HUMAN RESOURCE MANAGEMENT PROJECT on PERFORMANCE APPRAISAL SYSTEM ACKNOWLEDGEMENT It is a matter of pride and privilege for me to adequately express

my deep indeb tedness, thanks and guidance to my project guide Mr. S Kohli (Head finance/Plant Controller) Mr. Ajay Singla (Manager, Finance) for his valuable guidance, co-op eration and constant inspiration. I take the opportunity to express my gratitude to Mr. Sanjay who took pains to s ee that I get all facilities required for my project work and enlightened me abo ut real working of organization. I also acknowledge my thanks to all the other s taff members Mr. Bharat Bhushan, Mr.Rabinder Singh (Accountant) who directly hel ped me in my project.

Lavjinder Singh

DECLARATION I, Lavjinder Singh , hereby declare that the project entitled EFFECTS OF MERG ERS AND ACQUISITION IN FEDERAL MOGUL assigned to me by FEDERAL MOGUL GOETZE (IND IA) LTD.., during my 6 weeks of industrial training for the partial fulfillment of B.B.A (BACHELOR OF BUSINESS ADMINISTRATION), degree from PUNJABI UNIVERSITY, PATIALA, is the original work done by me and the information provided in the stu dy is authentic to the best of my knowledge. This study has not been submitted to any other institution or university fo r the award of any other degree.

Lavjinder Singh

EXECUTIVE SUMMARY The title of project is EFFECTS OF MERGERS AND ACQUISITIONS-With refere nces of GOETZE (INDIA) LIMITED and FEDERAL MOGUL GOETZE INDIA , which is all about mergers, acquisition, and takeovers. It includes definition of Mergers their ty pes, benefits, and reasons for mergers according to Life Cycle of Industry. Obje ctive is to know the positive effect of merger on Goetze Company. All the data is gathered from secondary resources like books, m agazine, newspaper, and through Internet. However, due consideration is given to data to be as primarily as it can be. Some important information related to the company is collected by some officers of the company due to the training, like journal, annual report of GOETZE (INDIA) LIMITED and FEDERAL MOGUL GOETZE INDIA, to how this company is merging and what effects of mergers and acquisitions aff ected to the company, which is written in detail. Goetze (India) Ltd. (GIL) is a Joint Venture Company of Federal Mogul in India. The company promoted by Escorts in Nov. '54 in technical and fi nancial collaboration with Goetz-werke of Germany is one of the leading manufact urers of Automotive Piston Rings in the world. The product range covers Piston r ings, Pistons, Cylinder liners, Light Alloy Castings and Sintered Products. In 90 s, a new company Brico Goetze (India) was set up in collab oration with T&N Plc for manufacture of Sintered Metal Components. As the Govern ment has introduced various new emission norms, the focus in the type of rings h as shifted, that are required by the customer both in terms of materials as well as profiles & coatings. Subsequent to this the market conditions of Automotive Business seems to be promising as India is likely to become a global source for rings for many Intentional vehicle manufacturers. The company made proposal to a cquire the entire share capital of EML (Escorts Mahle Limited), a piston manufac turer, through a SPV and this proposal was approved in the Directors meeting whi ch was held on 15th June, 2002. After year 2000, Escorts Pistons Ltd and Coupled Investmen t Pvt. Ltd. were amalgamated with the company following the approval from High C ourt of New Delhi. With this amalgamation, the company has consolidated its mark et leadership as a composite manufacturer of Piston Assemblies comprising of pis tons, pins etc. CHAPTER-1: INTRODUCTION OF THE COMPANY

1899

History 1899 1940: Founded on Innovation 1941 1956: Diversifying for Success 1957 1974: Going Global 1940: Founded on 1975 Innovation 2005: A Bright Future

