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Project Report on
PERFORMANCE APPRAISAL IN
MINDLINKS PVT. LTD.
Submitted by
R. NAGESHWAR RAO
Roll No.08C11E0020
Batch: 2008-2010
Mr. N. GURUVAIAH
Asst. Professor
1
DECLARATION
Date :
Place: (R. NAGESHWAR RAO)
(Roll No. 08C11E0020)
2
ACKNOWLEDGEMENT
3
INTRODUCTION TO HRM
4
According to Leo C. Megginson, the term human resources can be
thought of as, “the total knowledge, skills, creative abilities, talents and
aptitudes of an organization’s workforce, as well as the value, attitudes and
beliefs of the individuals involved.” The term Human Resource can also be
explained in the sense that it is resource like ay natural resource.
It does mean that the management can get use the skill, knowledge,
ability etc., through the development of skills, tapping and utilizing them
again and again. Thus, it is a long-term perspective where as personnel is a
short-term perspective. Human resources are also regarded as human factor,
human asset, human capital and the like.
The terms labor and manpower had been used widely denoting mostly
the physical abilities and capacities of employees. The term personnel had
been used widely in the recent past to denote persons employed in any
services. Thus, this term denotes the employees as a whole but it does not
clearly denote various components of human resources like skill, knowledge,
values etc.
Keith Sisson (1990) suggests that there are four main features
increasingly associated with HRM:
5
Focus shifts from manager, trade union relations to management,
employee relations and from collectivism to individualism.
Stress on commitment and the exercise of initiative, with managers
now donning the role of enabler, empower and facilitator.
6
PERFORMANCE APPRAISAL
7
performance ranks basing on which decisions regarding salary fixation,
confirmation, promotion, transfer and demotion are taken. It provides
feedback information about the level of achievement and behavior of
subordinate. This information helps to review the performance of the
subordinate, rectifying performance deficiencies and to set new standards of
work is necessary. It provides information, which helps to council the
subordinate. It provides the information to diagnose deficiency in employee
regarding skill, knowledge, determine training and developmental needs and
in disciplinary activities.
8
PROCESS OF PERFORMANCE APPRAISAL
9
b) Communicating the standards:-
c) Measuring performance:-
Once the performance standards are specified and accepted, the next
stage is the measurement of actual performance. This requires choosing the
right technique of measurement, identifying the internal and external factors
influencing performance and collecting information on results achieved.
Personal observations, written reports and face-to-face contacts are the
means of collecting data of performance. The performance of different
employees should be so measured that it is comparable. What is measured is
more important than how it is measured.
10
d) Comparing the actual with the standards:-
11
g) Problems in performance appraisal:-
12
Constant error: Some evaluators tend to be lenient while others are
strict in assessing performance. In the first case performance is
overrated while in the second case it is underrated. This tendency may
be avoided by holding meetings so that the raters understand what is
required of them.
13
4) Incompetence:- Rates may fail to evaluate performance
accurately due to lack of knowledge and experience. Post appraisal
interview is often handled ineffectively.
14
Performance Management
Problems can occur at any stage in the evaluation process some of the
pitfalls to avoid in performance appraisals are:
15
• Poor measure of performance. Objectivity and comparison require
that progress towards stand or accomplishment of include quantifiable
measures such as 10 rejects per 1000 units or 10 sales per 100sales as well as
qualitative measures. Such as projects completed or not completed.
• Rater errors Rater errors include rater bias or prejudice, halo-effect,
constant error, central tendency and fear of conformation. Poor feedback to
employees’ standards and / or rating must be communicated to the employee
in order for the performance evolution to be effective.
• Negative communications the evolution process is hindered by
communication of negative attitudes, such as inflexibility, defensiveness, and
a non-development approach.
• Failure to apply evaluation data. Failure to use evaluation in
personnel decision-making and personnel development negates the primary
decision-making and personal development negates the primary purpose of
performance evaluations. The use and weighting of multiple criteria as well
as the frequency of evaluation also present problems.
16
evaluation program\. Having done this the personnel evaluation system
should address the following questions.
Who?
What?
Why?
When?
Where?
How?
Of performance Appraisal.
The person who has through knowledge about the job contents to be
appraised, standards of contents and who observes the employees while
performing a job should conduct the appraisal. The appraiser should be
capable of determining what is more important and what is relatively less
important for the job. He should prepare the report and make judgment
without personal bias, favoritism etc.
