1

ACKNOWLEDGEMENT

The journey from beginning to completion has been a very humbling experience. I
have been enriched not only in Knowledge but also as an individual. This project is
the inspiration, encouragement and intellectual as well as cooperation of so many
persons associated it. In this regards I would like to extend my gratitude and thanks to
all those who have helped me in the completion of this project.

I express my gratitude to Prof.Ashish Vyas , our honorable guide for permitting me

to carry out my project and helped me in preparing my questionnaire and the entire
project report. He always gave his valuable suggestions and precious time as and
when required.

I express my thanks to the Director of ZIBACAR Dr. Amod Markale for extending
his support. I would also like to thanks my friends for helping me in providing
information and documents.

Finally, I would like to thanks all the respondent for taking out time to fill in the
questionnaires. I would be failing in my duty if I don’t express my gratitude to my
family members and friends for all patience shown to me during the course of this
project and helped me making it successful.

2
 DECLARATION

I am Vaishnavi Yadav a Bonafied student of Zeal Institute Of Business

Administration, Computer Application & Research, Narhe, Pune, would like to
declare that the project.

Study Of Performance Appraisal Process Of Candidates at Epitome

Components Ltd Ahmednagar entitled to be submitted in partial fulfillment of
Master Of Business Administration master degree course of the Savitribai Phule
Pune University, has not formed the basis for the award of any degree, diploma (or)
any other University (or) other similar institution of learning.

This report is in partial fulfillment of Master of Business Administration course

submitted for viva-voice Examination held at Zeal Institute of Business
Administration, Computer Application & Research, Narhe, Pune.

Date

Place: Pune.
Signature of Student

(Vaishnavi Yadav)

3
 INDEX

Sr. Particulars Page

No. No.
1 Executive Summary.
1.1 Introduction of Project
1.2 Project Title
1.3 Organisation

2 Introduction.
2.1 Characteristics of Appraisal System
2.2 Performance Appraisal Method
2.3 Objectives & Scope of Study

3 Theoretical Background.
3.1 What is the Role of Performance Appraisal

3.2 Benefits of Performance Appraisal

4 Literature Review

5 Research Methodology
6 Data Analysis & Interpretation

7 Conclusion

8 Findings & Suggestions

9 Bibliography

10 Annexure.

4
 CHAPTER NO. 1

EXECUTIVE SUMMARY
1.1 Introduction of Project
1.2 Project Title
1.3 Organisation

5
EXECUTIVE SUMMARY

This project report is a review based on theory as well as the industry outlook of
performance appraisal system of the organization. The performance appraisal system
of Epitome Components Pvt. Ltd. collected through various primary
and secondary sources have been included in the report which gives a fair idea of
the kind of appraisal system being followed across various Corporates.

1.1 INTRODUCTION OF PROJECT

This project is about the Performance appraisal which is also known as employee
appraisal, is a method by which the Job performance of an employee is evaluated.
Performance appraisals are regular reviews of employee performance within
Organizations.

1.2 PROJECT TITLE

The title of the project is “Study Of Performance Appraisal”. At Epitome

Components Pvt. Ltd, As the name indicates it is the Analysis of the Performance
Appraisal Process prevalent in the organization.

1.3 ORGANISATION

project for epitome has been its recent investment in double side and multi-layer
manufacturing facilities. They have commenced commercial production of double
side pcbs from oct 2009. They are preferred suppliers to leading indian and mncs
such as lg, videocon, nokia, phillips, thomson, halonix, surya, bharti telecom, jabil,
flextronics Epitome components ltd is a privately held company promoted by the
dhoot family. The company was incorporated on 8th sept’94 and commenced
production of single side pcbs in nov’96. The initial capacity of the plant was 15000
sqm/month.
Epitome has been expanding its production capacity from time to time in order to
capture the market demands. Today the production capacity of single side pcbs stands
at 100,000sqm/month, which is the largest capacity in india. Epitome’s quest for

6
continual improvement in processes and technologies has attracted joint venture with
epitome for manufacturing rf pcbs. This venture started operations in nov 2007 and
combines the rf expertise of trackwise with volume manufacturing capabilities of
epitome. The most important and others

