Indian Oil Corporation Ltd.

New Delhi

MBA (2018-20)
Specialization: Human Resource

Learning and Development

Under guidance of:

Submitted by:
Industry Guide:
Sohan Gagotya
Miss Adima Mishra
UID – 18MBA1605
Faculty Guide:
Sir / HOD Bhupinder Chahal
 DECLARATION

I understand what plagiarism is and am aware of the IMS policy in this

regard.
I declare that
(a) The work submitted by me in partial fulfilment of the
requirement for the award of degree MBA (HR) assessment in this
Summer Internship
(b) I declare that this Summer Internship is my original work.
Wherever work form other source has been used, all debts (for words
data, arguments and ideas) have been appropriately acknowledged and
referenced in accordance with the requirements of NTCC Regulations
and Guidelines.
(c) I have not used work previously produced by another student or
any other person to submit it as my own.
(d) I have not permitted, and will not permit, anybody to copy my
work with the purpose of passing it off as his or her own work.
(e) The work conforms to the guidelines for layout, content and
style as set out in the Regulations and Guidelines.

Date: Name of student:

Sohan Gagotya
Roll no: 18MBA1605
Programme Name:

PERFORMANCE APPRAISAL
 Acknowledgement

I take this opportunity to express my profound gratitude and deep

regards to my project mentor ‘Miss Adima Mishra’ at Indian Oil
Corporation Ltd. for his exemplary guidance, monitoring and constant
encouragement throughout the course of this thesis. The guidance and
help given by him time to time shall carry me a long way in the
journey of life on which I am about to embark.
I would like to thank the management of “Indian Oil Corporation Ltd.”
for giving me a golden opportunity to work in this esteemed
organization.
Last but not the least I place a deep sense of gratitude to my family
members and my friends who have been constant source of inspiration
during the preparation of this project work.
 Table of Contents

S.No. Chapter Name

1 Introduction
2 Company Profile
3 INTRODUCTION OF
PERFORMANCE APPRAISAL
4 OBJECTIVE OF THE STUDY

5 RESEARCH METHODOLOGY

6 DATA ANALYSIS

7 FINDINGS OF THE RESEARCH

8 SUGGESTION & RECOMMENDATION

9 CONCLUSION

10 LIMITATIONS OF THE STUDY

11 BIBLIOGRAPHY
12 QUESTIONNAIRE
 INTRODUCTION

Oil industry scenario:

The oil and gas area is among the six centre enterprises in India and assumes a noteworthy
part in affecting basic leadership for the various critical areas of the economy.

In 1997– 98, the New Exploration Licensing Policy (NELP) was conceived to fill the
consistently expanding hole between India's gas request and supply. India's monetary
development is firmly identified with vitality request; along these lines the requirement for
oil and gas is anticipated to develop all the more, in this manner making the area very
favourable for speculation.

The Administration of India has embraced a few strategies to satisfy the expanding request.
The administration has permitted 100 for every penny Foreign direct investment (FDI) in
numerous portions of the segment, including gaseous petrol, oil based goods, and refineries,
among others. Today, it draws in both local and outside venture, as bore witness to by the
nearness of Dependence Businesses Ltd (RIL) and Cairn India.

Market Size
India is relied upon to be one of the biggest supporters of non-OECD oil utilization
development universally. Oil imports climbed strongly year-on-year by 27.89 for every
penny to US$ 9.29 billion in October 2017. India's oil utilization grew 8.3 for each penny
year-on-year to 212.7 million tons in 2016, as against the worldwide development of 1.5 for
each penny, along these lines making it the thirdbiggest oil devouring country on the planet.

India is the fourth-biggest Melted Gaseous petrol (LNG) shipper after Japan, South Korea
and China, and records for 5.8 for every penny of the aggregate worldwide exchange.
Household LNG request is relied upon to develop at a CAGR of 16.89 for each penny to
306.54 MMSCMD by 2021 from 64 MMSCMD in 2015.

The nation's gas creation is relied upon to contact 90 Billion Cubic Meters (BCM) in 2040
from 21.3 BCM in 2017-2018 (Apr-Nov). Gas pipeline framework in the nation remained at
16,470 km in September 2017.
Investment
As indicated by information discharged by the Bureau of Modern Strategy and Advancement
(DIPP), the oil and petroleum gas part pulled in FDI worth US$ 6.86 billion between April
2000 and September 2017.
Following are a portion of the real ventures and improvements in the oil and gas area:
• World's biggest oil exporter Saudi Aramco is intending to put resources into
refineries and petrochemicals in India as it hopes to go into a vital association with
the nation.
• Outside speculators will have chances to put resources into ventures worth US$ 300
billion in India, as the nation hopes to cut dependence on oil imports by 10 for every
penny by 2022, as indicated by Mr Dharmendra Pradhan, Pastor of Oil and Gaseous
petrol, Administration of India.
• Amid the reciprocal gathering held in Tokyo between Mr Dharmendra Pradhan,
Clergyman of
Oil and Flammable gas, Administration of India and Mr Hiroshige Seko, Pastor of
Economy, Exchange, and Industry of Japan, marked a notice of collaboration on
building up a fluid, adaptable and worldwide condensed petroleum gas (LNG)
advertise by investigating joint participation in the zones of sourcing, swapping and
advancement of LNG sources.
• State-possessed Oil and Petroleum gas Company (ONGC) has concocted the new
diagram to build the raw petroleum generation by 4 million tons and to twofold its
gaseous petrol creation by 2020 to control the nation's import reliance by 10 percent.
The organization will raise its raw petroleum creation from 22.6 million tons in 2017-
2018 to 26.42 million tons in 2021-2022.