The Federal-Mogul Corporation was founded in 1899 by J. Howard Muzzy and Edward F. Lyon as the Muzzy-Lyon Company. The partners sold mill supplies and rubber go ods, but they also set up an early subsidiary called the Mogul Metal Company. Un der this new umbrella, they began to revolutionize the bearing industry. The pai r started developing specialized metals to meet different bearing needs, and the y were pioneers in die-casting replacement bearings to the right size and shape. Before the latter innovation, mechanics had to gouge out the old bearing from t

he motor block and pour in new metal. Important dates: 1901 The Mogul Metal Company created a new Babbitt metal called Mogul and sold it und er the Duro and Mogul brand names. 1903 The Muzzy-Lyon Company incorporated and elected its first board of directors. 1919 The organization s first stockholder meeting was held. 1921 Total employment for the Muzzy-Lyon Company reached 500. 1924 The company merged with Federal-Bearing and Bushing a manufacturer of engine bea rings and bushings and became Federal-Mogul Corporation. 1929 With a fellowship from the Battelle Memorial Institute, Federal-Mogul establishe d a research division. The corporation s sales reached $4.8 million. 1931 Federal-Mogul introduced Equi-Poise boat propellers and formed a marine division . 1932 The company developed a new alloy called C-100, which was the first new bearing material since the discovery of Babbitt metal. 1934 Federal-Mogul s research staff refined the C-100 alloy and released the new C-50 a lloy. These developments revolutionized bearing manufacture and durability. Acquisitions in this time period included: Douglas-Dahlin Co., U.S. Bearings Co. , Watkins Manufacturing Co., Pacific Metal Bearing Co., Superior Bearings Co. an d Watkins Rebabbitting Canada (first international acquisition). 1941 1956: Diversifying for Success

This period was marked by an almost insatiable demand for Federal-Mogul s products . The company s engine bearings and motorboat propellers became star performers in the ever-changing product lineup. In addition, Federal-Mogul acquired other man ufacturing companies, diversified operations and increased output. These combine d efforts catapulted Federal-Mogul into the FORTUNE 500 list and a new level of success. Important dates: 1941 Federal-Mogul became the world s largest manufacturer of motorboat propellers. 1947 The Company opened a new research facility in Ann Arbor, Michigan, as total sale s reached $85 million and employment hit 6,200. 1949 Federal-Mogul celebrated its 50th anniversary. 1955 The company merged with the Bower Roller Bearing Company a producer of straight and tapered roller bearings and became Federal-Mogul-Bower Bearings, Inc. 1956 This newly formed entity debuted on the FORTUNE 500 list at number 350 as total sales reached $100 million. Acquisitions in this time period included: Hyde Windlass Co., National For metal Co., and Bearings Company of America, National Motor Bearing Co., National Seal

Co. and Arrowhead Rubber Co. 1957 1974: Going Global

Remaining, as ever, a company on the move, Federal-Mogul-Bower shifted some of i ts manufacturing operations overseas and officially formed its International Div ision. This global expansion helped push sales upward and made the company even more competitive. During this time period, the company also returned its corpora te headquarters to Southfield, Michigan, and changed its name back to Federal-Mo gul Corporation after merging with Sterling Aluminum Products. Important dates: 1959 The corporation installed an IBM computer at its Coldwater Service Headquarters in Coldwater, Michigan. 1960 Business operations were established in Switzerland. 1962 Federal-Mogul-Bower opened its first overseas service center in Antwerp, Belgium . 1963 The company s Arrowhead Division facility expanded to produce components for the N ASA Saturn launch vehicle. 1965 The Company merged with Sterling Aluminum Products and changed its name back to Federal-Mogul Corporation. 1966 Federal-Mogul corporate headquarters were relocated from downtown Detroit to Sou thfield, Michigan. 1969 The company s sales reached $263.3 million. 1974 Federal-Mogul celebrated its 75th anniversary as employment climbed to 13,500. Acquisitions in this time period included: Microtech Corp., Avondale Holdings, I nc., Rich Manufacturing Corp., National Grinding Wheel, Metal Removal Co., Carbi de & Abrasives Tool Corp., Research Molding, Fox-Niedner Corp. and Taylor Indust ries, Inc. 1975 2011: A Bright Future

For more than a century, the global automotive industry has relied upon Federal -Mogul products and services for power, safety and performance. Today, the organ ization is building upon past accomplishments and forging new industry benchmark s. The company has expanded into arenas ranging from aerospace and railroad to c ommercial vehicles while maintaining our world-class standards for service and p roducts. Now we are positioned for another hundred years of success with our str ategy for sustainable global profitable growth around the globe. Important dates: 1979 NAPA began selling Federal-Mogul parts under its brand. 1981 The NASA space shuttle launched with Federal-Mogul s Arrowhead parts. Total company sales reached $833 million, while employment climbed to 15,000 Late 1990s Federal-Mogul grew from a $2 billion supplier to a more than $6 billion supplier . Following this expansion, the company remains focused on a strategy of sustain able global profitable growth. 1999

