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A Project Report On


Prepared For and Presented To

(As partial fulfillment for the award of degree in

PGDM) (Specialization-Human Resource)

Words often fail to express inner feelings of gratitude and indebtedness to ones benefactors, but then it is the only readily available medium through which the undersigned can express her sincere thanks to all those who are associated with her work in one way of the other. I feel it my profound privilege to express my most sincere gratitude and indebtedness to my project guide Mr.Ali Imran (Sr.Officer H.R), Mr.Alok Bhardwaj HR Officer & Mohd.Ali Sir who was instrumental in providing me direction, constant encouragement and co-operation in my attempt to take this project to its logical conclusion. I heartily want to thank Mr. Aftab Hussain, Sr.Manager- HR for having granted this wonderful opportunity to pursue my summer project at Samiah International Builders Pvt .Ltd. & properly guide me time to time regarding completion of my project report, and to all the respondents who featured in my survey but remain as nameless entities, I present a deep bow of gratitude. And also to all those who have been of help directly or indirectly but have not featured here. I would like to thank all my teachers at IAMR and especially my mentor Mr.Bharat Bhushan Gaur & Mr.Mohd Waseem without whose support this summer training would not have been possible. In 3

brevity, it was pleasure working in the organization, which provided me the most congenial environment.

Arriving at an acceptable, simple and valid method for appraising performance of employees has been a problem engaging more attention of managers now a days than any other aspect of management.

For a vast organization like Real Estate Organization, the appraisal report is a vital document for the organizational planning, growth and development and also for providing satisfaction to the employees. At the same time Performance Appraisal is a dynamic concept. No system is completely acceptable and dependable. For this reason within the management ranks, Performance Appraisal remains to be one of the most debatable topics of Human Resource Management. Even a well planned and carefully administered appraisal program does not fetch the expected results. There is, therefore, need for reviewing the total system and modifying it to accommodate the changing needs before a particular system outlines its purpose.

The present attempt aims at identifying the characteristic features of the existing system of Performance Appraisal System in SIG and understanding the extent of effectiveness towards its objectives with a view to suggesting future improvement.

I ,Niwedita Singh, hereby declare that the project titled PERFORMANCE APPRAISAL at Samiah International Builders Pvt Ltd. are original and bonafide work carried out by me during the year 2008-2010 under the able guidance of Mr. Aftab Hussain in partial fulfillment of the requirement of Post Graduate Diploma in Business Management at IAMR. I also declare that this project is a result of my effort and no part of this project has been published earlier or been submitted as a project by me for any degree or diploma for any institute or university.

Batch: 2008-2010 Place: Ghaziabad


This project has been undertaken to share my experiences on Performance appraisal system as well as to enhance my understanding of this fascinating subject by doing some study & research. The project explains the meaning of Performance Appraisal, different methods used to evaluate the performance of employees, its effective implementation and the benefits of the system. It also aims at understanding the problems associated with performance appraisal and suggests measures to be adopted to overcome these issues. Overall objective of the project is to understand the effectiveness of performance appraisal system.



Recipe for success of any organization in todays environment demands copying with change. Management plays crucial role in anticipating these changes and readying the organization to respond appropriately for continued competitiveness.

An organization which is going to witness massive changes in the environment with the significant diversification plans in its product and services would need to focus primarily on a carefully worked out H.R strategy with strong development systems which help in identifying and developing new competences.

Along with these competencies the organization should look after the employees level of performance that is the building blocks of an organization.

According to the survey findings, certain dimensions such as reward system, performance and development appraisal procedure need some attention. Some suggestions focus on counseling sessions for the employee. The present attempt aims at identifying the characteristics features of the existing system of performance Appraisal System in SIG and understanding the effectiveness towards its objectives with a view to suggesting further improvements.


To integrated the company and individual goals through a

process of performance assessment linked to achievement of organizational objective.

To increase awareness of tasks/targets and the responsibility of

executives at all level to ensure fulfillment of companys objectives.

To ensure an objective assessment of performance and

To distinguish between differing levels of performance on

relative basis
To identify the developmental action to be taken to enhance the

performance of executives.
To facilitate the process of executive/non executive

development through performance planning, self review, performance analysis and two way communication between appraise and appraiser.



The performance Appraisal System will be used to assess the performance of employee and to plan for their development. As is apparent from what has been stated above, the investigator has confined the study to performance appraisal system of Samiah International Group only. Although appraisal as a vital tool covers all employees of the organization, for the purpose of this study, the area has been confined to that of executives & non-executives both. So far as appraisal of non executives employees of the organization is concerned, no definite objectives have been specified by the management besides seeking to know the promotability or otherwise of an employee. This is more or less of the nature of a subjective evaluation of the personality traits of the employees by their superiors. Again, within the area of performance appraisal, the study is confined to the existing system and the manner in which the system is operating so as to identify how far it has been effective for promoting personal development and effectiveness of managerial personnel in Samiah International Group.



The quality of management decision and actions is directly proportional to the availability and validity of information. The information provides through performance appraisal significantly enhances management effectiveness in making decisions that influence the directing and coordinating of human resources. Therefore, every business ensures existence of an effective, accurate and continuous process for gathering, analyzing and disseminating information about the performance of its members. That process is the performance appraisal. Organization hires employees and rewards them so that they will provide the effort necessary to achieve organizational objectives and goals. Healthy improvement in profit can be related to increase in productivity. Productivity in turn relates directly to performance of all employees in the organization. A major indicator of the effective use of human resources through a viable performance appraisal system is the impact of that system on productivity improvement. Performance appraisal technique is designed, administered and operated by organizations for the intentional purpose of observing, measuring and altering employee workplace behavior. A major reason why employee performance appraisal is such a critical tool is that it is a control device that


influences practically all human resource functions. The influences of performance appraisal are felt in
Human Resource Planning Human Resources Research Human Resources Development and Human Resources Recognition.

The appraisal of employees in an employment has been labeled and described by expects over the years in different ways. Common descriptions include performance appraisal, merit rating, personnel preview, progress report, behavioral assessment, employee evaluation & service rating. Definition According to Beach Performance Appraisal is the systematic evaluation of the individual with regard to his job her performance on the job and his potential for development. According to Andrew Sikula, employee appraisal or performance appraisal is a systematic evaluation of workers performance and potential for development. It is the process of estimating or judging


the value excellence, qualities or status of some object person or things. Performance appraisal is a process of gathering analyzing and disseminating information about the performance of employees. Thus, performance appraisal is a systematic evaluation of personnel by their superiors or others who are familiar with their work performance. Such appraisals usually involve the use of forms and procedures that have been developed for the purpose. OBJECTIVES OF PERFORMANCE APPRAISAL Organizations undertake performance appraisal to meet certain objectives which are in the form of salary increase, promotion, identifying training and development needs, providing feedback to employees and putting pressures on employees for better performance. Salary Increase - Normally Salary increase of an employee depends on how he is performing his job for his performance there is continuous evaluation either formally or informally. In small organization generally informal performance appraisal and in large organization formal performance appraisal has been undertaken. Promotion Performance appraisal plays a significant role where promotion is based on merit. Most of the organizations often use a combination of merit and seniority for promotion. Performance appraisal helps in deciding whether one can be promoted to the next higher position and what additional training will be necessary for him. Training and Development Performance appraisal tries to identify the strengths and weaknesses of an employee on his present job. Training and development programmes can be used for overcoming weaknesses of the employees. Feedback Performance appraisal provides feed back to employees about their performance. It tells where they stand. A person works better when he knows how he is working, how his efforts are contributing to the achievement of organizational objectives.


Pressures on employees Performance appraisal puts a sort of pressure on employees for better performance.

Ranking Method Paired Comparison Grading Forced Distribution Method

Force Choice Method Graphic Scale Method Essay Method. Field Review Method.


Ranking Method:Ranking is the oldest and simplest method of appraisal in which a person is ranked against others on the basis of certain traits and characteristics. In the ranking method, various persons are given ranks on the basis of their traits. This is a very simple method when the number of persons to be ranked is small because ranking has to be given on the basis of traits, which are not easily determinable. Paired Comparison:Paired comparison method is a slight variation of ranking system designed to increase its value for use in the large groups. In this method, each person compared with other persons taking only one at a time. This method provides better comparison of persons. However, this increases the work because of large number of comparisons. This can be calculated by a formula N (N-1)/2 where N is the total number of persons to be compared. 15

Grading:In this method, certain categories of abilities or performances are defined well in the advance and persons are put in particular category depending on their traits and characteristics. Such categories may be definitional like outstanding, good, average, poor, very poor, or may be in terms of letters like A, B, C, D, etc. with A indicating the best and D indicating the worst. Forced Distribution Method:In this method the appraiser is forced to appraise the appraises according to the pattern of a normal curve. The basic assumption in this method is that employees performance level conforms to a normal statistical distribution. This method is useful to rate job performance and promo ability. Forced Choice Method:The Forced-choice rating method contains a series of group of statements and the rater checks how effectively the statement describes each individual being evaluated. There may be some variations in the method and statements used, but the most common method of forced choice contains two statements, both of which may be positive or negative.
o The employee is hard working. o The employee gives clear instructions to his

subordinates. Both these statements are positive but the rater is asked to rate only one, which is more descriptive of his subordinates behavior. This is done to avoid subjectivity in rating. Graphic Scale Method:Graphic Scale also known as linear rating scale is the most commonly used method of performance appraisal. In this method, a printed appraisal form is used for each appraisee; the form contains various employee characteristics and his job performance. Various characteristics include initiative, leadership, dependability, cooperativeness, enthusiasm, creative ability, analytical ability, decisiveness, emotional maturity, etc. depending on the level of the employee. The rating is done on the basis of scale which is in 16

continuum 5, 4, 3, 2 and 1 in that order can be used to denote points for various degrees of excellent-poor, high-low, or good-bad, and so on. Essay Method:Some companies use free essay method, or sometimes, combine this with other methods. In essay method, the rater assesses the employees on certain parameters in his own words. Such parameters may be as follows:
Work performance in terms of quality, quantity and costs; Knowledge about the job; Knowledge about organizational policies, procedures and

Employees characteristics and behavior; Employees strengths and weaknesses; Overall suitability of the employee; Employees potential and promotability, and Training and development needs of the employee.