Government Initiatives
A portion of the significant activities taken by the Administration of India to advance oil and
gas division are:
• State-run oil firms are arranging ventures worth Rs 723 crore (US$ 111.30 million) in
Uttar Pradesh to enhance the condensed oil gas (LPG) foundation in an offer to
advance clean vitality and produce business, as indicated by Mr Dharmendra
Pradhan, Priest of Oil and Gaseous petrol, Legislature of India.
• A gas trade is arranged keeping in mind the end goal to bring market-driven
estimating in the vitality market of India and the proposition for the same is prepared
to be taken to the
Association Bureau, as indicated by Mr Dharmendra Pradhan, Pastor of Oil and
Flammable gas, Administration of India.
• The Oil Service intends to set up bio-CNG (packed gaseous petrol) plants and
associated foundation at a cost of Rs 7,000 crore (US$ 1.10 billion) to advance the
utilization of clean fuel.

Structure
The petrochemical business has turned into a major theme of dialog. What's more, since the
2016 US presidential race, there's been news encompassing the upstream, midstream, and
downstream markets of the business.
Upstream:- The upstream market organize in the petrochemical business alludes to the
exploration and production of gaseous petrol and unrefined petroleum.
Midstream:- When oil based goods are recuperated in the upstream area, they move into the
midstream division of the petrochemical business.
Downstream:- Procedures for this area are devoted to transforming gaseous petrol and oil
into attractive oil based goods.

SOME OF OIL INDUSTRY IN INDIA

 Indian Oil Corporation 283,000 bbl/d
Gujarat Refinery Gujarat Koyali
Limited ( ~1.37× 10 7 t/a)

Indian Oil Corporation Uttar 165,600 bbl/d

Mathura Refinery Mathura
Limited Pradesh ( ~8.00× 10 6 t/a)

Hindustan Petroleum 155,200 bbl/d

Mumbai Refinery Maharashtra Mumbai
Corporation Limited ( ~7.50× 10 6 t/a)

Bharat Petroleum 248,400 bbl/d

Mumbai Refinery Mahaul Maharashtra Mumbai
Corporation Limited ( ~1.20× 10 7 t/a)

Chennai Petroleum 217,200 bbl/d

Manali Refinery Tamil Nadu Chennai
Corporation Limited ( ~1.05× 10 7 t/a)

Bharat Petroleum, Oil

62,000 bbl/d
Numaligarh Refinery India and Government of Assam Numaligarh
( ~3.00× 10 6 t/a)
Assam

Oil and Natural Gas Andhra 1,445 bbl/d

Tatipaka Refinery Tatipaka
Corporation Pradesh (~70,000 t/a)

Mangalore Refinery and Mangalore Refinery and 310,400 bbl/d

Karnataka Mangalore
Petrochemicals Limited Petrochemicals Limited (~1.50×107 t/a)

Jamnagar
682,000 bbl/d
Refinery (Domestic Tariff Reliance Industries Limited Gujarat Jamnagar
( ~3.30× 10 7 t/a)
Area)

Essar Refinery Essar Oil Limited Gujarat Vadinar

WORLD BIGGEST OIL PRODUCERS

Company Revenue (US$ BILLION)
Saudi Aramco 478
BP 222.8
PDVSA 128.44
StatOil 82.48
Indian Oil Corporation 81.55

ABOUT COMPANY BUSINESS

Indian Oil Corporation Limited (IOCL), normally known as Indian Oil is an Indian state
possessed oil and gas organization with enrolled office at Mumbai and principally
headquartered in New Delhi. It is the biggest business endeavour in the nation, with a net
benefit of INR 19,106 crore (USD 2,848 million) for the monetary year 2016– 17. It is
positioned first in Fortune India 500 rundown for year 2016 and 168th in Fortune's
'Worldwide 500' rundown of world's biggest organizations in the year 2017. Starting at 31
Walk 2017 Indian Oil's representative quality is 33,135, out of which 16,545 are in the
officer cadre.
Indian Oil's business advantages cover the whole hydrocarbon esteem chain, including
refining, pipeline transportation, showcasing of oil based goods, investigation and generation
of raw petroleum, gaseous petrol and petrochemicals.
Indian Oil has additionally wandered into elective vitality and globalization of downstream
tasks. It has backups in Sri (Lanka IOC), Mauritius (Indian Oil (Mauritius) Ltd) and the
Centre East (IOC Centre East FZE). Indian Oil is exploring for new business openings in the
vitality advertises crosswise over Asia and Africa. It has likewise shaped around 20 joint
endeavours with rumoured business accomplices from India and abroad to seek after assorted
business interests. Indian Oil has its Research and development Centre situated in Faridabad,
Delhi NCR.
In May, 2018, IOC turn into India's most beneficial state-possessed organization for the
second continuous year, with a record benefit of ₹21,346 crore in 2017-18, trailed by Oil and
Gaseous petrol Enterprise, whose benefit remained at ₹19,945 crore.
 Indian Oil Corporation Limited

