PROJECT REPORT

ON
EMPLOYEE SATISFACTION ANALYSIS
&
PERFORMANCE APARAISAL SYSTEM EFFECTIVENESS
ANALYSIS
OF
HFCL INFOTEL LTD.
SUBMITTED TO:
MR. HARPREET SINGH BHATIA
HEAD, HR DEPT.
HFCL INFOTEL LTD.
MOHALI
SUBMITTED BY:
SHIKHA AHUJA
MANAGEMENT TRAINEE
INSTITUTE OF MANAGEMENT STUDIES
KURUKSHETRA UNIVERSITY
KURUKSHETRA

PROJECT REPORT
ON
EMPLOYEE SATISFACTION ANALYSIS
&
PERFORMANCE APARAISAL SYSTEM EFFECTIVENESS
ANALYSIS
OF
HFCL INFOTEL LTD.
SUBMITTED TO
INSTITUTE OF MANAGEMENT STUDIES
KURUKSHETRA UNIVERSITY
KURUKSHETRA
IN THE PARTIAL FULFILLMENT OF
THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
5 YEARS PRACTIC ORIENTED PROGRAM
SESSION 20030!
SUBMITTED BY:
SHIKHA AHUJA
ROLL NO: 3"
#
TH
YEAR
AREA OF SPECIALI$ATIONHR

I N D E %
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PREFACE
It takes a little extra to become extra ordinary from ordinary. This extra has
been very effectively introduced in our course i.e. M.B.A. Five Years Integrated
Programme ourse in !urukshetra "niversity !urukshetra.
In the accom#lishment of this course$ I am submitting a Pro%ect &e#ort on
Measuring and analy'ing the effectiveness of #erformance a##raisal system and
em#loyee satisfaction in (F) Infotel )td.
It *as really a great o##ortunity to get my one month industrial training in
(F) Infotel )td. Mohali. In the accom#lishment of this #ro%ect I studied the
#resent a##raisal system and #re#ared t*o +uestionnaires, one regarding
em#loyee satisfaction and other regarding #erformance a##raisal effectiveness.
This #ro%ect re#ort aims to #rovide necessary information regarding the
em#loyee satisfaction analysis and #erformance Management system effectiveness
of the concern.

ACKNO=LEDGEMENT
It feels great to ackno*ledge the valuable assistance extended to me by
various #ersonalities in the successful com#letion of this re#ort. I feel highly
obliged to all these #ersonalities.
I am dee#ly indebted to my esteemed teacher - our hairman M&. D.D.
A&-&), P&-('::-&, K.U.K.$ *ithout the initiative$ ins#iration and useful
suggestions$ able guidance of *hom$ the task before me *ould have been more
difficult. I am also thankful to all my teachers for their kind su##ort and
suggestions.
I *ould like to ex#ress my sincere thanks to M&. H)&6&''3 S5,1; B;)35),
H.R. H')0, M:. S40;) S5,1; >O((5*'& HR?, M&. A,48 M);)8),$ from
ommercial .e#artment$ for the guidance$ su##ort and su#ervision they #rovided
to me.
I thank a lot to my #arents for their constant su##ort all the *ay through.
)ast but not the least I bo* my head before Almighty /od.



INTRODUCTION
@TO COMPANY
@TO PROJECT

TO COMPANY

(F)0s vision is to #rovide cost effective futuristic telecom solutions. (F) is
focused on develo#ing the state,of,art technologies and intellectual #ro#erty to
maintain a com#etitive leadershi# and a sustained long,term gro*th.
1stablished in the year 2345$ (imachal Futuristic ommunications )td. has
develo#ed a vast base for indigenous telecom e+ui#ment manufacturing in India. It
started *ith manufacturing transmission 1+ui#ment and soon ex#anded its #roduct
#ortfolio to manufacture Access 1+ui#ment$ 6#tical Fibre able$ Accessories and
Terminal 1+ui#ment
The /rou# com#anies and Associates com#anies of (imachal Futuristic
ommunications )td., (F) Infotel )td.$ (F) 7atellite ommunications )td. and
Micro*ave ommunications )td. *hich offer Basic Tele#honey and Internet
services$ 8,sat 7ervices and Paging services res#ectively have also made a name for
themselves. (F) Infotel )td. became the first basic service #rovider in Pun%ab
(F) 7atellite ommunications )td. is catering to a number of channels like Aa% Tak
by #roviding customi'ed .79/ vans. (imachal Futuristic ommunications )ts.0s
Pagelink$ together *ith Page#oint$ is one of the leading #layers in field of #aging
services. (T)$a ma%or telecom e+ui#ment su##lier$ *hich *as recently ac+uired by
(F) is not only be an extension of the manufacturing as#ect of (F) but also
synergises and value adds to the already existing #roduct range of (F).

(F) Infotel )td. the first basic tele#hony services #rovider in Pun%ab -
launched its basic tele#hony services on 2:th 6ctober$ ;<<<. 6991T0s launch
brought to the #eo#le of Pun%ab a *orld class telecom ex#erience , technology$
#roducts$ customer service etc.
The vision statement of the com#any is 0To be the most admired telecom brand0
and the mission statement aims to =.eliver total telecommunication solutions by
offering innovative #roducts and services through su#erior technology$ ensuring
customer delight=.
6991T is a business venture of (imachal Futuristic ommunications )td.$
India0s leading telecommunications giant. 6991T is further su##orted by the
ex#ertise of )ucent Technologies "7A$ (ua*ei Technologies$ IIT hennai$
om#a+$ isco$ /I$ Bell 9exxia and incom.
>ith an investment of over &s.2?<< crores$ (F) Infotel$ has set u# a state,of,
the,art net*ork in over 2@< to*ns and cities in Pun%ab. The average revenue #er
line AA&P)B for 6991T is amongst the highest in the country. >ith a clear
focus on ac+uiring +uality subscribers through *ell,#lanned roll out and through
a##ro#riate revenue focus in our marketing strategy$ *e are confident of ensuring
that *e retain our #osition of being amongst the to# A&P) brands in the country.
The *ide array of innovative #roducts and services in the data and broadband
segment has further allo*ed the om#any to drive its revenue gro*th.
The launch of Tri#le Play service that delivers voice$ data and video to a
subscriber is a first by any telecom o#erator in the country. 6991T is also the
first o#erator in the country to launch a .MA based #re,#aid mobile service in
;<<;. Besides fixed line tele#hony$ mobile tele#hony and Internet access$

