INTRODUCTION

Name Info Origin Technologies Pvt. Ltd.

Type Private Limited Unit
Industry IT Services, IT Consulting, Staffing
Founded 2010
Headquarter Topeka KS (U.S.A.)
Branches Gondia (M.S.)
Area Served World wide
Ashish Chauhan
Key People
Chef Executive Officer (C.E.O)

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1.1 OVERVIEW OF THE COMPANY
Info Origin is a global provider of information technology consulting, application
development and software engineering services since 2010. Info Origin vision of consulting is
very different. Analyze the customer problem thoroughly to create a number of new ideas on
how to solve the problem, involve the customer through mentoring and partnering to create
“outside the box” innovation, and then together, create a tactical or strategic solution, based on
customer need, turning things back over to the customer. When engaged by a client, our
mission is to always partner with the client and integrate their team into the solution we are
building. We believe this collaborative approach separates us from our competitors, which
often alienate their customers and attempt to create a dependency on them that may last a
lifetime. From time to time, our customers do outsource entire engagements to our team to
accomplish off site. This is always at the customer’s request and is typically due to their staff
not having the time or expertise to assist with an initiative.

Info Origin Technologies Several Offices

Info Origin
Technologies
Offices

Gondia MH
Topeka KS
(India)
(U.S.A.)

We are a group of highly skilled technical resources, who have provided solutions to various
clients from a wide scope of industries and are now gathered together to come up with a

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solution, that can be used by our clients to speed up their deliverable without compromising
quality while utilizing less resources. We specialize in custom software development,
maintenance, testing, migration and re-engineering. Our consultants have the backgrounds
required to understand and anticipate business needs. We have a pool of talented IT and
consulting professional’s expert in Project Management methodologies, Quality Assurance
disciplines, Product Development and Testing processes.

1.2 SERVICES OFFERED BY THE COMPANY

 SOFTWARE DEVELOPMENT

Successful outsourced product development starts with dedicated leadership planning

and the impulse to do more than being cost-effective. Application outsourcing is the logical
relation between IT investments and business requirements. Smart clients outsource
application development services to empower and transform their business into high
performance organization. Our Off shore product development center in India has acquired
expertise in incorporating industry best practices and ensuring greater value to business
through the experience working with leading product companies. High skill, sustained focus
and ability to rapidly understand your products business drivers contribute to a consistent
long-term benefit.

 CUSTOM APPLICATION DEVELOPMENT

We provide custom application development solutions to large established enterprise

companies to small startup organization. We also help our client to migrate existing
application to new technologies and platforms. We have outstanding experience in custom
database development, desktop and distributed application design as well as various custom
software components and web-project programming. Our custom application development and
systems integration services offer professional services, design, and build and management
aspects of their transformation to on demand e-businesses. Our services are designed to drive
innovation and expansion into new marketplaces while reducing overall costs.

 OUTSOURCING (IT Consulting and US Staffing)

Sourcing the right talent is one of the most critical part of success in business today,
and for acquiring right talent, efficient processes alone are just not enough. We integrate

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innovative technologies comprising in-house built proprietary tools and processes fine-tuned
over our years of experience to offer Recruitment Process Outsourcing (RPO) services that
ensures scalability, right talent quality, cost control, improve time to hire, and reporting; still
being independent of the geography.

Most IT organizations require many different technical skill sets to run their systems
effectively. To acquire strategic skills in a timely and cost-effective manner, many companies
top management turn to Info Origin for quality IT solutions. Info Origin has a vast pool of
screened IT professionals who are willing to be relocated for various locations across USA.
Info Origin can provide you with available, prescreened our W2 candidates to choose from
that are proven technical and/or functional professionals. We have developed strong in-hose
expertise to support the needs of clients who are looking for IT Professional services.

1.3 VISION
The company believes that Accountability and Transparency between partners are the two key
factors responsible for the success of any engagement. Our Focus is on commitment, quality
and motivation to serve our customers. Our goal for any project is to deliver a solution that
accurately meets our clients’ business objectives. We are committed to provide high impact
solutions for the challenges of businesses and consumers.

1.4 MISSION
The company Mission is to measurably improve our client’s planning, operations, finances,
marketing and service outcomes by demonstrating outstanding performance standards while
providing cost effective consulting and professional services. To be the technology solutions
provider that companies choose as their partner providing superior information management
services. In order to realize our vision, our mission must be to exceed the expectations of our
customers, whom we define as partners. We will accomplish this by committing to our shared
values and by achieving the highest levels of customer satisfaction, with extraordinary
emphasis on the creation of value. In this way, we will ensure that our profit, quality and
growth goals are met.

