capacity and services need bythe customer and when they need them. That s why Champion Voyager Designers PvtLtd has a proven track record of success with some of the largest, most respectedcompanies in the world.


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Adobe AcrobatMacromedia Dreamweaver Adobe GoLivePerformance Appraisal Effectiveness MBA (Human Resources)10

Macromedia FreehandAdobe Illustrator Microsoft ExcelAdobe InDesignMicrosoft PowerPointAdobe PageMaker Microsoft Publisher Adobe PhotoshopMicrosoft WordAutoCADMicrosoft VisioCorelDRAWPuntoGunoldPulseHTMLQuarkXPressWilcomPartnersApparel and Promotional Products Suppliers/DistributorsChampion Voyager Designers Pvt Ltd provides a streamlined, cost-effective process andreliable partnership to enable better focus on selling and supporting customers, as well ashigher profit margins.

PrintersIn the highly competitive printing industry, outsourcing document creation to ChampionVoyager Designers Pvt Ltd lets clients drive print revenue, lower fixed costs, improvemargins, deploy internal teams on sales and support and leverage the revenue opportunityoffered by ancillary services.Performance Appraisal Effectiveness MBA (Human Resources)11

Advertising AgenciesAs clients demand lower costs, greater value and faster turn times from their agencies,Champion Voyager Designers Pvt Ltd provides a means to better apply highly-talentedand costly internal resources to creative projects and client interaction, while handing off straightforward execution and excess demand resulting in higher profit margins.CorporationsOutsourcing (either off-site or a combination of on- and off-site) to Champion Voyager Designers Pvt Ltd lets internal personnel to focus on their core business, exercise greater control over branding and improve support for internal departments and clients.Performance Appraisal Effectiveness MBA (Human Resources)12

IMPORTANCE AND PURPOSE


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the employee's continued success and motivation to meet performance expectations.One On One SessionsOne on One is a method of strengthening communication between the Team Leader andthe employee. It helps to shape performance and increase the likelihood that theemployee's results will meet expectations. One on One sessions provide the Team Leader

and the employee the opportunity to discuss her progress toward meeting mutuallyestablished standards and goals. A One on One session focuses on one or two aspects of performance, rather than the total review that takes place in a performance evaluation.Guiding PrinciplesEffective One on One can:Strengthen communication between the Team Leader and the employeeHelp the employee attain performance objectivesIncrease employee motivation and commitmentMaintain and increase the employee's self-esteemProvide supportPerformance Appraisal Effectiveness MBA (Human Resources)24

Key Elements of One on OneTo make One on One sessions effective, the Team Leader keeps the following keyelements of One on One in mind while conducting such a session:Observe the employee's work and solicit feedback from others.When performance is successful, take the time to understand why.Advise the employee ahead of time on issues to be discussed.Discuss alternative solutions.Agree on action to be taken.Schedule follow-up meeting(s) to measure results.Recognize successes and improvements.Document key elements of One on One session.Questions to Consider during One on OneTo provide effective feedback the Team Leader must understand the elements of

performance and analyze marginal performance. These questions are kept in mind:How is the employee expected to perform?Does the employee understand these expectations? If not, why not?Does the employee know what successful results look like? How does the TeamLeader know?Does the employee know the performance is marginal? How does the TeamLeader know?Are there obstacles beyond the employee's control? Can the Team Leader remove

them?Has the employee ever performed this task satisfactorily?Is the employee willing and able to learn?Does satisfactory performance result in excessive work being assigned?Performance Appraisal Effectiveness MBA (Human Resources)25

Does unsatisfactory performance result in positive consequences such as anundesirable task being reassigned?During the One on One Session


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When the Team Leader conducts a One on One session to provide positive feedback tothe employee, he keeps the following points in mind:Describe the positive performance result or work habit using specific details.Ask the employee's opinion of the same product or behavior.Ask the employee to identify elements that contributed to success (adequate time

or resources, support from management or other employees, the employee's talentand interest in the project).Discuss ways in which the Team Leader and the employee can support continued

positive results.Reinforce for the employee the value of the work and how it fits in with the goalsof the work unit or department.Show your appreciation of the positive results and your confidence that theemployee will continue to perform satisfactorily.If appropriate, document your discussion for the employee's file.When the Team Leader conducts a One on One session to improve performance, he usesthe following format:

