INTRODUCTION

Management performance appraisal is a method of evaluating the behavior of

employees. Performance appraisal is one of the oldest and most universal practices of
the work spot. Normally including both the quantitative and qualitative aspects of job
performance. Performance appraisal can be an effective instrument for helping people
grow and develop in organizational setting. Through a well organized appraisal
system an employee can create learning spaces for himself in an organization.
Performance appraisal is a systematic appraisal of the employees personality traits
and performance on the job and is designed to determine his contribution and relative
worth to the firm.

Performance Appraisal is the systematic evaluation of the performance of employees

and to understand the abilities of a person for further growth and development.
Performance appraisal is generally done in systematic ways which are as follows:
1. The supervisors measure the pay of employees and compare it with targets and
plans.
2. The supervisor analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance.

OBJECTIVE OF PERFORMANCE APPRAISAL

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage structure,
salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men on right
job.
3. To maintain and assess the potential present in a person for further growth and
development.
4. To provide a feedback to employees regarding their performance and related status.
5. To provide a feedback to employees regarding their performance and related status.
6. It serves as a basis for influencing working habits of the employees.
7. To review and retain the promotional and other training programmes.

PURPOSE OF PERFORMANCE APPRAISAL

To create and maintain a satisfactory level of performance.

To provide information making decision for rewardingly of retrenchment etc.
To guide the job changes with the help to continuous ranking.
To contribute to the employee growth and development through training, self

and management development program.

To facilitate for testing and validating selection tests, interview techniques
through comparing their scores with performance appraisal ranks.
To facilitate fair and equitable compensation based on performance.
To help the superiors to have proper understanding about their subordinate.

COMPONENTS OF APPRAISAL EVALUATION

3

As we have seen performance evaluations can be made a variety of reasons

Counseling, promotion, research, salary, administration or a combination of these
therefore it is necessary to begin by starting very clearly the objectives of the
evolution program. Having done this, the personal evaluation system should
address the questions, who, what, when, how of performance appraisal.
WHO
The appraisal can be accomplished by one or more individuals involving a
combination of the immediate supervisor, a higher level manager, a personal manager,
the assessees peers, the assessee himself and the assessees subordinates.
Usually the immediate supervisor must be interested with the task of rating the
assessee because he is most familiar with his work, and because he is also responsible
for recommending or approving personal action based on the performance appraisal.
The staff specialists, i.e. the personal officer also do appraisal.
They may advise the supervisor while evaluating their subordinates stressing the need
for evidence for making specific appraisal judgments and comparing a particular
subordinates evolution with those of others.
The appraisal of an individual may also be done by his peers such appraisal proves
effective in predicting future management success.
This approach has its disadvantage that the individual may rate himself excessively
high then it would be if his superior rated him. Many companies use rating
committees to evaluate employees. These committees consist of supervisors, peers,
and subordinates.

WHAT

The what of the performance appraisal consists in appraising non-supervisory

employees for their current performance and managers for potential. It also includes
evaluation of human trades.

WHY

The why of an appraisal is concerned with Creating and maintaining a satisfactory level of performance of employees
in their present jobs.
Highlighting employee needs and opportunities for personal growth and
development.
Promoting understanding between the supervisor and his subordinates.
Providing a useful criterion for determining the validity of selection and
training methods and techniques and forming concrete measures for
attracting individual of higher caliber to the enterprise.

WHEN

The when answers the query about the frequency of appraisal. It has been
suggested in formal counseling should occur continuously. The manager should
discuss an employees work as soon as possible after he has judged it.
5

WHERE
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.

HOW

Under how the company must decide what different methods are available and
which of these may be used for performance appraisal. Based on the comparative
advantages and disadvantages it is decided which method suit the purpose best.

WHAT SHOULD BE RATED

The seven criteria for assessing performance are:

Quality: The degree to which the process or result of carrying out an
activity approach perfection.
Quantity: The amount produce expressed in monetary terms number of
units, or number of completed activity cycles.