The essay method is useful in providing useful information about an employee on the basis of which he can be appraised. Field Review Method:In the field review method, an employee is not appraised by his direct superior but by another person, usually from personnel department. The basic idea is that such a person may take more objective view in appraisal, as he is not under pressure as the superior of the employee may be. The rater, in this case, appraises the employee based on his records of output and other quantitative information such as absenteeism, late coming, etc. The rater also conducts interviews of the employee and his superior to ascertain qualitative aspects of job performance. This method is more suitable for promotion purpose.



Assessment Centre Method:- Under this technique many

evaluators join together to judge employee performance in several situations with the use of a variety of criteria. It is used mostly to help and select employee for the first level supervisory position Assessments are mode to determine employee potential for purpose of promotion. The merit of this system is that it is a better method for identifying managerial potential than any other method.

Appraisal by Management by Objective (MBO):- Concept

of Management by Objective (MBO) has been offered by Peter Duckers under this technique, the subordinate sets his short-term performance goals in consultation with the superior. Goals explicitly state the actions, which the employee will follow. The subordinate appraises his own performance by evaluating it vis--vis goals. The supervisor is not the evaluator, but directs the goal setting process to ensure that it matches the objective of the organization.


In recent years, the purposes of performance appraisals have greatly expanded. Today performance appraisals are used by organizations not only for wage increase, transfers & layoffs but also as a means of communication, motivation & development of employees in an organization. Management by Objectives: - Management by Objectives (MBO) is used in this report to mean as an approach to appraising performance by results. This approach tends to emphasis a participative but joint determination of objective followed by a participative but joint evaluation of success in periodic appraisal interviews. Career Progression: - This phase is used here to mean the upward movement in the career path through a planned Promotion Scheme Job Rotation: - It implies the shifting of an employee from one job to another so that monotony and boredom are reduced and at the same time there is an increase in the skill and knowledge of the employee about related job. Job Enrichment :- The term Job enrichment is used in this report to mean a deliberate upgrading of responsibility, scope and challenge of the job as a non-financial motivation device. Motivation: - Motivation is taken to man as a willingness to expand 18

energy to achieve a goal or reward. It is a force that activates a dormant energy and acts in motion the action of the people .It is the function that kindles a burning passion for action among the human beings of an organization. Promotion: - Performance appraisal has duality of objectives evaluation of an employee in his/her present role & their development for doing the present job in better way as well as to develop him for the higher order job. The performance of this higher order job depends on their potential in the light of the requirements of the new job. Thus, to determine an employees likelihood to succeed in the new job, potential appraisal is carried. Communication:- Performance appraisal helps clear communication between the superiors and their subordinates. Communication helps in giving feedback to managers on their performance and thus providing satisfaction to the executive.


The Executive Performance Appraisal System will be used to assess the performance of executives and to plan for their development.

Self Appraisal Performance Review and planning Performance Assessment Development plan Evaluation and Final grading

Tasks/targets indicating a few key performance Areas will be set for each appraisee by his reporting Officer in consultation with the former , This will be communicated to the appraisee by 31st March of every year , before the of the assessment year. The self-appraisal form will be filled up by the appraisee twice a year in the first week of October and then in the first week of April.


The appraisee will factually report on the following, in the Self Appraisal every six months:Tasks/targets fulfilled Constraints faced Facilitating resources Suggestions for improvement In addition, the appraisee will indicate the following while filling up the self appraisal at the end of the assessment year. The highlights of performance
Major strengths Developmental needs


After Self Appraisal, performance Review and planning will be held twice a year between the appraise and the Reporting Officer in October and April. During the PRP session, the Reporting Officer will ensure a conducive climate for discussion. In the PRP session, the Reporting Officer and the appraise will discuss: The extent of task/targets fulfilled. Major strengths of the appraise Developmental needs. Suggestions for improvement of the individual and the team performance. In the PRP held in October, the discussion will be based on completion of the tasks/ targets up to the mid year and will incorporate all mid-course change in the tasks/targets for the remaining six months. In the PRP held in April, the discussion will be based on fulfillment of tasks / targets of the assessment year. The outcomes of PRP discussion will be noted in the specific form and signed by both the Reporting Officer and appraise.


The performance of the appraisee will be assessed after the PRP is held. The reporting officer will assess the appraisee on a five point rating scale on the following factors. Each factor will carry a weight as indicated below

E1 E4A
Factors age Performance Factors 1. Quantity of output 2. Quality of output 2 3. Cost control 2 4. Job knowledge and skill 2 5. Team spirit and lateral co-ordination 2 6. Discipline 1 7. Development and quality of assessment of 1 .Subordinate(s) (or ability to learn) 8. Any other Relevant factor 1 .Potential Factor 1. 2 2. 1 3. 1 4. 1 Problem analysis and decision making, Commitment and sense of responsibility Initiative Communication 2 Weight


5. 1 6. 1

Planning and organizing Management of human resources

Performance Factors Weightage 1. Quantity of output 1 2. 1 3. 2 4. 2 Quality of output Cost Control Lateral co-ordination

5. Team-spirit 1 6. 2 7. 1 Development and quality of assessment of, Subordinates Discipline

8. Any other relevant factor

Potential Factors
1. 2 2. 1 3. 2 4. 2 Commitment and Sense of responsibility Planning and organizing Management of human resources Problem analysis and decision making ability


5. 1


Guidelines. Note: A descriptive overall assessment will also be made on a separate sheet in the form, in case of appraises in E-5 and above. The Reporting Officer will give comments or remarks/cite incidents in case he gives extreme ratings. The Reporting Officer will make use of the definitions of the rating scales for each factor which will be indicated in the performance Appraisal One of the outputs of the system will be that the appraises will be classified into the following grades in order of merit O A B C The sum total of the factor score given by the Reporting officer will indicate the category that the Reporting officer would like to put the appraises in. The following range of scores may be used as a guide for the indicative grades of the Reporting Officer. 84 and above 68 to 83 52 to 67 O A B

20 to 21 - C Note: For example if the total score given come to 55, it indicates that the appraise is suggested to be finally graded as B. The Reporting Officer will differentiate between performance levels of appraises under him and to the extent possible follow distribution pattern as indicated below, in order of merit:


10% 20% 45% 25%

The Reporting officer may find some of the appraises not fit for promotion due to their poor performance. In such cases the Reporting Officer may recommend that the appraise may be declared as Non-.Promo table for the ensuing one year. 23

The Reporting Officer will fill a summary sheet indicating the overall factor score of the appraises reporting to him, and send same to the Reviewing Officer. The Reporting Office (O) will make his individual assessment independently in the name pattern as listed out for the Reporting Officer.


The Reviewing officer will get the Appraisal forms and the summary sheets from the Reporting Officer (O).The Reviewing Officer will rate the individual on each of the factors listed. He will follow the same principles as the Reporting officer for making his assessment. He will also prepare a summary sheet indicating the factor scores of the appraises assessed by him.

The Personnel Department will help in compiling the total scores based on the assessment on each individual factor by the Reporting Officer, Reviewing Officer and the Reporting Officer (O) taking into account the weight ages attached to each Individual factor and the weightage given to the Reporting Officer, Reviewing Officer and Reporting Officer (O). This will be calculated giving 50% weight age to the score given by Reporting Officer, the weightage to Reporting Officer (O) will be 25% & the weightage given by Reviewing Officer is 25%. The Total factor scores will then be arranged in descending order for an Appraisal group and the primary grading [10%-O, 20%-A, 45%-B and25%-C] will be worked out. The appraisal group will consist of appraises belonging to sections/departments functionally related to each other.


The constitution of PRC for different levels will be indicated in the performance Appraisal Guidelines. The Head of the Department/the next higher authority of the Reviewing Officer will also be members 24

of the PRC. The Performance Review Committee will receive the following information from the personal dept. The factor scores given by Reporting Officer, Reporting Officer (O) and Reviewing officer to each appraisee.The average factor score of each appraisee and the indicative grade thereof the primary grading of each appraisee. The PRC will study the distribution pattern of primary grading and the indicative grades vis--vis the factor score appraises under consideration. The PRC will harmonized grades of some of the appraises if needed, to remove disparities, if any, in ratings. However, the moderations may not be of more than one stage up of down with respect to the primary grading. The PRC will decide the final grading ensuring the distribution of appraisee the minutes of the PRC meeting will be signed by Chairman and all members. The final assessment sheet in the Appraisal for will then be filled up and signed by chairman or any member of PRC. The PRC may, taking into account the recommendation of the Reporting and Reviewing Officers, declare some of the executive in the category C as non-promotable for the ensuing one year. DEVELOPMENT PLAN The training needs of the appraisee will be indicated by the Reporting and Reviewing Officers. The training needs should have a linkage to the development plan discussed by the Reporting Officer with the appraisee during the performance review and planning discussion. Both the Reporting Officer and Reviewing Officer will indicate job rotation /job suitability of the appraisee. The Personnel / Training department will utilize the training needs sheet to develop suitable training plans for the appraisees in consultation with the concerned heads of department or higher authorities. Personnel Department will make a job rotation plan based on comments of the Reviewing Officer and implement the same in consultation with the concerned heads of departments or higher authorities.


