1

CONTENTS
Chapter Chapter 1 Chapter 2 Introduction Organization profile Contents Page No.

Chapter 3 Chapter4 Chapter5

Theoretical Frame work Data Analysis & Interpretation Findings ,conclusion &Suggestions Questionnaire Bibliography

ABSTRACT

Performance Appraisal is A systematic, periodic and as far as humanly possible an impartial rating of an employees excellence in matters pertaining to his present job and his potentialities for a better job. The Aim of the study is to see Practical application of Performance Appraisal System in NMDC LTD.SPONG IRON UNIT. To study the effectiveness of the New Performance Appraisal System (GPAMS) Global Performance Appraisal Management System in NMDC LTD.SPONG IRON UNIT. To suggest if any for effectiveness the New Performance Appraisal System. The project report is done by administering a questionnaire by using primary Data and analysis was done by using average method. It was found that GPAMS (Global Performance Appraisal Management System) in NMDC LTD.SPONG IRON UNIT is more effective than the old Performance Appraisal System in terms of co-ordination of the employees by identifying their strength & weakness and also Training & Development. An organization can arrange it is activities in a manner that it enables it to perform better than most achieve excellence in whatever it is doing; it will still have weakness and room for improvement.

PERFORMANCE APPRAISAL INTRODUCTION Once the employee has been selected, trained and motivated he is then apprised of his performance. Performance appraisal is the steps where the management finds out how effective it has been top communicated with the employee and rectify them.

Employee appraisal techniques are said to have been used for the first time in the First World War when at the instance of Waller dill Scot the U.S army adopted man-to-man rating system for evaluating military personnel.

During the 1920-30 period relational wage structures for hourly paid workers were adopted in industrial units under this system the policy of giving grade wise increments on the basis of merit were accepted. These early employee plans were called merit rating program which continued up to the fifties however attention began to be devoted to the performance appraisal of the technical professional and managerial personnel.

Definition: The term performance appraisal has defined by various authors, of these the widely accepted definitions are as follows: EDWIN B.FLIPPO defines performance appraisal as A systematic, periodic and as far as humanly possible an impartial rating of an employees excellence in matters pertaining to his present job and his potentialities for a better job. DALE S.BEACH defines performance appraisal, as It is a systematic evaluation of the individual with respect to his performance on the job and his potential for development. According to M.W.CUMMINGS performance appraisal or merit rating attempts to recognize and reward the personal abilities that an individual brings to the job, measured by the extent to which his output or quality of his work exceed the minimum that even reasonably be expected for his basic rate of pay. So it can be said that performance appraisal is the process of evaluating the employees performance on the job in terms of requirements of the job

OBJECTIVE OF THE STUDY:

The following are the specific objectives behind taking up of the study in this organization:

To study and analyze the performance appraisal system prevailing in the organization.

To compare and contrast the old and the new performance appraisal system of NMDC LTD.SPONG IRON UNIT.

To study the effectiveness of the new performance appraisal system of

NMDC LTD.SPONG IRON UNIT.

To suggest if any, to enhance the performance appraisal system in NMDC

LTD.SPONG IRON UNIT.

SCOPE OF THE STUDY:

The study enables me to understand the practical way of implementing the performance appraisal system. This study helps the organization to identify the areas to improve their performance appraisal system in tune with the employee requirements. The present study makes a comparison of the old performance appraisal with the new performance system and how the new performance system is a best fit for the present industry trends. The study covers the employees who are in the arena of the new performance appraisal system. The departments included a such as personnel, administration, finance, and other associated departments of NMDC LTD.SPONG IRON UNIT.

IMPORTANCE: Performance appraisal has been considered as the most important and significant tool for the information it provides is highly useful in making decisions regarding personal aspects such as promotions and merit increases. Performance measures also link information gathering and decision making process, which provide a basis for judging the effectiveness of the personnel subdivisions such as recruiting, selection, training and compensation. Accurate information plays an important role in the organization as a whole. They help pinpoint weak areas in the primary areas. It is easy for managers to see which employ needs training or counseling because jobs are grouped by categories. These performance data is available management can maintain consistent promotion and compensation policies throughout the system. Below are given reasons why the experts think performance appraisal is important: 1. They provide systematic judgments to back up the salary increases, transfers, demotions or terminations. 2. There are means of telling a subordinate how he is doing and suggesting needed changes in his behavior, attitude, skills or job knowledge. They let him know where he stands with the boss. 3. The superior uses them as a base line for catching and counseling the individual. According to Cummins the objective of performance appraisal is to improve the efficiency of the enterprise by attempting to mobilize the

best possible efforts from individuals employed in it. Such appraisal has four objectives including salary reviews, the developments and training of individuals, planning job rotation and promotions. On the basis of merit rating or appraisal procedures of various companies in India, the main objectives of performance appraisal are: 1. To enable an organization to maintain inventory of the number and quality of all managers and to identify and meet their training needs and Aspiration. 2. To determine increments and to provide a reliable index for promotions and transfer to greater responsibility. 3. To maintain individual and group development by informing the employees of their performance standard. 4. To suggest ways of improving employees performance when he is not found to be up to the mark

SOURCES OF DATA
PRIMARY DATA: -

Data collected from employees through questionnaires, Interviews and discussions with staff with open ended and close ended questions.