Timeliness: The degree to which an activity or an result produced.

Cost effectiveness: The degree to which the use of the organizations

resources (e.g. human, monetary, technological, and material) is
maximized in the sance of waiting the highest gain.
Need for supervision: The degree to which a job performer can carry
out job function without supervisory assistance.
Interpersonal impact: The degree to which performer promotes
feeling of self-esteem, goodwill and cooperation among co-workers and
sub-ordinates.
Training: Need for training of improving his skills knowledge.


METHDS OF APPRAISAL

Broadly all the approaches to appraisal can be classified into: Post-oriented:

Rating scales
Checklist
Forced choice method
Forced distribution
Critical incident method
Behaviorally anchored scales
Field review method
Annual confidential report
Essay method
Cost accounting approaches
Comparative evolution approach
Ranking method
Paired-comparison method

Future oriented:
Management by objectives
Psychological appraisals
Assessment center

METHODS OF PERFORMANCE APPRAISAL

Past oriented method:

Rating scales:
This is the simplest and the most popular technique for employee
performance. The typical rating-scales system consists of several
numerical scales, each representing job related performance criterion
such as dependability, initiative output, attendance, attitude, cooperation and the like. Each scales ranges from excellent to poor. The
rater checks the appropriate performance level on each criterion, and
then computes the employees total numerical scores.
Checklist:
In this method, the raters dont evolutes employee performance, he
supplies reports about it and the personal department does the final
rating a series of question are presented concerning and employee to
his behavior. The rater then, to indicate if the answer to a question
about an employee in positive or negative. Generally, the questions
are on yes or no pattern.
Forced choice method:
In this the rate is given a series of statements about employee. These
statements are arranged in block of two or more, and the rater
indicates which statement is most or least disruptive of the employee.

Critical incident method:

The approaches focus on certain critical behaviors of an employee

that makes all the difference between effective and non-effective
performance of a job. Such incidents are recorded by the superiors as
and when they occur.
Behaviorally anchored rating scales:
Sometimes this is called behavioral expectation scales, are rating
scales whose scale points are determined by statements of effective
and ineffective behaviors. A rater must indicate which behavior on
each scale best describes an employees performance.
Field review method:
This is an appraisal by someone outside the assesses on department
usually someone from the corporate office or H.R department. The
outsider review employee records and holds interviews with the rate
and his or her superior the method is primarily used for make
promotional decision at the managerial level.
Annual confidential report method:
In this method each employee is rated confidentially by one or more
senior officers for his performance. The report deals with the years
work and general opinion of the rater towards the employee. The main
problem with this method is that it is not data based and the appraisal
is done the bases of impression.

Easy method:
In the essay method, the rater must describe the employee within a
number of broad categories such as:
The raters overall impression of the employees performance.
The promotability of the employee.
The jobs that the employee is now able or qualified to perform.
10

 The strength and weakness of the employee and the training and
development assistant required the employee.
Comparative evolution approaches:
These are a collection of a different method that compares one
workers performance with that his or her co-workers. Supervisors usually
conduct comparative appraisals. As these appraisals can result in a ranking
from best to worst they are useful on deciding merits-pay increases
promotions and organizational rewards.
We can classify it into Ranking method:
In this, the superior his or her sub-ordinates in the order of their
merits starting from the best to worst. This method is subject to the
hallo and regency effects, although ranking by two or more rates
can be averaged to help reduce biases. It advantages include ease of
administration and explanation.
Paired-comparison method:
Under this method the appraiser compares each employee with
every other employee, one at a time. The number of comparisons
may be calculated with the help of formula, which reads thus.

11

360 DEGREE PERFORMANCE APPRAISAL

Typical appraisers are: supervisors, peers, subordinates, employees themselves users

of service and consultants. Performance appraisal by all these parties is called 360
DEGREE PERFORMANCE APPRAISAL.