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2.1 PERFORMANCE APPRAISAL

Management Performance appraisal is a method of evaluating the evaluating the

behavior of employees Performance appraisal or merit rating is one of the oldest and most
universal practices of in 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.

Effectively practiced and development oriented performance appraisal & Review system,
substantially contribute to the organization health. Organization cannot do away with
performance appraisal. Some form of assessment of performance on a continuing basis is
essential for survival as well as growth of an organization. If and develop yardsticks to
measure it, if you want to improve performance. The performer has to be able to understand it.

Performance appraisal is a systematic appraisal of the employee’s personality traits and

performance on the job and is designed to determine his contribution and relative worth to the
firm. A formal definition of performance appraisal is that, it is the systematic evolution of the
individual with respect to his or her performance on the job and his or her potential for
development

“Performance appraisal is a formal structured system of measuring and evaluating an

employee’s job, related behaviors and out comes to discover how and why the employee is
presently performing on the job an how the employee can perform effectively in the future so
that the employee, organization and society all benefit.”

Under performance appraisal, we evaluate not only the performance of a worker but also his
potential for development.

2.2 COMPONENTS OF APPRAISAL EVALUATION

As we have seen performance evolutions can be made a verity of reasons- counseling,

promotion, research, salary, administration or a combinations of these therefore it is necessary
to begin by stating very clearly the objectives of the evolution program. Having done this, the

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personal evolution system should address the questions, who, what, when, where, 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 assessee’s peers, the
assessee himself and the assessee’s subordinates.

Usually the immediate supervisor must be interested with the task of rating the assessee
because he his 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 subordinate’s
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 –

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 a) Creating and maintaining a satisfactory level of performance of employees in there
present jobs.
b) Highlighting employee needs and opportunities for personal growth and development.
c) Promoting understanding between the supervisor and his subordinates.
d) 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 employee’s
work as soon as possible after he has judged it.

“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 propose best.

2.3 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.

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  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
compeering 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 subordinates.

2.4 WHAT SHOULD BE RATED

The seven criteria for assessing performance are:

1. Quality: the degree to which the process or result of carrying out an activity approach
perfection.
2. Quantity: the amount produce expressed in monetary terms number of units, or
number of completed activity cycles.
3. Timeliness: the degree to which an activity or an result produced.
4. Cost effectiveness: the degree to which the use of the organizations resources (e.g.
human, monetary, technological, material) is maximized in the séance of waiting the
highest gain.
5. Need for Supervision: the degree to which a job performer can carry out job function
without supervisory assistance.
6. Interpersonal impact: the degree to which performer promotes feeling of self –
esteem, goodwill and cooperation among co- workers and sub- ordinates.
7. Training: need for training of improving his skills knowledge.

2.5 OBJECTIVE OF PERFORMANCE APPRAISAL

 A good performance appraisal has following objectives:-

 Help employee to Info Origin Technologies Pvt. Ltd. His weaknesses, and improve his
strengths, and thus enable him to improve his performance and that of the department.
 Generate adequate feedback and guidelines from the reporting officers to the
employee.

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  Contribution to the growth and development of the employee thru helping in realistic
goal setting
 Help identifying employees for the porpoise of motivating, training and developing
them.
 Generate significant relevant, free and valid information about employees thus good
performance appraisal and review system should primarily focus on employee
development

2.6 METHODS OF APPRAISAL

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

 Past-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

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 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, co-operation 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 don’t 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/no pattern.

 Forced Choice Method:

In this method, 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
statements is most or least disruptive of the employee.

 Critical Incident Method:

In this 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 point are determined by statements of effective and ineffective behaviors. A
rater must indicate which behavior on each scale best describes an employee’s
performance.

 Field Review Method:

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 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 his 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 with in a number
of broad categories such as-
a) The rater’s overall impression of the employee’s performance
b) The promotability of the employee
c) The jobs that the employee is now able or qualified to perform
The strength and weaknesses of the employee and the training and the
development assistant required the employee.

 Comparative Evolution Approaches:

These are a collection of a different methods that compare one worker’s
performance with that his / 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- two parts;

 Ranking Method:
In this, the superior his or her subordinates in the order of their merits starting from the
best to the worst,. This method is subject to the hallo and Regency effects, although
ranking by two or more raters can be averaged to help reduce biases. It advantages
include ease of administration and explanation.

 Paired – Comparison Method:

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 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-:
N (N-1)/2

2.7 360 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”.

1. Supervisors:
Supervisors include superiors of the employee other superiors having knowledge
about the work of the employee and department head or manager. General practices are
that immediate superiors appraise the performance, hitch in turn reviewed by the
departmental head /manager.