SECONDARY DATA: -

The data include information obtains from the other external sources like magazines, other publications and internet, annual reports, circulars, journals, information brochures and other literature of the company.

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METHODOLOGY

Data is collected in the form of survey method with the help of questionnaire.

Taking the sample size as 100 employees.

Sample technique: convenience sampling.

Questionnaire: open ended and closed ended questions.

SAMPLE SIZE: The well-structured questionnaire with a sample size of 100 employees. SAMPLE UNIT: The sample unit i.e., total employees in the organization were 293 of which was taken as the sample size. So that it would confine to 30% of the total sample unit. SAMPLE METHOD: The primary data was collected through the opinions of the employees and the questionnaire method and the findings are made by the percentage method. The research was conducted through various statistic tools and techniques.

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LIMITATIONS:Accuracy of the report is completely dependent on the employees respondents. The study is limited to only NMDC LTD.SPONG IRON UNIT. An in depth study couldnt be conducted because of the limited time period.

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Chapter-2

14

Chapter-III
THEORITICAL FRAME WORK

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INTRODUCTION: Performance Appraisal is the process of assessing the performance and progress or of a group of employees on a given job and his potential for future development. It consists of all formal procedures used in working organizations to evaluate personalities, contributions and potentials of employees. Performance Appraisal is the systematic, periodic and an impartial rating of an employees excellence in matters pertaining to his present job and his potential for a better job. It is the process of obtaining, analyzing and recording information about the relative worth of an employee. OBJECTIVES OF PERFORMANCE APPRAISAL: The main purposes of Performance Appraisal are as follows: To provide feedback to employees so that they come to know where they stand and can improve their job performance. To provide a valid database for personnel decisions concerning placements, pay, promotion, transfer, punishment, etc. To diagnose the strengths and weaknesses of individuals so as to identify further training needs. To provide coaching, counseling, career planning and motivation to subordinates.

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USES OF PERFORMANCES APPRAISAL: Performance Appraisal provides valuable information for personnel decisions such as pay increase, promotions, demotions, transfers and terminations. Management gets an objective basis for discussing salary increase and promotions with the staff. Thus, performance appraisal serves as the basis for suitable personnel policies. It helps to judge the effectiveness of recruitment, selection, placement and orientation systems of the organization. It is useful in analyzing training and development needs. These needs can be assessed because performance appraisal reveals people who require further training to improve their weaknesses. It also identifies individuals with high potential who can be groomed up for higher positions. ESTABLISHING PERFORMANCE STANDARDS

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The appraisal process begins with the setting up of criteria to be used for appraising the performance of employees. The criteria are specified with the help of job analysis which reveals the content of a job. This criteria should be clear, objective and in writing. It should be discussed with supervisors to ensure that all the relevant factors have been included. Where the output can be measured the criteria is clean. If work performance cannot be measured, the personal characteristics, which contribute to employee performance, must be determined. These characteristics include work quality, honesty and reliability, cooperation, teamwork, job knowledge, initiative, leadership, safety consciousness, attendance, learning ability, adaptability, judgment, sense of responsibility, health and physical condition, etc., these standards should be indicated on the appraisal form. Appraisal forms should be carefully designed. In addition, who is to do the appraisal and how frequently appraisal is to be done should also be decided. In fact, performance standards will depend upon the objectives of the appraisal i.e., to appraise actual performance on the present job or to judge potential for higher jobs. COMMUNICATING THE STANDARDS: The performance standards specified in the first step are communicated and explained to the employees so that they come to know what is expected of them. The standards should be conveyed to the evaluators. The reactions of the employees to the standards should be obtained. If necessary the standards may be revised or modified in the light of feedback obtained from the employees and the evaluators.