7
CHAPTER NO. 2
INTRODUCTION
2.1 Characteristics of Appraisal System

2.2 Performance Appraisal Method

2.3 Objectives & Scope of Study

8
 INTRODUCTION
A performance Appraisal also referred to as a performance review, performance
evaluation, development discussion or employee appraisal is a method by which the
job performance of an employee is documented and evaluated. Performance
appraisals are a part of career development and consist of regular reviews of
employee performance within organizations. A performance appraisal is a systematic
general and periodic process that assesses an individual employee's job performance
and productivity in relation to certain pre-established criteria and organizational
objectives. Other aspects of individual employees are considered as well, such
as organizational citizenship behavior, accomplishments, potential for future
improvement, strengths and weaknesses, etc.
To collect Performance Appraisal data, there are three main methods: objective
production, personnel, and judgmental evaluation. Judgmental evaluations are the
most commonly used with a large variety of evaluation methods. Historically,
Performance Appraisal has been conducted annually however many companies are
moving towards shorter cycles, and some have been moving into short-cycle
Performance Appraisal. The interview could function as "providing feedback to
employees, counseling and developing employees, and conveying and discussing
compensation, job status, or disciplinary decisions". Performance Appraisal is often
included in performance management systems.
Performance management systems are employed "to manage and align" all of an
organization's resources in order to achieve highest possible performance. "How
performance is managed in an organization determines to a large extent the success or
failure of the organization. Therefore, improving PA for everyone should be among
the highest priorities of contemporary organizations".
Some applications of Performance Appraisal are compensation, performance
improvement, promotions, termination, test validation, and more. While there are
many potential benefits of PA, there are also some potential drawbacks. For example,
PA can help facilitate management-employee communication; however, PA may
result in legal issues if not executed appropriately, as many employees tend to be
unsatisfied with the PA process. Performance Appraisals created in and determined as
useful in the United States are not necessarily able to be transferable cross-culturally.

9
 2.1 Characteristics of an Appraisal System
Performance appraisal cannot be implemented successfully unless it is accepted by all
concerned.

Some of the important considerations in designing a performance appraisal system

are:
• Goal : The job description and the performance goals should be structured,
mutually decided and accepted by both management and employees.
• Reliable and consistent: Appraisal should include both objective and
subjective ratings to produce reliable and consistent measurement of
performance.

• Practical and simple format: The appraisal format should be practical,

simple and aim at fulfilling its basic functions. Long and complicated formats
are time consuming, difficult to understand, and do not elicit much useful
information.
• Regular and Routine: While an appraisal system is expected to be formal in
a structured manner, informal contacts and interactions can also be used for
providing feedback to employees.

• Participatory and open: An effective appraisal system should necessarily

involve the employee's participation, usually through an appraisal interview
with the supervisor, for feedback and future planning. During this interview,
past performance should be discussed frankly and future goals established. A
strategy for accomplishing these goals as well as for improving future
performance should be evolved jointly by the supervisor and the employee.
• Relevance and responsiveness: Planning and appraisal of performance and
consequent rewards or punishments should be oriented towards the objectives
of the programme in which the employee has been assigned a role. For
example, if the objectives of a programme are directed towards a particular
client group, then the appraisal system has to be designed with that
orientation.
• Commitment Responsibility: for the appraisal system should be located at a
senior level in the organization so as to ensure commitment and involvement
throughout the management hierarchy.

10
 2.2 Performance Appraisal Methods

Numerous methods have been devised to measure the quantity and quality of
performance appraisals. Each of the methods is effective for some purposes for some
organizations only. None should be dismissed or accepted as appropriate except as
they relate to the particular needs of the organization or an employee.
Broadly all methods of appraisals can be divided into two different categories.
 Past Oriented Methods
 Future Oriented Methods
• Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing

job related performance criterions such as dependability, initiative, output,
attendance, attitude etc. Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are derived. Advantages –
Adaptability, easy to use, low cost, every type of job can be evaluated, large number
of employees covered, no formal training required.
2. Checklist: Under this method, checklist of statements of traits of employee in the
form of Yes or No based questions is prepared. Here the rater only does the reporting
or checking and HR department does the actual evaluation. Advantages – economy,
ease of administration, limited training required, standardization. Disadvantages –
Raters biases, use of improper weighs by HR, does not allow rater to give relative
ratings.
3. Forced Choice Method: The series of statements arranged in the blocks of two
or more are given and the rater indicates which statement is true or false. The rater is
forced to make a choice. HR department does actual assessment. Advantages –
Absence of personal biases because of forced choice. Disadvantages – Statements
may be wrongly framed.
4. Forced Distribution Method: here employees are clustered around a high point
on a rating scale. Rater is compelled to distribute the employees on all points on the
scale. It is assumed that the performance is conformed to normal distribution.
5. Critical Incidents Method: The approach is focused on certain critical
behaviors of employee that makes all the difference in the performance. Supervisors
as and when they occur record such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces
recency biases, chances of subordinate improvement are high.
6. Behaviorally Anchored Rating Scales: statements of effective and ineffective
behaviors determine the points. They are said to be behaviorally anchored.