Type State owned company

Traded as BSE: 530965
NSE: IOC

Industry Oil and gas

Predecessor Indian Refineries Ltd. (1958)

Indian Oil Company (1959)

Founded 30 June 1959; 59 years ago

Headquarters IndianOil Bhavan, G-9, Ali Yavar

Jung Marg, Bandra
(East), Mumbai, India

Area served India, Sri Lanka, Middle

East, Mauritius

Key people Sanjiv Singh (Chairman)[1]

Products Petroleum, natural gas, and

other petrochemicals

Revenue ₹5.281 trillion (US$76 billion) (2019)

[2]

Operating ₹274.4 billion (US$4.0 billion) (2017)

[2]
income

Net income ₹198.5 billion (US$2.9 billion) (2017)

[2]

Total assets ₹2.735 trillion (US$40 billion) (2017)

[2]

Number of 34,999 (2017)[2]

employees

Subsidiaries Indian Oil (Mauritius) Ltd.

CPCL
Lanka IOC PLC
IOC Middle East FZE
Indian_(LPG)

Website www.iocl.com
PRODUCT PRODUCE BY IOCL
The Products produced by IOCL are broadly classified into the following
case:- Class A:
• Liquified Petroleum Gas (L.P.G)
• High Speed Diesel Oil (H.S.D)
• Motor Spirit (M.S.)/Gasoline

Class B:
• Super Kerosene Oil (S.K.O)

Class C:
• Furnace Oil (F.O.)
• Bitumen
• Naphtha
• Aviation Turbine Fuel (A.T.F)

Class D:
• Mineral Turpentine Oil (M.T.O)
• Jute Batching Oil (J.B.O)
• Light Diesel Oil (L.D.O)
• Unleaded petroleum
• Lubes & Greases
• Fuel & Feedstock
• Super Kerosene Oil
BUSINESS UNIT OF IOCL

Indian Oil has one of the biggest oil showcasing and dissemination arranges in Asia, with
more than 43,000 promoting contact focuses. Its universal fuel stations are situated crosswise
over various landscapes and areas of the Indian sub-landmass. From the cold statures of the
Himalayas to the sun splashed shores of Kerala, from Kutch on India's western tip to Kohima
in the verdant North East, Indian Oil is really 'in each heart, in each part'. Indian Oil's huge
advertising framework of petroleum/diesel stations, Indane (LPG) distributorships, SERVO
ointments and oils outlets and substantial volume shopper pumps are sponsored by mass
stockpiling terminals and establishments, inland stops, flight fuel stations, LPG packaging
plants and lube mixing plants among others. The countrywide promoting tasks are composed
by 16 State Offices and more than 100 decentralized managerial workplaces. Snap here for
Detailed List of Administrative Offices under Marketing Division.

INDIAN OIL CORPORATION LTD. (MARKETING DIVISION), DELHI TERMINAL

LABORATORY is a research centre to serve and bolster testing administrations for Indian
Oil Corporation. The lab is a confided in testing association arranged in Delhi. The different
synthetic testing administrations that it offers incorporate Motor Gasoline and Aviation
Gasoline testing, Motor Gasoline, Automotive Diesel Fuel, Kerosene, JETA-A testing, Motor
Gasoline testing, Kerosene, Hexane and JET A-1 testing. The research centre is furnished
with different bleeding edge innovation and propelled gear which can perform different sorts
of tests, for example, Copper Strip Corrosion Test, Colour, Density, the point of
solidification test, Kinematic Viscosity test, Distillation Temperature Volume test, Silver
Strip Corrosion Test, Water Soluble Acids/Alkalies test, Aromatics test and so on. The
research facility is a NABL licensed testing specialist organization and has been serving
organizations since quite a while. The organization has been always enhancing, testing and
giving consultancy in the fields of Petrochemicals, Natural Gas, Explosives and other
particular
MANUFACTURING PROCESS OF IOCL