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MEASURING PERFORMANCE: Once the performance standards are specified and accepted, the next stage is the measurement of actual performance. This requires choosing the right technique of measurement, identifying the internal and external factors influencing performance and collecting information on results achieved. Personal observations, written reports and face-to-face contacts are the means of collecting data on performance. The performance of different employees should be so measured that it is comparable. What is measured is more important than how it is measured. COMPARING THE ACTUALS WITH THE STANDARDS: Actual performance is compared with the predetermined performance standards. Such comparison will reveal the deviations, which may be positive or negative. Positive deviations occur when actual performance exceeds the standards. On the other hand, excess of standard performance over the actual performance represents negative deviation. PROBLEMS IN PERORMANCE APPRAISAL: The main problems involved in performance appraisal are as follows: ERRORS IN RATING: Performance Appraisal may not be valid indicator of performance and potential of employees due to the following types of errors: Halo effect:

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It is the tendency to rate an employee consistently high or low on the basis of overall impression. One trait of the employee influences, the raters appraisal on all other traits. For example, an employee may be rated high on performance just because he sits on the job late in the evening. Similarly a person who does not shave regularly may be considered lazy at work and may be underrated. This error may be minimized by rating all the employees on one trait before taking up another trait. Stereotyping: This implies forming a mental picture of a person on the basis of his age, sex, caste or religion. It results in an over simplified view and blurs the assessment of job performance. Central tendency: It means assigning average ratings to all the employees in order to avoid commitment or involvement. This is adopted because the rater has not to justify or clarify the average ratings. As a result the ratings are clustered around the midpoint. Constant error: Some evaluators tend to de lenient while others are strict in assessing performance. In the first case performance is overrated while in the second case it is underrated. This tendency may be avoided by holding meetings so that the raters understand what is required of them. Personal bias:

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Performance appraisal may become invalid because the rate dislikes an employee. Such bias or prejudice may arise on the basis of regional or religious beliefs and habits or interpersonal conflicts. Bias may also be the result of time. Recent experience or first impression of the rater may affect the evaluation. Spill over effect: This arises when past performance affects assessment of present performance. For instance, recent behavior or performance of an employee may judge him LACK OF RELIABILITY: Reliability implies stability and consistency in the measurement. Lack of consistency over time and among different raters may reduce the reliability. Different qualities may not be given proper weightage. Factors like initiative are highly subjective and cannot be qualified. INCOMPETENCY: Raters may fail to evaluate performance accurately due to lack of knowledge and experience. Post appraisal interview is often handled ineffectively. NEGATIVE APPROACH: Performance appraisal loses most of its value when the focus of management is on punishment rather than a development of employees. MULTIPLE OBJECTIVES: Raters may get confused due to too many objectives or unclear objectives of performance appraisal.

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RESISTANCE: Trade unions may resist performance appraisal on the ground that it involves discrimination among its members. Negative ratings may affect interpersonal relations and industrial relations particularly when employees/ unions do not have faith in the system of performance appraisal.

LACK OF KNOWLEDGE: The staff appraisal performance of employees might not be trained enough to make correct appraisal. Approaches to performance Appraisal: Approaches to performance appraisal generally has three approaches A causal unsystematic and often haphazard appraisal: This method was commonly used in the past but now it has given way to more formal method, the main basis here was seniority or quantitative measures and quality of output for rank and file personal. The traditional and highly systematic approach: Employee characteristic and employee contribution or both are taken into account in the rating obtained of separate personnel is comparable. The behavioral approach, emphasizing mutual goal setting:

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According to Mc. Gregor in traditional approach the supervisor is placed in the position of playing gods he judges at times criticizes the personnel therefore emphasis has been laid on the appraises and appraise.

EVALUATION PROCESS:

Establish performance standards Communicate standards/expectations to employee

Measure the actual performance by following the instruction Adjust actual performance due to environmental influence

Compare adjusted performance with that of others and pervious

Communicate the actual performance to the employee

Communicate the actual performance to the employee

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Suggest changes in job analysis and standards, if any

Follow up performance appraisal report

METHODS,

TECHNIQUE

OR

TOOLS

FOR

APPRAISING

PERFORMANCE: Several methods and techniques of appraisal are available for measuring the performance of an employee the methods and scales differ for obvious reasons. First, they differ in the sources of traits or qualities to be appraised. The qualities may differ because of difference in job requirements and the opinion of the management, second they differ because of the different kinds of workers who are being rated viz., factory workers executives salesman. Third the variations may be caused by the degree of precision attempted in an evolution. Finally, they may differ because of the methods used to obtain weighting for different traits. There is agreement on the best method to evaluate managerial professional or salaried performance. Different authors have suggested different approaches. For example Rock and Lewis, have classified the methods into two broad based categories

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The narrow interpretation The broad interpretation Robbins gives three categories Single trait-Single subject Single trait-Multiple subject Multiple trait-Single subjects METHODS OF PERFORMANCE APPRISAL TRADITIONAL METHODS: 1. Straight ranking method. 2. Man-to-man comparison method by objectives method. 3. Grading method. 4. Graphic rating scales method. 5. Forced choice description method. 6. Checklist method 7. Forced distribution method. 8. Free form or essay method. 9. Critical incidents method. 10. Group appraisal method. 25

11. Field review method. MODERN METHODS: 1. Assessment center method. 2. Appraisal by results or MBO. 3. Human asset accounting method. 4. Behaviorally anchored rating scale method (BARS)