11
 • Future Oriented Methods

1. Management By Objectives: It means management by objectives and the

performance is rated against the achievement of objectives stated by the
management. MBO process goes as under.
 Setting performance standards
 Comparison of actual goals with goals attained by the employee
 Establish new goals and new strategies for goals not achieved in previous
year.

2. Psychological Appraisals: These appraisals are more directed to assess

employees potential for future performance rather than the past one. It is done in the
form of in-depth interviews, psychological tests, and discussion with supervisors and
review of other evaluations. It is more focused on employees emotional, intellectual,
and motivational and other personal characteristics affecting his performance. This
approach is slow and costly and may be useful for bright young members who may
have considerable potential. However quality of these appraisals largely depend upon
the skills of psychologists who perform the evaluation.
3. 360-Degree Feedback: It is a technique which is systematic collection of
performance data on an individual group, derived from a number of stakeholders like
immediate supervisors, team members, customers, peers and self. In fact anyone who
has useful information on how an employee does a job may be one of the appraisers.
This technique is highly useful in terms of broader perspective, greater self-
development and multi-source feedback is useful. 360-degree appraisals are useful to
measure inter-personal skills, customer satisfaction and team building skills. However
on the negative side, receiving feedback from multiple sources can be intimidating,
threatening etc. Multiple raters may be less adept at providing balanced and objective
feedback.

12
2.3 Objectives & Scope Of Study

 Objectives

1. To identify the technique of Performance Appraisal followed in

Epitome Components Pvt Ltd.

2. To study how the employees are rated against these parameters.

3. To identify how the performance of the employees is improved and enhanced.

4. To provide suggestions & recommendations to improve their Performance

Appraisal.

 Scope

1. As most of the company’s overall performance depends on its employee’s

performance which depends largely on the PERFORMANCE APPRAISAL of
the organization.
2. So the project has wide scope to help the company to perform well in today’s
global competition.
3. The core of the project lies in analyzing and assessing the organization and to
design an Performance Appraisal Process manual for the organization.

13
 CHAPTER NO. 3
THEORETICAL BACKGROUND
3.1 What Is The Role Of Performance Appraisal?

3.2 Benefits of Performance Appraisal

14
1.1 What Is The Role Of Performance Appraisal?
We've seen from previous discussions, that people are one of a company's most
valuable assets. While most assets depreciate over time, people, viewed as assets,
may actually appreciate. One of the manager's major responsibilities is to improve
and update the knowledge and skills of employees appreciation of assets.
Performance appraisal plays a significant role as a tool and technique of
organizational development and growth. In essence, effective appraisal
systems provide both evaluation and feedback. The main aim of the evaluation is
to identify performance.

when performance does not meet the organizational standards. whereas feedback is
necessary to inform employee about those performance gaps. From the employee's
perspective, performance appraisal informs them about what is required of them in
order to do their jobs, it tells them how well they have achieved those objectives and
helps them take corrective action to improve their performance, and, finally, it may
reward them for meeting the required standards. The firm, on the other hand, needs a
performance appraisal system in order to establish principles of managerial
accountability. Clearly, where employees are given responsibilities and duties, they
need to be held accountable. One of the functions of performance appraisals is to
ensure that people are accountable for their organizational responsibilities. Perhaps
the most significant benefit of performance appraisals is the opportunities they
provide supervisors and subordinates to have one-on-one discussions of important
work issues. During appraisals, subordinates and supervisors can focus on work
activities and goals, identify and correct existing problems, and encourage better
future performance.
• Performance Appraisal and Motivation
Motivational research has recognized the power of recognition as an incentive.
Performance appraisals provide employees with recognition for their work
efforts. The appraisal system provides the supervisor with an opportunity to indicate
to employees that the organization is interested in their performance and
development. This recognition can have a positive motivational influence. on the
individual’s sense of worth, commitment and belonging.
• Performance Appraisal Training and Developement
Performance appraisals identify performance gaps. As such, they provide an excellent
opportunity for a supervisor and subordinate to recognize and agree upon individual
training and development needs. Performance appraisal discussion may identify the
presence or absence of work skills. Further, the need for training can be made more
relevant if attaining the requisite job