GENERAL SPECIAL PROVISIONS FOR EXECUTIVE REPORTING TO CHAIRMAN/CHIEF EXECUTIVES:For Officers directly reporting to chairman, there will be no Reviewing officer of committee. Chairman, as the reporting officer, will appraise such officers and 100% weightage will be attached to such assessment. Chairman will also discharge the function of PRC and indicate the final grading (O/A/B/C) of the concerned appraisee. There will be no primary grading. The performance appraisals of heads of functional departments, reporting directly to the chief executive, will be reviewed by chairman. In all such cases, the Reporting Officer (O) will be the functional Director concerned in corporate office. Relative assessment will be an intercompany Review committee headed by chairman. For officers up to E-5 level reporting to chief Executives, final grading will be done by the chief Executive himself.

The appraisal calendar indicating dates on which various actions are to be/ initiated and completed will be given in the performance Appraisal Guidelines.

Suitable appraisal formats will be used for making assessment of executives.

TENURE:The policy will come into force from a date notified by chairman, SIG remain in force for a period as decided by him the company reserves the right to withdraw the system at any time without Notice Chairman, SIG is authorized to approve the details under the policy and the appraisal formats for implementation of the same. He is also authorized to amend or modify the system, as and when required.



PART A Self-appraisal PART B Performance Review planning PART C Performance Assessment PART D Development Plan PART E Final assessment
The Self-appraisal forms will be sent by the personnel department

to the Reporting Officers to be handed over to the appraisee. Reviewing Officers/ HODs will also be kept informed of the same.
The self-appraisal form will be completed by the appraisee twice

every year, once in the month of October for the period April 1 to September 30, and again in the month of April for period October 1 to March 31. The broad guidelines mentioned below should be followed for completing the self- appraisal.
The self-appraisal should be completed on the basis of the

tasks/targets set at the beginning of year. The appraisee should furnish factual information and avoid evaluation of performance.
The appraise should record only those constraints which were not

taken into account while setting targets and those which are outside appraisees control.
The appraise should record resources which have facilitated

performance during the appraisal period. These facilitating resources could be attributable to (a). The appraisee viz. Individual abilities , Efforts , Interpersonal competence etc., (b) Reporting/Reviewing Officer viz. Quick decision making , staff 27

support , Delegation , Approachability etc., (c) Organization & its structure viz. Flexible policies, Good working condition, Effective control systems etc., (d) Subordinates viz,. Hard work by them, Motivation, Cooperation etc. and (e) External environment viz. Government policies, improved economic situation, poor image of competitors etc.
While completing the annual self appraisal form in the month of

April every year, the appraisee should also record the highlights of his performance, major strengths and development needs.
Highlights of performance should include target achieved beyond

stated Norm, innovative work processes, cost reduction measures etc.

Developmental needs should mention specific areas, which in the

appraisees opinion; need to be improved for enhancing the performance. These may include suggestions for training, job rotation, exposure in other areas/functions etc.
After completing the self appraisal form as per guidelines

mentioned above, the appraisee should return the same to the Reporting officer duly signed.
The Reporting Officer will study the self appraisal and call the

appraisee for Performance Review and Planning.

The Personnel department will analyze the constraints, facilitating

resources, suggestions for improvement etc, department-wise and send them to the respective Heads of Departments.
The appraisal system provides for formal review and planning

of performance twice a year between the appraisee and the Reporting Officer.
The first PRP session i.e. the mid-term PRP, should be held

after the self appraisal form is completed by the appraisee in October.

The second PRP i.e. the annual PRP, should be held after the

self-appraisal for the last six months of the year is completed in April.


These PRP sessions are in addition to the informal

performance review and planning discussion which take place between the Reporting Officer and appraisee on work related needs.

The objective of PRP is to:

Discuss the performance of the appraisee in relation to the

tasks/targets set, required.

the shortfalls and mid-course correction, if any

Discuss the major strengths which have facilitated the

appraisees performance and also those aspects that he / she need to develop.
For example, planning ability could be a strength exhibited and

inability, to maintain discipline within the team, a shortfall.

Identify and finalize the thrust areas for the next six months/one

year, resources required, constraints to be overcome and a mutual understanding of expectations from each other.
The Reporting Officer must record the highlights of the

discussions in the structured format provided and sign the form. This should be read and signed by the appraisee also .The date on which the PRP was held should be recorded.

After the annual PRP session, the Reporting officer, Reporting Officer (o) and reviewing officer are required to assess the performance of the appraisee on Performance and potential factors. In addition, there will be a special relevant factor specific to the function/area of work of the appraisee, identified for the year. Each appraisee will be assessed on one such relevant factor also. Taking into account the thrust areas of different departments, a few illustrations of special relevant factor are given. The Head of Function/zone will identify the special factor on which assessment will be made for that particular year. The factor so identified will be communicated to each appraisee along with the tasks/targets set for the year. Personnel department will assist the Head of function/Zone


in the process of identification and communication of the special relevant factor in the space provided for in the appraisal form. Each factor has been assigned a weight to indicate its importance in the overall assessment. Each factor is to be assessed on a 5 point rating scale. Rating is to be given in numbers 1 to 5 in the space provided. Each point on the five point scale has been defined, which should be kept in view to ensure proper assessment. Factor score will be arrived at by multiplying the scale point (i.e. 1,2,3,4 or 5) with the assigned weight (i.e. 1 or 2) of the factor. The aggregate of factor scores will be the total factor score. In case extreme rating i.e. 1 or 5 is given for assessment of any factor, comments/indicates justifying the same may be indicated in the space provided for comments on overall performance. The Reporting Officer and the Reviewing Officer should note that final distribution of executives will be in the following order of merit:10% 20%30%40%O A B C

While assessing, each Reporting Officer and Reviewing Officer should differentiate between levels of performance of the executive working under them and to the extent possible follow the above pattern. This will minimize moderation by the performance Review committee. 84 and above - O 68 to 83 52 to 67 20 to 51 -A -B -C

The assessing authority will not however record the grade i.e. O, A, B or C in the form.


Comments on overall performance of the appraisse may be recorded in the space provided. If an appraisee is deemed non- promotable due to his poor performance, the assessing authority may record his /her recommendation that the aprraisee may be declared non- promotable for the ensuring one year and the reasons for such recommendations. The Reporting Officer, after completing the performance assessment part, will also complete the summary sheet in the format and it to the Reviewing Officer along with the appraisal form. The concept of Reporting Officer (O) applies to some of the service/staff appraises. The Reporting Officer (O), wherever applicable will assess the appraisee on the above lines and return the form to the summary sheet(s)and send the same to the concerned Reviewing Officer(s).Reviewing Officer will give his assessment of the appraisee and will also complete a summary sheet which will be an input for the final evaluation by performance Review committee. He will send the entire document to the personnel department. The personnel department will analyze the trend/spread of ratings and give suitable feedback to the Reviewing Officer. Higher Authority above the Reviewing officer may, by exception, call for the appraisal reports and record his/her comments on the overall performance/potential of the appraisee. A separate page is provided in the form for such comments, in case of appraises in the grade of E7/E-8 the chairman may call for reports to record his comments.

Development of executives imagined through training, job rotation / enrichment and counseling /coaching. While indicating training needs the assessing authorities may keep the following in mind: Training needs should be indicated for executives whom the assessing authority recommends to be trained in the ensuing year. Information regarding training programmes attended by the executives in the last two years may be obtained from the Training department. Please also note that the Training department will normally plan to train about 30-40% of the executives in one year. Training recommended should be as specific as possible and take into consideration the appraisees own views also. 31

Training needs and other development plans should be linked to the appraisees present area of responsibility, future assignments/needs and major strength/ weaknesses. In case the appraisee is recommended for job rotation / enrichment, the specific area may be indicated. This should be based on appraisees potential/development needs/future etc.

Final assessment will be done by a performance Review committee (PRC).The performance Review Committees will be suitable constituted in such that the Head of he Department to which the assess belongs or the authority above the Reviewing Officer is included in the committee. . This should be formalized with the approval of respective chief Executive of the Organization. For each appraisee there will be a maximum of 3 total factor score awarded by the Reporting Officer (O) and Reviewing Officer. Weightages have been indicated for the assessment of the namely 50% for the Reporting Officer, 25% for the Reporting officer (O), and 25% for Reviewing Officer. If there is no Reporting Officer (O), the weight age for the Reviewing Officer will be 50%. By multiplying the total factor given by the assessing authorities with the above weightages (i.e. 0.5 or 0.25 as the case may be), the weighed score for Reporting Officer, Reviewing officer and Reporting Officer (O) will be obtained. A total of this will give the average appraisal score. The average appraisal score would be converted, by the personnel department, into an indicative grading of the appraisee as a per following guidelines. Range of appraisal Indicative grading 84 & above - O 68-83 52-67 20-51 A B C

In case of a large department. The executives of the departments as whole or particular section/sections may be grouped together. This


would also be indicated in the final assessment sheet placed before the PRC. All executive within an appraisal group will brew listed in descended order on the basis make of the average appraisal score secured by them. An Appraisal group will consist of grades belonging to department/sections related to each other. Each appraisal group will be finally evaluated by the PRC. The chairman of the PRC concerned will ensure grouping of executives based in related function. It will be ensured that such grouping will be done only when the departments are related to each other. Personnel department will ensure a common approach in the site/unit in respect of formation of appraisal camps in different areas. The appraisal grouping will be finalized in location with the corporate office so as to maintain inter-unit parity the extent possible. The first 10% the executives of the appraisal group listed in descending order based on average a score, will be categorized as O, 20% in category A, The next 45% as B and last 25% as C this is the primary grading. The PRC will be given the following inputs for every executive in an appraisal group. Factor score awarded by Reporting Officer, Reviewing Officer and Reporting Officer (O) (where applicable). Indicative grading based on average appraisal score. Primary grading based on the specified distribution of the score & the overall performance of departments. Discrepancies in the trend of scores awarded by different Reporting of Reviewing Officers for the appraised in an apprisee of an appraisal group.