TRADITIONAL METHODS STRAIGHT RAKING METHOD: It is oldest and simple straight method of performance appraisal. The Whole man that is the ranking of man is done against that of another the relative position of each man is tested in terms of his numerical rank i.e. persons are tested in order of merit and placed in simple grouping. This is the simple method of separating the most efficient from the least efficient and relatively easy to develop and use. In this method with it is very difficult to compare a single individual with human beings having varying behavior trait. PAIRED COMPARISION TECHNIQUE OF EACH EMPLOYEE:

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Every trait of each employee is compared with all the other persons in pairs one at a Time. With this technique is simple and easy than the ordinary ranking method. The number of time each individual is compared with another is tallied on a piece of paper these number yield the rank order of entire group. MAN- TO- MAN COMPARISION METHOD: This technique was used by the U.S.A army during the First World War by this method Certain factors are settled for the purpose of analysis (such as leadership, dependability)and a scale is designed by the rating for each factor are awarded to them.

Advantage: This method is used in the job evaluation and is know as the factor comparison method. Disadvantage: In performance appraisal it is not of much use because the designing of scale is completed. GRADING METHOD:

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The rater considers certain factors and makes them accordingly to a scale certain categories of worth and established and carefully defined the selected features may be analytical ability, cooperation, dependability, Selfexpression, leadership and organizing ability they may be an outstanding, Bvery good, C- very good/average, D-fair, E-poor and F-very poor. GRAPHIC OR LINEAR RATING SCALE: This is the most commonly used method of performance appraisal under this, a printed form, one for each employee to be rated according to these factors, employee characteristics and employee contribution. In employee characteristics are included such qualities as initiative, leadership, co-operation, dependability, industry, attitude, enthusiasm, loyalty, creative ability, analytical ability, and co-ordination. In employee contribution are included the quality of work, the quantity of work the responsibility assumed, specific goals achieved, regularity of attendance attitude towards superiors and associates etc., these traits are then evaluated on a continuous scale.

Sometimes discontinuous scale is used where in one factor is used along a scale consisting of appropriate boxes or sequence which are to be ticked. Advantages: The rating scale is easy to use and permits a statistical tabulation of scores. Disadvantages:

28

This method suffers from a serious disadvantage for its arbitrary and rating is generally subjective. FORCED CHOICE DESCRIPTION METHOD: This method was evolved after deal of research conducted for the military services during World War attempts to correct raters tendency to give consistently low or high rating to all employees. Advantages: The method used calls for objective reporting and minimum subjective judgment. Disadvantages: This method is not clearly superior to traditional rating method trained technicians are needed to prepare sets of series for each occupational group and most managers do not like to rate in the dark. FORCED DISTRIBUTION METHOD: This method was evolved by Joseph Tiffin after statistical work this system is used to minimize raters bias so that all personal may not be placed at high end or low end of the rating

29

scale, under this system. It is assured that and desirable to rate only on two factors viz., job performance and promo ability. For this purpose a five-point performance scale is used without any descriptive statements are placed between two extremes of good and bad performance. Advantages: This method is simple to understand and very easy to apply in organization. Disadvantages: This method tends to eliminate or reduce bias but its use in wage administration to low morale and low productivity CHECK LIST METHOD: Under this system the rater do not evaluate personnel department does employee performance he supplies reports about it and the final rating. A series of questions are prepared concerning an employee to his behavior, the rater, then checks to indicate if the answer to question about employee is positive or negative. EX: Is the employee really interested or in the job? Yes/no FREE FORM OR ESSAY METHOD: Under this method the supervision makes a free form open-ended appraisal of the employee in his own words and puts down his impressions about the employee. He takes note of these factors.

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EX: Job knowledge and potential, employee characteristics and attitude, quality and quantity control etc. Advantages: As essay can provide good deal of information about the employees. Disadvantages: It contains a subjective evaluation of the reported behavior of an individual and may effect such decisions as lay off etc. CRITICAL INCIDENTS METHOD: This method was developed following the research done by the armed forces in the United States during World War II, the essence of the system is that it attempts to performance of the raters job. These events are known as critical events. Advantages: This approach reduces the regency effect (most recent incidents get too much emphasis) of most performance ratings. Disadvantages: Negative incidents are generally more noticeable than positive ones. GROUP APPRAISAL METHOD:

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Under this method employees are rated by a group, consisting of their superiors who have some knowledge of their performance, the supervisor explains the group the nature of his subordinates duties the group then discuss the standard of the performance of the job. The actual performance of the employee is then matched or compared with the standard set. Advantages: This is through very simple and is devoid of any for its multiple judges. Disadvantages: It is very time consuming. FIELD REVIEW METHOD: Under this method a trainer employee from the personnel interviews line supervisors to evaluate their respective subordinates. The appraiser is fully equipped with definite set of question usually memorized in advance. The supervisor is required to give his opinion about the progress of his subordinates. Advantages: This system is useful for large organization and does not suffer from weakness that is evident in other system. Disadvantages: The main defect is that it keeps management representative too busy with appraisal.