6991T0s services include an array of broadband$ enhanced and data services
like Internet )eased )ines$ I7.9$ 8P9$ entrex$ >eb (osting$ .7) and server
o,location. ustomised solutions are also available for its or#orate customers -
additionally$ services like 8ideo onference$ Audio onference$ Phone to mail
and 8M7 form an im#ortant #art of the 6991T #ortfolio.
1xclusive *orld,class sho*rooms to #rovide high +uality customer care to
6991T subscribers have been introduced in ma%or cities of Pun%ab. These
sho*rooms aim to fulfill any telecom need of the subscribers. They #rovide a
single *indo* o##ortunity to address all customer +ueries$ besides serving as an
outlet for sale of all 6991T #roducts. These aesthetically designed outlets
allo* 6991T subscribers to buy any of 6991T services *hile
ex#eriencing exclusive 6991T services like Phone to mail$ Audio onference
Bridge$ 8ideo onference$ Broadband Internet etc. A customer can subscriber to a
tele#hone connection$ buy Phone cards$ .MA mobile handsets$ ustomer
Premises 1+ui#ment AP1B and Internet #roducts. 6ne can also make bill
#ayments$ register a com#laint and seek information on any of the com#any0s
#roducts or services. 7#ecially trained executives attend to the customer needs and
ensure that they are met *ith s#eed and efficiency.
An agreement has been signed bet*een the /overnment of Pun%ab and (F)
Infotel )td. *herein 6991T *ill #rovide free data connectivity for the
government0s e,governance - citi'en services #ro%ects. This connectivity *ill
facilitate communication bet*een state head+uarters$ district head+uarters$ sub,
divisions and blocks. The e,/overnance #ro%ect *ill hel# the government in
im#roving revenue collection$ delivery of citi'en services$ increase government
accountability and trans#arency thereby increasing citi'en trust in government
besides #roviding effective MI7 for government decisions. This *ill effectively

involve stakeholders$ including 9/6s$ business$ and interested citi'en in ne*
*ays of meeting #ublic challenges.
Indeed *ith a future,#roof net*ork$ that connects every to*n and village in
Pun%ab$ along *ith an em#hasis on service excellence and +uality$ 6991T has
exceeded customer ex#ectations and *ill continue to do so in the future.
BOARD OF DIRECTORS
T;' C-26),7A: B-)&0 -( D5&'*3-&: consists of 6 Directors including a nominee directors
nominated by Life Insurance Corporation of India and by Industrial Development Bank of India. The
Board oversees the business operations with the daytoday affairs being managed by the !"ecutive
Committee consisting of #enior $fficers of the Company.
B. M&. M);',0&) N);)3) >C;)5&2),?
2. M&. S. L)+:;2),), >N-25,'' L5(' I,:4&),*' C-&6-&)35-, -( I,05)?
3.M&. R.K.B),:)/ >N-25,'' -( IDBI L30.?
#. M&. M);',0&) P&)3)6 S;4+/)
5. M&. K&5:;,) B';)&5 L)/
". D&. R),8''3 M)/ K):35)

C-22533'':
Audit Committee
%r. #. Lakshmanan Chairman
%r. %ahendra &ahata
%r. '.(.Bansal
Remuneration Committee
%r. #. Lakshmanan Chairman
%r. %.). #hukla
Dr. 'an*eet %al (astia
Share Transfer and Investor Greivance
Dr. 'an*eet %al (astia Chairman
%r. (. B. Lal
%r. %.).#hukla
Project Management Review Committee
%r. %. ). #hukla Chairman
%r. %ahendra &ahata
%r. #.Lakshmanan
%r. (. B. Lal
%r. '.(.Bansal
Compliance Officer or Compan! "aw Matters
%r. #.)rabhakar
Company #ecretary +
,ead - Legal + 'egulatory
or S#$I Related Matters
%r. .ikash /garwal
,eadCorporate 0inance

1,2 C$&&!CT
>elcome to a *hole ne* *orld *here the futuristic telecom net*ork delivers a
*ide range of voice$ data and video services$ at high s#eeds. A com#any
s#earheading Pun%ab0s telecom revolution$ offers you the entire s#ectrum of
telecom solutions such as )andline Tele#hony$ Mobile Phone 7ervice$ P60s$
entrex$ .7)$ Intelligent net*ork 7ervices$ I7.9$ )eased )ines$ Internet )eased
)ines and much more. >ith technological kno* ho* from the globally
ackno*ledged leaders like )ucent technologies A"7AB$ om#a+$ isco$ Bell
9exxia$ 7untec and IIT hennai.
6991T0s Broad band fibre net*ork is enabled for interactive multi media
services$ and ca#able of high +uality content$ high s#eed Internet access and a
large number of interactive a##lications including B;B and B; e,commerce.
6991T has also #rovisioned fiber connectivity to the larger or#orate houses
and Industrial areas. 6991T #rovides an uninterru#ted service *ith large
entrally administered state of the art digital s*itches$ o#tical fibre backbone and
backhaul and installation #ractices to ensure high +uality voice and data calls.

NET=ORK C MAP


HOME USERS:
6991T is today a leading
brand name
in the basic telecom services in
Pun%ab - handigarh.
6991T #rovides >))
Mobile service in handigarh$
)udhiana$ Calandhar and Amritsar
under the brand name 6991T
Mobile.