Supervisors:
Supervisors include superiors of the employee other superiors having
knowledge about the work of the employee and department head or
manager. A general practice is that immediate superiors appraise the
performance, hitch in turn reviewed by the departmental head or manager.
Peers:
Peer appraisal may be reliable if the work group is stable over a
reasonably long period of time and perform tasks that require integration.
Subordinates:
The concept of having superiors rated by subordinates is being used in
most organizations today especially in developed countries. Such a novel
method can be useful in other organizational settings too provided the
relationship between superiors and subordinates are conditional.
Self-appraisal:
In individuals understand the objective they are expected to achieve and
the standard by which they are to be evaluated, they are to a great extend
in the best position to appraise their own performance.
Users of service customers:
Employee performance in service organization relating to behaviors,
promptness, speed in doing the job and accuracy, can be better judged by
the customers or users of services.
12

 Consultants:
Sometimes consultants may be engaged for appraisal when employees or
employers not trust supervisor and management does not trust the selfappraisal a peer appraisal or subordinate appraisal.

13

THE POST APPRAISAL INTERVIEW

This interview provides the employee the feedback information, and an opportunity to
the appraiser to employee his rating, the trail and behavior he has taken into
consideration etc.
Further it helps both the parties to review standards, set new standards based on the
reality factors and helps the appraisal to offer his suggestion, help, guide and coach
the employee for his advancement.
Thus, the post appraisal interview is designed to achieve the following objectives:

To let employee know where stand.

To help employee do better job by clarifying what is expected of
them.
To plan opportunities for development and growth.
To provide an opportunity for employees to express themselves on
performance related issue.
Thus, post appraisal interview is most helpful to the employees
as well as his superior.

KEY ELEMENTS OF PERFORMANCE APPRAISAL SYSTEM

14

 Performance improvement:
Performance feedback allows the employee, manager and personnel
specialists to interview with appropriate action to improve performance.
Compensation adjustments:
Performance evaluations help decision-makers determine who should
receive pay raises.
Many firms grants part or all of their pay increase and bonuses based upon merit,
which is determine mostly through performance appraisal.
Placement decisions:
Promotions, transfers, and demotions are usually based on past on
anticipated performance.
Training and development needs:
Poor performance may indicate the need for retraining. Likewise, good
performance indicates untapped potential that should be developed.
Career planning and development:
Performance feedback guides career decisions about specific career
paths.
Information inaccuracies:
Poor performance indicates errors in job analysis informations human
resource plan, or other parts, or the personal management informations systems.
Reliance on inaccurate information may have led to inappropriate hiring, training,
or counseling decisions.

Job decision errors:

Poor performance may be a system of ill-conceived job designs.
Appraisal help diagnose these others.
Equal employment opportunity:
15

Accurate performance appraisals that actually measures job-related

performance ensure that internal placement decisions are not discriminatory.
Feedback to human resource:
Good or bad performances throughout the organization indicate how
well the human resource function is performing.

16

STAGES OF PERFORMANCE APPRAISAL PROCESS

PERFORMANCE STANDARDS ARE ESTABLISHED

INFORM THESE STANDARDS
INSTRUCTION GIVEN FOR APPRAISAL
FINDING OUT THE INFLUENCE
COMPARING THE PERFORMANCE
FINDING OUT DEVIATION
COMMUNICATING, THE ACTUAL PERFORMANCE
SUGGESTING NECESSARY CHANGES
FOLLOW-UP OF PERFORMANCE APPRAISAL REPORT

Performance Appraisal is a Nine-Step Process:

17

At the First Stage, performance standards are established based on job

description and job specification. The standard should be clear, objective and
incorporate all the factors.

The Second Stage is to inform these standards to all the employees including
appraisers.

The Third Stage is following the instruction given for appraisal measurement
of employee performance by the appraiser through observations interview,
records and reports.

The Fourth Stage is finding out the influence of various internal and external
factors on actual performance.

The Fifth Stage is comparing the actual performance with that of other
employee and previous performance.

The Sixth Stage is comparing the actual performance with the standards and
finding out deviations.