17
2. The “what” of appraisal?
18
The “when ‘ answers the query about the frequency of appraisal. In
most organizations, employees are formally evaluated once in a year, in
others, twice a year. New employee should be rated three months after being
assigned to a job, and every six months thereafter. The time of rating should
coincide with the time of salary reviews, for if the two occur together
constructive evaluation and consideration of self-development will probably
take second place the pressures of pay.
Under ‘how’, the company must decide what different are available and
which of these may be used for performance appraisal. On the basis of the
comparative advantage and disadvantages, it is decided, which method
would suit the purpose better.
19
FEATURES OF PERFORMANCE APPRAISAL
20
2) New methods
1. Confidential report
2. Free fro or easy method
3. Straight ranking method
4. Paired comparison method
5. Forced distribution method
6. Graphic rating scales
7. Checklist method
8. Critical incidents method
9. Group appraisal method
10.Field review method
The modern method place more emphasis on the evolution of work results job
achievements than on personality traits Results oriented appraisal tend to be more
objective and worthwhile especially for counseling and development purposes.
21
3. Behaviorally anchored rating scale (BARS)
4. Appraisal by results or MBO
1. Confidential report:
22
good deal of information about employee especially if the evaluator is asked
to give examples of each one of his judgments.
23
helps to reduce bias involved in straight ranking and paired comparisons.
But in this method is based on the questionable assumption that all groups of
employees have the same distributions of good and poor performances. The
rater does not explain why a employee is place in a particular category.
Specific job related performance criteria are not used in ratings. The rater
may resent the restriction placed on his freedom of choice.
24
generally arbitrary and subjective because specific job related. Performance
criteria are not considered. Secondly, it is assumed that is equally important
for all jobs. Thirdly the descriptive words used in rating e.g. implication that
high rating on one factor can compensate for low score on other factor.
Fourthly, the method imposes a heavy burden to the rater. He has to evaluate
report performance on several factors each having five degrees. In practice,
ratings tend to cluster on high side. A supervisor often tends to rate his
subordinates high to avoid criticism from them. To minimize this bias, the
rater may be asked to give reasons to justify his rating.
7. Checklist method:
25
examples of evaluations. But it is a time-consuming and expensive method
as a different checklist must be developed for each job category. Secondly it
is difficult to assemble, analyze and weight several statements that properly
describe job related behavior and performance. The statements may be
statement contributes most to successful performance. Trained raters are
required. But they must resist the restrictions imposed on them under the
forced choice method.
26
Secondly, quoting incidents after considerable time lapse may evoke
negative emotions from employees. Thirdly subjective judgment of
supervisor is involved in deciding critical incidents and ‘desirable response
to an event. Fourthly, the supervisor may commit errors I recording
behaviors of different employees during a short duration even. Sixthly,
critical incidents occur in frequently and therefore, a continuous record of
performance might not be available. Lastly, the employees are likely to
become concerned with what the supervisor records rather than in daily job
routine.
27
In this method, a trainee officer from the personal department
interviews line supervisors to evaluate their respective subordinates. The
interviewer prepares in advance the questions to be asked. By answering
these questions a supervisor gives his opinion about the level of performance
of this subordinate, the subordinates work progress, his strengths and
weaknesses, promotion potential, etc., the evaluator takes detailed notes of
the answers which are then approved by the concerned supervisor. These are
then placed in the employees personal service file. This system relieves the
supervisor of the need for filling in appraisal forms. The supervisor’s
personal bias is reduced due to the active involvement of the personnel
officer. The ratings are usually classified into three categories i.e.
outstanding, satisfactory and unsatisfactory. This is, however, a time
consuming method. The success of this method depends upon the
competence and sincerity of the interviewer.
The traditional methods give above all focus more on the traits of an
employee than on his job performance. In the absence of predefined
performance criteria or standards, the personal bias or subjectivity of the
evaluator affects the ratings.
One study of appraisal in general electric co., USA revealed that the
traditional approach to performance appraisal caused the following
responses: the traditional systems of appraisal are based on judgment role of
the supervisor. In order to overcome these weakness some new techniques
28
are of performance appraisal have been developed. Theses techniques are
described below.