6991T Phone card is a smart
and convenient *ay of making and
receiving calls from any*here in
the *orld

>ith 6991T 9et&eady$all
ne* 6991T landline
tele#hone subscribers can no*
en%oy free Internet access ;? hours
a day

LANDLINE:
6991T is today a leading brand name in the basic telecom services in Pun%ab
- handigarh. It has hel#ed in bringing #eo#le closer through its state of the art
net*ork - latest #roduct offerings. 6#erational in more than :D leading to*ns of
Pun%ab$ onnect is fully e+ui##ed to deliver its services across the length -
breadth of Pun%ab. At 6991T$ *e value our relationshi# *ith you and
therefore make ourself available ;?hours a day$ 5days a *eek.
>e offer customi'ed #lans to save on your heavy tele#hone bills along *ith many
8alue Added features that you can en%oy freely.
7tay onnected EE
CONNECT MOBILE:
CONNECT provides 1LL %obile service in Chandigarh3 Ludhiana3 4alandhar and /mritsar under
the brand name C$&&!CT %obile. This service enables the subscriber to use mobile within an
#DC/.

OUR TECHNOLOGY
CONNECT %obile uses the advanced CD%/ technology. This enables you to make and receive
calls from anywhere in the world while on the move and that too at call charges similar to that on
your landline phone.
PHONE CARDS:
6991T Phone card is a smart and convenient *ay of making #hone calls.
It is a #re#aid card that allo*s you to make 7T.FI7. - local calls from any
6991T #honeF 6991T Phone Point. The 6991T #hone used by you
does not get charged$ instead your #hone card gets debited by the cost of call.
For your convenience *e have installed 6991T Phone Points in various cities
in Pun%ab. These #hone #oints have a 6991T Phone line thus enabling you to
make calls using 6991T Phone card.
INTERNET SERVICES:
>ith 6991T 9et&eady$all ne* 6991T landline tele#hone subscribers
can no* en%oy free Internet access ;? hours a day$ %ust #lug in and start surfing.
I3D: :- :526/'
In your dialer screen simply enter 5sername&etready
Pass*ord G9etready Access 9o,2D;D
I3D: :- *-,9',5',3
&o need to buy Internet packs.
I3D: '*-,-25*)/ 3--
9o change for Internet access. You only #ay for the tele#hone line usage

BUSINESS SOLUTIONS:
CONNECT, 3;' :2)&3'&.)7. =' -(('& (4// &),1' -( *-224,5*)35-, :-/435-,:
(-& 7-4& BUSINESS REEUIRMENTS.
It has helped in
bringing people closer
through its state of
the art network &
latest product
offerings.
CONNECT Internet & Data
Services allows ou to
transfer voice! data
and i"age
si"ultaneousl at high
speedsover standard
copper wires.


6991T Mobile uses the
advanced .MA technology. This
enables you to make and receive
calls from any*here in the *orld

CONNECT #alue $dded
Services enables ou to
conduct an audio as
well as voice
conference service.


INTERNET & DATA SERVICES:
AF-43 ISDN
I7.9 AIntegrated 7ervice .igital 9et*orkB is a fully digital service that allo*s you to
transfer voice$ data and image simultaneously at high s#eed over standard co##er
*ires.
ISDN 5: -(('&'0 5, 3.- 9)&5),3:
B):5* R)3' I,3'&()*' >BRI?:
B&I gives you :? !b#s channels #er lines. By using these channels over a single
co##er *ire$ you can get s#eed u#to 2;4 !b#s.
P&52)&7 R)3' I,3'&()*' >PRI?:
P&I consists of @< x :? !b#s channels giving a total band*idth of ; Mb#s. This is
useful for handling large volume of data.

VALUE ADDED SERVICES:
AF-43 T'/'2''3
CONNECT Telemeet is an audio conference service that enables the subscriber to conduct a
telephonic meeting with as many participants as one wants in a single conference located anywhere
in the world.
If your company has multilocational offices and a wide customer base3 you may have suppliers3
investors3 business associates3 regional offices and your sales force spread across different locations
within the city3 in different cities or across the globe. Connect Telemeet is a great solution to reach
out to as many of them without incurring huge travel costs or losing out on valuable time.
2ou can save time and travel cost with Connect Telemeet #ervice. Talk simultaneously to as many
people as you wish6

TO PROJECT

The #ro%ect undertaken is #urely #ractical. It has t*o ma%or #arts H,
2. Measuring P.M.1.
;. Measuring 1m#loyee 7atisfactory
It contains H,
2. The study of #resent a##raisal system in (F) Infotel )td.
;. Measuring the effectiveness of #resent a##raisal system by using
+uestionnaire.
@. Measuring the em#loyees satisfaction level by using +uestionnaire.

LITERATURE
SURVEY

PERFORMANCE APPRAISAL H,
After an em#loyee has been selected for a %ob$ has been trained to do it and
has *orked it for #eriod of time his #erformance should be evaluated.
Performance a##raisal is the #rocess of deciding ho* em#loyees do their %ob.
T;' F):5* -F8'*359' -( 6'&(-&2),*' )66&)5:)/ 5:
Administrative decisions i.e. #romotions$ transfers and allocation of
financial re*ard.
1m#loyee develo#ment i.e. identification of the training and
develo#ment needs and the #erformance feedback.
Personal research i.e. generation of man#o*er information.
B&-)0/7 6'&(-&2),*' A66&)5:)/ :'&9' (-4& -F8'*359': :
2. .evelo#ment use.
;. Administrative usesFdecisions.
@. 6rgani'ational maintenanceFob%ectives.
?. .ocumentations #ur#oses.