REFINING:-
Conceived from the vision of accomplishing confidence in oil refining and
showcasing for the country, Indian Oil has assembled a glowing inheritance of over 100 long
periods of aggregated encounters in every aspect of oil refining by taking into its overlay, the
Digboi Refinery charged in 1901.
Indian Oil controls 11 of India's 23 refineries
(DIGBOI,GUWAHATI,MATHURA,PANIPAT etc) . The gathering refining limit is 80.7
million metric tons for every annum (MMTPA) - the biggest offer among refining
organizations in India. It represents 35% offer of national refining limit.
The quality of Indian Oil springs from its experience of working the biggest number of
refineries in India and adjusting to an assortment of refining forms en route. The bushel of
advances, which are in task in Indian Oil refineries include: Atmospheric/Vacuum
Distillation; Distillate FCC; Hydro splitting;
Catalytic Reforming, Hydrogen Generation; Delayed Coking; Lube Processing Units; Vis
breaking; Merox Treatment; Hydro-Desulphurisation of Kerosene and Gas oil streams;
Sulphur recuperation; Dewaxing, Wax Hydro completing; Coke Calcining, and so on.
The Corporation has charged a few grassroots refineries and present day process units.
Methods for dispatching and start-up of individual units and the refinery have been well
spread out and cherished in different tweaked working manuals, which are consistently
refreshed.
PIPELINES:-
Indian Oil Corporation Ltd. works a system of around 12,848 km long raw
petroleum, oil based commodity and gas pipelines with a throughput limit of 93.7 million
metric tons for each annum of oil and 9.5 million metric standard cubic meter every day of
gas. Cross country pipelines are all inclusive perceived as the most secure, financially savvy,
vitality proficient and condition benevolent mode for transportation of unrefined petroleum
and oil based commodities.
As a pioneer in oil pipelines in the nation, overseeing one of the world's biggest oil pipeline
systems, Indian Oil accomplished the most astounding ever throughput of 79.8 million tons
amid the year 201516, which was around 5.5% more than that of the earlier year.
Around 525 km of extra pipeline length was included amid the year, as a major aspect of
Indian Oil's intends to constantly extend its system in accordance with development in
business. Undertakings as of now under usage would additionally build the length of the
pipelines organize from 11,746 km right now to around 17,000 km, and throughput limit
from 85.5 to 102 million tons for each annum.
MARKETING:-
Indian Oil has one of the biggest oil showcasing and circulation arranges in
Asia, with more than 43,000 advertising contact focuses. Its universal fuel stations are
situated crosswise over various landscapes and areas of the Indian sub-landmass. From the
frigid statures of the Himalayas to the sun-drenched shores of Kerala, from Kutch on India's
western tip to Kohima in the verdant North East, Indian Oil is really 'in each heart, in each
part'. Indian Oil's huge promoting foundation of oil/diesel stations, Indane (LPG)
distributorships, SERVO ointments and oils outlets and expansive volume customer pumps
are upheld by mass stockpiling terminals and establishments, inland stops, avionics fuel
stations, LPG packaging plants and lube mixing plants among others. The countrywide
showcasing tasks are facilitated by 16 State Offices and more than 100 decentralized
regulatory workplaces.
SWOT ANALYSIS

Strengths
1. IOCL is India's biggest business undertaking with a solid brand name .
2. Indian Oil has a few oil based goods, energizes, oils, petrochemicals and so forth.
3. Works a few refineries in India .
4. Enormous circulation organize through retailing makes Indian Oil an eminent brand name
5. Records for a larger part share in the oil based commodities advertise and in addition
generous offer in refining limit and downstream area pipelines limit in India
6. IOCL has about 35,000 representatives
7. Dedication programs like XTRAPOWER Fleet Card Program is focused everywhere Fleet
Operator
8. IOCL's pipeline in India traverses in excess of 11,000km which makes it one of the
biggest internationally

Weaknesses
1. High rivalry from other oil organizations implies confined piece of the overall industry
development.
2. Administration influences the tasks of a legislature controlled organization like IOCL

Opportunities
1. IOCL can tap on expanding request and in addition higher fuel/oil costs
2. Expanding gaseous petrol showcase for ventures and additionally transportation
3. Worldwide extension with tie-ups with universal oil organizations
4. Obtaining of littler organizations can additionally reinforce the situation of IOCL

Threats
1. Government directions can back off business
2. High Competition implies confined piece of the overall industry for IOCL
3. NGOs and also condition centered organizations can be a deterrent in busines
COMPETITORS
HINDUSTAN PETROLEUM

Hindustan Petroleum Corporation (HPCL) is a Fortune 500 association, with a yearly

turnover of Rs 1,16,428 crore and arrangements/pay from exercises of Rs 1,31,802 crore in
the midst of FY 2008– 09, having around 20% piece of the general business in India and a
strong market establishment. It is a Mega Public Sector Undertaking (PSU) with Navaratna
status.

BHARAT PETROLEUM

Bharat Petroleum Corporation (BPC) was set up in 1952. It is one of the main organization in
the oil segment in .The 1860s saw tremendous modern advancement. A ton of oil refineries
likewise came up. A vital player in the South Asian market at that point was the Burmah Oil
Company. In spite of the fact that fused in Scotland in 1886, the organization became out of
the endeavours of the Rangoon Oil Company, which had been framed in 1871 to refine raw
petroleum delivered from crude hand delved wells in Upper Burma

RELIANCE PETROLEUM

Oil and Natural Gas Corporation Limited (ONGC) is an Indian multinational oil and (PSU)
of the
Government of India, under the regulatory control of the service of Petroleum and Natural
Gas. It is India's biggest oil and gas investigation and generation organization. It delivers
around 77% of India's raw petroleum (proportionate to around 30% of the nation's aggregate
request) and around 62% of its flammable gas.
INTRODUCTION OF PERFORMANCE APPRAISAL:

Performance appraisal can be defined as a structured formal interaction between a

subordinate and a supervisor, which usually takes as a history of performance the evaluation
is very brief. Its roots in the early 20th century can be traced to Taylor's pioneering time and
motion studies. But this is not very helpful, because the same can be said about almost
everything in the field of modern human resource management.
Periodic interviews (annual or semi-annual), in which the subordinate's performance is
examined and discussed, including identifying weaknesses and strengths, as well as
opportunities for improvement and skill development.