29
determine training and development needs of employees and provide data
for human resource planning this method is also used to select students for
entry level positions. All candidates will get and equal opportunity to prove
their merit. A team of trained assessors under similar conditions evaluates
them. Rater’s personal bias is reduced, but this is the time consuming and
expensive method. Further the candidates who receive a negative report
from the assessment center may fell demoralized. In order to make this
method effective, it is necessary to state the goals clearly, to obtain top
management support, to conduct job analysis, to train the assessors, and to
periodically evaluate and revise the assessment program.
This method is still I transition stage and is, therefore, not popular at
present.
30
3. Behaviorally anchored rating scale (BARS):
(a) Identify critical incidents: often persons with knowledge of the job to be
appraised describe specific examples of both effective ad ineffective job
behaviors.
(b) Select performance dimensions: The persons that cluster the behavioral
incidents into a smaller set of the performance dimensions.
(d) Assign scales to incident: The second group rates each incident on a
seven or nine point scale. Rating is done on the basis of how well the
behavior described in the incident represents performance on the appropriate
31
dimensions. Means and standard deviations are then calculated for the scale
values assigned to each incident. Incident that have standard deviation of 1.5
or less are included in the final anchored scales.
(e) Develop final instrument: A sub set o the incidents that meets both the
retranslation and the standard deviation criteria is used as a behavioral
anchor for the financial performance dimensions. A final BARS instrument
typically comprises of series of the vertical scales that are endorsed by the
included incidents. Each incident is positioned on the scale according to its
mean value.
BARS method has several advantages. First, the ratings are likely to
be accurate because these are done by the experts. Secondly, the method is
more reliable and valid as it is jobs specific and identifies observable ad
measurable incidents helps in making the dimensions independent of one
another. Thirdly ratings are likely to be more acceptable due to employee
participation. Forth, the method provides a basis for setting developmental
goals for employees as it differentiates between behavior, performances and
results. Lastly the use of typical incidents is useful in providing feedback to
the employee being rated. BARS method, however suffers from weakness.
First it is very time consuming and expensive to develop BARS from every
job. Secondly behaviors used are more activity oriented than results-
oriented. Several appraisal forms are required to accommodate different
types of jobs in an organization. Despite its intuitive appeal, this method is
not insecurely superior to the traditional methods of appraisal.
32
4. Appraisal by results or MBO:
1) Set organisation goals: First of all goals of the organization in key areas
of performance are laid down. These goals are defied in clear precise and
measurable terms. They should be challenging attainable. A through analysis
of internal environment of the organization is made to set these goals.
33
the basis on which he will be judged. The goals are periodically reviewed
and revised to keep them flexible and up to date.
34
To know about the decisions regarding salary fixation, confirmation,
promotion, transfer and demotion which are taking according to
employee’s performance.
Scope of the study tends to the limits of the study. According to the
title performance appraisal the scope is as follows.
1) Study on the employee performance appraisal in the
organization, that is on what basis the appraisal takes place.
35
2) After performance appraisal, there is a need of training
and development.
3) A study on training and development of employee after
his job evaluation, if he/she needs.
4) A study on the feedback of the employees about the
performance appraisal.
The scope of the performance appraisal study is as follows, I HRM
areas only.
1) For remuneration administration.
2) Validation of selection programs
3) Employee training and development programs.
4) Grievance and discipline management.
5) HR planning.
All these aspects come under the scope of the study. These are also
uses of the data ad information, which is collected through the study of
performance appraisal.
36
To know how an individual will respond to the Apex-review
committee in the organization which will finalize their appraisal
performance
37
2) Time is the major limitation. The whole study was conducted with in
a period of 60 days. This period is not enough to gather information
relating to all aspects of the study.
3) Only the existing system has been studied and o attempt has been
made to identify now and dynamic appraisal system due to time
constraints.
38
COMPANY
PROFILE
39
ABOUT US
MiNd LiNkS IT R&D Labs keeps abreast with the state of art
technologies. Knowledge of the technologies are carefully analyzed for
suitability and appropriately deployed with the solution. The company has in-
depth domain as well as functional knowledge.
MiNd LiNkS IT R&D Labs helps public sector and commercial clients
build their organizations by delivering measurable improvements every time.
Whether through enhancing productivity, improving operational efficiencies
or increasing revenue and growing profitability, MiNd LiNkS IT R&D Labs
understands both the immediate and long-term goals that work for today’s
organizations. Our proven experience and innovative solutions are designed
for one purpose—to give the edge.