METHODS OF PERFORMANCE APPRAISAL
R),+5,1 M'3;-0 :
This method yields a ranking or ordering from the best to *orst of all
individuals com#rising the grou#. The rather sim#ly #icks out the individual he
considers the best$ the one he considers next best$ etc.$ and ranks them in order on
the basis of their *ork. The ranking method usually takes into account rating by
more than a single rater. The ranks assigned by the rather are then averaged and
then relative ranking of each member in the grou# is determined. Table I sho* an
exam#le of this ty#e of rating.
7ho*ing ranks assigned by @ different su#ervisors of five *orkers on the
basis of their trait to carry along and coo#erate *ith the other members of the
grou#. The #olling of the ranks indicates that /reen is the most coo#erative #erson
in the grou# follo*ed by Bond$ Cones$ 1ngle and .ixon.
TABLE
S&.N-. R)3'&
R)3''
S46'&95:-& S46'&95:-& S46'&95:-& M'),
R),+
2. Bond ; 2 @ ;
;. /reen 2 ; ; 2.D
@. Cones @ @ 2 ;.:
?. .ixon D ? ? ?.@
D. 1ngle ? D D ?
ADVANTAGES & DISADVANTAGES
This method has t*o advantages that the sim#licity and naturalness. There
are t*o disadvantages, first of all the task of ranking a grou# of individuals
becomes difficult *hen there are over t*enty or thirty cases. 7econdly$ the

magnitude of the difference in ability bet*een ranks is not e+ual at different
#ositions.
PAIRED COMPARISON: Although ranking method re+uires some com#arisons
among individuals to be rated$ there is no system in it. This is achieved *ell by a
#aired com#arisons method in *hich every individual in the grou# in com#ared
*ith every other in the grou#. >hen individual are com#ared in this *ay by a rater
the choices received by every #erson in the grou# are counted and turned into
#ercentage scores$ *hich can us a fair idea as to *hich individual in the frou# is
%udged by the rater.
TABLE2
P)5&'0 C-26)&5:-, 2'3;-0 -( R)35,1:
S&.N-. P'&:-,: 3- F'
R)3'0
P-::5F/' 6)5&'0
C-26)&5:-,:
P-::5F/' P)5&'0
C-26)&5:-,:
2. Bond 2.Bond *ith /reen :. /reen *ith .ixon
;. /reen ;.Bond *ith Cones 5./reen *ith 1ngle
@. Cones @.Bond *ith .ixon 4.Cones *ith .ixon
?. .ixon ?.Bond *ith 1ngle 3.Cones *ith 1ngle.
D. 1ngle D./reen *ith
Cones
2<..ixon *ith
1ngle

MAN TO MAN RATING: By taking only a #air$ in the so,called man,to,man
rating scales$ the names of the actual individuals kno*n to all the rates are used as
a series of standards. 6riginallyI a man,to,man rating scale *as #re#ared by
selecting 2< to ;< individuals of varying ability and ranking them in the ability
under consideration Aas is done in the ranking methodB. The$ the highest ranking
man *as used as the highest standard$ the individual *ith the middle most ranking
*as used as the lo*est standard.

In rating another #erson on such a scale the rater sim#ly looked over the
individual selected as standards and checked the one nearest in the ability to the
#erson being rated.
FORCED CHOICEH This rating form #re#ares a series of items or statements
*hich usually describes degree of #roficiency. The rater then chooses among the
members of each grou# in the terms of ho* *ell he believes the statements
describes the individuals being rated. 8arious arrangements of items have been
em#loyee. 7ometimes the items a##ear in #airs of trades of favorable descri#tion.
Therefore$ the #ractice is to have a rater check the item that is least descri#tive of
the individual. In all cases the rater is forced to choose among the items that are
e+ually desirable or e+ually undesirable. Table @ sho*s an exam#le of rating.
GRAPHIC RATINGH In these scales$ categories are #rovided$ but the rather is
#rovided *ith boxes or *ith an uninterru#ted line #laced %ust belo* the category
notions on *hich he indicates his rating by means of a check mark. The check
mark need not corres#ond exactly *ith any of the reference #oints of category
notions under the line but may be #laced at any #oints along its length. 6n some
gra#hic rating scales only the extreme and mid#oint categories are indicated by
means of category descri#tion. 6ne exam#le o this form of rating sho*n in table ?.
CHECKLIST METHODH This is the ada#tion of a method develo#ed by thrust
stone for measuring attitudes. The statements in the form of a checklist an be used
by su#ervisors in evaluating the #ersonnel *orking under them. These #rocedures
furnish the rater *ith a checklist of #rescribed descri#tion of behaviour.

THE E%ISTING PERFORMANCE APPRAISAL SYSTEM AT HFCL
INFOTEL LTD.
In the #resent a##raisal system$ the a##raiser or the revie*ing officer #lays
a crucial role in moderating the assessment.
THE PROCEDURE
A grou# of #ersonnelJs com#rising of the a##raise su#erior$ the
de#artmental head$ senior member of staff *ith *hom the a##raise has
the maximum contact and the re#resentative from the #ersonnel
de#artment brought. Together this may be addressed as a committee.
The overall rating is based on the #erformance of the a##raise in all the
key #erformance areas and the achievement of the ob%ectives by the
a##raise.
The a##raisal #rocess start *ith finding the number of the em#loyees
eligible for a##raisal in every de#artment.
Then the a##raisal form is sent to all em#loyees for staff a##raisal.
The em#loyee first does his self a##raisal.
After this the re#orting officer a##raises the em#loyee on follo*ing
#arameters.
2. Cob !no*ledge D Inter#ersonal
relationsF Team
*ork.
;. Kuality of *ork : >ork attitude
@. Planning and
organi'ing
5. 7ense of
res#onsibility
?. Initiative and drive 4. )eadershi#
C6B !96>)1./1 i.e. *hether the em#loyee #ossesses skills re+uired
for the %ob.
K"A)ITY 6F >6&! i.e. #erformance as #er ex#ected standards.

P)A99I9/ A9. 6&/A9ILI9/ i.e. ability to #lan organi'e *ork.
I9ITIATI81 A9. .&I81& i.e. *hether the em#loyee is a self starter
im#lements ne* ideas and ability to #erform under #ressure.
I9T1& P1&769A) &1)ATI697FT1AM >6&! i.e. *illingness to
seek and give su##ort to su#eriorsF#eers and subordinates.
>6&! ATTIT".1 i.e. *hether the em#loyee has #ositive attitude to
*ork.