Performance Review Committee will perform the following function:To ensure moderation of assessments, the Performance Review Committee may move officers one step up of down firm the primary grading subject to the condition that the overall distribution of 10%33

O; 20%-A;45&-B;and 25%-C prevails. The grading decided by the PRC will be the final grading. PRC may declare executive non-promo table, for the ensuing one year, out the category C based on the recommendations of the Reporting and Reviewing Officers. PRC will also record the reasons for declaring the appraise non-promo table. PRC will also make job rotation plans for the executives. Once the final grading is complete, the same should be entered in each executives appraisal form and duly signed by Chairman or a member of the PRC. Based on the decision of the PRC, the personnel Department will ensure communication of the non-promo table ratings and the reasons thereof to the appraisers(s) concerned. The assessment year is from 1st April to 31st March. The executives rated as non-promo table will not be considered for promotion for the ensuing one year i.e., the financial year following the assessment year. The executive(s) rated as non-promo table may appeal for review of the assessment. The appeal for review should be made to the Chairman of the PRC within 10 days of receipt of communication from Personnel department regarding non-promotable rating. The PRC may review and either reverses or confirms its earlier decision In case PRC confirms the earlier decision will be final and binding on the executive concerned. If PRC reverses the earlier decision, the case is not sent to the chief Executive. PRC will consult the reporting officer in case of executives in E-6 and above, such appeals will be made to Chairmans SIG through the chief Executive concerned. The chief Executive will give his comments and forward the appeal to the chairman. The decision of chairman, SIG will be final and binding.


Each site/Unit will have a group of executives identified as internal Resource persons who will act as change agents, facilitators and trainers and help in the implementation of the appraisal system. 34

Similarly , a group of personal executive will identified in each site/ Unit to work full time for implementation of the executive performance appraisal system.


While selecting an appropriate rating form or method is important, what is even more important is the quality of the rater and the fact that certain basic questions as to who, what, why, when, where and how of Performance Appraisal are considered before proceeding ahead.

Who is to rate?
In most situations, the rater is the immediate superior of the person to be rated. Because of frequent contact, he or she is most familiar with the employees work. In addition, any organizations consider that it is essential to support the leadership and authority position of the supervisor by considering employee appraisal as an integral part of the supervisory task. Supervisor ratings are often reviewed and approved by higher management, thereby maintaining hierarchical control over the appraisal process. If more involvement is deemed desirable, the appraisal process can be undertaken by a group of raters. Members of the group can be superiors, peers, and subordinates. If they are all superiors, group appraisal ventures only a small distance from classical management theories. If they are all subordinates, it involves a considerable move toward behavioral theories. The final possibility, which is most behavioral in orientation, is to allow subordinates to rate themselves. The major values lie in the development and motivation areas, it being claimed that this approach (1) results in a superior upward low of information, (2) forces the subordinates to become more personally involved and to do some systematic thinking about self and work, (3) improves communication between superior and subordinate, in that each is given more information by the other when disagreements are discovered, and (4) improves motivation as a result of greater participation. If the basic participatory management approach continues to grow, it is certain that the self rating aspect of the process will also become more widespread.


However, Miner suggests that multiple ratings of managerial and professional personnel by superiors, peers, and subordinates will be the approach in the future.

What to rate?
What of the performance appraisal consists in appraising not supervisory employees for their current performance, and managers for future potential? It also includes evaluation of human traits.

Why to rate?
The why of an appraisal is concerned with (a) creating and maintaining a satisfactory level of performance of employees on their prevent jobs; (b) highlighting employee needs and opportunities for personal growth and development; (c) Aiding in decision making for performance related aspects like promotions, transfers, lay offs and discharges; and (d) promoting understanding between the supervisor and his subordinates.

When to rate?
The usual schedule in the timing of ratings is twice yearly. New employees are rated more frequently than older ones. However, practices vary from organization. In Indian context, generally the employers go in for once year appraisal since the pressure of other duties probably prevents them from going in for more frequent appraisals.

Where to rate?
The Where indicates the location where an employee may be evaluated? It is usually done at the place of work or office of the supervisor. Informal appraisals may take place anywhere and every where, both on the job and off the job. The how indicates the different methods used in performance appraisal.


Performance appraisals are subject to several humans judgmental errors. Some of them are discussed below: -

Ambiguity: This error occurs when factors used to be described are not clear. It should be very clear so that all maters have the same sort of behavior in mind. Unless, all raters agree on what such factors like quality & quantity of output mean, their final ratings simply cannot be compared.

Insufficient evidence: The boss frequently gets a limited & often a distorted view of subordinates performance. The subordinates ability to get along with the boss may have a greater impact on his/ her rating than does actual performance on his job. Rating committees naturally help to reduce this problem.

Differing Perception:Often raters tend to rate the subordinates similar to themselves in background values & styles of behavior higher than they rate subordinates with dissimilar life style (the similar- to- me -effect).

Regency and Primacy effects:Regency error occurs when the person is rated on the basis of very recent performance and a primacy error occurs when the rating is based on previous rating. By keeping & using detailed performance records over time, these errors can be minimized.

Faulty Assumptions:Because of the faulty assumptions of the parties concerned, superior and his subordinate in appraisal system it does not work properly or objectively. Managers naturally wish to make fair & accurate appraisal of subordinates is untenable. These assumptions are due to psychological characteristics, technical deficiencies. Managers often take a particular appraisal system as perfect. They sometimes assume that personal opinion is better than formal appraisal.

Psychological Blocks:-


The utility of performance appraisal depends upon the psychological characteristics of managers. There are several psychological blocks when are manager feeling of insecurity, appraisal as an extra burden, their being excessively modest or skeptical, disliking of resentment by subordinates, disliking of communicating poor performance to subordinates. Thus managers do not tend to become impartial in evaluating their subordinates.

Technical pitfalls:The main technical difficulties in appraisal fall in two categories -criterion problem & distortions that reduce the validity of results.

1) Criterion Problem: A criterion is a standard of performance the manager desires of his subordinates & against which he compares their actual performance. Criteria are hard to define in measurable or objective terms. Ambiguity, vagueness & generality of criteria are difficult hurdles for any process to overcome.

2) Distortions:Distortions occur in the form of biases and errors in making the evaluation. May be introduced by the evaluator consciously or unconsciously. An appraisal system has the following possible distortions.

3) Halo effect:This distortion exists where the rater is influenced by raters one or two outstandingly good (or bad) performances & he evaluates the entire performance accordingly. It also occurs where the raters judgments is influenced by the work team or informal group with which a subordinate associates. If the group is not well liked, this attitude may work in the rating of the individuals on it, apart from the actual performance.

4) Central Tendency:This error occurs when the rater marks all or almost all his personnel as average. He fails to discriminate between superior and inferior persons. It arises from the raters lack of knowledge of individuals he is rating, or from haste, indifference or carelessness.


5) Constant errors: Some rater habitually rates everyone high, others tend to rate low. Some rate on potential rather than on recent observed performance. The results of the two raters are hardly comparable.

6) Raters Liking & Disliking: Managers, being human, have strong liking or disliking for people, particularly close associates. The rating is influenced by personal factors & emotions & raters may weigh personality traits more heavily than they realize. Raters tend to give high rating to persons whom they like & low rating that they dislike.


As per the existing appraisal system of executives, the appraisers are as follows:-

1) Reporting Officer: The executive next higher in the rank and

grade but not below the level of Dy. Manager and to whom the executive being assessed reports.

2) Reviewing Officer: The executive next higher in rank and

grade to the Reporting Officer and to whom the reporting Officer reports.

3) Higher Authority: The Executive next higher in rank and


4) Reporting Officer (O):- This is applicable only in respect

of executives of service/staff departments, working in other departments. Reporting Officer (O) is not below the level of Superintendent or equivalent and to whom the Appraisee reports for day to day work.

Appraisal at non executive level is as follows:

Confidential report: It is mostly used in government organizations. It is a descriptive report prepared, generally at the end of every year, by the employees immediate superior. The report highlights the 39

strengths and weaknesses of the subordinate. The report is not data based. The impressions of the superior about the subordinate are merely recorded there. It does not offer any feedback to the appraisee. The appraisee is not very sure about why his ratings have fallen despite his best efforts, why others are rated high when compared to him, how to rectify his mistakes, if any; on what basis he is going to be evaluated next year, etc. Since the report is generally not made public and hence no feedback is available, the subjective analysis of the superior is likely to be hotly contested. In recent years, due to pressure from courts and trade unions, the details of a negative confidential report are given to the appraisee.


Appraisal is the evaluation of worth, quality or merit. In the organization context performance appraisal is a systematic evaluation of personnel by superiors or others familiar with their performance. Performance appraisal is described as merit rating in which are individual is ranked as better or worse in comparison to others. Societies cannot exist without judgment. In the context of an organization, some form of control & co-ordination is needed to facilitate achievement of its goals and objectives. As such, control devices in form of performance appraisal are used in the area of human resource management. In a work group, members consciously or unconsciously, make opinion about the quality, behavior, and way of working of others. Such an opinion becomes the basis for interpersonal interaction. In any organization, every manager is subject to periodic performance appraisal. Performance appraisal is one of the Key systems of the modern corporate world to control and coordinate the achievement of the organizational objectives. Performance appraisal is a systematic and objective way of judging the relative worth or ability of an employee in performing his job. Performance appraisal in some form has existed in old days also. Wei Dynasty (221-265 A.D.) in China introduced performance appraisal in which an Imperial Rater appraised the performance of members of the official family. In 1883, the New York City civil services adopted performance appraisal. Since then, performance appraisal in formal 40

way has been adopted by most of the large organization particularly in business field.