• Technology Solutions
• Data Entry and Data Conversion
• Business Consulting
• Management Solutions
• Strategic Design
• Outsourcing
• Marketing
40
meet the demands of an ever-changing business environment. We delivers
fresh solutions with seasoned professional developers and consultants who
have one singular focus: Ensure that everything we do delivers value to our
clients and moves their businesses forward giving them the edge in the
demanding business.
VISION
When our clients think of MiNd LiNkS IT R&D Labs, we want them to
envision a company that will give them the edge in their business needs
through a combination of professionalism, cooperation, integrity, and
excellence in performance with objective results and high quality. We
provide our customers with the highest levels of service, quality, and
efficiency. The enduring and personal relationships we hold with our clients,
gives us the advantage of a loyal, well-established client and partnership
base. We offer the assurance that company needs will be met now and in the
future.
MISSION
41
VALUES
There are six driving factors behind our corporate philosophy, our day-to-
day operations and ultimately our success. These values guide everything we
do, shape who we are and how our customers, our associates, and our
partners perceive us.
BUSINESS INTELLIGENCE
Our Business Intelligence solutions are designed to give you direct access to
the information that you need, when you need it. This effectively removes IT
from the middle of the information-delivery chain, freeing this critical
resource to focus on other business problems.
42
THE NEED
THE SOLUTION
THE ADVANTAGE
43
Organizations have invested a lot of time, effort, and financial resources
into the applications that run business. MiNd LiNkS IT R&D Labs Business
Intelligence solutions are designed to maximize those investments by
harvesting data and rendering it in new and innovative ways—giving the
organizations a competitive advantage in the market place.
BUSINESS STRATEGY
BUSINESS CONSULTING
Our business consulting team is the cohesive mortar that unites our
various disciplines. By focusing on company's strategic objectives, we are
able to design, develop, and implement the solutions that will produce
measurable change across the enterprise.
DEFINING DIRECTIONS
44
FORMING A STRUCTURE
EXTENDING RELATIONSHIP
BRAND DEVELOPMENT
MiNd LiNkS IT R&D Labs can help out to determine where the brand
is and where it wants to be. Through competitive market analysis, we will
expose company brand’s key differentiators and recognize marketplace
opportunities. We conduct inquisitive exercises to formulate the language,
personality, and tone of the organization. And by analyzing business
objectives, we are able to build a strategic communication plan that assists in
taking company brand to market.
45
through color, text and photography. MiNd LiNkS IT R&D Labs will provide
an identity design system that ensures consistency while empowering entire
organization with that entire company brand has to offer.
E-BUSINESS/WEB SERVICES
E-Business is much more than buying and selling over the Web. In the
simplest sense, it is the use of Internet technologies to improve core business
processes. And, while technology makes e-business possible, e-business isn't
about technology. It's about connecting core business systems and processes
to customers, suppliers, and employees—24 hours a day, 7 days a week.
46
E-business?
• Increase revenue
• Decrease costs
• Improve employee efficiency
• Expand market reach
• Strengthen business relationships
• Improve customer satisfaction
At MiNd LiNkS IT R&D Labs, we know that the success of our company
depends on our ability to provide world-class, e-business solutions with
real business value to our clients. We understand the business impact of
e-business. Our experts have helped many companies leverage the
Internet with the following solutions:
THE NEED
Are the companies getting the most out of the Web and core business-
system implementations? Are these applications connected throughout the
47
organization? Does the company question whether or not the integration
between applications is able to support the company changing business
process needs? Do your business associates have access to accurate,
relevant, and timely information for critical decision-making?
THE SOLUTION
48
THE ADVANTAGE
INTEGRATED MARKETING
SOLID STRATEGY
QUALITY DESIGN
49
MEASURABILITY
MiNd LiNkS IT R&D Labs can enable the company to take advantage of
the technology and talent that is available to drive consumer demand, sales,
and the message of the organization.
IT STRATEGY DEVELOPMENT
Over the past few years the role of technology in business has become a
critical success factor. Many organizations leverage information technology to
help them deliver their products and services. But few organizations truly
realize the business benefits that can be achieved from an effective
technology strategy. The rapid pace of change in technology provides
companies with new, cost-effective mechanisms to communicate with their
customers, suppliers, employees, and key business partners. Properly
harnessed, technology initiatives can enrich customer relationships, shorten
supply chains, and streamline a number of internal processes so that a true
return on investment is realized. The first step is to create alignment and
consensus within the organization and build an action plan around those
initiatives that will deliver the highest return.