In many organizations - but not all - directly or indirectly, evaluation results are used to help
determine reward outcomes. That is, evaluation results are used to identify better-performing
employees who should receive the majority of available qualification increments, bonuses,
and promotions. By the same token, the results of the evaluation are used to identify poor
performers who require some form of counseling, or in extreme cases, in payment, demotion,
dismissal or reduction. (Organizations should be aware of laws in their country that may
restrict their ability to sack employees or reduce pay.) Is this a fair use of performance
appraisal - the act and justification of rewards and punishments - a A very uncertain and
controversial matter.
MEANING:

Performance appraisal is the process of evaluating an employee at a high level. Performance

evaluation is resorted to to know whether an employee's selection is right or wrong.
Promotion, transfer, increment etc. are some of the matters which depend on the evaluation
of performance of an employee.
The appointment of an employee shows how efficiently the subordinate is performing his
work and also that it is necessary to know his qualifications and other qualities in order to
perform the work assigned to him. Through performance appraisal, the qualities of
employees are the ability to work, the spirit of cooperativeness, managerial ability,
confidence, initiative, intelligence, etc.
Performance evaluation is considered the most important tool for the success of any concern.
The main objective of performance appraisal is to improve the efficiency of a concern by
mobilizing the best possible efforts from the individuals working in it.
OBJECTIVE OF THE STUDY:

There are number of objective of this study-

1. To find out employees perception about Performance Appraisal.

2. To analyse whether Performance Appraisal helps to improve the skill of employees or

not.

3. To find out whether Performance Appraisal arises the difference between superior

and subordinate or not.

4. To analyse whether Performance Appraisal help in increasing understanding between

superior and subordinate or not.

5. To find out whether superior help in sharpening the skills or performance area or not.

6. To analyse whether Performance Appraisal help in improving superior’s supportive

nature or not.
 7. To find out whether management take decision in unbiased way in favor of

employees or not.

8. To check out whether employees are satisfied with the appraisal process or not.

9. To identify whether employees are properly aware from their KRA and KPI’s or not.

10. To find out whether Performance Appraisal have any impact on employees or not.

Potential benefits:
There are a number of potential benefits of organizational performance management
conducting formal performance appraisals (PAs). There has been a general consensus in the
belief that PAs lead to positive implications of organizations. Furthermore, PAs can benefit
an organization’s effectiveness. One way is PAs can often lead to giving individual workers
feedback about their job performance. From this may spawn several potential benefits such
as the individual workers becoming more productive.

Other potential benefits include:

Communication Facility:
Communication in organizations is considered an essential function of worker motivation. It
has been proposed that PA assisted response in reducing employees' perception of
uncertainty. Fundamentally, feedback and management – employee communication can
serve as a guide in job performance.

Increased employee focus through the promotion of trust:

Behavior, thoughts and / or issues may distract employees from their work, and there may
be issues of trust between these distracting factors.
Such factors that consume psychological energy can reduce job performance and cause
workers to lose sight of organizational goals. Properly constructed and used PAs have the
potential to reduce distracting factors and encourage trust within the organization.

Al goal setting and desired performance reinforcement:

The organization finds it efficient for performance with individual worker goals and
organizational goals. PAs provide space for discussion in collaboration with these personal
and organizational goals. Collaboration can also be beneficial as a result of employee
acceptance and satisfaction of evaluation results.

 Performance improvement:
Well-constructed PAs can be valuable tools for communication with employees, which is
related to how their performance is consistent with organizational expectations.

"At the organizational level, several studies have reported positive relationships between
human resource management (HRM) practices" and performance improvement at both the
individual and organizational levels.

: Determination of training requirements:

"Employee training and development are important components in helping an organization
achieve strategic initiatives". It has been argued that for PAs to be truly effective, post-
assessment opportunities for training and development in problem areas, as determined by
assessment, must be offered.
PAs can be particularly important in identifying the training needs of new employees.
Finally, PAs can help establish and supervise employees' career goals.

Potential complications:
Despite all the potential benefits of formal performance evaluation (PA), there are also
potential drawbacks. It has been noted that determining the relationship between
individual job performance and organizational performance can be a difficult task.
Generally, there are two overlapping problems, many of which are complexities. One of the
problems with formal PA can have detrimental effects to the organization, if it is not used
appropriately then organizations are involved. A second problem with formal PAs is that
they may be ineffective if the PA system does not coincide with the organizational culture
and system.

Complications arising from:

: Harmful to improve quality:

It has been proposed that the use of PA systems in organizations adversely affects the
quality performance of organizations. It is believed by some scholars and practitioners that
the use of PA is more than unnecessary when there is total quality management.

 Thematic evaluation:
Traditional performance evaluations are often based on perceptions of an employee's
performance by a manager or supervisor, and employees are evaluated thematically rather
than objectively.
The review may therefore be influenced by a number of non-performance factors such as
employee 'likelihood', personal biases, ease of management, and / or past mistakes or
successes. Instead the data-backed, within the control of the demonstrators should be
based on measurable behavior and results.
 Negative perceptions:
"Often, individuals have a negative perception of PA". The anticipation of receiving and / or
receiving PA may be inconvenient and distressing and potentially "stress between
supervisors and subordinates". This can become a "tick box" practice if the person being
evaluated does not believe their employer, appraiser or they would benefit from the
process.
 Errors:
Performance appraisal should provide an accurate and relevant rating of an employee's
performance compared to pre-established norms / goals (ie organizational expectations).
Nevertheless, supervisors will sometimes rate employees more favorably than their actual
performance in order to please employees and avoid conflict. "Conflicting ratings formal" is
a general malfunction related to PA.
 Legal Issues:
When the PA is not carried out properly, legal issues can result in the organization being in
danger. PA is used for organizational disciplinary programs as well as promotional decisions
within the organization. Improper application and use of PA can negatively affect employees
and lead to legal action against the organization.