Describe the issue or problem, referring to specific behaviors.Involve the employee in the problem-solving process.Discuss causes of the problem.Identify and write down possible solutions.Decide on specific actions to be taken by each of the Team Leader.Agree on a follow-up date.Document key elements of the session.Performance Appraisal Effectiveness MBA (Human Resources)26

Follow-Up DiscussionDuring a follow-up discussion, the following steps are followed:Review the previous discussion(s).Discuss insufficient improvement and ask for reasons why.Indicate consequence of continued lack of improvement.Agree on action to be taken and set a follow-up date, if appropriate.Convey confidence in the employee.Document the discussion.Performance Appraisal Effectiveness MBA (Human Resources)27

RESEARCH STUDYPerformance Appraisal Effectiveness MBA (Human Resources)28

Aim of the ResearchTo ascertain the effectiveness of Performance Appraisal methodology used by theOrganization.Objectives of the studyThe following are the objectives of the study -To develop my understanding of the subject.o Performance Appraisal System implemented in various Organizationsvaries according to the need and suitability. Through my research, I have


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1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49The above graph is a logarithmic representation of the employee age data and clearlyshows the median age of the sample population taken for the survey as 29. This is mainlydue the expansion policy of the company that has taken on board a large number of newand young employees to fuel its growth plans.Due to this a large group of creative employees have been inducted into the Organization.This helps in maintaining the creative talent in the Organization, as the job profilerequires them to be creative.Champion Voyagers Designers Pvt Ltd will be continuing their expansion plans in thecoming months and this will lead to a further decease in the average age of the employeesin the Organization.Performance Appraisal Effectiveness MBA (Human Resources)35

Male / Female ratio within the selected sampleFemale MaleDataMales 24

Females 26AnalysisThere is equality in terms of the ratio between males and females in Champion Voyager Designers Pvt Ltd. This can also be ascertained from the fact that the same ratio is

present among the total strength of 350+ employees in the company. The sample wascarefully chosen to ensure that the study gave an equal opportunity to both the sections tovoice their opinion and there gain a truer picture of the conclusions derived by the study.The balance of both the genders in the Organization also gives rise to a good work atmosphere and better understanding between the employees. This trend can also bewitnessed in the supervisory ranks of Champion Voyager Designers Pvt Ltd. This helpsto remove many barriers that may exist due to various reasons.

The Management of Champion Voyager Designers Pvt Ltd strives to be an equalopportunity employer and therefore does not try to discriminate on the basis of Gender.Performance Appraisal Effectiveness MBA (Human Resources)36

Years of Experience within the Organization0246810121416

18201 2 3 4 5

Yrs

Data1) Less than a Year 5 2) One Year 19 3) Two Years 144) Three Years 5 5) Four + Years 7AnalysisMost of the employees in the Organization are relatively new because a majority of them


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(i.e. 66%) have between one and two years of experience in the Organization. This ismainly due to the fact that the Organization is in a constant mode of growth and istherefore recruiting in a big way. The expansion plans are done keeping in mind the

proposed growth in business in the near future.Another reason is the fact that finding new talent for the required skills is a tough task

because market awareness about the career growth in this sector is very limited. Due tothis, Champion Voyager Designers Pvt Ltd has inducted a lot of employees after providing them with training to ensure that their Human resource requirements are met.Performance Appraisal Effectiveness MBA (Human Resources)37

1) Have you worked in any other Company prior to joining thisOrganization?051015202530

351 2

Data1) Yes 322) No - 18AnalysisThirty-two employees (i.e. 64%) have some amount of prior work experience before

joining Champion Voyager Designers Pvt Ltd. Most of them are diploma holders inanimation and were not aware of the existence of such an industry. They came to knowabout the same only after seeing the advertisements of the company in the newspaper.This also means that even though most of them have worked prior to joining ChampionVoyager Designers Pvt Ltd, they do not have any hands-on experience of the kind of work carried out by Champion Voyager Designers Pvt Ltd.This fact can also be interpreted as having no valid work experience at all prior to joiningthe Organization.Performance Appraisal Effectiveness MBA (Human Resources)38

2) Were you informed about the Performance Appraisal model, used inthe Organization, during your induction?212223242526271 2

Data1) Yes 272) No - 23AnalysisDue to the fact that most of the employees have got no experience in this sector before,they did not ask about the Performance Appraisal model used in the Organization. The


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respondents that said that they were informed of the model during the interview were toldso at the discretion of the interviewer.The company has however made it a point to inform the employee about the model

before he signs the acceptance letter. This prevents any ambiguities andmisunderstanding about what is expected of the employee before he joins the