50
Strategic Planning Service Features
PROCESS DEVELOPMENT
51
THE NEED
Are the company key performance metrics out of alignment with the
competitors? Are the customers reducing their lead times? And do the
company employees continually executive a process that is loaded with “no
value–add” tasks?
These are the questions that many organizations are faced with on a daily
basis.
THE SOLUTION
Our solutions are aided by our strong focus on economic and financial
analysis.
THE ADVANTAGE
52
vendor focus on economic and financial analysis is a key differentiator from
our competition.
SERVICES
Study and Analysis: Once the problem Ticket issue is received, the
Onsite technical team makes a careful study of the issue and analyzes its
complexity.
Scheduling: Identify the best suitable team member(s) for solving the
issue and assign the tasks to that particular resource(s).
53
Solution: The assigned team member(s) provides the solution as
specified in the given task document in a scheduled time adhering to the
quality standards, he also provides a standard document describing the
work done.
Testing: Test the changed code as per the Maintenance Manual. Update
the documentation as required
Log Maintenance: Logs will be maintained for future use by the offsite
as well as offshore team for all the support issues that have come up.
APPLICATION DEVELOPMENT
54
• Development and Testing - Component Development and Unit Testing,
System and Integration testing
• Efficient Data Entry and Data Conversion with 100% percent quality.
APPLICATION MAINTAINENCE
Business Process Outsourcing (BPO) has changed the way the world
does business, and this trend is only likely to accelerate. BPO is quickly
emerging as a key enabler of all high performing organizations. More and
more businesses and governmental leaders-cross industry, organizational
size and geography are turning to BPO to help them elevate their
organizations performance.
55
The availability of cost effective skilled resources - that is well educated
and able to converse in English, well-developed communication infrastructure
and software sector as well as an appropriate time difference with other
countries, help in making India a favorite destination for the BPO industry.
INTERACTION
Our focus has been to continually find new and better ways to help
our clients make profitable connections with their customers. Whether you
need messaging or answering service, inbound call center services,
56
outbound call center services, email support and online chat, we can help
out to make the most of every contact.
Dealer Locate: Callers are given information on the store or dealer nearest to
them.
Ticketing Sales
Subscriptions
Fundraising
OUTBOUND TELESERVICES
57
value addition necessary to maintain and grow your client base. Our
outbound capabilities include:
New Movers: Tapping people who have just moved residence, for example,
and asking them to pre-register for your service or organization
MEDICAL TRANSCRIPTION
Cardiology
Pulmonologists
Gastroenterology
Genitourinary
Obstetrics and Gynecology
58
Orthopedics
Oncology and Radiology
Psychiatry
ENT
Neurology
Appropriate education
Training
Experience
Work experience under supervision of a skilled management team
MiNd LiNkS IT R&D Labs has its own in-house, fully equipped facility to
train 20 Medical Transcribers at a time. Training at MiNd LiNkS IT R&D
Labs facilitates individuals in the effort to attain international standards in
delivering work within stipulated time.
LEADERSHIP TEAM
59
OFFICE
INDIA
India.
60
A performance appraisal, employee appraisal, performance
review, or (career) development discussion is a method by
which the job performance of an employee is evaluated
(generally in terms of quality, quantity, cost, and time) typically
by the corresponding manager or supervisor. A performance
appraisal is a part of guiding and managing career development.
It is the process of obtaining, analyzing, and recording
information about the relative worth of an employee to the
organization. Performance appraisal is an analysis of an
employee's recent successes and failures, personal strengths and
weaknesses, and suitability for promotion or further training. It
is also the judgement of an employee's performance in a job
based on considerations other than productivity alone.
61
Process of performance appraisal
62
assessments from their manager, peers, subordinates, and
customers, while also performing a self assessment. This is
known as a 360-degree appraisal and forms good
communication patterns.
1. Management by objectives
2. 360-degree appraisal
3. Behavioral observation scale
4. Behaviorally anchored rating scales
63
to discrimination claims because a manager can make
biased decisions without having to back them up with
specific behavioral information.
64
DATA ANALYSIS AND INTERPRETATION
Interpretation:
65
The above table reveals that 67% of employees are fully aware of P.A.