The Seventh Stage is communicating, the actual performance of the employees

doing the job and discuss with him the reasons for positive or negative
deviations from the present standards as the case may be.

The Eighth Stage is suggesting necessary changes in standards, job analysis

internal and external environment.

The Ninth Stage is follow up performance appraisal report. This includes

guiding, counseling, coaching and directing the employee or making
arrangements for the training and development of the employee.

PROBLEMS OF PERFORMANCE APPRAISAL

18

The major problem In performance:

1)

Rating Biases:
The problem subjective measure (is that rating which is not verifiable by others)

has the opportunity for biases include:

a)

a)

Halo effect

b)

The error of central tendency

c)

The leniency and strictness biases

d)

Personal prejudice

e)

The Recency effect

Halo Effect:
It is the tendency of the raters to excessively on the rating of one trait or
behavioral consideration in rating all other traits or behavioural consideration.
One way of minimizing the halo effect is appraising all the employee by one
trait before going to rate basis of another trait.

b)

The Error Central Tendency:

Some raters fallow play safe policy in-rating-by-rating all the employee on the
middle point of the rating scale and they avoid rating the people at both the
extremes of the scale. They fallow safe policy because of a answerability to
management or lack of knowledge about the job and person he is rating or
interest in his job.

c)

The Leniency and Strictness:

19

The leniency bias crops when some raters have an tendency to be liberal in
their rating by assigning higher rates consistently such rating do not several any
purpose equally damaging one is assigning consistently low rates.
d)

Personal Prejudice:
If the rater dislike any employee or any group, he may rate them at the lower
them which may distort the rating purpose affect the career of these employee.

e)

The Recency Effect

The raters generally remember the recent actions of the employee at the time of
rating and rate on the basis of this recent action.
i)

Favorable or unfavorable rather than on the whole activities.

ii)

Failure of the superior in conducting performance appraisal and post

performance appraisal interview.

iii)

Most part of the appraisal is based on subjectivity.

iv)

Less reliability and validity of the performance appraisal technique.

v)

Negative ratings affect interpersonal relations system.

WHY APPRAISAL TECHNIQUES PROVE FAILURE

20

Performance appraisal

techniques have often failed to give a correct

assessment of the employee. The causes of such failure are:

i)

The supervisor plays dual and conflicting role of the both the judge and
the helper.

ii)

Too many objectives often cause confusion.

iii)

The supervisor feels that subordinate appraisal is not rewarding.

iv)

A considerable time gap exists between two appraisal programs.

v)

The skills required for daily administration and employee development

are in conflict.

vi)

Poor communication keeps employees in the dark about what is expected

of them.

vii)

There is the difference of opinion between a supervisor and subordinate

concerning the liter's performance.

viii) Feedback on appraisal is generally unpleasant for both supervisor and

subordinate.
ix)

Unwillingness on the of supervisor to tell employee plainly how to

improve their performance.

About Employee:
*

Safe and Friendly Work Environment:

What sort of environment are you providing your employees?

Use of Employees:
Is the business maximizing it's use of employee to best suit the business needs?

Employee Knowledge

21

How familiar (what knowledge) ate your employee with the running of
machine/ equipments, products of the companies? Does employee require
training?
*

Employee Happiness:
Are the employees happy with their wages, rewards and hours of work given?

22

PERFORMANCE MATRIX
In principle the Individual Matrix (IPM) can be nationally divided into two
parts:
*

Team Matrix

Individual Matrix

KRA 1 to 5
*

For achievement of the set targets, the prescribed credit points would
accrue to all team members for the team performance and to an
individual for the individual performance.

Any drop/ deviation from the targets will lead to Debit to while the
overall debit points for the negative variance vis-a-vis has been
prescribed for the team the individual will be liable to the lose additional
points bin case of direct responsibility for deviation.

These debit points will be determine depending on gravity of error,

quantum of loss, extraneous/ inhibiting factors, etc. as a part of appraisal
process.

KRA 6
It is intended to cover every individual distinguishing contribution/ efforts made
in respect of either assigned projects or innovations, cost saving measures value
additions etc. this has been specifically design to acknowledgement and reward
excellence.