7ome im#ortant #oints about the #resent a##raisal system may be studied as under
H the existing a##raisal system uses a #rimary a##raisal form as its tool.
The a##raisal is follo*ed by a meeting *ith the immediate su#erior for
the counseling in *hich the a##raise is given the feedback.
A ne* feature added in the a##raisal system is the critical incident
a##roach system in *hich a##raisal is re+uired to maintain a Mcritical
incident diaryN for all the im#ortant incidents related *ith the
#erformance of the a##raise. The dairy may be refer to during the time
of the a##raisal.
Another feature of the existing a##raisal system is the #otential
a##raisal. This is to identify the #otential or the ca#abilities of the
a##raisee. This exclusively done by the de#artment head.
The #erformance a##raisal form is same for all the em#loyees$
irres#ective of the #osition they hold or the de#artment they are serving.
The feedback is verbal and is given by the immediate su#erior.
ounseling is also held to im#rove u#on the identified *eak areas.
The a##raisal is annually and takes #lace in the month of Canuary every
year.
In bet*een +uarterly a##raisal for variable #ay are done.


RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY
6nly Primary data has been used for the research.
Primary .ata has been collected by using a +uestionnaire and getting it
filled by forty em#loyee of the com#any. The +uestionnaire consists the .ata
regarding em#loyee satisfaction and #erformance a##raisal effectiveness.
The results of the research have been sho*n by using olumn harts.
DESIGNING A EUESTIONNAIRE
The success of the +uestionnaire method for collecting information de#ends
largely on the #ro#er designing of the +uestionnaire.
The .esigning of +uestionnaire is a highly s#eciali'ed %ob and re+uires a
great deal of skill and ex#erience. It is difficult to lay do*n any hard and fast rules
to be follo*ed in this connection. Although$ much #rogress has been made$ the
designing of +uestionnaire is still very much an art.
Most of *hat is kno*n about making +uestionnaire is based on ex#erience.
9either a basic theory nor even a fully systemati'ed a##roach to the #roblem has
been develo#ed. 9evertheless$ the extensive ex#erience of many researchers and a
limited number of organi'ed ex#eriments have let to a considerable understanding
of the #roblem and to along list of does MdoJs and donJts rulesN of thumb. These
can definitely hel# a beginning researcher avoid #itfalls$ but they cannot be
substituted for creating imagination in designing the +uestionnaire #rocedure.

>hile develo#ing a +uestionnaire$ the researcher has to be very clear on the
follo*ing issuesH,
2. >hat information *ill be soughtO
;. >hat ty#e of +uestionnaire *ill be re+uiredO
@. (o* that +uestionnaire *ill be administeredO
?. >hat the content of the individual +uestion *ill beO
D. >hat the form of res#onse of each +uestion *ill beO
:. (o* many +uestions *ill be used and ho* the individual +uestions *ill be
se+uencedO
5. >hether the +uestionnaire shall be disguised or undisguisedO
4. >hether the +uestionnaire shall be structured or unstructuredO

T;5,1: .;5*; :;-4/0 F' +'63 5, 25,0 .;5/' 6&'6)&5,1 3;'
G4':35-,,)5&' )&'H,
2. overing )etter should be there.
;. 9umber of +uestions should be as fe* as #ossible.
@. Kuestions should be logically arranged.
?. Kuestions should be short and sim#le.
D. Kuestionnaire of a sensitive nature should be avoided.
:. Instructions to the informants.
5. Footnotes
4. Kuestions should be ca#able of ob%ective ans*er.
3. Ans*er to +uestions should not re+uire calculations.
2<. &e,testing to the +uestionnaire.
22. ross hecks
2;. Method of Tabulation should be used.

DATA COLLECTION
&
INTERPRETATION

DATA COLLECTION AND INTERPRETATION
For analy'ing the em#loyeeJs satisfaction rate and #erformance a##raisal
effectiveness data *as being collected based u#on t*o +uestionnaires containing
sixteen +uestions each.
The +uestionnaire has been filled by forty em#loyees of the com#any.
1ach +uestion has been se#arately analy'ed to reach at the results.

CONCLUSIONS

B. H-. 0- 7-4 /5+' .-&+5,1 ;'&' H
%esponse&
Scales No. of Respondent %ae
Strongl 'ike () *).+
'ike ,- -(.+
Can.t sa / /
Dislike / /
Strongl Dislike / /
0
10
20
30
40
50
60
70
Strongly Like
Like
Cant say
Dislike
Strongly Dislike
2. =-4/0 7-4 )095:' ) (&5',0 3- *-2' 3- .-&+ (-& 3;' C-26),7H
%esponse&
Scales No. of Respondent %ae
Strong 0es ,, ().+
0es (- +).+
Can.t sa /* ,+1
No / /
Strong No / /
0
10
20
30
40
50
60
Strong Yes
Yes
Cant say
No
Strong No
3. H-. 0- 7-4 (''/ 3;' ()5&,':: -( 3;' C-26),7 3- 53: '26/-7'': H
%esponse&

Scales No. of Respondent %ae
#er 2air ( +
2air -3 4+
Can.t sa / /
5nfair / /
#er 5nfair / /
0
20
40
60
80
100
Very Fair
Fair
Cant say
n!air
Very n!air
#. H-. 0- 7-4 /5+' 3;' '26/-7'': 0'1&'' -( 50',35(5*)35-, 5, 3;' C-26),7 H
%esponse&
Scales No. of Respondent %ae
Strong
Identification
,6 -+
Identification (* *+
Can.t sa / /
#er 'ess
Identification
/ /
No Identification / /
0
10
20
30
40
50
60
70 Strong "#enti!i$ation
"#enti!i$ation
Cant say
Very Less
"#enti!i$ation
No "#enti!i$ation