Federal-Mogul celebrated 100 years. 2001 The company filed voluntary Chapter 11 and U.K. Administration petitions to sepa rate its asbestos liabilities from its true operating potential. 2005 Acquisitions in this time period included: Robert G. Evans Co., Hanauer Machine Works, Inc., Metal Tec, Inc., Mather Co. and Fel-Pro, Inc. 2007 Federal-Mogul Corporation emerges in Goetze. 2008 Federal-Mogul Corporation lists Class A common stock on NASDA Corporate Leader

HISTORY OF THE COMPANY These masters of trade natured does work in such a way t hat it soon developed into shady tree. Destiny in the shape of partition tried t o shake the trees at its roots, but its protectors ever ready to face the diffic ulties shifted the operations of the concern to Gurgaon and within no time the c ompany acquired a place of envoy in the company. Today, a small agency of 1944 h as been converted into Rs. 6000 million multi- product group. The story of this e nterprise has the tremendous progress and that took in the short span of 5 decad es in a testimony of the co-operation and teamwork of all the family workers, ma nagers, shareholders and others. It shall go down in the history of management t hrough co-operation and team spirit in India.

INDEX 1. Executive Summary 2. Scope of the Project 3. Introductio 4. Process of performance appraisal 5. Purpose of performance appraisal 6. When and Who to conduct appraisals 7. What is to be evaluated 8. Elements of an effective appraisal system 9. Corporate outlook 10 10.Conclusion 11.References 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 report starts with the Introduction and Literature Review of performance appraisal system that outlines its history, definitions, purposes, types, process, methods, appraiser, paramet ers of evaluation and the essentials of an effective appraisal system. Further t he performance appraisal system of three companies Bharti Airtel, Kroll Inc and Co coa Research Institute of Savana, collected through various primary and secondar y sources have been included in the report which gives a fair idea of the kind o f appraisal system being followed across various corporates. Last, the conclusio ns and references has been mentioned.

SCOPE OF THE STUDY The project gives an outline of what performance appraisal is and how it should be conducted, defining the process of appraisal, the person who should be involv ed in the process and wat should be the criteria involved in appraisal. The data has been collected fro various websites which have been mentioned in the refere nces. The methods of appraisal have not been included in the report confining to the word limit and the practical aspect of the topic has been taken care by giv ing information about three corporates that are Bharti Airtel, Kroll Inc and CRI S. INTRODUCTION CONCEPTUAL FRAMEWORK I. Background: 1. The concept of Performance Appraisal dates back to the First World War and wa s then called Merit Rating Programme . Over a period of time, this concept has been thr ough an ocean of change. The areas of evaluation have also changed. 2. According to Carl Heyel, author/editor on management, philosopher and teacher, performance a ppraisal is the process of evaluating the performance and qualifications of the employees in terms of job requirements, for administrative purposes such as plac ement, selection and promotion, to provide financial rewards and other actions w hich require differential treatment among the members of a group as distinguishe d from actions affecting all members equally . II.Change: 1. A few decades ago, the employee used to be appraised by his depart ment head. The department head used to communicate his feedback and comments onl y to the immediate superior of the employee. Thus the feedback was kept confiden tial in nature. As time passed by, the immediate superior started appraising his subordinate s performance and sending his confidential report to the department hea d. These were the periods when the employee was not included in his appraisal pr ocess. The decisions used to be taken by his superiors relating to his pay hike, promotion etc. Thus the system was non-transparent. 2. The current process of performance appraisal is much more open and gives some scope for self-appraisal by the employee. The self-appraisal is followed by a joint discussion with superior and then a decision is taken by the department head on his promotion, pay hike etc. The feedback relating to his performance is directly given to the employee. Thus performance appraisal process has gone through the phase of non-transparen cy to transparency. PROCESS OF PERFORMANCE APPRAISAL PURPOSE OF PERFORMANCE APPRAISAL The objectives of performance appraisal fall in two categories: 1. Administrativ e 2. Self-improvement 1. Administrative Objectives (i) Promotions: This is the most important use of performance appraisal. It is t o the common interests of both the management and employees to promote employees into positions where they can most effectively utilize their abilities. (ii) Transfers: In an organization, it may be necessary to consider various type s of personnel actions such as