System, 8.33% of employees ‘No’ and 25% of employees say ‘To some
extent’
Number Percentage
100
80
60
40
20
0
Yes No To Total
some
extent
1 2 4
66
Conclusion:
From the above table it is observed that most of the people are fully
aware of performance appraisal and some of the people partially aware
of performance appraisal and few people are not aware of it.
Interpretation:
67
Number Percentage
100
80
60
40
20
0
Yes No Total
1 2
Conclusion:
68
from the above table it is observed that everybody in the organisation is
participating in the performance appraisal system and no one is there who
does not participate in the performance appraisal system.
Interpretation:
The above table reveals that 83.33% of employees have feed back for
there performance 17% of employees ‘Some times’ 0% of employees ‘No’
feed back.
69
Number Percentage
100
80
60
40
20
0
Yes No Some Total
times
1 2 3
Conclusion:
70
Form the above table it is observed that most of the people are getting their
feedback and few people are there who get their feedback some extent. And
no one is there who doesn’t get their feedback.
Interpretation:
The table reveals that 75% of the employees are being satisfied with
the present performance appraisal system and 25% of the employees ‘To
some extent’ and 0% employees ‘No’.
71
Number Percentage
100
80
60
40
20
0
Yes No To Total
some
times
1 2 3
Conclusion:
From the above table it is observed that most of the people in the
organisation are satisfying with the organization’s performance appraisal
system and very few people are there who are satisfying up to some extent
72
and there is no one who are not being satisfied with the present appraisal
system in the organisation.
Interpretation:
The table reveals that 83.3% of employees are fully satisfied. 17% of
the employees ‘To some extent’ and 0% of employees ‘Can’t say’.
73
Number Percentage
100
80
60
40
20
0
Fully To Can’t Total
some say
extent
1 2 3
Conclusion:
74
From the given table it can be understood that most of the people in the
organisation are being satisfied with the present appraisal system in the
organisation and very few are being satisfied up to some extent.
Interpretation:
The table reveals that 100% of the employees are think the
performance appraisal system is important in all types of jobs. 0% of
employees ‘No’.
75
Number Percentage
100
80
60
40
20
0
Yes No Total
1 2
Conclusion:
76
From the given table we can understand that everybody in the organisation is
being thought that P.A System is important for every organisation and its
development.
Interpretation:
The table reveals that 50% of the employees felt career development,
16.66% of the employees ‘Promotions’, 16.66% of the employees
‘Increments’ and 16.66% of employees ‘Training’.
77
Number Percentage
100
90
80
70
60
50
40
30
20
10
0
Development
Training
Increments
Promotions
Total
Career
1 2 3 4
Conclusion:
From the above table it is conformed that some people say that the purpose
of the P.A. System in their organisation is for promotions and some say for
78
increments, some say for the Training and most of the people say for the
Development of their career.
Interpretation:
The table reveals that 100% of the employees felt the present
appraisal system is helpful for their development.
79
Number Percentage
100
80
60
40
20
0
Yes No Up to Total
certain
extent
1 2 3
Conclusion:
From the above table we can understand that everybody say that
Performance Appraisal System is being helpful for them. And there is no
one who says that the Performance Appraisal system is not helpful for them.
80
9. When you have self appraised?
Interpretation:
The table reveals that 100% of the employees have self appraised
once on year. 0% quarterly and 0% half yearly.
81
Number Percentage
100
90
80
70
60
50
40
30
20
10
0
Quarterly Half- Annually Total
yearly
1 2 3
Conclusion:
From the above table we can understand the everybody in the organisation is
being appraised once a year.
82
10. Are you satisfied with quality of work assigned to you?
Interpretation:
The table reveals that 91% of the employees completely satisfied the
quality of work 8% to some extent. 0% not at all and 0% partly.
83
Number Percentage
100
90
80
70
60
50
40
30
20
10
0
Completely
To some
Total
Partly
Not at all
extent
1 2 3 4
Conclusion:
From the above table it is observed that most of the people of the
organisation are being satisified with the quality of work and very few
people are there who are being satisfied upto some extent.
84
11. Does the company maintained any records of self appraisal?
Interpretation:
85
Number Percentage
100
80
60
40
20
0
Yes No Total
1 2
Conclusion:
From the above table it can be observed that the company is being
maintained the records of every employee about their performance about
their skills.
12. Do you feel that job rotation will help in increasing the
performance?