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MODERN METHODS: APPRAISAL BY RESULTS OR MANAGEMENT BY OBJECTIVES (MBO): The method has been evolved by Peter Ducker this method is potentially a powerful philosophy of managing and an effective way for operational sing process. It seeks to minimize external controls and maximize internal motivation by joint goal setting between the manager and the subordinates and increasing subordinates own control of the work. It strongly reinforces the importance of allowing the subordinates to participate actively in decision that affects him directly. M.B.O Process: Although M.B.O has something of a mystery if is fairly simple procedure it has five steps to follow. Set organization goals. Joint goal setting. Performance reviews. Set checks posts. Feedback. Benefits of M.B.O Program: M.B.O helps and increases employee motivation.

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Managers are more likely to compete with themselves then with other managers. M.B.O results in a mean end chain. M.B.O reduces role conflicts. M.B.O provides more objective appraisal criteria. Drawbacks: 1. M.B.O program takes a deal of time energy and from completing on the part of the managers and he becomes so enmeshed in the assigned functions that he looses sight of the goal. It has been called the activity trip by adorn. 2. Those executives who have been involved find it very difficult to think about the results of work rather than the work itself. 3. There is sometimes a tug of war in which the subordinates try to set lowest targets possible and the superiors highest targets possible. ASSESSMENT CENTER METHOD:

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The assessment center concept was initially applied to military situations by simoniet in the German army in the 1930 the purpose of this method is to test candidates in asocial situations. These simulations are important for job success under this method many evaluators join to judge employee performance in several situations with the use of variety of criteria it is used mostly to help select employees for the first level (lowest) supervisory positions. Assessments are made to determine employee potential for purpose of promotion. The assessments is done with the help of couple of employees and involves a paper and pencil test interview and situational. Some of the features of the system are: 1. The use of situational exercises. 2. Evaluation is drawn from experienced manager with proven ability levels of management. 3. They evaluate all employees individually and collectively. 4. The member prepares a summary report and feedback on face to face basis administered to all candidates asks for it.

Advantages: To measure potential for first level supervision sales and upper management positions. 1. To determine individual training and development of the employees.

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2. To select recent college students for entry-level positions. 3. To make early determination of potential. 4. To assist in implementing affirmative action goals. Disadvantages: The approach suffers from many real hazards. One of them is the exam taking solid performers in day to day operations suddenly check in simulated environment. Another drawback is the potential bad effects on those not selected to participate in the exercise. HUMAN ASSET ACCOUNT METHOD: The human asset accounting method refers to activity devote to attacking money estimates to the value of the firms internal human organization and external consumer goodwill. If able, well trained personnel leave affirm the human organization is worthless, it they join its human assets are increased. The current value of the firms human organization can be appraised by developed procedure by undertaking periodic measurements of key casual and interviewing variables. Key casuals include structure of the organization management policies leadership, skills and behavior. The interviewing variables include loyalties, attitudes, motivation etc. BEHAVIOURALLY ANCHORED RATING SCALES:

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This is new appraisal technique, which has been recently developed. The procedure usually has five steps. Generate critical incidents: Persons with knowledge of the job to be appraised are asked to describe specific illustrations of effective and ineffective performance behavior. 2. Develop performance dimension: Those people they clusters the incidents into smaller into smaller set of performance dimensions each cluster is then defined. 3. Re-allocation incidents: Any group of people who also knows the job they reallocate the original critical incidents. They are given the cluster definitions and critical incidents and asked to redesign each incident to the dimensions best described. 4. Scale of incidents: The second group is asked generally to rate the behavior described in the incident as to how effectively our ineffectively it represents Performance on the appropriate dimension.

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CHAPTER-IV

DATA ANALYSIS
AND

INTERPRETATION
38

INTRODUCTION

A questionnaire consisting of 15statements are distributed to 100 members of staff. I have calculated the percentage of performance according to the parameters. Statement wise analysis or staff and overall employee

performance has been calculated.

For each question, the respondents table by showing all the departments according to the staff and the same table will be shown in the form of graphs. For the overall analysis, the table will be shown in bar diagram and overall employee performance on job will indicate on bar diagram.

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1) Are you aware of the New Performance Appraisal System in your Organization.

S.NO 1 2 3 4

Accepted level Agree Partly Agree Partly Disagree Disagree Total

No. Of. Respondents 100 0 0 0 100

% Of Respondents 100 0 0 0 100

Above table is represented in the form of a graph.

Total 4 0 Dis agree 0 P artly dis agree 0 P artly agree A gree 0 10 20 30 40 3

100

100 50 60 70 80 90 100

No.of res pondents% of res pondents

40

From the above table it is clear that Here 100% agreed that they are aware of objective of this organization.