transfers, layoffs, demotions and discharges. Such actions can be justified if t hey are based on performance appraisal. (iii)Training & Development: An appropriate system of performance appraisal can be helpful in identifying the areas of skills or knowledge in which certain employe es are not up to par, thus pointing out general training deficiencies, which presumable should be corrected by additional training, discussions or counseling. (iv)Wage and Salary Administration: In some cases, the wage increases are based on the performance appraisal reports. In some cases appraisals and seniority are used i n combination. 1. Self Improvement Objectives The system allows the employee to evaluate his pe rformance, identify the areas which he finds need improvement and based on his p ersonal assessment, take the steps he feels are necessary to improve his perform ance.

WHEN AND WHO SHOULD CONDUCT APPRAISALS? Appraisals typically are conducted once or twice a year, most often annually. Fo r new employees, common timing is to conduct an appraisal 90 days after employme nt, again at six months, and annually thereafter. Probationary or new employees, or th ose who are new and in a trial period, should be evaluated frequently perhaps week ly for the first month and monthly thereafter until the end of the introductory period for new employees. Performance appraisals can be done by anyone familiar with the performance of individual employees. Supervisors who rate their empl yees who rate their supervisors Team members who rate each other Employees selfappraisal WHAT SHOULD BE EVALUATED? The criteria for assessing performance can be: a. Quality & Quantity b. Timeline ss c. Cost Effectiveness d. Need for supervision e. Interpersonal impact f. Innovat ion & Creativity g. Problem Analysis h. Customer orientation i. Market Orientati on j. Entrepreneurial Drive This is not an exhaustive list, but several other pa rameters too can be added depending on job requirements and organizational needs .

ELEMENTS OF AN EFFECTIVE APPRAISAL SYSTEM Use of an appraisal system that is job-related and understand ng for performance raters. Performance-rater familiarity with the nature and imp ortance of job duties on which employee is being rated. Clear identification of standards by which performance will be measured Scheduled, periodic reviews. Obj ective measurement (excellent/good/fair /unacceptable) if the employee is meetin g performance standards. Future action plan. Precautions against improper bias b y raters. PERFORMANCE APPRAISAL SYSTEM IN CORPORATES

 BHARTI AIRTEL (Primary data) KROLL INC (Primary data) CRIS (Secondary data) BHARTI AIRTEL Bharti Airtel is India's largest cellular service provider with more than 79 mil lion subscribers as of November 2008.It offers its TELECOM services under the Ai rtel brand and is headed by Sunil Mittal. The company provides fixed line servic es, broadband services, telephone services and Internet access. The company comp lements its mobile, broadband & telephone services with national and internation al long distance services. Timing of the Performance Appraisal System As per the company policy, Appraisals are conducted on annual basis where either monetary appraisal or position appra isal pr both is done. All the employees are informed through mails and are asked to fill a KRA SHEET (Knowledge Resource Allocation) If in case there are any un usual circumstances, appraisal can be done in once in 6 months also. Appraisal Method- The method used is work standard approach. The steps involve1. Self Appraisal- first the employee given the form to fill and rate himself on t he performance and work objectives fulfilled. 2. Then the immediate appraisal is done by the Reporting manager. The manager conducts a meeting with every employ ee, verifies the data filled by him and calculates the scores for the performanc e. 3. Regional HR- The form is submitted with regional HR head of the company who f urthers add information about the employee (no of leaves taken etc) and gives hi s remarks and recommendations for the appraisal. 4. The final form is sent for a ppraisal to Corporate Office. The copy of the original KRA SHEET of BHARTI AIRTE L is as follows: Performance Management System Docket Half year April 07 - Sep 07 Performance Planning / Review Form Employee Name Des ignation / Department Employee Code / Band Business Unit / Circle Performance Pl anning Half Yearly Performance Review Details of Achievemen ts / % Shortfalls / Scor achieveme Learnings e nt vs (**) ( To be (To target (To filled in by the be be filled employee. fille by the Please attach d by Reporting relevant HR) Mana ger) documents wherever possible) Key Objectiv es / Strategi es / Projects Measure(s )/ Measure(s ) of Completio n (KPI) Target Weighta ge Fi na nc ial Enabling growth of LDS business CCR on backbone for the whole year %age overflow calls on Backbone Projection of E1's for augmentin g on BB 99.7 10% < 6% Projection made by 1st week of every month and ordered placed for atleast 6