86
S.No. Description Number Percentage
1 Yes 5 8.33
2 No 55 92
Total 60 100
Interpretation:
The table reveals that 100% of the employees felt that the job rotation
does not help the employees.
87
Number Percentage
100
80
60
40
20
0
Yes No Total
1 2
Conclusion:
From the above table it can be observed that most of the people are
not requiring the job rotation and very few people are there who
are expecting job rotation because they have skill to work in
another department too.
88
13. Was the recent performance appraisal system is successful in
identifying your abilities?
Interpretation:
Conclusion:
From the above table it is observed that most of the people are successfully
identified that they have skills and few employees’ skills are not identified.
89
Number Percentage
100
80
60
40
20
0
Yes No Total
1 2
Conclusion:
90
From the above table it is observed that most of the people are successfully
identified that they have skills and few employees’ skills are not identified.
Interpretation:
The table reveals that 85% of the employees felt that all the factors are
considered for evaluation. 10% quality of work, and 5% job knowledge.
91
Number Percentage
100
80
60
40
20
0 Punctuality
knowledge
Quality of
All
Total
work
Job
1 2 3 4
Conclusion:
From the above table it is observed that few people say job knowledge is
considered and few people say Quality of work is considered and remaining
say job knowledge and Quality of work are important as well as punctually
while evaluating the performance of the employees.
92
15. Are you satisfied with your reward system?
Interpretation:
The table reveals that it is clear that 66.66% of employees are bing
completely satisfied with the reward system in the organisation. 25% to
some extent, 8.33%.
93
Number Percentage
100
80
60
40
20
0
Completely
To some
Not at all
Total
Partly
extent
1 2 3 4
Conclusion:
From the above table it is observed that most of the employees are being are
being fully satisfied with the reward system in the organisation, and some
people are being satisfied up to some extent and very few employees are
being satisfied partly.
94
S.No. Description Number Percentage
1 Finalization of increments 6 10
2 Identification of training needs 2 3.33
3 Feed back from the boss 0 0
4 All the above 52 86.6
Total 60 100
Interpretation:
The table reveals that 86% of employees felt all the above and 10%
finalization increments and 3% identification of training needs.
95
Number Percentage
100
80
60
40
20
0
Finalization
Identification
Total
of training
from the
of
1 2 3 4
Conclusion:
From the above table we can understand that most of the people are agree
with that the performance appraisal system is for Finalization of increments,
Identification of training needs and feed back from the boss. And some
people say that P.A. System is required for only Finalization of increments
and very few people say that P.A. System is required only for Identification
of training needs.
96
17. Is it satisfactory when compared to previous year appraisal?
Interpretation:
The table reveals that 58% of employees are satisfied with previous
year appraisal and 42% some extent.
97
Number Percentage
100
80
60
40
20
0
Yes No Can’t To Total
say some
extent
1 2 3 4
Conclusion:
From the above table it can be understood that most of the employees says
yes and some employees say to some extent.
98
18. Is performance appraisal system helpful to identify training and
development needs?
Interpretation:
The table reveals that 90% of the employees felt the appraisal system
is helpful to identify training and development need and 10% of employees
‘Up to some extent’
99
Number Percentage
100
80
60
40
20
0
Yes No To Total
some
extent
1 2 3
Conclusion:
From the above table it is shown that most of the people in the organisation
say that performance appraisal system is required to identify the training
need and few people say the it is useful up to some extent.
100
S.No. Description Number Percentage
1 Yes 40 67
2 No 0 0
3 As per requirements 20 33.3
Total 60 100
Interpretation:
The table reveals that 66% of the employees are co-operate at the time
of appraisal and 33% as per requirement and 0% ‘No’.
101
Number Percentage
100
80
60
40
20
0
requirements
Total
No
Yes
As per
1 2 3
Conclusion:
From the above table it is observed that many of the employees are fully co-
operate with the management and few employees co-operate with the
management as per the requirement.
102
20. Does the performance appraisal system contribute in improving the
overall performance at Mind Links?
Interpretation:
The above table reveals that 80% of the employees said that the
performance appraisal system is improving the overall performance of Mind
Links and 20% said ‘Some time’.
103
Number Percentage
100
80
60
40
20
0
Yes No Some Total
time
1 2 3
Conclusion:
From the above table it is observed that most of the employees in the
organisation says that P.A. System helps the organisation fully for the
development and very few say some times.