According to Clifford Woody research comprises defining and redefining the problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deductions and reaching conclusions whether they fit the formulating hypothesis. Research Methodology is a procedure designed to the extent to which it is planned and evaluated before conducting the enquiry and to the extent to which the method for making decisions is evaluated. The research methodology if scientifically developed enables the researcher to establish with high degree of confidence, cause and effect relationship between the research activities and observed outcomes. This part of the study deals with methodology used in present investigation. For gaining new knowledge in a particular field it explains the nature of study, details of sample design, Collection of data, Analysis of data through statistical tools and interpretation of the data collected. RESEARCH SUBJECT The first and foremost step is to select and define the topic of study. Among various issues what occupies the central position in an organization is the effective utilization and maintenance of human resources for achievement of organizational objectives and while managing human resources, the problem of carrying out performance 41

appraisal of executives stands out very clear. This topic of study takes into account measuring the existing system of performance appraisal so as to identify the characteristics features of the same and to understand the effectiveness of the system towards its objectives with a view to suggesting further improvements. Thus, the topic of study is Performance Appraisal System at Samiah International Builders Pvt Ltd. (SIG) RESEARCH DESIGN A Research Design is the conceptual structure within which the study is to be conducted. It constitutes the Blue print for Collection, measurement and analysis of data. NATURE OF STUDY This study is descriptive and Qualitative in nature i.e. which includes Survey involving executives & non-executive of SIG taking into consideration attitudes, opinions, behavior and performance regarding their job. PREPARATION AND DESIGN OF QUESTIONNAIRE A Questionnaire was designed for the study and measures the performance level of executives & non executive at SIG with the help of available literature and project guide. The questions relating to general information of employees, awareness on various aspects of their job and policies and approach of management were put. Both closed and open-ended questions were included. Also, all questions were given in a proper sequence and simple language in order to give a clear picture of the situation given and to avoid any misunderstanding to the respondents. In the questionnaire, suggestions of the employees were requested if they want any improvement in the present appraisal system technique being followed up. SAMPLE DESIGN A sample is a definite plan obtaining a sample from a given population. 1-Universe:The first step in developing any sample is to clearly define the Universe (set of objects) to be studied .The Universe in the present 42

study is restricted to the total number of 300 employees in the organization. 2. Sample Size:In order to make sample representative of the population, it was decided to collect information from a sample size of 50 employees including both technical and non technical employees. 3. Sampling Procedure:- After deciding the proper sample size, appropriate sampling technique to be used must be selected. Therefore, Simple Random sampling technique has been used for collection of primary data. Data Sources Two types of data sources are chosen for the study:
o o

Primary Sources Secondary Sources

Primary Data: Primary data was collected by a way of

Questionnaire designed for both technical and non technical employees of SIG. The questionnaire content questions which include awareness of the employees on various aspects like organizational objectives, the performance appraisal technique being followed. The collection of primary data was accomplished at different departments after a personnel visit to all the departments:
o o o o o o

Works Services Construction Maintenance Operations Information Technology

The distribution of questionnaire was done on a random basis in all the departments. After a brief introduction about the purpose of study and the contents of the questionnaire, it was given to employees and asked to fill up and give their feedback on various factors in the same and collected hand-to-hand from them. Assistance was provided to 43

respondents whenever needed. Secondary data was collected from various books of Human resource management and Organizational Behavior of different authors Magazines & Newsletters of SIG and with the help of internet. 3. ANALYSIS OF DATA:- After collection of data, the researcher turns to the task of analyzing it. The responses given by employees are analyzed in order to present in into meaningful form. Thus, statistical techniques like Tabulation and graphical representation of data are used. Various bar diagrams are used in order to present information clearly. 4. INTERPRETATION OF DATA:Lastly, after analysis of data, the findings of the study are studied and represented in a logical and precise manner so as to arrive at a conclusion of the study and to provide any recommendations and suggestions on this basis. STRATA CLASSIFICATION The strata classification in general has been done in the following ways: - Strata Assessment system Executive Appraisal system process Non executive - Confidential Report In this project we shall discuss about the executive & non executive performance appraisal system in Samiah International Group.


We at SAMIAH are proud to be one of the leading Promoter and Builder in Northern India and having developed more than 10 million sq. ft. of area into Real Estate Properties have formed everlasting


relationships with our clients & investors built through trust, respect, outstanding service and commitment to mutual success. Today SAMIAH is all set to expand its real estate operations and create edifices that will be the benchmark of architectural finesse. With more than 15 million sq. ft. residential and commercial area under development in various projects across 9 cities & 4 States in India we invite you to be part of the success story. SAMIAH - Building

a strong foundation

Over the years, SAMIAH International Group has grown up as a premier real estate organization. Today we are known for quality, performance and speed. The architectural marvels that we have created have not only given us recognition but also helped developing long lasting relationships with our esteemed clients. With technical expertise and a strong financial standing, SAMIAH group is at the threshold of revolutionizing the Indian construction industry. At SAMIAH we firmly believe that the pride and joy lies in improving the quality of life. SAMIAH does meet customer aspirations by adding value through innovative ideas, high end technology, design and aesthetics. Our strict adherence to quality and commitment has helped us stand apart from the competition. The journey since our inception has been smooth and satisfying. SAMIAH has expanded into the whole of north India and got recognition from blue-chip business houses as a reliable and customer oriented organization. With thousands of satisfied customers and in-hand projects worth 2085 crore, SAMIAH International Group now enjoys its presence in Delhi & NCR, Hapur, Rudrapur, Nainital & Lucknow. Our group housing projects, townships, resorts, hotels, cottage, independent floors & villas have got a greater acceptability with the customers. We undoubtedly aspire to be among the top real estate companies in the near times to come. Understanding the needs of individual clients combined with a strong customer service culture, SAMIAH is geared up for an exciting real estate journey. With an eye on the future, the group is acceleration the progress of its present projects and finishing the deals at the fastest possible way. Special Achievement 45

Amongst the first real estate developers to be awarded with

ISO 9001-2000 certification

Registered as a Category A Builder in Uttaranchal and Uttar

Only real estate company to get an NOC from the Govt. of

Uttaranchal for its township in Rudrapur

Only Builder to have a consortium agreement with Air Force

Naval Housing Board to Develop Housing in Uttar Pradesh

townships & Group

Winner of Best Upcoming Township in Uttrakhand for NRI

LAKE CITY, Rudrapur project at INDIAN PROPERTY AWARDS 2007 SAMIAH On A Voyage

of Success

With a large number of projects in the regions of Rudrapur & Nainital and upcoming projects at Jim Corbett and Dehradun, SAMIAH International Group claims to be running largest number of real estate projects in Shivalik region. Besides, the group known for innovative ideas, hi-end technology, design excellence and aesthetics is running over projects across North India - NCR, Hapur, Goa, and shortly the group is launching one premium Group Housing project in Lucknow. With projects across 9 cities & 4 States in India under different stages of execution & completion, SAMIAHs present project portfolio is worth Rupees 2085 Crore. Mr. Jamil A Khan, the founder & CMD of SAMIAH International Group, under whose dynamic leadership the company has grown as an eminent conglomerate, is known for his versatile personality. He has won many laurels for his outstanding contribution to the society. Mr. Khans selfless service to the nation and its people helped him win National Integration Award for Peace & National Integration and National Award for Outstanding Services. He has proved his mettle as a dynamic entrepreneur and won Sir Syed National Award for Best Entrepreneur in the year 2001. He was also conferred Bharat Shiromani Puraskar as the Best Entrepreneur.




With an ethnic touch to give it a modern villege look, Media Villege Gr. Noida accommodates people from across the media. it earns a distinct image for Samiah for fulfilling the housing needs of journalist. Provided with all modern amenities, this villege of 115 villas is a posh colony of greater Noida. Name of the Project Location Date of Launching Scheduled Date of Completion Total No. of Flats Current Status MEDIA VILLAGE, GREATER NOIDA GH-01, PHI-04, Sector-36, Greater Noida 2005 June 2008 115 Structure work of All Categories of Villas Complete Finishing Work going on 300 Sq. Yds. Villa 47


(5 Bed Room, Drawing/Dinning, Family Lounge, Children Room, Meditation Room, Kitchen, 7 Toilets, Basement, Covered Parking) Particulars Area Covered Area Terrace Area Lawn Area Basement Area 5790 3300 700 925 865

200 Sq. Yds. Villa (3 Bed Room, Drawing /Dinning, Family Lounge, Children Room, Kitchen, 6 Toilets, Basement) Particulars Area Covered Area Terrace Area Lawn Area Basement Area Area (In Sq. Ft.) 3900 2165 765 430 540

150 Sq. Yds. Villa (3 Bed Room, Drawing /Dinning, Family Lounge, Children Room, Kitchen, 4 Toilets, Basement) Particulars Area Covered Area Area (In Sq. Ft.) 2920 1630


Terrace Area Lawn Area Basement Area Price Range Power Back Up R.O. Water Facility Security System Modular Kitchen Cupboard Flooring Shower Cubical Cubical Steam Bath Wooden Flooring Parks Club Swimming Pool Car Washing Points LPG Network Broad Band Project USP

470 355 465

For More Details Contact

Rs 95.00 Lacs to Rs 1.73 Cr Yes; 1.5 KW per 100 Sq. Mts. Power Back Up to each villa without any Installation / Extra Charges Yes 24 Hours Security with Intercom, Video Phone, Close Circuit Cameras Yes Yes Vitrified Tiles At Extra Cost At Extra Cost At Extra Cost Parks, Children Play Area, Landscaping within the Complex In House Club with Gymnasium, Steam & Sauna Bath, Common Room, Table Tennis etc. Yes Yes; Car Washing Points with Perforated Floors Pipeline LPG gas to the kitchen Wi-Fi System for Broadband Connectivity 115 Premium 150 / 200 / 300 Sq. Yds. Villas in the heart of VIP Sector PHI 4, 2 KM from Pari Chowk & 1.5 KM from TAJ Expressway. Newage Gated Community loaded with amenities & facilities 9873906860, 9873906861