2. FINANCIAL AND JOB STATUS INDE%
B. H-. .'// :)35:(5'0 )&' 7-4 .53; 7-4& :)/)&7 H
%esponse&
Scales No. of Respondent %ae
7ell Satisfied ( +
Satisfied (4 )(.+
Can.t sa 4 ((.+
Dissatisfied / /
#er Dissatisfied / /
0
10
20
30
40
50
60
70
80
%ell Satis!ie#
Satis!ie#
Cant say
Dissatis!ie#
Very Dissatis!ie#
2. H-. :)35:(5'0 )&' 7-4 .53; 7-4& *;),*': -( 1'335,1 2-&' 6)7H
%esponse&
Scales No. of Respondent %ae
7ell Satisfied / /
Satisfied -, )).+
Can.t sa 4 ((.+
Dissatisfied / /
#er Dissatisfied / /
0
10
20
30
40
50
60
70
80
%ell Satis!ie#
Satis!ie#
Cant say
Dissatis!ie#
Very Dissatis!ie#

3. H-. .'// :)35:(5'0 )&' 7-4 .53; 3;' .)7 3;5,1: ;)9' F'', .-&+5,1 (-& 7-4 H
%esponse&
Scales No. of Respondent %ae
7ell Satisfied ,( -/
Satisfied (3 )/
Can.t sa / /
Dissatisfied / /
#er Dissatisfied / /
0
10
20
30
40
50
60
70
%ell Satis!ie#
Satis!ie#
Cant say
Dissatis!ie#
Very Dissatis!ie#
#. H-. 0- 7-4 &)3' 3;' 0'1&'' -( (&4:3&)35-, '950',*'0 F7 '26/-7'': .-&+5,1 5, 3;' C-26),7H
%esponse&
Scales No. of Respondent %ae
8igh 2rustration / /
2rustration ,4 6).+
Can.t sa ,3 6+
$d9ust"ent - ).+
8igh $d9ust"ent / /
0
10
20
30
40
50
&ig' Fr(stration
Fr(stration
Cant say
)#*(st+ent
&ig' )#*(st+ent

3. INTRINSIC JOB SATISFACTION INDE%
B. H-. .'// 0- 7-4 /5+' 3;' :-&3 -( .-&+ 7-4 )&' 0-5,1 H
%esponse&
Scales No. of Respondent %ae
Strongl 'ike ,/ (+
'ike -/ )+
Can.t sa / /
Dislike / /
Strongl Dislike / /
0
5
10
15
20
25
30
35
Strongly Like
Like
Cant say
Dislike
Strongly Dislike
2. D-': 7-4& 8-F 159' 7-4 ) *;),*' 3- 0- 3;5,1: 7-4 (''/ 7-4 0- F':3H
%esponse&
Scales No. of Respondent %ae
Strong 0es -( 3/
0es / /
Can.t sa /3 (/
No / /
Strong No / /
0
10
20
30
40
50
60
70
80
Strong Yes
Yes
Cant say
No
Strong No

3. D- 7-4 1'3 ),7 (''/5,1 -( )**-26/5:;2',3 (&-2 3;' .-&+ 7-4 )&' 0-5,1 H
%esponse&
Scales No. of Respondent %ae
Strong sense of
acco"plish"ent
* ,+
So"e sense of
acco"plish"ent
4 ((.+
Can.t sa (+ *(.+
#er less sense
of acco"plish"ent
/ /
No sense of
acco"plish"ent
/ /
0
10
20
30
40
50
60
70 Strong sense o!
a$$o+,lis'+ent
So+e sense o!
a$$o+,lis'+ent
Cant say
Very less sense o!
a$$o+,lis'+ent
No sense o!
a$$o+,lis'+ent
#. H-. 0-' 7-4 (''/ )F-43 .-&+, 0-': 53 &)3' ): ), 526-&3),3 8-F .53; 7-4 H
%esponse&
Scales No. of Respondent %ae
#er I"portant (4 )(.+
I"portant ,, ().+
Can.t sa / /
#er 'ess
I"portant
/ /
No I"portance / /
0
10
20
30
40
50
60
70
80
Very "+,ortant
"+,ortant
Cant say
Very Less "+,ortant
No "+,ortan$e

#. PRIDE IN GROUP PERFORMANCE INDE%
B. H-. .'// 0- 7-4 3;5,+ 7-4& :'*35-, *-26)&': .53; -3;'&: :'*35-,: .53;5, 7-4& -., 0595:5-,
5, 1'335,1 ) 8-F 0-,'H
%esponse&
Scales No. of Respondent %ae
One of the best
in co"pan
,( -/
#er :ood ,- -(.+
Can.t sa ,+ -).+
#er ;oor / /
One of the worst
in Co"pan
/ /
0
5
10
15
20
25
30
35
40 -ne o! t'e .est in
$o+,any
Very /oo#
Cant say
Very 0oor
-ne o! t'e 1orst in
Co+,any
2. H-. 0- 7-4 &)3' 3;' 0'1&'' -( '2-35-,)/ 50',35(5*)35-, 7-4 ;)9' .53;
3;' :'*35-, 7-4& )&' .-&+5,1 5,H
%esponse&
Scales No. of Respondent %ae
Strong Identification
,) 6(.+
Identification
(- +).+
Can.t sa
/ /
#er 'ess
Identification
/ /
No Identification
/ /
0
10
20
30
40
50
60 Strong "#enti!i$ation
"#enti!i$ation
Cant say
Very Less
"#enti!i$ation
No "#enti!i$ation

!. Ho" "ell do #o$ t%&n' #o$( d&)&s&on as a "%ole co*pa(e "&t%
ot%e( d&)&s&ons &n t%e co*pan# &n ett&n a +o, done-
%esponse&
Scales No. of Respondent %ae
One of the best
in co"pan
,( -/
#er :ood ,- -(.+
Can.t sa ,+ -).+
#er ;oor / /
One of the worst
in Co"pan
/ /
0
5
10
15
20
25
30
35
40 -ne o! t'e .est in
$o+,any
Very /oo#
Cant say
Very 0oor
-ne o! t'e 1orst in
Co+,any
#. H-. 0- 7-4 &)3' 3;' 0'1&'' -( '2-35-,)/ 50',35(5*)35-, 7-4 ;)9' .53; 3;' 0595:5-, 7-4 )&'
.-&+5,1 5,H
%esponse&
Scales No. of Respondent %ae
Strong
Identification
( +
Identification -, )).+
Can.t sa ) ,).+
#er 'ess
Identification
/ /
No Identification / /
0
10
20
30
40
50
60
70
80 Strong "#enti!i$ation
"#enti!i$ation
Cant say
Very Less
"#enti!i$ation
No "#enti!i$ation