23

KRA 7
(Health, Safety/ Fire, Environment) 'Debit will apply to an individual and his
superiors but his not peers/ others who not be connected with the safety
incident. Similarly there is scope to earn separate credit points for an individual
through safety suggestion and reporting of near misses and unsafe acts/
conditions.
KRA 8
(Training and HR) This is intended to cover self-training, training of
subordinates, for the training programs organized by learning centre are HRbased on individual need assessment of self and subordinates.
These also include quarterly review, counseling and maintaining of
performance diary.
KRA 9
(Quality System and Documentation) This include proper maintenance of each
and every documents of ISO 9000 and 14001 for surveillance audits, also
revision of SOPs/ SOCs decided

by the plant.

KRA 10
(Industrial Relations) There is a scope for a tem to earn separate credit points
based on the number of implement suggestions. In this the team means the
concern immediate supervisor, production/ department manager and plant
manager.

24

Disciplinary Action
It will be deemed to be complete when the matter is brought to logical conclusion
resulting in either appropriate punishment or withdrawal of Charge sheet. However no
debit will be accrued in the event of prolonged enquiry beyond the control of the
employee. Further for the discipline violations not reported and discovered.
Tier II
The appraisal for managerial key dimension determined carder wise with 20%
weightage.

25

Performance Diary
The performance diary is a meant to track/ capture the significant performance events
whether positive or negative (Credit or Debit). This is also the tool for recording the
personal contribution in terms of innovative ideas, suggestions, cost saving efforts etc.
The filling up the performance diary is most critical and important aspect on
which the entire system rests. Each and every individual has responsibility to highlight
event in the performance diary, timely

and properly.

While for an individual on the other hand, it may mean establishing clear
responsibility for a fault/ formal operation/ misjudgment etc. On the other hand it will
mean recording of credits worthy efforts/ contribution which may otherwise go
unnoticed.
It is also essential to mention the impact of the incident in the terms of
beneficial and detrimental consequences as the case may be. Where ever possible, the
consequence needs to be quantified. Two important factors which are likely to be
recorded in the performance diary are as follows:
Facilitating Factor:
Are those factors that are beyond the control of the appraise that have led to
better performance. Example: Availability of resources in time.
26

Inhibiting Factor:
Are

those factors that are beyond the control of the appraise they have led to

poor performance. Example: Power failure that has led to loss of output.
Whom it will be Available:
The performance diary will remain in custody of the immediate superior and it
will be the joint responsibility of the appraise to maintain the sanctity of this
instrument through timely and meticulous recording. Infect, maintenance of
performance diary has been kept as the important parameter for performance
assessment.
Who will be the Appraiser:
The appraiser will be the sectional head/ departmental head.

27

RESEARCH
METHODOLOGY

28

RESEARCH
The research design of this project is exploratory. Though each research study
ahs it own specific purpose but the research design of this project on BSNL is
exploratory in nature as the objective is the development of the hypothesis rather than
their testing. The research designs methods of financial analysis. Through of
comparative balance sheet on comparative statement, I am studying on balance sheet
of BSNL of five year. So taking comparative statement, I am going to analyzed of five
years balance sheet of BSNL.
METHODOLOGY
Every project work is based on certain methodology, which is a way to
systematically solve the problem or attain its objectives. It is a very important
guideline and lead to completion of any project work through observation, data
collection and data analysis.
Research Methodology comprises of defining and redefining problems,
collecting, organizing and evaluating data, making deductions and researching to
conclusions.
RESEARCH DESIGN
Research Design refers to framework or plan for a study that guides the
collection and analysis of data. A typical research design of a company basically tries
to resolve the following issues:
29

1)

a)

Determining Data Collection Design

b)

Determining Data Methods

c)

Determining Data Sources

d)

Determining Primary Data Collection Methods

e)

Developing Questionnaires

f)