15
1.2 Benefits of Performance Appraisal
• Improving Communication
All too often, employees and managers don't get along and can't understand why.
Problems that stem from a lack of communication can sometimes be resolved with a
performance appraisal. If the appraisal is used as an opportunity to describe the
criteria on which performance is judged using meaningful and relevant examples
then the employee will walk away from the meeting with a better understanding of
how to best perform his job. For example, "John, when I say you need to be more
customer-focused, what I really want is to see you greet the customers with a smile
when they enter the store, and ask how you can help."
• Providing a Career Path
The performance appraisal is the perfect opportunity to address long-term goals that
may not be on the everyday to-do list. Not only does this provide the employee with
an opportunity to be of greater use to an organization, the employee feels pleased and
valued. Lighting the way toward a successful career path inspires loyalty and stability
and can improve the bottom line, especially when the employee's first concern is the
health of the business, and subsequently, her career.
• Improving Decision-Making Ability
When a company has detailed information on employee performance, business
decisions become easier. Filling open positions with existing staff strengthens the
organization and promotes loyalty. Knowing which employees display what strengths
improves the speed with which projects can be assigned. Appraisals also provide a
framework when making decisions about compensation and layoffs. If the
organization becomes the unfortunate party to a lawsuit, the performance appraisal
can refute or support claims. As a result, the effective use of performance appraisals
helps an organization operate efficiently and with focus.

16
 CHAPTER NO. 3

LITERATURE REVIEW

17
 LITERATURE REVIEW

Organizations exist to achieve goals. Goals are only met when individual employees
efforts matches with policy of the organization and thus bringing out success and
effectiveness. The assessment of how successful employees have been at meeting
their individual goals therefore becomes a critical part of HRM and here comes
Performance Appraisal System.

Performance appraisal is an important component of the information and control

system. In today’s flexible organizations, performance evaluation provides an
important way for managers to clarify performance goals and standards and to
enhance future individual performance. Thus the purpose of performance appraisal is
to improve the organization’s performance through the enhanced performance
of individuals. The performance appraisal system:

1. Is an organizational necessity.

2. Is based on well defined objective criteria.

3. Is based on careful job analysis.

4. Uses only job related criteria.

5. Is supported by adequate studies.

6. Is applied by trained qualified raters.

7. Is applied objectively throughout the organization.

8. Can be shown non discriminatory as defined by law.

18
 CHAPTER NO. 5
RESEARCH METHODOLOGY

19
 RESEARCH METHODOLOGY

Type of Research:

Descriptive research:-
Descriptive research study includes survey and fact finding enquiries of different kind
which help the researchers to describe the present situation that makes the analysis.
Descriptive research is “aimed at casting light on current issues or problems through a
process of data collection that enables them to describe the situation more completely
than was possible without employing this method”

Sampling design techniques:-

Non-probability sampling technique was used .
Non-probability sampling is a sampling technique where the samples are gathered in
a process that does not give all the individuals in the population equal chances of
being selected.

Sampling size:-
Sample size determination is the act of choosing the number of observations or
replicates to include in a statistical sample. The sample size is an important feature of
any empirical study in which the goal is to make inferences about a population from
a sample.
The items selected from the population constitute the sample size. The study covers
the Candidates of Epitome Components Pvt Ltd
Sample size was 100

20
Types of Data
1. Primary data
PRIMARY DATA is data that has not been previously published, i.e. the data
is derived from a new or original research study and collected at the source, it
is information that is obtained directly from first-hand sources by means of
surveys, observation or experimentation.
1. Interviews
2. Questionnaire
3. Observation

No. of respondents for primary data: 100

2. Secondary Data
Secondary sources of data collection:-
Secondary data was the main source of gathering information. The
default cases studied and analyzed were in the form of record files of
company’s employee.
Secondary data is the readymade or readily available data obtained
form following sources.
1. Internet :
2. Books :
Books are the easily available sources of data. By referring the
books from college library &the book store, the required
information for project work is collected.