 Performance target:
Performance targets and PA systems are often used in association. Negative consequences
related to organizations can occur when the goal is ethically challenging or exceeds the
extent to which ethics, legal requirements, or quality are affected. In addition, challenging
performance goals can hinder employees' abilities to acquire the necessary knowledge and
skills. Instructing employees on outcome goals will be more profitable than performance
goals, especially in the early stages of training.

: Derail Eligibility Salary or Performance-Based Salary:

Some researchers argue that the reduction in competency and salary-based performance is
associated with fundamental problems stemming from PA systems.

Improvement:
Although performance evaluation can be biased so easily, there are some steps that can be
taken to improve the evaluation and reduce the margin of errors through:
An training - creating an awareness and acceptance among the evaluating people that
within a group of workers, they will find a wide range in skills and abilities differences.
 Providing feedback to raters - Trained raters provide managers who evaluated their
subordinates with feedback, including rating information from other managers. This reduces
mitigation errors.
 Subordinate participation - There is employee-supervisor reciprocity in the discussion for
any discrepancies between self-rating and supervisor ratings, thus, increasing job
satisfaction and motivation, allowing employee involvement in the evaluation process.

System performance appraisal is also done in a very systematic manner in which the salary
of the employees is measured and compared with all the plans and targets, analyzing the
essential factors behind the performance of the work and from employers for a better
performance and for their guidance What is expected

Assessments are judgments of others' characteristics, traits, and performance. Based on

these decisions, we assess the value or worth of others and identify what is good or bad.
Evaluation in industry performance is a systematic evaluation of employees by supervisors.
Employees also want to know their position in the organization.

Performance evaluation is considered the most important tool for the success of any
concern. The main objective of performance appraisal is to improve the efficiency of a
concern by mobilizing the best possible efforts from the individuals working in it.
Performance appraisal is the process of assessing an employee's performance by comparing
current performance with previously established standards that have already been reported
to employees, with the aim of improving their performance as required by the organization
later Providing feedback regarding performance levels.
As stated above, the purpose of performance enhancement is to know the performance of
the employee, later deciding whether the particular employee needs training or promotions
with additional increments. Performance appraisal is the tool to determine if an employee is
to be promoted, demoted or dismissed (removed) in case of very poor performance and
there is no scope for improvement.
What is the performance?

What does the word display actually mean? Employees perform well when they are productive.
Concern for productivity effectiveness and efficiency means effectiveness refers to goal
achievement. However, it does not talk about the cost of reaching the goal. This is where efficiency
comes.
Efficiency evaluates the ratio of input to consumption for received output. The higher the output for
a given input, the higher the efficiency. It is desirable to have objective measures of productivity
such as hard data on effectiveness, number of units produced or percentage of crimes solved, etc.,
and hard data on efficiency (average cost per unit or number of calls made in proportion to sales
volume). Is not. ).

In addition to productivity in terms of effectiveness and efficiency, performance also includes

personnel data such as attrition, turnover, absenteeism, and risk measures. It is a good employee
who not only performs well in terms of productivity but also reduces problems by reducing the
number of work-related accidents from working on time for the organization, not from missing days.

What is the rating?

Assessments are judgments of others' characteristics, traits, and performance. Based on these
decisions, we assess the value or worth of others and identify what is good or bad.

Evaluation in industry performance is a systematic evaluation of employees by supervisors.

Employees also want to know their position in the organization. Evaluations are essential for making
many administrative decisions:

Selection, training, promotion, transfer, salary and salary administration etc. In addition they assist
in personnel research.

Performance appraisal is thus a systematic and objective method of assessing the relative value of
an employee's ability to perform his or her work.

Performance appraisal helps in identifying those who are performing their prescribed tasks well and
those who are not and the reasons for such performance.

performance appraisal

Performance appraisal is the process of obtaining, analyzing and recording information about the
relative value of an employee. The focus of performance appraisal is to measure and improve the
actual performance of the employee and the future potential of the employee. Its purpose is to
measure what an employee does.
How often should we evaluate?

Performance evaluation in any organization will be done over a specific period, such as yearly or
half-yearly or quarterly or perhaps regularly. It all depends on the nature or size of the organization,
and sometimes managers need to determine the performance evaluation period of their employees.

Most organizations are emphasizing that employee evaluation should be a continuous process and
should not be limited to formal review once a year. Frequency of formal.

The evaluation will depend on the nature of the organization and the objectives of the system.

For example, the objectives of a high technology organization may change rapidly so that formal
assessment can be done more than once a year. In an environment that is less subject to change, an
annual assessment may be sufficient.

Most employees receive a formal assessment annually, although more frequent assessments are
required for new employees, those who move into new positions or are below acceptable
performance standards.

Perhaps the most important benefit of assessment is that, in the rush and bustle of daily working
life, it provides an important opportunity for the supervisor and subordinate who can "run out" of
time for one-on-one discussion of important work issues . Otherwise will not be addressed.