0% of projected wherever 10 10 feasible Providing required information within 24hrs for 80% of logged cases Ver ify the availablity of free KLM's and send 99% of orders to TE with in 24hrs Ver ify the resources,r aise the order and implementa tion with TX assistance with i n 48hrs for 60% of cases. Deactivatio n orders raised and sent to Prov with in 2 4hrs Provide the reports of status of Internal orders to all concerned on daily basis. Implementa tion of 70% cases with in 20days Audit score of > 85% Vendor escalation for switch related problems 5 Enabling Custome r Delight Metasolv Order Manageme nt for Switch orders 10 Cu st o m er Manageme nt of Link Shifting & Deactivati on Orders 10 Status update of Internal Orders 5 Pr oc es Awarene ss of Company Diversifica tion of E1's where ever 50% of BB gets affected Awareness of Quality 5 5 s Pe op le & Or g De ve lo p m en t process and policy Self developme nt using E learning Completion of 2 modules us ing Elearning 15 Yellow Belt projects Completion of 2 YB 15 % Achievemen t Name, Signature & Date Employee Reporting Manager Employee Report ing Manager Source: RAMAKRISHNA KAKUMANI, Team Leader Technical, 20 Months experience

KROLL INC. Kroll is a global risk consulting company headquartered in New York. Since its f ounding in 1972 by Jules B. Kroll, the company has expanded beyond private inves tigation and security services into all areas of corporate risk mitigation inclu ding background screening, business intelligence, market intelligence, forensic accounting, electronic discovery, and data recovery, among others. It is a subsi diary of Marsh & McLennan Companies. Timing of the Performance Appraisal System Appraisals are conducted 4 times a ye ar i.e. after every 3 months The first 3 appraisals are more of a feedback and p ay increase is done at the end of the year after the 4th appraisal is done. At t he end of the year bonus is given which is the cumulative result of all appraisa ls done in the year. If in case there is any Who conducts the Appraisal? The immediate appraisal is done by the floor manager . The manager is given the form to fill and rate the employee. This followed by the 360 degree approach wherein the colleagues, subordinates and superiors are g iven the form to fill and rate a particular employee. In the end an overall rati ng is taken and appraisal is done on the basis of that rating. Methods Used Kroll Inc. follows Category ratings method. The appraisal is done in the followi ng two ways: 1. Graphic rating method: In this method the employees were rated o n certain parameters which marked an employee s performance on a continuum. This is basically done for performance appraisal. PARAMETERS TASK ACCOMPLISHMENT PROBLEM SOLVING DECISION MAKING TEAM WORK COORDINATION GRADES ALLOTED

The company uses 4 point rating scale: Below expectation/A; Met most of the expe ctation /AA; Met all the expectation/AAA; Met &exceeded expectation /AAAA OVERAL L PERFORMANCE .. This is: Poor, satisfactory, good a

RECOMMENDED FOR APPRAISAL . Yes/No Date Signed characteristics, where each of them has a weightage based on which an overall sc ore is calculated. This is done basically as means of potential appraisal. PARAM ETERS POSITIVE ATTITUDE ADAPTABLE TO CHANGES EFFECTIVE TEAM MEMBER GOOD LISTENER HELPS PEERS RATING YES/NO YES/NO YES/NO YES/NO YES/NO CORDIAL RELATIONS WITH YES/NO OTHER EMPLOYEES

OVERALL SCORE . Date Signed (RATER SOURCE: PRATEEK CHOPRA, Background Screening Analyst, 6 months experience. COCOA RESEARCH INSTITUTE OF SAVANA (CRIS) The Cocoa Research Institute of Savana (CRIS) was originally Cocoa Research Station of the Department of Agriculture, and 1937. It is a research institution, with a long tradition of study. It has well qualified research staff and has most of equipment required for effective work with the soul focus on ific activities related to cocoa. called the Central was established in thorough scientific the facilities and research and scient