Sunny Forest Nainital


Name of the Project Location Date of Launching Scheduled Date of Completion

SUNNY FOREST Bhimtal - Saattal Valley 2007 Phase-I 50 Villas Construction of Villa Starts once Booking Amount is remitted to the company & Possession is handed over within 18 Months from the date of booking Sunny Deluxe - 25 Villas Sunny Cottage - 25 Villas 1200 Sq. Ft. - 10 Flats 1000 Sq. Ft. - 10 Flats 800 Sq. Ft. - 10 Flats Ground Leveling Work being done Premium Villas - 3 BR (1800 Sq.Ft) Rs. 5,450.000 Deluxe Villas - 2 BR (1800 Sq.Ft) - Rs. 3,950,000 Yes Yes 50

Total No. of Villas & Flats

Current Status Accommodation/ Prince Range

Power Back Up R.O. Water Facility

Security System Club

Gated Complex with 24 Hours Security and a security guard room at entrance gate Yes; Separate Space for Health club & DVD Theater, Separate Complex for indoor games such as Badminton, Billiards, TT, Squash, etc. Delhi 290 Km Nainital 14 Km Bhimtal 3 Km Saatal 8 Km Kathgodam - 35 Km Pant Nagar 65 Km 5500 Ft. 6600 Ft. Height from the Sea Level Heavenly located & aesthetically designed amidst ravishing natural beauty of Nainital in the midst of Bhimtal Saattal Valley near to the Emerald Lake of Sattal. First of its kind & only approved project in the region being developed by SAMIAH GROUP, a Registered Category A Builder in Uttaranchal, with the distinction of having largest number of real estate projects in Shivalik region. 9873906860, 9873906861

Distance Chart

Nearest Railway Station Nearest Airport Altitude Project USP

For More Details Contact

Sunny Lake Nainital


A unique holiday retreat to rejuvenate

Nainital, The Lake Region of Uttaranchal is famous for its scenic beauty and environmental charm all over the world. There are many spring water lakes in this part of the world surrounded by hills bedecked with majestic and dense oak and pine trees. At the altitude of 4500- 5000 ft. above the sea level, Bhimtal is climatically ideal for all seasons and most importantly for all groups. Also with the fast developing tourism sector in the region, a whole new world is waiting to be explored by the tourists from all over the world. Sunny Lake is located on Bhimtal - Saatal Road over looking the picturesque lush green Bhimtal Valley and the emerald lake with an island. The very existence of Sunny Lake is inspired by the raw and ravishing natural beauty of every nook and corner of the region. All landscaped surroundings at Sunny Lake are thoughtfully planned and aesthetically nurtured with a unique garden of medicinal and aromatic Himalayan herbs in the centre. Also, the logging area is designed amidst oak trees, noted for its invigorating and rejuvenating effect on human body.

Name of the Project Location Date of Launching Scheduled Date of Completion

SUNNY LAKE Bhimtal Saatal Road 2005 Phase-I 30 Villas (Possession Already Handed Over) Phase-II Construction of Villa Starts once Booking Amount is remitted to the company 52

& Possession is handed over within 18 Months from the date of booking Total No. of Villas & Flats Mt. Villa - 30 Villas Mt. Cott - 30 Villas 1200 Sq. Ft. - 4 Flats 1000 Sq. Ft. - 4 Flats 800 Sq. Ft. - 4 Flats Construction in full Swing; The complex is fully developed; Internal Roads have been made; 24 Hour Security service available Villa Mount Villa - 3 BR (2000 Sq.Ft) - Rs. 7,139,000 Mount Cottage - 2 BR (2000 Sq.Ft) - Rs. 5,445,000 Flat 2 BR (1200 Sq.Ft) - Rs. 3,300,000 3 BR (1000 Sq.Ft) - Rs. 2,200,000 Power Back Up R.O. Water Facility Security System Club Yes Yes Gated Complex with 24 Hours Security and a security guard room at entrance gate Yes; Separate Space for Health club & DVD Theater, Separate Complex for indoor games such as Badminton, Billiards, TT, Squash, etc. Delhi 290 Km Nainital 14 Km Bhimtal 3 Km Saatal 8 Km Kathgodam - 35 Km Pant Nagar 65 Km 5500 Ft. 6600 Ft. Height from the Sea

Current Status Accommodation/Price Range

Distance Chart

Nearest Railway Station Nearest Airport Altitude


Level Project USP Heavenly located & aesthetically designed amidst ravishing natural beauty of Nainital on Saattal Road overlooking the picturesque lush green Bhimtal Valley and the Emerald Lake. First of its kind & only approved project in the region being developed by SAMIAH GROUP, a Registered Category A Builder in Uttaranchal, with the distinction of having largest number of real estate projects in Shivalik region. For More Details Contact 9873906860, 9873906861

NRI Lake City Rudrapur

An integrated township on the top of nature:

Spanning over 250 acres of land, located on the foothills of Shivalik Range in Utteranchal, NRI Lake City Rudrapur is a self contained township. the exotic beauty of this exhilarating landscape ,equipped with all modern facilities, is intended to extend housing solutions matching the taste of NRIs.Aesthetically designed villas,independendent floors ,multi story apartments, commercial twin tower, an artificial lake ,an exclusive club &a numerous parks 54

will offer a breathtaking view & add glitter to the township. the project worth rupees 1235 crore will have schools, food joints ,nursing home malls & multiplexes within the township. it will have specified blocks for Economically weaker Sections. Name of the Project NRI LAKE CITY, RUDRAPUR Location Kashipur Road, Rudrapur Date of Launching 2005 Scheduled Date of Phase I Plots March 2008 Completion Phase II 115 Sq. Yds. & 200 Sq. Yds. Villas Construction of Villa Starts once Booking Amount is remitted to the company & Possession is handed over within 18 24 Months from the date of ooking Phse III Commercial Business Park & Mall with Multiplex to be completed by mid 2010 Area of the Township Current Status 123 Acres Construction of 115 Sq. Yds. & 200 Sq. Yds. Sample Villas Completed. Construction Central Lake nearing completion Work on internal roads, pole lights & plot demarcation in full swing RoseVille(115 Sq.Yard) 2 BR (2110 Sq.Ft) - Rs. 4,400,000 Towns Ville (200 Sq.Yard ) 2 BR (1260 Sq.Ft) - Rs. 2,585,000 Earth Quake Resistant Vitrified Tiles Yes Yes Yes Separate space enmarked for School, Nursing Home & Police Station Walled city with massive main-gate with hi tech security arrangements Separate space enmarked for Mall, Mutiplex

Accommodation/Price Range

Structure (Villa & Flats) Flooring (Villa & Flats) Modular Kitchen Club House Swimming Pool Utilities Security Commercial Area


Project USP For More Details Contact

& Business Park On main Kashipur Road, Just 3 Km FROM Railway Station, 3.6 KM from Indira Chowk 9873906860, 9873906861

Garden City Hapur NH-24

SAMIAH Garden City, NH-24, Hapur, offers a paradise life in a pollution-free ambience. Its a beautifully landscaped integrated township with villas where 25% of the total area has been reserved for forest. Besides, the township boasts of an amusement park of international standard that will attract leisure seekers & tourists from all across Northern India Amenities for Apartments: Name of the Project Location Date of Launching SAMIAH GARDEN CITY, HAPUR NH-24, Main Bulandshahr Road, HAPUR (DELHI NCR) September, 2007 56

Scheduled Date of Completion Total No. of Flats Current Status Accommodation / Price Range Power Back Up R.O. Water Facility Security System

Phase I March 2009 1174 Construction of Phase I Blocks in full Swing; 2 Bedroom Sample Flat Ready 3 BR ( 1795 Sq. Ft.) - Rs. 2,688,050 2 BR ( 1280 Sq. Ft.) - Rs. 1,905,750 1 BR ( 910 Sq. Ft.) - Rs. 1,351,350 Yes; 500 watts Per 1000 sq. ft. area of flat Yes; 100 liters per house direct supply to kitchen with storage in kitchen space A 3000 mm high boundary wall with moulded designed railing and a security guard room at entrance gate with close circuit camera, emergency alarm, intercom arrangement and video conferencing facilities Reception hall with video conferencing facilities Club building three storied 15000 sq. ft. area (rooms for billiards / snooker / card / carom) with swimming pool, tennis court, separate space for health club, mini theater in club building and separate hall for womens club Yes Car washing points at different suitable places with perforated floors Payment by meter to oil companies A very decorated lawn around club Decorated as per kids needs and low depth splash Beautiful fountain at entrance One four passenger lift even in S+4 storied building (1 BR & 2 BR apartment), two eight passenger lifts even in S+6 stories building (3 BR apartment) Cabling and conducting shall be provided for B.B. connection 57

Reception Hall Club

Swimming Pool Car Washing Points LPG Network Green Lawn and Wooden Pavilion Separate kids park with splash Fountain Elevators

Broad band / cable T.V.