Almost universally, where performance appraisal operates properly, both supervisors and
subordinates have described the experience as beneficial and positive.

Evaluation provides a valuable opportunity to focus on work activities and goals, identify and correct
existing problems, and encourage better future performance. Thus the performance of the entire
organization has increased.
For many employees, an "official" evaluation interview may be the only time they have access to
exclusive, unobstructed access to their supervisor. After his first formal performance evaluation, an
employee of a large organization said, "In twenty years of work, this is the first time anyone has ever
bothered to sit down and tell me how I'm doing."

The value of this intensive and purposeful interaction between supervisors and subordinates should
not be underestimated.

Motivation and satisfaction:

Performance appraisal can have a profound effect on employee motivation and satisfaction levels -
for better as well as for worse.

Performance evaluation gives employees recognition for their work efforts. The power of social
recognition as an incentive has long been noted. In fact, there is evidence that humans would prefer
negative belief in giving preference to any belief.

Training and Development :

Performance appraisal provides an excellent opportunity - perhaps the best that will ever happen -
for a supervisor and subordinate to identify and agree on individual training and development
needs.

During the discussion of an employee's work performance, the presence or absence of work skills
can be very obvious - even for those who habitually reject the idea of training for them!

Performance evaluation can make training more pressing and relevant, adding more clarity and
explicit future career aspirations.

From the organization's point of view overall, aggregated assessment data can create a picture of
overall demand for training. This data can be analyzed by variables such as sex, department, etc. In
this regard, performance evaluation can provide a regular and efficient training requirements audit
for the entire organization.

Recruitment and Induction:

Appraisal data can be used to monitor the success of the organization's recruitment and
induction practices. For example, how well are the employees performing who were hired in
the past two years.
Appraisal data can also be used to monitor the effectiveness of changes in recruitment
strategies. By following the yearly data related to new hires (and given sufficient numbers on
which to base the analysis) it is possible to assess whether the general quality of the
workforce is improving, staying steady, or declining.

Employee Evaluation:

Though often understated or even denied, evaluation is a legitimate and major objective of
performance appraisal. 
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative
and developmental priorities appear to frequently clash. Yet at its most basic level,
performance appraisal is the process of examining and evaluating the performance of an
individual. 
Though organizations have a clear right - some would say a duty - to conduct such
evaluations of performance, many still recoil from the idea. To them, the explicit process of
judgement can be dehumanizing and demoralizing and a source of anxiety and distress to
employees.

 The main objective of this study is to find out the impact of

Performance Appraisal on employees.

RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

This process is used to collect information and data for the purpose of making business
decisions. The methodology may include publication research, interviews, surveys and other
research techniques, and include both current and historical information.

Research chart
A detailed outline of how an investigation will take place. A research design will typically
include how to collect the data, what tools will be employed, how the instruments will be
used and the intended means for analyzing the data collected.

Type of research design:

Research design is a comprehensive framework that describes how the entire research project
is carried out. Basically, there can be three types of research design - exploratory research
design, descriptive research design, and experimental (or causal) research design. The use of
specialized research design depends on the type of problem under study.

A. Exploratory Research Design:

This design is followed to discover ideas and insights to generate possible explanations. This
helps in detecting the problem or situation. In particular, it is emphasized to break a widely
ambiguous problem statement into smaller pieces or sub-problem statements that help form
specific hypotheses.
 1. Clarifying concepts and defining the problem
2. Formation of the problem for more accurate investigation
3. Increasing the familiarity of the researcher with the problem
4. Developing a vision
5. Establish priorities for further investigation
6. It does not follow a planned questionnaire or sample.
7. It is based on literature survey, experimental survey and analysis of selected cases.

B. Descriptive Research Design:

Descriptive research design is usually concerned with describing the problem and its
solution. This is a more specific and objective study. Before rigorous efforts are made for
descriptive studies, well-defined problems must be on hand. Descriptive studies rely on one
or more hypotheses.
For example, "Our brand is not very familiar," "Sales volume is constant," etc. It is more
accurate and specific. Unlike exploratory research, it is not flexible. Descriptive research
requires a clear specification of who, why, what, when, where and how of research.
Descriptive design is directed at answering these problems.

C. Reason or Experimental Research Design:

Causal research is concerned with design to determine the cause-and-effect relationship. It is
usually in the form of an experiment. In causal research design, attempts to measure the
effect of manipulation of independent variables (such as price, product, advertising, and sales
effort or marketing strategy in general) on dependent variables (such as sales volume, profit,
and brand image and brand loyalty). goes. It has the more practical value of solving
marketing problems. We can determine and test the hypothesis by conducting experiments.
Test marketing is the most appropriate example of experimental marketing in which
independent variables such as price, product, promotional effort, etc. are dependent
(changed), which measures its impact on the dependent variable, such as sales, profit, brand
loyalty, competitive . Strength product differentiation and so on.

 In this report I am using Descriptive Research design.

 Sampling technique

Sampling is concerned with selecting a subset of individuals from a statistical population to estimate
the characteristics of an entire population.

And the sample size in this report is 20 which help in making the report.