21
 CHAPTER NO.6

DATA ANALYSIS &

INTERPRETATION

22
1.Which method of performance appraisal is used in epitome components pvt ltd
(please tick in appropriate box)

a) 360 degree b)Straight Ranking c)Weighted Checklist

d)Managemet by Objectives

Sr.no. Methods Respondents Percentage

1 360 Degree 80 80%

Straight
2 20 20%
Ranking

Weighted
3 0 0
Checklist

Management
4 0 0
by Objectives

Total 100 100%

360 Degree

Straight Ranking

Weighted Checklist

Management by
Objectives

23
INTERPRETATION

In above statement 80% of employees are said that method is used in

performance appraisal and 20% are employees are agreed with straight
ranking method are used in performance appraisal method.

2 In Your Company, the Key Competencies are considered for measuring your
performance?

a) Very true b)true c)Partly true d)Not true

Response Category No. of Responses Percentage

Very True 0 0
True 8 8
Partly True 18 18
Not True 74 74

Very True
TRUE
Partly True
Not True

Interpretation:
Most of the respondents (74%) found the above statement to be Not True´. This was
followed by 18% of the respondents feeling that this statement was Partly True for
their organization. Only 8% of the people found it to be True.

24
3. Training programs provided to develop employees competence after
communicating his/her performance?
a. Very true b)true c)Partly true d)Not true

Response Category No. of Responses Percentage

Very True 0 0
True 10 10
Partly True 50 50
Not True 40 40

Very True
TRUE
Partly True
Not True

Interpretation:
Quite a large number of respondents (40%) shared the view that the appraisal system
did not give a clear understanding of all appraisals, job to both appraiser and appraise
by saying that it was Not True. Only 50% and 10% of the respondents felt that the
above statement was True and Partly True respectively.

25
4.Employees regularly receive feedback about their potential for higher level
jobs?

a) Very true b)true c)Partly true d)Not true

Response Category No. Of Responses Percentage

Very True 0 0
True 8 16
Partly True 7 14
Not True 35 70

Very True TRUE Partly True Not True

0%

16%

14%

70%

Interpretation:
70% of the respondents agreed that the appraisal system did not helped them to know
their potential to perform at higher levels. Plan their performance well by saying that
it was Not True. Only 16% and 14% people felt that this statement was True and
Partly True.

26
5. Your Company’s promotion policies are clearly defined and linked
performance?

a) Very true b)true c)Partly true d)Not true

No. of Respondents Percentage

Yes 30 30%
True 50 50%
Partly True 10 10%
Not True 10 10%

Chart Title
Yes TRUE Partly True Not True

10%

10% 30%

50%

Interpretation

In above statement 50% and 30% employees are said that promotion policies are
linked with performance and 10% respondents feeling that this was partly true &
remaining 10% respondents found that above statement not true

27
6.The Company rewards to your performance?

a)Yes b)No

No. of Respondents Percentage

Yes 95 95%
No 5 5%

Company provide rewards for performance

Yes No

5%

95%

Interpretation
In above statements most of 95% employees are said that company provide
rewards for performance and remaining 5% are not agreed with this
statement.

28
 5. Do you receive any increment in your salary after performance Appraisal.
a)Yes b)No

No. of Respondents Percentage

a)Yes 80 80%
b)No 20 20%

Increment in salary after Performance

Appraisal

No
20%

Yes
80%

Interpretation

In above statement 80% of employees said that they receive increment in their salary
after performance appraisal and 20% of employees are not agreed with above
statements.

29
 6. On what basis performance appraisal is made?

a)Total Output b)Behavioural Efficiency c)Both

No.of Respondents Percentage

a)Total Output 60 60%
b)Behavioural Efficiency 30 30%
c)Both 10 10%

On what Basis Performance Appraisal is

made
a)Total Output b)Behavioural Efficiency c)Both

10%

30%

60%

Interpretation

In above statement most of 60% of employees are said that performace appraisal is
made by total output & 30% are said that it is depend on behavioural efficiency and
remaining 10% are said that both are importance for performance appraisal.

30
8. Are you satisfied with the appraisal process of the organization?

a) Yes b)No

No.Of Respondents Percentage

Yes 80 80%
No 20 20%

Satisfied with Performance Appraisal

No
20%

Yes
80%

Interpretation

80% of employees are satisfied with appraisal process of organisation and remaining
20% employees are not agreed with above statement.