Determining Sampling Plan

EXPLORATIVE RESEARCH
Explorative studies are undertaken with a view to know more about the

problem. These studies help in a proper definition of the problem, and development of
specific hypothesis is to be tested later by more conclusive research designs. Its basic
purpose is to identify factors underlying a problem and to determine which one of
them need to be further researched by using rigorous conclusive research designs.
2)

CONCLUSIVE DESIGN:
Conclusive Research Studies are more formal in nature and are conducting

with a view to eliciting more precise information for purpose of making marketing
decisions.
These can be either:
a)

Descriptive, or

b)

Experimental

Thus, it was mix of both the tools of Research Design that is, Explorative as
well as Conclusive.

30

SAMPLING PLAN:
Sample Size

= 50 Employees

Sample Area

= BSNL, Bhubaneswar, Odisha

Duration

= 6 weeks
RESEARCH PROBLEM

I have selected that PERFORMANCE APPRAISER as research problem for my

dissertation project.
As a research problem is the situation that causes the researcher to feel
apprehensive, confused and ill at ease. It is the demarcation of a problem area within a
certain involving the WHO or WHAT the WHERE the WHEN and the WHY of the
problem situation.
RESEARCH OBJECTIVE
How productivity relates with performance appraisal. In addition, the factors of
performance appraisal, which have taken a part in increasing productivity of the
organization.

31

RESEARCH INSTRUMENT USED

QUESTIONNAIRES:
The term questionnaire usually refers to a self administered process whereby he
respondent himself read the question and records without the assistance of an
interviewer.
INTERVIEW:
The Interview method of collection data involves presentation of oral- verbal
stimuli and reply in terms of oral-verbal response.
EXPLORATORY RESEARCH
Exploratory Research studies are also termed as formulating studies. The main
purpose of such studies that of formulating of the problem for more precise
investigation or of developing the working hypotheses from an operational point of
view. An exploratory research focuses on the discovery of ideas and is generally based
on secondary data. It consists:
*

Search of secondary data and literature

Survey

32

SEARCH OF SECONDARY DATA AND LITERATURE:

The quickest and most economical way is to find hypotheses from the available
literature. The past research may be suitable may suitable sources of information to
develop new hypotheses. The researcher can search them for his
research purpose.
SURVEY REPORT:
Survey means the survey of people who have had practical experience with the
problem to be study. The individual can be top executives, sales manager, wholesaler
and retailer processing valuable knowledge and information about the problem
environment.
RESEARCH INSTRUMENTS USED:
I have used the following research Instrument in my project:
*

QUESTIONNAIRE:

The term questionnaire usually to a self-administered process whereby the respondent

himself read the question and records without the assistance of an interviewer.
*

INTERVIEW

33

The interview method of collection data involves presentation of oral-verbal stimuli

and reply in terms of oral-verbal response.
SAMPLING TECHNIQUE USED:
When field studies are undertaken in practical life, consideration of time cost
and some other factors almost invariably lead to selection of respondents, The selected
respondents constitutes a sample and the selection process is called sampling
technique.
A sample design is define plan determined before any data are actually
collected for obtaining a sample from a given population. Sample can be either
probability sample or non-probability sample.
I have selected simple random sampling in my project.

SIMPLE RANDOM SAMPLING:

This type of sampling is known as chance sampling or probability sampling
where each item in the population has an equal chance of being selected in the sample.
SAMPLE SIZE:
When a survey is undertaken and when it is not possible to cover the entire
population the researcher has to answer the basic question - how large should be
sample be: The sample size decision is related directly to research cost.
34

The intended sample size is the number of participants planned to be included

in the trial, usually determined by using a statistical power calculation. The achieved
sample size is the number of participants enrolled. Treated, or analyzed in the study.
I have taken 50 people in my sample size as the sample size should be neither
so small nor so large.
METHOD USED FOR DATA COLLECTION:
Te task of data collection begins after a research problem has been defined and
research design chalked out. While deciding about the method of data collection to be
used for the study the researcher should keep in mind two types of data:
1) Primary Data
2) Secondary Data
1.