104
Chi-Square:
105
Performance appraisal rewards and satisfaction on with the
performance appraisal system
106
Satisfaction with performance appraisal system
Performance Satisfied
Highly Not
Based Rewards Can’t Say to some Total
Satisfied Satisfied
extent
To a greater 35 5 2 4
46
extent (76%) (10.8%) 4.3%) (8.6%)
2 1 3 0
Can’t Say 6
(33.3%) (16.6%) (5.0%) (0%)
3 2 1 2
To some extent 8
(37.5%) (25%) (12.5%) (25%)
Total 40 8 6 6 60
Calculated Chi-square value (9.09) is less than the table value (12.592),
the null hypothesis is accepted. From the study it is observed that there is
significant relationship between development needs and satisfaction with
the performance appraisal system.
107
Satisfied
Performance Highly Not
Can’t Say to some Total
Based Rewards Satisfied Satisfied
extent
To a greater 20 3 4 2
29
extent (68.9%) (10.3%) (13.7%) (6.8%)
8 2 2 4
Can’t Say 16
(50%) (12.5%) (12.5%) (6.25%)
6 2 4 3
To some extent 15
(40%) (13.3%) (26.6%) (20%)
Total 34 7 10 9 60
Calculated Chi-square value (6.47) is less than the table value (12.592),
the null hypothesis is accepted. From the study it is observed that there is
significant relationship between improvement in overall performance and
satisfaction with the performance appraisal system.
FINDINGS
108
3) The organization values, recognizes and rewards high-level
performance.
4) The ratings are based on performance and not on the personal
characteristics of the person.
5) Some employees feel that appraisal is true reflection of their work.
6) Proper training is to be provided with improve their performance.
7) Employees feel that the appraisers should be provided with adequate
job related information at the time of ratings.
8) If an employee finds any problem with his performance, those
problems have to be dealt quickly.
9) Few employees fell the appraisal system is not fair when it comes to
measuring their performance.
10) The training recommendation in the developmental plan is not
implemented.
SUGGESTIONS
109
2) Management should be introduced self appraisal system and
performance should be evaluated on weekly bases personnel
3) Department should play on active part setting all above information
4) Performance of un-employee can be correctly if it were compared
with some standards, it would be more effective if the existing system were
modified with new standards. Employees one to be motivated with
awareness programs to mobilize them as a term effect.
5) Problems relating to the performance should be dealt quickly.
6) Training recommended in developmental plan should be
implemented.
7) It must be made sure that the ratings reflect the actual performance of
the employees.
8) The organization should create a kind of mutual trust and confidence
among superiors and subordinates.
9)The HR department should make sure the recommended trainings are
implemented.
110
While deciding about the method of data collection to be used for the
study, we have to consider two types of data; one is primary data, the other
is secondary data.
Primary data are those, which are collected afresh and for the first
time, and thus happen to be original in character.
Where as secondary data are those which have already been collected
by someone else and which have already bee passed through the statistical
process.
Primary Data:
Interview Method: This method comes under primary data. This method
involves presentation of Oral-verbal stimuli and reply in terms of oral-verbal
responses. This method also includes personal interviews, which are useful
in collecting data by asking questions in a face to face contact to other
person.
111
Questionnaire Method: This also comes under primary data. I this method a
questionnaire sent to the persons or employees concerned with a request to
answer the questions and return the questionnaire. A questionnaire consists
of number of questions printed or typed in a definite order. The respondents
have to answer the questions on their own.
Secondary Data:
QUESTIONNAIRE
112
Name………………………………………………………………………
Employee No. …………………., Experience…………………………..
Designation……………………… Department…………………………
113
a) Yes b) No
12.Do you feel that job rotation will help in increasing the performance?
a) Yes b) No
c) Why
114
13.Was the recent performance appraisal system is successful in
identifying your abilities?
a) Yes b) No
c) Why
115
c) Some extent
19.Do you co-operate with your superiors at the time of appraisal?
a) Yes b) No
c) As per requirements
The data collected through the above questionnaire will be used for
our academic purpose only and will be kept confidential.
Thanking you
BIBLIOGRAPHY
116
• Human Resource Management – C.B. GUPTHA.
• Personnel Management – C.B. MOMORIA.
• Human Resource Introduction – P. SUBBA RAO.
• Human Resource Management – K. ASWATHAPPA.
• Research Methodology – C.R. KOTHARI.
117