Organization.Performance Appraisal Effectiveness MBA (Human Resources)39

3) How do you find the Performance Appraisal Model in thisOrganization? (Mark all the relevant options)05101520253035401 2 3 4 5 6

Data1) Simple 37 2) Complicated 13 3) Objective - 174) Subjective - 33 5) Efficient - 32 6) Inefficient - 18AnalysisFrom the above chart it can be inferred that, a majority of the sample respondents havefound the Appraisal Model to be simple and efficient on one hand but also subjective onthe other hand. The Appraisal model has been thoroughly dealt with during the trainingso the employees know exactly what is expected of them. The HR department follows anopen door policy which ensures that any queries regarding the policy can be clarifiedto the employee s satisfaction. But the employees are of the opinion that the subjectivenature of the Appraisal system is one of the main disadvantages. The fact remains thatdue to the kind of work carried out by Champion Voyager Designers Pvt Ltd, it becomesquite irrelevant to appraise on an objective basis.Performance Appraisal Effectiveness MBA (Human Resources)40

4) In your opinion, does the Performance Appraisal System give aproper assessment of your contribution to the Organization?212223242526271 2

Data1) Yes 272) No - 23AnalysisAbout 54% of the respondents say that the Performance Appraisal System does give atrue and fair view of their contribution to the Organization. This does include employeeswho think that their rating does not always turn up to be correct as per their opinion.


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the frequency of the appraisal to less than 3 months. The employees say that the longer the frequency between appraisals, the more the chances of the appraisal not matching upto their expectations because many performances get overlooked. If the appraisal is doneon a more frequent basis, the employee has a chance to find out the gaps in his / her

performance on a more regular basis which will help them to improve more on their

performance and thereby eliminate waste. The appraisal does not necessarily have to be aformal one. Even informal performance appraisals done between formal appraisals but ona more frequent level will most certainly help and go a long way in improving

performance.Performance Appraisal Effectiveness MBA (Human Resources)43

7) What is your Satisfaction level with the current Appraisal System?0510152025

301 2 3 4 5Satisfacton levelNo of People

Data1) Very Low - 0 2) Low - 4 3) Average 134) High - 28 5) Very High - 5AnalysisThe satisfaction level of the Appraisal system is quite high as can be seen from the graph.This is a good sign as increased level of satisfaction is the main emphasis of any appraisalsystem. The curve tops at the rating of high and this includes about 56% of the

population. The bell curve shows that 92% have rated the Appraisal system as average ,high or very high . The high Satisfaction level in the System could also be due tovarious reasons like monetary or non-monetary incentives or growth parameters.The satisfaction level also brings to light the efficiency of the management in devising anacceptable Appraisal system.Performance Appraisal Effectiveness MBA (Human Resources)44

8) Which are the areas that should be improved upon?05101520251 2 3 4

Data1) Standards - 12 2) Monetary Incentives - 25 3) Freq of Appraisal 234) Appraiser - 3AnalysisThis question breaks up the different phases of the appraisal system and tries to come toderive a conclusion as to the areas of improvement in the process of evaluation. Fifty

percent of the respondents say that there should be a change on the aspect of monetaryincentives. This does not refer to an increase in the monetary incentives but a more


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QUESTIONNAIREDear Respondent,I would be grateful if you could spare some of your time to respond to the followingquestions. Your response will be treated as confidential and would only be used for the purpose of study.Gender - Male FemaleAge 21-25 25-30 30-35 35+Yrs of experience in this OrganizationLess than a Year 1 yr 2 yrs 3 yrs 4 yrs+1) Have you worked in any other Company prior to joining this Organization?Yes No2) Were you informed about the Performance Appraisal model, used in theOrganization, during your induction?Yes No3) How do you find the Performance Appraisal Model in this Organization? (Mark all therelevant options)Simple Complicated ObjectiveSubjective Efficient Inefficient4) In your opinion, does the Performance Appraisal System give a proper assessment of your contribution to the organization?Yes No

5) How often does your Performance assessment match to your expectations?Never Rarely SometimesOften Every time6) According to you, how often should the Performance Review take place?Once a week Once a month Every 3 monthsPerformance Appraisal Effectiveness MBA (Human Resources)69Every 6 months Once a year Performance Appraisal Effectiveness MBA (Human Resources)


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