PRIMARY DATA
Those that that have been observed and recorded by the researcher for the fist in

their knowledge.
Sources:
Questionnaire
Interview method

2.

SECONDARY DATA
Those data that have been compile by some agency other than user.
35

Sources:
*

Company profile

Magazine

Internet

Books

Previous report

ANALYTICAL TOOLS USED:

The term analysis refers to the computation of certain measures along with
searching for pattern of relationship that exists among data group. Analysis is essential
for a scientific study and for ensuring that we have all relevant data for making
contemplated comparison. Therefore, I have used Tabulation, Graphs and Charts in
my project.

36

DATA ANALYSIS

1.

Are you aware of the objective of the performance appraisal system?

Options

No.

of

Respondent Percentage
37

Very Much
Some What
Dont Know

(Sample Size 50)

42
7
1

84
14
2

INTERPRETATION:
84% employees are aware of the object of the performance appraisal system.

38

2.

Performance appraisal helps the organization in achieving goal.

Options
Yes
No
Dont Know

No.

of

Respondent

(Sample Size 50)

38
10
2

Percentage
76
20
4

INTERPRETATION:
76% employees say yes that performance appraisal helps the organization in
achieving goal.

39

3.

Hold meeting in the beginning of the year to explain and clarify activity tasks
and goals to be achieved.

Options
Yes
No

No.

of

Respondent

(Sample Size 50)

39
11

Percentage
78
22

INTERPRETATION:
78% employees say that yes organized meetings helps goal and task. While the
other 22% employees that is not very much helpful.

40

4.

Organization has to make a fixed duration for performance appraisal.

Options
Yes
No

No.

of

Respondent

(Sample Size 50)

40
10

Percentage
80
20

INTERPRETATION:
80% employees agree with that is organization should have to make a fixed
duration for performance appraisal, while the other 20% employees do not agree with
this statement.

41

5.

Satisfied for point allocation on the basis of KRAs and managerial dimension.

Options
Fully Satisfied
Satisfied
Dissatisfied
Uncertain

No.

of

Respondent

(Sample Size 50)

20
26
2
2

Percentage
40
52
4
4

INTERPRETATION:
40% employees are fully satisfied for point allocation on the basis of KRAs and
managerial dimension.

42

6.

Performance appraisal affects the working efficiency of employees.

Options
Yes
No

No.

of

Respondent

(Sample Size 50)

42
08

Percentage
84
16

INTERPRETATION:
84% employees say that yes performance appraisal system affect the working
efficiency of employee. While the other 16% employees do not agree with this
statement.

43

7.

Appraisal system is able to develop high result orientation approach.

Options
Yes
No

No.

of

Respondent

(Sample Size 50)

47
03

Percentage
94
06

INTERPRETATION:
94% employees say that yes the appraisal system is able to develop high result
orientation approach. While the other 06% employees do not agree with us.

44

8.

Appraisal system is able to develop high result orientation approach.

Options
Yes
No
Dont Know

No.

of

Respondent

(Sample Size 50)

36
10
04

Percentage
72
20
08

INTERPRETATION:
72% employees think that the systems will also contribution in potential
appraisal.

45

9.

Promotion process in the organization is based on-

Options
Performance
Experience
Both

No.

of

Respondent

(Sample Size 50)

02
06
42

Percentage
04
12
84

INTERPRETATION:
04% employees say that promotion says that process in the organization is
based on performance, 12% employees say that based on experience and 84% say
both.

46

10.

The present performance appraisal system is transparent and free from bias.

Options
Yes
No

No.

of

Respondent

(Sample Size 50)

42
08

Percentage
84
16

INTERPRETATION:
84% employees agree with this statement that the present performance appraisal
system is transparent and free from bias.

47

11.

Satisfied with the current performance appraisal system.