31
9.The performance appraisal system helps to identify the strenghth and
weakness of the employees?

a)Strongly Agree b)Agree c)Disagree d)Strogly Disagree

No. of Repondents Percentage

a)Strongly Agree 80% 80%
b)Agree 20% 20%
c)Disagree 0 0
d)Strongly Disagree 0 0

Chart Title
a)Strongly Agree b)Agree c)Disagree d)Strongly Disagree

0% 0%

20%

80%

Interpretation

In above statement 80% of employees are said that they are strongly agree that
performance appraisal system that helps to identify the strength and weakness of the
employees and remaining 20% are agree with above statement.

32
10.The overall Implementation of performance appraisal is

a)Excellent b)Very Good

c)Good d)Average
e)poor

No. Of Respondents Percentage

Excellent 60 60%
Very Good 20 20%
Good 10 10%
Average 5 5%
Poor 5 5%

Implementation Of Performance Appraisal

Excellent Very Good Good Average Poor

5%
5%

10%

20% 60%

Interpretation

In overall implementation of performance appraisal 60%of employees said that its

excellent,20% of employees are agreed with its very good,10% of employees are said
that is good and remaini 10% are said that it is average and poor respectively.

33
CHAPTER NO. 7
CONCLUSION

34
CONCLUSION

Performance appraisal is the process of reviewing employee performance.The set

expectations in a realistic manner, documenting the review, and delivering the review
verbally in a face-to-face meeting, to raise performance standards year over year
through honest and constructive feedback. In the process management expects to
reinforce the employee’s strengths, identify improvement areas so that one can work
on them and also set stretched goals for the coming year.
Effective performance management requires a good deal of face-to-face supervisor-
employee interaction. By knowing the subordinates, a supervisor can steer them onto
a path of greater productivity and optimized output. It is one of the most significant
and indispensable tool for an organization as it helps in getting to know the people
who work for them. Provides information, which helps in taking important decisions
for the development of an individual and the organization.

35
 CHAPTER NO. 8

FINDINGS & SUGGESTIONS

36
 FINDINGS & SUGGESTIONS
• Findings
1.Through the questionnaire it was found that were and known to most of the
top and senior management while middle and management at Epitome
Components pvt. Ltd. were a bit not clear about it. This could be attributed to
the fact that senior and top management were more involved in decision
making and policy formulation than are the middle and lower management.

2.In Epitome Components pvt.Ltd, he Organization believed that Self appraisal is the
best for managers and above. To improve interpersonal communication and behavior
by peers and subordinates is essential.

• Suggestions
1.To improve attendance there should be rewards for those employees who attains
above 95% attendance.

2.There should be training sessions to improve team building.

3.There should be proper training for appraisal to the employees.

4.In the beginning of the year employee must know the performance
standards on which his/her performance will be judged in end of year.

37
CHAPTER NO. 9

BIBILOGRAPHY

38
BIBILOGRAPHY
Human Resource Management by P. Subarao.

Search Engine:
1. Google.com
2. Yahoo.com
3. Wikipedia.org

Internet Sites:
1. www.epitomecomponents.com

News Papers:
1. The Hindu
2. Times of India
3. Indian Express

39
CHAPTER NO. 10

ANNEXURE

40
ANNEXURE

Questionnaire for Employees;

1. Employer Name. ____________________

2. What department do you work in. ____________________

3. Which method of performance appraisal is used in epitome components pvt ltd

a)360 Degree b) Straight Ranking c)Weighted Checklist

d)Management by Objectives

4. In your company the key competencies are considered for measuring your
performance ?

a) Very true
b) True
c) Partly true
d) Not true

5. Training programs provided to develop employees competence after

communication his/her performance?

a) Very true c)Partly True

b) True d) Not true

6. Employees regulary receive feedback about their potential,for higher level jobs?

a) Very true
b) True
c) Partly true
d) Not true

41
7. Your companies promotion policies are clearly defined and linked performance?

a) Yes
b) True
c) Partly true
d) Not true

8.The company rewards to your performance?

a)Yes
b)No

9)Do you receive Any increment in your salary after performance appraisal?

a)yes
b)no

10.
10.On What basis Performance Appraisal is made?

a)Total Output
b)Behavioural Efficiency
c)Both

11.Are you satisfied with the appraisal process of organisation?

a)Yes b)No

12.The performance appraisal system helps to identy the strength and weakness of
employees

a)Strongly Agree b)Agree

c)Disagree d)Strongly Disagree

13.The overall implementation of performance appraisal is

a)Excellent b)Very Good

c)Good d)Average
e)poor

42