CONCLUSIONS REGRADING PERFORMANCE APPRAISAL
EFFECTIVNESS
B. D- 7-4 95'. 6'&(-&2),*' )66&)5:)/ :7:3'2 ) :51,5(5*),3 3--/ -( ;42), &':-4&*'
05&'*3'0 3-.)&0: 0'9'/-62',3 -( '26/-7'':H
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree (- +).+
Can.t sa / /
Disagree 4 ((.+
Strongl Disagree / /
0
10
20
30
40
50
60
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
2. D- 7-4 )1&'' 3;)3 3;' 6&':',3 )66&)5:)/ :7:3'2 5: 4:'0 (-& 6&-2-35-, -,/7H
%esponse&
Scales No. of Respondent %ae
Strongl $gree ) ,).+
$gree -- 3(.+
Can.t sa / /
Disagree / /
Strongl Disagree / /
0
20
40
60
80
100
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
3. D- 7-4 )1&'' 3;)3 3;' 6&':',3 )66&)5:)/ :7:3'2 *), F' ), 526-&3),3 3--/ (-&
50',35(5'0 3&)5,5,1 ,''0:H

%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree 6/ ,//
Can.t sa / /
Disagree / /
Strongl Disagree / /
0
20
40
60
80
100
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
#. D- 7-4 3;5,+ -&1),5I)35-, ;): 0':51,'0 ) 6&-6'& )66&)5:)/ :7:3'2 (-& 7-4H
%esponse&
Scales No. of Respondent %ae
Strongl $gree (, +(.+
$gree ,( -/
Can.t sa / /
Disagree ) ,).+
Strongl Disagree / /
0
10
20
30
40
50
60
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree

5. D- 7-4 )1&'' 3;)3 '9'&7 :4F-&05,)3' 5: 2)0' */')& )F-43 ;5: &-/':, 0435': ),0
&':6-,:5F5/535':H
%esponse&
Scales No. of Respondent %ae
Strongl $gree -( 3/
$gree 3 (/
Can.t sa / /
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
60
70
80
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
". D- 7-4 6'&5-05*)//7 2)5,3)5, ),0 &'95'. 3;' 6'&(-&2),*' -( 7-4& :4F-&05,)3':H
%esponse&
Scales No. of Respondent %ae
Strongl $gree -/ )+
$gree ,/ (+
Can.t sa / /
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
60
70
80
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree

J. D- 7-4 3;5,+ 3- 0'9-3' ',-41; 352' ),0 '((-&3: 5, (5//5,1 3;' )66&)5:)/ (-&2: -( 7-4&
:4F-&05,)3':H
%esponse&
Scales No. of Respondent %ae
Strongl $gree * ,+
$gree ,+ -).+
Can.t sa ,4 6).+
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
!. D-': 3;' 6&':',3 6'&(-&2),*' )66&)5:)/ :7:3'2 )(('*3 7-4& &'/)35-,:;56 .53; 7-4&
:4F-&05,)3':H
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree -( 3/
Can.t sa 3 (/
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
60
70
80
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree

K. D- 7-4 )1&'' 3;' )66&)5:'& 5, )66&)5:5,1 3;' 6'&(-&2),*' -( ;5: :4F-&05,)3' ,''0:
3&)5,5,1H
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree + ,(.+
Can.t sa ,/ (+
Disagree (+ *(.+
Strongl Disagree / /
0
10
20
30
40
50
60
70
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
B0. D- 7-4 )1&'' 3;)3 5, 3;' '<5:35,1 )66&)5:)/ :7:3'2 352'/7
&'*-1,535-, ),0 &'.)&0: )&' *-,:5:3',3 3- 1--0 6'&(-&2'&:H
%esponse&
Scales No. of Respondent %ae
Strongl $gree (4 )(.+
$gree ,, ().+
Can.t sa / /
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
60
70
80
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree

BB. A&' 7-4 :*)&'0 .;', 7-4& :46'&5-&: (5//5,1 7-4& )66&)5:)/ (-&2H
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree ( +
Can.t sa (6 */
Disagree ,6 -+
Strongl Disagree / /
0
10
20
30
40
50
60
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
B2. D- 7-4 3;5,+ 3;)3 5, 3;' 6&':',3 )66&)5:)/ :7:3'2 3;' )66&)5:'& *), 159' F5):'0
)66&)5:)/H
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree ,4 6).+
Can.t sa (, +(.+
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
60
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree

B3. D- 7-4 3;5,+ 3;)3 3;' &'95'.5,1 -((5*'& *), 6/)7 ), 526-&3),3 &-/' 5, &'04*5,1
3;5: F5):,'::H
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree (, +(.+
Can.t sa ,4 6).+
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
60
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
B#. D- 7-4 )1&'' 3;)3 3;' '<5:35,1 P.A.S. ;'/6: 3- :466-&3 3;' 6-3',35)/ -( 3;'
'26/-7'':H
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree -) 4(.+
Can.t sa - ).+
Disagree / /
Strongl Disagree / /
0
20
40
60
80
100
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree

B5. D- 7-4 95'. 3;)3 3;' '<5:35,1 P.A.S. 5: -( 1&')3 526-&3),*' 3- 3;' -&1),5I)35-, ),0
,-3 ) 84:3 6)6'& .-&+.
%esponse&
Scales No. of Respondent %ae
Strongl $gree / /
$gree 6/ ,//
Can.t sa / /
Disagree / /
Strongl Disagree / /
0
20
40
60
80
100
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree
B". D- 7-4 3;5,+ 3;)3 3;' 6&':',3 )66&)5:)/ :7:3'2 ,''0: ) *;),1' .53; *;),1' 5,
F4:5,':: ',95-4&,2',3H
%esponse&
Scales No. of Respondent %ae
Strongl $gree (( ++
$gree ,3 6+
Can.t sa / /
Disagree / /
Strongl Disagree / /
0
10
20
30
40
50
60
Strongly )gree
)gree
Cant say
Disagree
Strongly Disagree