TECHNICAL STAFF: Progression from Technical Assistant Grade III to Senior TA usu

ally takes a minimum of 15 years. Promotion to Senior Technical Officer is by sc reening and selection. Thereafter, at each level, one has to spend a minimum of 5 years. Promotions to higher levels are further constrained by availability of vacancies. RESEARCH STAFF: Progression from Assistant Research Officer to Resear ch Officer requires a minimum of 3 years and gaining a second degree. Thereafter , it takes a minimum of 12 years to move to the position of Chief Research Offic er. All promotions are subject to availability of vacant positions EVALUATION RE PORT -To be completed by Head of Division and signed both by Head and staff memb er assessed. 1. Name (Full) Suzene Kopec Age: 39 years 2. Date of first appointm ent: 21.6.71 3. Date of present appointment: 1.10.81 Station: Tofa 4. Present sa lary: NSc 133 320.00 p.a. Tech. Asst. I 5. Was any warning or disciplinary actio n taken against the officer during the year? No. 6. Brief description of duties performed: Technical Assistant Grade I in charge of the Main Nursery Activities. PART I to be completed by the most senior office in immediate contact with the officer concerned, being of a grade not below. WORK ASSESSMENT- Graphical Rating Method GRADES: O = outstanding; AA = above average; A = average; BA = below average; NO = not observed. Assessment period; grade; duties 1971/75; TA III; personal assi stant, data retrieval including some statistical calculation and assisting in fi eld 1975/76; TA III; labeling and field recording AA AA AA A of vegetative measu rements in progeny trials, some time on numerical data in office 1976/77; TA 11; supervision of nursery preparations, field recording, data handling in office 1 977/80; TA II; nursery work in connection with progeny trials 1980/81; TA II; fi eld recording (growth and reproduction) 1981/82; TA I; same 1982/83; TA I; scori ng of flowers 1983/84; TA I; in charge of work in the greenhouse and nurseries 1 984/85; TA I; in charge of the main nursery A 1985/87; TA I; in charge of the nu rsery A BA A A A A BA BA A A A A A A BA BA A A BA A A A BA BA A A A A A A A A A A A A AA AA A A A AA BA BA A A A AA AA A A AA 0 BA A A A A AA 0 BA A AA A 1 A 2 3 4 5 6 7 8 9 10 11 A A A AA A A AA A N.O. A A AA AA AA AA AA AA AA A A A A A A A A A AA A A A A AA A A AA AA N.O. N.O. A Graphical Rating Method A = Outstanding; B = Very good; C = Sati CONDUCT ASSESMENT sfactory; D = Below Average; E = Poor WORK AND CONDUCT (a) Knowledge of work (b) Ability to work without supervision (c) Initiative (d) Sense of responsibility (e) Capacity for cooperation (f) Supervisory ability (g) Attendance (h) Punctual ity (i) Health (j) Willingness to undertake extra duties Signed . (Supervisor) PROVAL I certify that the above is a fair/unfair assessment of my work and condu ct. As I have reached my maximum since three years now (Signed) Signature of off icer assessed Date: GRADE REMARKS B B C C B A B C B C PART II (CONFIDENTIAL): to be completed by Head of Division Overall Grade (A - E): B Give final remarks in the space below, indicating: ( Ch ecklist method) (a) Recommendation for increment (b) Recommendation for special

commendation (c) Well qualified for promotion out of turn (d) Qualified for prom otion in normal turn (e) Doing well, but requires more experience (f) (i) Not at present suitable for promotion for other reasons (ii) Not at present eligible f or promotion (g) Recommended for increment Signed.............. 10 Additional re marks indicating views of staff assessed on Part I (if any) YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO SOURCE: http://www.fao.org/docrep/w7505e/w7505e07.htm CONCLUSION Performance appraisal is the process of reviewing employee performance vis--vis th e set expectations in a realistic manner, documenting the review, and delivering the review verbally in a face-to-face meeting, to raise performance standards y ear over year through honest and constructive feedback. In the process managemen t 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. REFRENCES 1. http://www.performance-appraisal.com/intro.htm 2. http://www.scribd.com/doc/2 918255/PPTPerformance-Appraisal 3. http://www.fao.org/docrep/w7505e/w7505e07.htm 4. http://www.sideroad.com/Human_Resources/employee_performance_appraisal.html 5 . http://www.wikipedia.com