2. 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.

3. 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 coordinal.

4. 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.

5. Users of Service Customers:-

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 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.

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

2.8 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 the 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 employee as well
as his superior.

2.9 KEY ELEMENTS OF PERFORMANCE APPRAISAL SYSTEMS

1) Performance Improvement:-
Performance feedback allows the employee, manager, and personnel
specialists to interview with appropriate action to improve performance.
2) Compensation Adjustments:-
Performance evaluations help decision – makers determine who should
receive pay raises.

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 Many firms grants part or all of their pay increase and bonuses based upon merit,
which is determine mostly through performance appraisal.
3) Placement Decisions:-
Promotions, transfers, and demotions are usually based on past on
anticipated performance.
4) Training and Development Needs:-
Poor performance may indicate the need for retraining. Likewise, good
performance indicates untapped potential that should be developed.
5) Career Planning And Development:-
Performance feedback guides career decisions about specific career paths.
6) Information Inaccuracies:-
Poor performance indicates errors in job analysis information’s human
resource plan, or other parts, or the personal management information’s systems.
Reliance on inaccurate information may have led to inappropriate hiring, training,
or counseling decisions.
7) Job Decision Errors:-
Poor performance may be a system of ill-conceived job designs. Appraisals
help diagnose these others.
8) Equal Employment opportunity:-
Accurate performance appraisals that actually measure job- related
performance ensure that internal placement decisions are not discriminatory.
9) Feedback to human resource:-
Good/bad performance throughout the organization indicates how well the
human resource function is performing.

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2.10 STAGES OF PERFORMANCE APPRAISAL PROCESS

• PERFOMANCE STANDEARDS ARE ESTABLISHED

1

• INFORM THESE STANDARDS

2

• INSTRUCTION GIVEN FOR APPRAISAL

3

• FINDIND OUT THE INFLUENCE

4

• COMPARING THE PERFORMANCE

5

• FINDING OUT DEVIATION

6

• COMMUNICATING, THE ACTUAL PERFORMANCE

7

• SUGGESTING NECESSARY CHANGES

8

• FOLLOW-UP OF PERFORMANCE APPRAISAL REPORT

9

 Performance Appraisal is a Nine-Step Process:-

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.

15
 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 appraisers 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 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
employee and other employees doing the same job and discusses with him
the reasons for positive or negative deviations from the preset 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 fallow up performance appraisal report. This stage
includes guiding, counseling coaching and directing the employee or
making arrangements for the training and development of the employee.

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 RESEARCH

The research design of this project is exploratory. Though each research study has its
own specific purpose but the research design of this project on Info Origin Technologies is
exploratory in nature as the objective is the development of the hypothesis rather than their
testing.

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 & redefining problems, collecting,
organizing & evaluating data, making deductions & researching to conclusions.”

- Clifford Woody

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:

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

(1) EXPLORATIVE RESEARCH DESIGN:

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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 RESEARCH DESIGN:

Conclusive Research Studies are more formal in nature and are conducted with a view to
eliciting more precise information for purpose of making marketing decisions.

These studies 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.

RESEARCH PROBLEM

I have selected that performance appraiser for a study for my Summer Training 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 major factors of
performance appraisal, which have taken a part in increasing productivity of the organization.

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 RESEARCH INSTRUMENT USED

 QUESTIONNAIRE:
The term questionnaire usually refers to self administered processes 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.

SAMPLING TECHNIQUE USED

When field studies are under are under taken 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.

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

NO OF
RESPONDENT(SAMPLE
OPTIONS PERCENTAGE
SIZE 30)

VERY MUCH 25 84%

SOME WHAT 4 13%

DON’T KNOW 1 3%

90

80

70

60

50

40

30

20

10

0
very much some what don't know

INTERPRITATION - 84% Employees are aware of the object of the performance appraisal
system.

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2. Performance appraisal helps the organization in achieving goal.

NOS OF
RESPONDENT(Sample
OPTIONS PERCENTAGE
size 30)

YES 23 77%

NO 5 17%

DON’T KNOW 2 2%

90

80

70

60

50

40

30

20

10

0
yes no don't know

INTERPRITATION - 77% Employees say yes that performance appraisal helps the
organization in achieving goal.

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3. Hold meeting in the beginning of the year to explain & clarify activity task & goals
to be achieved.

NOS OF
RESPONDENT(Sample
OPTIONS PERCENTAGE
size 30)

YES 19 63%

NO 11 37%

70

60

50

40

30

20

10

0
yes no

INTERPRITATION - 63% Employees say that yes organized meetings helps goal
and task. While the other 37% employees that are not very much helpful.