2) Are you clear about the policies, procedures and techniques involved in the New Appraisal System.

S.NO 1 2 3 4

Accepted level Agree Partly Agree Partly Disagree Disagree Total

No. Of. Respondents 72 15 8 5 100

% Of Respondents 72 15 8 5 100

Above table is represented in the form of a graph:

Total 4 Dis agree 5 P artly disagree 8 P artly agree A gree 0 10 20 30 15 72 40 3

100

50

60

70

80

90

100

No.of respondents % of res pondents

From the above table it is clear that 72% of the employees say that it is agree that there are clear about the policies, procedures and techniques involved in the New

41

Appraisal System. Where as 15% of the employees say that it is partly agree. 8%say that it is to partly disagree and 5% say disagree.

3) The New Performance Appraisal system is Good but depends on how it is implemented.

S.NO 1 2 3 4

Accepted level Agree Partly Agree Partly Disagree Disagree Total

No. Of. Respondents 74 20 3 3 100

% Of Respondents 74 20 3 3 100

Above table is represented in the form of a graph.

Total 4 Dis agree 3 P artly dis agree3 P artly agree A gree 0 10 20 30 20 74 40 3

100

50

60

70

80

90

100

No.of respondents % of respondents

From the above table it shows that the New Performance Appraisal system is good but depends on how it is implemented. Where as 74% of the employees agree that another 20% of them say it is partly agree. 3% of the employees say it is partly disagree and 3% of them say it is disagree.

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4) The New Performance Appraisal System identifies even the small factors of performance which were not included in the previous format. S.NO 1 2 3 4 Accepted level Agree Partly Agree Partly Disagree Disagree Total No. Of .respondents 50 20 20 10 100 % Of Respondents 50 20 20 10 100

Above table is represented in the form of a graph.

Total 4 Disagree Partly disagree Partly agree Agree 0 20 3 10 20 20 50 40

100

60

80

100

N o.of respondents

% of respondents

From the above table it is clear that 50% of the employees say it is agree that the performance appraisal system identifies even the small factors of performance which were not included in the previous format.20% say that it is it partly agree. 20% of them said it is partly disagree and 10% say it is disagree.

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5) The New Performance Appraisal system is helps in identifying our performance and to analyze our work effectively.

S.NO 1 2 3 4

Accepted level Agree Partly Agree Partly Disagree Disagree Total

No. Of. Respondents 85 10 3 2 100

% Of Respondents 85 10 3 2 100

Above table is represented in the form of a graph.

Total 4 Dis agree 2 P artly dis agree3 P artly agree A gree 0 10 20 30 10 85 40 3

100

50

60

70

80

90

100

No.of respondents % of respondents

From the above table it is clear that 85% of the employees say that they are New Performance Appraisal system is helps in identifying our performance and to analyze our work effectively.10% of the employees partly agree. 3% partly disagree whereas there is 2% disagree.

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6) The New Performance Appraisal system is definitely an improvement over the previous systems in terms of co-ordination from the supervisor for facilitation of work. S.NO 1 2 3 4 Accepted level Agree Partly Agree Partly Disagree Disagree Total No. Of. Respondents 85 10 3 2 100 % Of Respondents 85 10 3 2 100

Above table is represented in the form of a graph.

Total 4 Dis agree 2 3 P artly dis agree P artly agree 10 A gree 0 10 20 30 85 40 3

100

50

60

70

80

90

100

No.of res pondents% of res pondents

From the above table it is clear that 85% of the employees agree say that New Performance Appraisal system is definitely an improvement over the previous systems in terms of co-ordination from the supervisor for facilitation of work. 10% partly agree. 3% partly disagree. Only 2% say disagree.

7) Do you feel that the new performance appraisal system is not desirable?

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S.NO 1 2 3 4

Accepted level Agree Partly Agree Partly Disagree Disagree Total

No. of Respondents 40 40 10 10 100

% of Respondents 40 40 10 10 100

Above table is represented in the form of a graph.

Total 4 Disagree 10 Partly disagree 10 Partly agree Agree 0 40 40 20 40 3

100

60

80

100

No.of respondents % of respondents

From the above table it is clear that 40% of the employees say that it is agree that the performance appraisal systems is not desirable for the company. Another 40% also partly agree. But 10% say it is partly disagree where as only 10% say it is disagree.

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8) The new appraisal system offers an opportunity for you to discover your strength and weaknesses S.NO 1 2 3 4 Accepted level Agree Partly Agree Partly Disagree Disagree Total No. Of. Respondents 85 10 3 2 100 % Of Respondents 85 10 3 2 100

Above table is represented in the form of a graph.