Options
Highly Satisfied
Satisfied
Dissatisfied
Just Satisfied

No.

of

Respondent

(Sample Size 50)

27
18
1
4

Percentage
54
36
2
8

INTERPRETATION:
54% employees are highly satisfied with the current performance appraisal
system. While 36% employees are satisfied with the current performance appraisa

48

LIMITATION

49

LIMITATIONS:

A few limitations and constraints came in way of conducting the study, under which
the researcher had to work are as follows:
*

Although all attempts were made to make this an objective study, biases on the
part of respondents might have resulted in some subjectivity.

Though, no effort was spared to make fee study most accurate and useful, the
"sample size" for the may not be the true representative of the Company,
resulting in biased results.

This being the maiden experience of the researcher of conducting study such as
this, the possibility of better results, using deeper statistical technique in
analyzing and interpreting data may not be ruled out

50

SUGGESTIONS
AND
CONCLUSION

51

SUGGESTIONS:
After having analyzed the data, it was observed that practically there was no
appraisal in the organization. To be an effective tool, it has to be on the continuous
basis. This is the thing that has been mention time and again in the report, as, in the
absence of continuity, it becomes a redundant exercise. Before actually deciding
drafting what should be the kind of appraisal the following things should be taken care
of:
1.

The very concept of performance should be marketed throughout the

organization. Unless this is done, people would not accept it, be it how
important to the organization,

2.

To market such a concept, it should not start at bottom, instead it should be

started by the initiative of the top management. This would help in percolating
down the concept to the advantage of all, which includes the top management
as well as those below them. This means that the top management has to take a
welcoming and positive approach towards the change that is intended to be
brought.

3.

Further, at the of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employee's
work must be done - which must incorporates both the work related as well as
the other personal attributes that are important for work performance.

4.

It should be noted that the appraisal for each job position should be different as
each job has different knowledge and skill requirements. These should not be a
common appraisal form for every job position in the organization.

52

5.

Thee job and role expected from the employees should be decided well in
advance and that too with the consensus with them.

6.

A neutral panel of people should do the appraisal and to avoid subjectivity to

marked extent, objective methods should be employed having quantifiable data.

7.

The time period for conducting the appraisal should be revised, so that the
exercise becomes a continuous phenomenon.

8.

Transparency into the system should be ensured through the discussion the
employee's performance with the employee concerned and trying to find out the
grey so that training can be implemented to improve on that.
Ideally in the present day scenario, appraisal should be done, taking the

views of all the concerned parties who have some bearing on the employee. But, since
a change in the system is required, it cannot be a drastic one. It ought to be gradual
and a change in the mindset of both the employees and the head is required.

QUESTIONNAIRE

53

(PERFORMANCE APPRAISAL SYSTEM AT BSNL)

Name .
Designation ...
Department ...
1.

2)

3)

Are you aware of the objective of the performance system?

a)

Very much

b)

Somewhat

c)

Don't know

Performance appraisal helps the organization in achieving goal?

a)

Yes

b)

No

c)

Cant say

Do you hold meeting in the beginning of the explain and clarify activity task
and goals to be achieved.?

4)

5)

a)

Yes

b)

No

Should organization have to make a duration for performance appraisal?

a)

Yes

b)

No

To what extent are you satisfied for point allocation on the basis of KRA's and
managerial dimension?
a)

Fully satisfied
54

6)

7)

8)

9)

10)

b)

Satisfied

c)

Dissatisfied

d)

Uncertain

Do performance appraisal affect the working efficiency of employee?

a)

Yes

b)

No

Whether the appraisal system is able to develop high result?

a)

Yes

b)

No

Do you think that the system wills also contribution in potential appraisal?
a)

Yes

b)

No

c)

Cant say

Promotion process in the organization is based on a)

Performance

b)

Experience

c)

Both

Do you think that the present performance appraisal system is transparent &
free bias?
a)

Yes

b)

No
55

11)

Are you satisfied with the current performance appraisal system?

a)

Highly satisfied

b)

Satisfied

c)

Just satisfied

d)

Dissatisfied

Give your suggestion for the performance appraisal system in BSNL,

Bhubaneswar.

56

57