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4. Organization has to make a fixed duration for performance appraisal.

NOS OF
RESPONDENT (Sample
OPTIONS PERCENTAGE
size 30)

YES 24 80%

NO 6 20%

90

80

70

60

50

40

30

20

10

0
yes no

INTERPRITATION - 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.

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5. Performance appraisal affects the working efficiency of employees.

NOS OF
RESPONDENT(Sample
OPTIONS PERCENTAGE
size 30)

YES 25 83%

NO 5 17%

90

80

70

60

50

40

30

20

10

0
yes no

INTERPRITATION - 83% Employees say that yes performance appraisal system

affect the working efficiency of employee. While the other 17% employees do not
agree with this statement.

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6. Appraisal system is able to develop high result orientation approach.

NOS OF
RESPONDENT(Sample
OPTIONS PERCENTAGE
size 30)

YES 28 93%

NO 2 7%

100

90

80

70

60

50

40

30

20

10

0
yes no

INTERPRITATION - 93% Employees say that yes the appraisal system is able to
develop high result orientation approach. While the other 7% employees do not agree
with us.

25
7. The systems will also contribution in potential appraisal.

NOS OF
RESPONDENT(Sample
OPTIONS PERCENTAGE
size 30)

22 72%
YES
6 20%
NO
2 8%
DON’T KNOW

80

70

60

50

40

30

20

10

0
yes no don't know

INTERPRITATION - 72% employees think that the systems will also Contribution
in potential appraisal.

26
8. Promotion process in the organization is based on?

NOS OF
RESPONDENT(Sample
OPTIONS PERCENTAGE
size 30)

PERFORMANCE 2 7%

EXPERIENCE 6 20%

BOTH 22 73%

80

70

60

50

40

30

20

10

0
Performance experience both

INTERPRITATION - 7% employees say that promotion says that process in the

organization is based on performance, 20%, employees say that based on experience
and 73% say both.

27
9. The present performance appraisal system is transparent & Free from bias.

NOS OF
RESPONDENT(Sample size
OPTIONS PERCENTAGE
30)

YES 25 83%

NO 5 17%

90

80

70

60

50

40

30

20

10

0
YES NO

INTERPRITATION - 83% Employees agree with this statement that the present
performance appraisal system is transparent and free from bias. While 17% not agree
with this statement.

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 10. .Satisfied with the current performance appraisal system.

NOS OF
RESPONDENT(Sample size PERCENTAGE
OPTIONS
30)

HIGHLY SATISFIED 16 53%

SATISFIED 10 33%

DISSATISFIED 2 7%

JUST SATISFIED 2 7%

60

50

40

30

20

10

0
Highly satisfied Satisfied Dissatisfied Just satisfied

INTERPRITATION - 53% Employees are highly satisfied with the current Performance
appraisal system. While 33% employees are satisfied with the current performance appraisal
system.

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 LIMITATIONS

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

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

Ø Though, no effort was spared to make the study most accurate and useful, the
“sample Size” selected for the same may not be the true representative of the
Company, resulting in biased results.

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

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 SUGGESTIONS AND CONCLUSION

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 mentioned 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 appraisal 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 time 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 form for each job position should be
different as each job has different knowledge and skill requirements. There
should not be a common appraisal form for every job position in the
organization.

5. The 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 a

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

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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 about the
employee’s performance with the employee concerned and trying to find out the
grey areas 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.

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 QUESTIONNAIRE

(PERFORMANCE APPRAISAL SYSTEM AT INFO ORIGIN TECHNOLOGIES PVT

LTD.)

Name…………………………………………………………………..
Designation……………………………………………………………
Department……………………………………………………………

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

a) Very much
b) Some what
c) Don’t know

2) Performance appraisal helps the organization in achieving goal?

a) Yes
b) No
c) Can’t say

3) Do you hold meeting in the beginning of the explain & clarify activity task & goals to be
achieved?

a) Yes
b) No

4) Should organization have to make a fixed duration for performance appraisal?

a) Yes
b) No

5) To what extent are you satisfied for point allocation on the basis of KRA’s & managerial
dimension?

a) Fully satisfied
b) Satisfied
c) Dissatisfied
d) Uncertain

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6) Do performance appraisals affect the working efficiency of employee?

a) Yes
b) No

7) Whether the appraisal system is able to able to develop high result

a) Yes
b) No

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

a) Yes
b) No
c) Can’t say

9) Promotion process in the organization is based on-

a) Performance
b) Experience
c) Both

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

a) Yes
b) No

10) 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..

………………………………………………………………………
………………………………………………………………………

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