LIMITATIONS

LIMITATION :
o the a##raisal ha##ens once in a year$ and by that time lot or
organi'ational changes ha##en to kee# a trait on goals mention in the starting
of the year.
o The form used is very sub%ective and lacks in ob%ectivity.
o A #erson *hole a##raisal %ust de#ends u#on D #arameters. >here
as any #articular em#loyees a##raisal measurement is much more beyond D
#arameters.
o 6nly like the re#orting officer a##raises and the a##raisal by
#eers and subordinates is not taken care off. 7uch a case if one does not have a
good ra#o *ith the immediate boss lot of bareness could cree# in.
o oncentration on behavioral traits than #roductivity is more.

SUGGESTIONS
RECOMMENDATIONSLSUGGESTIONS :

6n the basis of my study I *ould like to give some suggestions H,
Forms used #resently are highly sub%ective. More ob%ective forms
should be introduced so as to reduce biasness on the #art of a##raiser.
24< and @:< degree should be tried so that a #erson could be evaluated
more ob%ectively.
There should be an e+ual mix of behavioural traits and #roductivity
*hile a##raising an em#loyee. The form used concentrates to a lot of
content on oneJs behavioural traits and thus sub%ectivity cree#s in.
The a##raisal should be more fre+uent.

REFERENCES

REFERENCES
***.hfclconnect.com
Books on (uman &esource Management
Books on 7tatistics
Kuestionnaire

APPENDI%

EUESTIONNAIRE
N)2' >O635-,)/?
D':51,)35-,
N42F'& -( Y')&: -( S'&95*'
P/'):' 159' 7-4& ('' ),0 (&),+ -65,5-, (-& 3;' (-//-.5,1 G4':35-,: ): 3;' :3407 5: 64&'/7 (-&
)*)0'25* 64&6-:' ),0 3;' &':4/3: .5// ,-3 F' &'6&-04*'0 ),7.;'&' '/:'.
P43 ) >M? 5, 3;' )1)5,:3 .;5*; 7-4 3;5,1 3;' 2-:3 )66&-6&5)3' ),:.'& N
B. COMPANY INVOLVEMENT INDE%
B. H-. 0- 7-4 /5+' .-&+5,1 ;'&' H
OS3&-,1/7 /5+' O /5+' OC),A3 L5+' O D5:/5+' OS3&-,1/7 05:/5+'
2. =-4/0 7-4 )095:' ) (&5',0 3- *-2' 3- .-&+ (-& 3;' C-26),7H
OS3&-,1/7 7': OY': O C),A3 S)7 O N- O S3&-,1/7 N-.
3. H-. 0- 7-4 (''/ 3;' ()5&,':: -( 3;' C-26),7 3- 53: '26/-7'': H
OV'&7 F)5& O F)5& O C),A3 S)7 OU,()5& OS3&-,1/7 4,()5&
#. H-. 0- 7-4 /5+' 3;' '26/-7'': 0'1&'' -( 50',35(5*)35-, 5, 3;' C-26),7 H
OS3&-,1 I0',35(5*)35-, OI0',35(5*)35-, OC),A S)7
OV'&7 /':: I0',35(5*)35-, ON- I0',35(5*)35-,

2. FINANCIAL AND JOB STATUS INDE%
B. H-. .'// :)35:(5'0 )&' 7-4 .53; 7-4& :)/)&7 H
O='// :)35:(5'0 OS)35:(5'0 OC),A3 :)7
OD5::)35:(5'0 OV'&7 05::)35:(5'0
2. H-. :)35:(5'0 )&' .53; 7-4 .53; *;),*': -( 1'335,1 2-&' 6)7H
O='// :)35:(5'0 OS)35:(5'0 OC),A3 :)7
OD5::)35:(5'0 OV'&7 05::)35:(5'0
3. H-. .'// :)35:(5'0 )&' 7-4 .53; 3;' .)7 3;5,1: ;)9' F'', .-&+5,1 (-& 7-4 H
O='// :)35:(5'0 OS):35:(5'0 OC),A3 :)7

OD5::)35:(5'0 OV'&7 05::)35:(5'0
#. H-. 0- 7-4 &)3' 3;' 0'1&'' -( (&4:3&)35-, '950',*'0 F7 '26/-7'': .-&+5,1 5, 3;'
C-26),7H
OH51; (&4:3&)35-, OF&4:3&)35-, OC),A3 :)7
OA084:32',3 OH51; A084:32',3
3. INTRINSIC JOB SATISFACTION INDE%
B. H-. .'// 0- 7-4 /5+' 3;' :-&3 -( .-&+ 7-4 )&' 0-5,1 H
OS3&-,1/7 /5+' O /5+' OC),A3 L5+' OD5:/5+' OS3&-,1/7 05:/5+'
2. D-': 7-4& 8-F 159' 7-4 ) *;),*' 3- 0- 3;5,1: 7-4 (''/ 7-4 0- F':3H
OS3&-,1 7': OY': OC),A3 S)7 ON- OS3&-,1 N-.
3. D- 7-4 1'3 ),7 (''/5,1 -( )**-26/5:;2',3 (&-2 3;' .-&+ 7-4 )&' 0-5,1 H
OS3&-,1 S',:' -( )**-26/5:;2',3OS-2' S',:' -( )**-26/5:;2',3 O
C),A3 S)7 OV'&7 /':: :',:' -( )**-26/5:;2',3
ON- :',:' -( )**-26/5:;2',3
#. H-. 0-' 7-4 (''/ )F-43 .-&+, 0-': 53 &)3' ): ), 526-&3),3 8-F .53; 7-4 H
OV'&7 526-&3),3 OI26-&3),3 OC),A3 :)7
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