Project USP For More Details Contact

On Main NH-24; 35 Minute Drive From Noida; Most Affordable Premium Group Housing Project in NCR Region 9873906860, 9873906861

Singapore Residency Gr.Noida

Singapore has always fascinated the connoisseurs of good living. A dynamic dream city rich in contrast and colour with a harmonious blend of culture, cuisine, arts and architecture. Dotted with broad tree lined ornamental avenues, lush gardens and parklands. Booming with exotic locales, worlds best and largest shopping malls, multiplexes and business centers. Moving on world class land and air transport facilities. Providing best educational and medical facilities. Immense opportunities with global companies. The thrill of horse racing. The magic of amusement parks and the adventure of Night Safari with nature camps and rare animals. A grand PGA golf course to Tee Off. The convenience and safety of piped Natural gas, the world class high tech facility of an electronic library. In a nutshell, Singapore 58

epitomizes life at its Best. Now, a select few can enjoy all the above good things and much more in life right here in India by owning one of the 122 exclusive Singapore Residency apartments in Greater Noida, the most happening and internationally planned places around Delhi. Singapore Residency, Greater Noida. Name of the Project Location Date of Launching Scheduled Date of Completion Total No. of Flats Current Status Accommodation/Price Range SINGAPORE RESIDENCY, GREATER NOIDA F-406, RHO-1, Sector-36, Greater Noida (Opp. Holy Public School) 2007 November 2009 122 Construction in full Swing; 3 Bedroom Sample Flat Ready 3 BR, A-1 (2430 Sq.Ft.) - Rs. 8,337,330 3 BR, A-2 (2430 Sq.Ft.) - Rs. 8,405,950 2 BR, B-1 (1653 Sq.Ft.) - Rs. 5671,443 2 BR, B-2 (1610 Sq.Ft.) - Rs. 5,523.910 1 BR, c-1,2,3,4 (1180 Sq.Ft.) - Rs. 4,085,589 Yes Yes Finger print Lock on Main Door for Hi Tech Security and a security guard room at entrance gate with close circuit camera, emergency alarm, intercom arrangement and video conferencing facilities Reception hall with video conferencing facilities Yes; Separate Space for Health club & DVD Theater, Separate Complex for indoor games such as Badminton, Billiards, TT, Squash, etc. 2 Swimming Pools Car washing points at different suitable places with perforated floors Gas pipeline connected to each kitchen Cabling and conducting shall be provided for Broad Band Connection 59

Power Back Up R.O. Water Facility Security System

Reception Hall Club Swimming Pool Car Washing Points LPG Network Broad Band

Stilt Area Separate kids park with splash Elevators Broad band / cable T.V. Project USP

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Singapore Style Theme Based Conservatory Garden Decorated as per kids needs and low depth splash 2 capsule lifts in each tower Cabling and conducting shall be provided for B.B. connection 122 ultra luxury centrally air conditioned studio & 2/3 bedroom apartments with individual climate control panels. 2 swimming pools, capsule lifts, double basement, Singapore style conservatory garden, Italian marble in each flat with wooden laminated flooring in each bedroom, jacuzzi with cubical shower panel & steam bath. 9873906860, 9873906861

Vrinda City Gr.Noida

A State of modern housing complex ,Vrinda City Greater Noida is a project of Consortium of Central &State employees (CCSE) Sahkari Awas Samiti Ltd.Samiah has taken up the construction .The project has 356 apartments exclusively meant for the employees of


Rashtrapati Bhawan & Cabinet Secretiat .It will provide all the amenities that modern life demands for. Name of the Project Location Date of Launching Scheduled Date of Completion Total No. of Flats Current Status VRINDA CITY, GREATER NOIDA GH-02, PHI-04, Sector-36, Greater Noida 2005 June 2008 364 Structure work of Category E, F, G, FD, GD Towers Complete Construction of 1 Tower comprising of Category H, E1, F1 & HD Flats in full swing 2 BR / 3 BR / 4 BR & 4-5 BR Penthouses Rs 35.03 Lacs to Rs 1.15 Cr Yes (3 KVA in each flat) Yes Finger print Lock on Main Door for Hi Tech Security and a security guard room at entrance gate with close circuit camera, emergency alarm, intercom arrangement and video conferencing facilities Yes One Elegant Wooden Cupboard in each Bedroom Vitrified Tiles Cubical with Shower Panel in One Bath Only in Category H, FD, GD & HD Flats In Master Bedroom Reception in each tower with video conferencing facilities Yes; Separate Space for Health club & DVD Theater, Separate Complex for indoor games such as Badminton, Billiards, TT, Squash, etc., Tennis Court, Space for Library Swimming Pool Yes Gas pipeline connected to each kitchen 61

Accommodation Price Range Power Back Up R.O. Water Facility Security System

Modular Kitchen Cupboard Flooring Shower Cubical Cubical Steam Bath Wooden Flooring Reception Hall Club

Swimming Pool Car Washing Points LPG Network

Broad Band Separate kids park with splash Elevators Meditation Centre Project USP

Cabling and conducting shall be provided for Broad Band Connection Decorated as per kids needs and low depth splash Capsule lift in each tower Yes 364 Premium 2 / 3 / 4 BR Apartments & Penthouses in the heart of VIP Sector PHI 4, 2 KM from Pari Chowk & 1.5 KM from TAJ Expressway

Samiah Residency Lucknow

On prime location in Lucknow, Samiah Residency is a premium residential project that offer a option of 2, 3 & 4 bedroom flats .The unique character of this project is that half of its flat will be allotted to the retired personal of Indian Air force & Indian Navy as the contract signed between Samiah group and AFNHB .The project is Rs 110 crore worth. Name of the Project Location Date of Launching SAMIAH RESIDENCY, Lucknow Hardoi Sitapur Bypass, IIMs Road, Lucknow 2007 62

Scheduled Date of Completion Total No. of Flats Current Status Accommodation/ Price Range Power Back Up R.O. Water Facility Security System

November 2009 120 Construction Commenced; Sample Flat Ready 3 BR (1700 Sq. Ft.) - Rs. 2,975,000 2 BR (1450 Sq. Ft.) - Rs. 2,537,000 Yes Yes Finger print Lock on Main Door for Hi Tech Security and a security guard room at entrance gate with close circuit camera, emergency alarm, intercom arrangement and video conferencing facilities Reception hall with video conferencing facilities Yes; Separate Space for Health club & DVD Theater, Separate Complex for indoor games such as Badminton, Billiards, TT, Squash, etc. Gas pipeline connected to each kitchen Cabling and conducting shall be provided for Broad Band Connection Extra Cost Extra Cost Yes High class garden design with running water bodies Ornamental structure in elevation based on English architecture 120 luxury 2/3 bedroom apartments in the most upcoming area of Lucknow - Hardoi Sitapur Bypass, IIMs Road (Opposite Lucknows biggest landscaped greens, The Joggers Park) 9873906860, 9873906861

Reception Hall Club LPG Network Broad Band Modular Kitchen Cupboard Elevators Horticulture Outer Look Project USP

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a) b) c)

employees in The Company?

Do you think that Performance Appraisal is essential for the

Fully Partially Not at all

Graph1. Performance Appraisal is essential

Partially 20%

Not at all 0%

Fully Partially Not at all

Fully 80%


Analysis and Interpretation: It shows 80% of the employees agree that performance appraisal is essential for the employees of the company and 20% of the employees partially agree. Currently annual appraisal system in SIG is carried out for the employees at executive levels and above only. The target set may be reviewed quarterly so that strengths and weaknesses, if any, can be assesses and remedial measures suggested accordingly. Q2: Performance appraisal has been described as the responsibility, which is not liked by the superiors. Do you think so? a) Yes b) Partially c) Not at all


Graph2: Perfromance Appraisal is described as responsibility

Not at all 27%

Yes 27% Yes Partially Not at all

Partially 46%

Analysis and Interpretation: 46% executives say that they consider performance appraisal as the responsibility they liked the least. 27% executives agree that it is a responsibility not liked by them and remaining 27% denies about any such probability. Considerable amount of time is spent for getting the appraisals done as per the existing system. The company should improve the existing system by designing and implementing departmental performance review system on a quarterly basis.



Do you agree that self-appraisal prior to performance appraisal facilitates you to get high ratings? a) Completely b) Partially c) Not at all
Graph3: Self appraisal prior to perfrom ance appraisal facilitates to get high ratings. Completely 27%

Not at all 27%

Completely Partially Not at all

Partially 46%

Analysis and Interpretation: 45.5% of the employees say partially self-appraisal facilitates to get high ratings, 27.3% employees agree completely and other 27.2% say self-appraisal does not help in high ratings in performance appraisal. Many Real Estate companies have implemented the self-appraisal system. This has proved helpful in identifying the needs for in-house group discussions/counseling methods/training and development programs.


Q4: basis?

Does your supervisor give you effective feedback on a regular a) b) c) Yes Depends on the employees Not at all

Graph4: Does superior gives effective feedback on regular basis

100 80 Percentage 60 40 20 0 Yes Depends on the employees Not at all

Yes Depends on the employees Not at all


Graph4: Does superior gives effective feedback on regular basis

100 80 Percentage 60 40 20 0 Yes Depends on the employees Not at all

Yes Depends on the employees Not at all



Analysis and Interpretation: It is clear in the graph that 100% of the employees say that the superior gives them effective feedback on a regular basis. Any company should give feedback to the employees periodically. They can also extend proper diagnostic tips/ counseling methods at the required level. Q5: Do you think that performance appraisal is the tool that improves employees performance level? a) b) c) To a great extent To some extent Not at all

Graph5: Performance appraisal improves employees perfromance level

Not at all 8%

To some extent 18%

To some extent To a great extent Not at all To a great extent 74%

Analysis and Interpretation: 69

The graph shows 74% employees agree that up to a great extent, 18% say that to some extent and 8% of the employees believe performance appraisal not at all improves performance appraisal. Currently the companys existing appraisal system is on annual basis. This may be reviewed on a quarterly basis, which will help in assessing the strengths and weaknesses of executives and role modifications can be suggested accordingly.


Are you capable of achieving goals set for you? a) b) c) Consistently Occasionally Never


Graph6: Capability of attaining the set goals

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Consistently Occassionally Opinion of employees Never Consistently Occassionally Never

Analysis and Interpretation: The graph shows 100% of the employees are consistently capable of attaining their set goals. The target achieved by the employees may be vis--vis the target achieved last year. The company should endorse proper diagnostic mapping for role modifications/ training and development needs.