Total 4 D isagree Partly disagree Partly agree Agree 0 20 3 2 3 10 85 40

100

60

80

100

N o.of respon dents

% of respon ts den

From the above table what we can interpret is that 85% of the employees say that the new appraisal system offers an opportunity for you to discover your strength and weakness. Another 10% of them also say it is partly agree. 3% of the employees say it is partly disagree. 2% of the employees say it is disagree.

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9) Was the self appraisal format easy or you had any problems in justifying the claims made by you in your work. S.NO 1 2 3 4 Accepted level Agree Partly Agree Partly Disagree Disagree Total No. Of. Respondents 50 20 20 10 100 % Of Respondents 50 20 20 10 100

Above table is represented in the form of a graph.

Total 4 Disagree Partly disagree Partly agree Agree 0 20 3 10 20 20 50 40

100

60

80

100

No.of respondents

% of respondents

From the above table it is clear that 50% of the employees say it is agree self appraisal format easy or you had any problems in justifying the claims made by you in your work.20% say it is partly agree. 20% of them say that it is partly disagree. There is 10% who says it is disagree.

(10) Does the new performance appraisal system motivate to improve your performance. 48

S.NO 1 2 3 4

Accepted level Agree Partly Agree Partly Disagree Disagree Total

No. Of. Respondents 80 10 5 5 100

% Of Respondents 80 10 5 5 100

\Above table is represented in the form of a graph.

Total 4 Disagree Partly disagree Partly agree Agree 0 20 3 5 5 10 80 40

100

60

80

100

No.of respondents

% of respondents

From the above table it is clear that 80% of the employees the New Performance Appraisal System Motivates. To improve your performance. 10% say it is partly agree. 5% says it is partly disagree and. 10% say it is disagree

(11) The appraiser is the right person to appraise your performance.

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S.NO Accepted level 1 2 3 4 Agree Partly Agree Partly Disagree Disagree Total

No. of Respondents 88 5 5 2 100

% of Respondents 88 5 5 2 100

Above table is represented in the form of a graph.

Total 4 Disagree Partly disagree Partly agree Agree 0 20 40 3 2 5 5 88

100

60

80

100

No.of respondents

% of respondents

From the above table it is clear that 88% of the employees say that the appraiser is the right person to appraise your performance. Another 5% of the employees say it is partly agree.5% say it is partly disagree and only 2% say that it is disagree.

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(12) The new appraisal system provides for a frank discussion between the appraiser and the appraisee. S.NO 1 2 3 4 Accepted level Agree Partly Agree Partly Disagree Disagree Total No. of Respondents 85 10 3 2 100 % of Respondents 85 10 3 2 100

Above table is represented in the form of a graph.

Total 4 D isagree P artly disagree P artly agree A gree 0 20 3 2 3 10 85 40

100

60

80

100

N o.of respon ts den

% of respon ts den

From the above table it is clear that 85% of the employees agree that the appraisal system provides for a frank discussion between the appraiser and the appraisee. Even 10%also say it is partly agree. 3% say it is partly disagree only 2% say it is disagree.

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(13)The new method is giving regular feedback about their potential for higher level of jobs. S.NO 1 2 3 4 Accepted level Agree Partly Agree Partly Disagree Disagree Total No. of Respondents 84 10 3 3 100 % of Respondents 84 10 3 3 100

Above table is represented in the form of a graph.

Total 4 Disagree 3 Partly disagree Partly agree Agree 0 20 3 10 84 40 3

100

60

80

100

No.of respondents

% of respondents

From the above table it is clear that 84% of the employees say it is agree that new method is giving regular feedback about their potential for higher level of jobs. 10%say it is partly agree. 3%say it is partly disagree and 3% say it is disagree.

(14) This system is identifying training & development systems.

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S.NO 1 2 3 4

Accepted level Agree Partly Agree Partly Disagree Disagree Total

No. of Respondents 91 3 3 3 100

% of Respondents 91 3 3 3 100

Above table is represented in the form of a graph.

Total 4 Disagree Partly disagree Partly agree Agree 0 20 40 3 3 3 3

100

91 60 80 100

N o.of respondents

% of respondents

From the above table it is clear that 91%of the employees say it is that this system is identifying training & development systems. 3%bsay it is partly agree. 3%say it is partly disagree. 3% say it is disagree.

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(15) The organization has got effective communication for execution of the New Performance Appraisal. S.NO 1 2 3 4 Accepted level Agree Partly Agree Partly Disagree Disagree Total No. of Respondents 88 10 1 1 100 % of Respondents 88 10 1 1 100

Above table is represented in the form of a graph.

Total 4 Disagree 1 Partly disagree 1 Partly agree Agree 0 20 40 10 88 3

100

60

80

100

No.of respondents

% of respondents

From the above table it is clear that 88% of the employees say it is Agree the organization has got effective communication for execution of New Performance Appraisal 10% says it is partly agree. But 1% says that is it partly disagree and 1% says is it disagree.

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CHAPTER-V

FINDINGS&SUGGESTIONS

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FINDINGS

Most of the employees have clear understanding of existing performance appraisal system (new) and they are aware of the policies and procedures of evaluation of the existing system.

Employee have a clear understanding about the procedures used in the new performance appraisal.

The new performance appraisal system is helping the employees and organization to identify the training & development programme.

Employees are not so comfortable with the existing performance appraisal system because they do not have proper knowledge about the tools used in performance appraisal system.

Employees are given freedom in setting their targets but with proper guidance from the superiors.

Companys promotion policies are well defined to the employees, so it reflects on the performance appraisal system.

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 Employees feel that the new performance appraisal system is helping the employees to develop good interpersonal relations with the superiors.

It is found that the new appraisal system is acting like a motivational tool and is enabling the employees to improve their performance.

The new performance appraisal system is helping the employees to do SWOT analysis of their performance.

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CONCLUSION

From the above findings we can conclude that the new appraisal system followed in Global Hospitals is adequate and relevant. The system in Global Hospitals well defined and is appropriate, and is tied directly to the organization to the strategies.

It is found that the new performance appraisal is just not used for giving increments and salaries but also helping the employee to develop his performance and it has increased the relationship between the superior and subordinates.

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SUGGESTIONS

The strength of any organization is its Human Resources, so in order to change human resource in to valuable assets performance appraisal system is helping so much to the organization.

It is suggested that the global organization adopt good procedures and policies for the effective implementation of the new appraisal system It should be seen that the co-ordination between the superior and subordinates is made effective for the effective implementation of the new performance appraisal.

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RECOMMENDATIONS

1. Arrange regular meetings and ground discussions so that your superiorsubordinate relations can improve.

2. It is better to conduct appraisal interviews.

3. Transparency and constitution should be practiced to give confidence to the employee.

4. The extension of performance appraisal system like pay hike, promotion etc should be done has objective as possible to give approved.

5. Performance appraisal system should be in the way where employees go for self-actualization needs rather then other needs like pay, bonus, etc.

6. Employees should come voluntarily to give suggestions.

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QUESTIONNAIRE

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QUESTIONNAIRE

Name of respondent: Age:

Department: Designation:

1) Are you aware of the New Performance Appraisal System in your Organization. A) Agree B) Partly agree C) Partly disagree D) Disagree

2) Are you clear about the policies, procedures involved in the New Appraisal System. A) Agree B) Partly agree C) Partly disagree D) Disagree

3) The New Performance Appraisal system is Good but depends on how it is implemented. A) Agree B) Partly agree C) Partly disagree D) Disagree

4) The New Performance Appraisal System identifies even the small factors of performance which were not included in the previous format. A) Agree B) Partly agree C) Partly disagree D) Disagree

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5) The New Performance Appraisal system is helps in identifying our performance and to analyze our work effectively. A) Agree B) Partly agree C) Partly disagree D) Disagree

6) The New Performance Appraisal system is definitely an improvement over the previous systems in terms of co-ordination from the supervisor for facilitation of work. A) Agree B) Partly agree C) Partly disagree D) Disagree

7) The performance appraisal system is not desirable for the company. A) Agree B) Partly agree C) Partly disagree D) Disagree

8) The new appraisal system offers an opportunity for you to discover your strength and weakness. A) Agree B) Partly agree C) Partly disagree D) Disagree

9) What Problems did you experience during self appraisal. Found self appraisal easy or had no problems. A) Agree B) Partly agree C) Partly disagree D) Disagree

10) Is the New Performance Appraisal System Motivates. To improve your performance A) Agree B) Partly agree C) Partly disagree D) Disagree

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11) The appraiser is the right person to appraise your performance. A) Agree B) Partly agree C) Partly disagree D) Disagree

12) The new appraisal system provides for a frank discussion between the appraiser and the appraisee A) Agree B) Partly agree C) Partly disagree D) Disagree

13) The new method is giving regular feedback about their potential for higher level of jobs. A) Agree B) Partly agree C) Partly disagree D) Disagree

14) This system is identifying training & development systems. A) Agree B) Partly agree C) Partly disagree D) Disagree

15) The organization has got effective communication for execution of the New Performance Appraisal. A) Agree B) Partly agree C) Partly disagree D) Disagree

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BIBLIOGRAPHY

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BIBLIOGRAPHY

BOOKS:

T.V.RAO, Appraising and Developing Managerial performance, 1998,5th Edition, Excel Books, pp.71-90.

K.ASWANTHAPPA, Human Resource and Personnel Management, 1992, 3rd Edition, TATA McGraw-Hill, pp.199-240.

WEBSITES:

www.performanceappraisal.com www.hrd.com www.google.com www.wikipedia.com

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