To what extent is the SIG making progress towards its mission and goals? a) b) c) To a great extent To some extent No opinion
Graph7: SIG making progress towards its mission and goals

No opinion To some extent 0% 18% To some extent To a great extent No opinion

To a great extent 82%

Analysis and Interpretation: In this graph 82% of the employees say that SIG is making progress towards its mission and goals to a great extent and 18% employees say that only to some extent company is making progress towards mission and goals. For the further progress of companys mission and goals organizational planning and development department should be involved for quarterly analysis of the feedback received.



Do you get merit raise when the performance evaluation indicates that you are meeting the set standard on the job? a) To a great extent b) To some extent c) Not at all
Graph8. Merit raise when the employees meet the standard

Not at all 10% To some extent 20% To a great extent To some extent To a great extent 70% Not at all

Analysis and Interpretation:


70% of the employees say up to a great extent they get merit raise, 20% employees say that up to some extent they get merit raise and minority of 10% employees agree they do not get any merit raise. Apart from the merits awarded based on the performance indicators; HR should introduce system for proper recognition rewards to such employees.


Do your co-workers and superiors help you to cope up with a) b) c) To a great extent To some extent Not at all
Graph 9: Support of co-workers and superiors

your poor performance?

Not at all 0%

To some extent 47% To a great extent 53%

To some extent To a great extent Not at all

Analysis and Interpretation: 74

The graph shows 53% of the employees say up to great extent their co-workers and superiors help them to cope up with their poor performance and 47% say to some extent. SIG can also concentrate on designing and implementing proper inhouse counseling program through group discussions/ personal interaction.

Q10: In your opinion to what extent are the superiors responsible for the progress of SIG? a) b) c) To a great extent To some extent Not at all


Graph10: Superiors responsible for the progress of SIG

Not at all 35%

To some extent 28% To some extent To a great extent Not at all

To a great extent 37%

Analysis and Interpretation: The graph shows 37% of the employees believe to great extent superiors are responsible for the progress, 28% are responsible to some extent and 35% say the superiors are not at all responsible for the progress of the company. For the progress of the company the performance appraisal of the top-level management are also to be carried on a quarterly basis. Competency skills are to be assessed and effective role modification areas are to be suggested.



After meeting the executives & non executive of different levels (viz E1 to E10 grades) of SIG interacting with them, the following information and facts were gathered:-

General Constraints faced by superiors (Appraisers) while doing performance appraisal for appraisee (Executives): Performances are not generally recorded on regular basis Facts are not recorded as per plan. In availability of adequate resources. Unawareness of employees about profit maximization with

utility and plans made are not strictly followed

Performance appraisals are not related to any financial

implications on the individuals.

It should be used as a proper yardstick & tool for measurement




The Present technique must need more practical approach Partiality is done for individuals in the marking system.


In any performance appraisal, due consideration must be given to the ethics of appraisal, failing which many organizational problems may crop up and the very purpose of appraisal may be defeated. The following are some suggestions and recommendations for appraisees, appraisers and reviewers.

For Appraisees: Following are five keys to help employees to overcome a bad appraisal: 78


Employees should complete a draft of the Performance Appraisal Form or Narrative Form. They will be surprised at how much they have accomplished.


They should go into the review assuming there will be some negatives, and think of the meeting as a way to learn what specific issues they have to work on to get to that next step. Its the boss job to let the employees know about areas where they can improve, so the employee should try not to be offended. The employees goal is to convince the supervisor, in a positive manner, that they are willing to make that commitment.


Before going into a review, employees should carry a page with two columns, the first headed Specific Areas of Strength and the second, Specific Areas of Improvement. Its very important that they hear both the good and the bad comments, because they will never improve, to their boss satisfaction, if they deny, in their anger, that there are any areas needing improvement.


Employees should ask for clarification and specific examples if they hear generalizations or dont understand what the problem is. But they should try hard not to be too argumentative.


Employees should find out how their boss might solve these issues, and ask for another review in 30 days to


address these specific issues, to see if headway is being made. Thus, the employees should create an image of a thoughtful employee who is willing to change and able to modify behavior.


For Appraisers: Appraising manager should prepare for the appraisal in following ways:

He must be well trained and he should know why the appraisal is needed.


Clarify expectations for the employee (a job description with a listing of duties and responsibilities).


Make the employee aware of performance standards, objectives, expectations and specific areas of accountability.

4. 5.

Encourage the employee to prepare for the meeting. Review actual work performance in relation to the performance plan, objectives and outcomes.


Provide ongoing feedback on performance on day-to-day basis. If an employee is given ongoing feedback, then the annual appraisal should contain no surprises.

7. 8.

Schedule the appraisal meeting several days in advance. Put the employee at ease at the beginning of the appraisal meeting. 80


Allow the employee to engage in self-evaluation.

10. Emphasize work behaviors rather than personal traits. 11. As soon as a performance is declined or affected, openly

discuss with the employee to try to determine the cause of affecting the performance.
12. Provide positive feedback as well as negative feedback. 13. Keep a regular record of lack-a-side attitude. 14. While appraising, he should make it clear to the employee

that it is only his personal opinion of the facts as seen by him;

15. Use






16. He should pass the appraisal information on only to those

concerned with the process.

17. To initiate the performance appraisal discussion with the






performance vis--vis targets set.

18. Ask







misunderstandings or views that differ. concern.

19. Close the performance review meeting:

This gives the

employee an opportunity to discuss items of interest or


Summarize the key issues that were discussed and seek

agreement and/or clarification.

Give positive feedback to the employee for his/her

active participation in the review meeting.


ones commitment and the employees

commitment to future plans, as discussed.

Explain the next step in the performance process. End the meeting in a positive, friendly manner. 20. Identify potential talent 21. To discuss subordinates appraisal with the Reviewer &

finalize ratings.

III. For Reviewers:

For final decision maker i.e. reviewers the following are the recommendations:

To articulate department/ SBU goals in line with organization vision.


To cross verify Final Ratings and Promotion relating to all team members.


To moderate Ratings of team members based on departmental/SBU performance.


Should not be bias, but be fair in rewarding or penalizing the appraisee.


To review the potential talent identified by appraiser.



Should not compare the employees appraisal with somebody elses without knowing the basis on which it was made.


To ensure timely submission of all targets and appraisals of the entire team (department) to Human Resource department.


To ensure that all Appraisees have been given constructive feedback by respective Appraisers.

IV. Management Committee:

The role of Management Committee is to:

1. 2. 3.

Strategically lay overall organizational vision/ goals. Critically review business results based on set targets. Review & approve departmental / SBU rating pattern and promotions.


Decide on incentive and increment matrix (compensation strategy) for organization.


Review all potential talent identified and lay a strategic intent towards their development.

V. Human resources:

The human resources department has to:


Facilitate performance management system process across the company.



Conduct workshop for higher clarity & bearing on performance management system (PMS).

3. 4.

Make use of PMS to create talent pipeline for future. Propose & work closely with management committee on compensation strategy & implementation linked to market & performance.


Ensure end-to-end visibility in completion of this exercise and timely release of reward letters.


Firstly, the information collected from the questionnaire may not be accurate, as some of the personnels could have given biased answers depending upon the various factors.


Secondly, the sample size was confined to 50 Executives therefore the conclusions drawn hold true only for this much of sample size and hence the analysis may not be appropriate if it is used for more of the sample size.

Thirdly, As per the view of the personnels, the schedule needs some modifications further, in huge organization like SIG employees with over busy schedule instrument was really difficult to answer.

Lastly, it was quite time consuming to contact every employee and then to follow up for the data collection. Provision, should be made so that with the prior permission of G.M of the department concerned, a meeting with the batch of 10-15 executives at a time to ease and speed up the data administration process. But, frankly the environment of SIG for summer trainees is quite conductive, cooperative and encouraging.


In the new millennium when the corporate world is designing newer techniques for developing employees and retaining them, SIG is no way behind and the organizational structure is such that people works hand in hand to align the organizational goals with the individuals goals. Evaluation of employees performance is helpful as to strengthen the employees productivity, their promotion, transfer, training and development needs etc. The organization has implemented the evaluation process not only to evaluate the performance of employees but also for their increment and promotion. The company follows a transparent performance appraisal system with no personal bias because it is wholly based on individuals contribution towards the organization. But there are some loopholes in the system that should be analyzed and corrective measures should be taken. To sum it up, this project has provided me with opportunities to learn different areas of the HR function and has given me stepping-stones to climb up to reach the summit of HR at the end of my career.




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1. Department Name: ______________________ Name : ______________________ ______________________ ______________________

Designation : Qualification:

Date of Joining Department: ______________________

Q1: Do you think that Performance Appraisal is essential for the employees of the company? a) b) c) Q2: Fully Partially Not at all

Performance appraisal has been described as the responsibility, which is not liked by the superiors. Do you think so? a) b) c) Yes Partially Not at all


Do you agree that self-appraisal prior to performance appraisal facilitates you to get high ratings a) b) c) Completely Partially Not at all


Q4: Does your supervisor give you effective feedback on a regular basis? a) b) c) Q5: Yes Depend on the employees Not at all

Do you think that performance appraisal is the tool that improves employees performance level? a) b) c) To a great extent To some extent Not at all

Q6: Are you capable of achieving the goals set for you? a) b) c) Q7: Consistently Occasionally Never

To what extent is the SIG making progress towards its mission and goals? a) b) c) To a great extent To some extent No opinion


Do you get merit raise when the performance evaluation indicates that you are meeting the set standard on the job? a) To a great extent 89

b) c) Q9:

To some extent Not at all

Do your co-workers and superiors help you to cope up from your poor performance? a) b) c) To a great extent To some extent Not at all

Q10: In your opinion to what extent the superiors responsible for the progress of SIG. a) b) c) To a great extent To some extent Not at all