The sampling process involves several steps:

• Defining the population of concern

• Specifying a sample frame, a set of objects or a set of possible events to measure

• Specifying a sampling method to select items or events from the frame

• Determination of sample size

• Implementing Sample Plan

• Sampling and data collection

Type of data and data collection

There are two types of data.

1. Primary data

2. Secondary data

primary data

The data used in the research has basically been obtained through direct efforts of the researcher
through surveys, interviews and direct observations. Primary data is more expensive to obtain than
secondary data, which is obtained through published sources, but is also more current and more
relevant to the research project.

Primary methods of primary data collection

 a. Questionnaire.

B. Interview.

C. Focus Group Interview.

D. Overview.

I. Case study.

Ch. scientific experiments.

secondary data

When data is collected for a purpose other than the researcher's current project and a statistical
analysis is already done, it is called secondary data.

Secondary data are readily available from other sources and as such, there are no specific collection
methods. The researcher can obtain data from both internal and external sources of the
organization. Internal sources of secondary data are:

Main methods of secondary data collection

a. sales report

B. Financial statement

C. Customer details, such as name, age, contact details, etc.

D. Company Information

I. Reports and feedback from dealer, retailer and distributor

Ch. management information System

There are many external sources from which secondary data can be collected. Here are:

Government census, such as population census, agricultural census, etc.

 Information on other government departments, such as social security, tax records, etc.

• trade journals

• Social Books

• Business magazines

• Library

Internet, where extensive knowledge about various fields is readily available.

Secondary data can be both qualitative and quantitative. Qualitative data can be obtained through
newspapers, diaries, interviews, tapes, etc., while quantitative data can be obtained through a
survey, financial statements, and statistics.

 In this report, for collection of primary data I am using questionnaire

and for collection of secondary

DATA data I am using internet.
ANALYSIS
DATA ANALYSIS
1) In your opinion Performance Appraisal is?

A. Evaluation of employee 7
B. Promotion and increment of employees 6
C. Evaluation of Job satisfaction Level 3
D. Motivation 4
TOTAL 20

35%
30%
25%
20% 35%
15% 30%
10%
5% 15% 20%
0%
Evaluation of employee
Evaluation of Job satisfaction Level

 Interpretation: On the basis of research, we can say that most of the employees

understand that Performance Appraisal is the evaluation of employees.

 2) Do you think Performance Appraisal helps to improve the skill of employees?

A. Strongly disagree 5
B. Disagree 1
C. Neither agree nor disagree 1
D. Agree 2
E. Strongly agree 11
TOTAL 20

60%

50%

40%

30% 55%

20%
25%
10%
10%
5% 5%
0%
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

 Interpretation: There is no significant relationship between Performance

Appraisal and improvement in the skill of the employees.

 3) Is there any differences arise between superior and sub-ordinate after

Performance Appraisal?

A. Strongly disagree 7
B. Disagree 2
C. Neither agree nor disagree 1
D. Agree 8
E. Strongly agree 2
TOTAL 20

40%

35%

30%

25%
40%
20% 35%

15%

10%
10% 10%
5% 5%

0%
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

Interpretation: There is no significant relationship between Performance Appraisal and

improvement in the skill of the employees.
 4) Do you think that Performance Appraisal help in increasing understanding
between superior and Subordinate?

A. Strongly disagree 5
B. Disagree 2
C. Neither agree nor disagree 0
D. Agree 3
E. Strongly agree 10
TOTAL 20

50%
45%
40%
35%
30%
50%
25%
20%
15% 25%
10% 15%
10% 0%
5%
0%
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

 Interpretation: According to data, out of 20, maximum 10 employees said that

Performance Appraisal help in increasing understanding between superior and

subordinate. It means Performance Appraisal have effective impact on employees.

 5) Do you think that superior helps in sharpening the skills or performance area?

A. Strongly disagree 5
B. Disagree 2
C. Neither agree nor disagree 0
D. Agree 3
E. Strongly agree 10
TOTAL 20

50%
45%
40%
35%
30%
50%
25%
20%
15% 25%
10% 15%
10%
5% 0%

0%
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

 Interpretation: According to data, most of the employees said that superior helps

in sharpening the skills or performance area. It means Performance Appraisal have

positive impact.
 6) Do you think that Performance Appraisal help in improving superior’s
supportive nature?

A. Strongly disagree 3
B. Disagree 1
C. Neither agree nor disagree 1
D. Agree 3
E. Strongly agree 12
TOTAL 20

60%

50%

40%
60%
30%

20%

10% 15% 15%

5% 5%
0%
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

 Interpretation: According to data, maximum employees said that Performance

Appraisal help in improving superior’s supportive nature. It means Performance

Appraisal have effective impact on employees.

 7) Do you think that in Performance Appraisal management takes unbiased
decision ?

A. Strongly disagree 0
B. Disagree 6
C. Neither agree nor disagree 7
D. Agree 3
E. Strongly agree 4
TOTAL 20

35%

30%

25%

20% 35%
30%
15%
20%
10% 15%

5%
0%

0%
Strongly disagree DisagreeNeither agree nor disagree Agree Strongly agree

 Interpretation: There is no significant relationship in between Performance

Appraisal and unbiased decision of management.

 8) Are you satisfied with the appraisal process of the organization?

A. Strongly disagree 9
B. Disagree 7
C. Neither agree nor disagree 0
D. Agree 3
E. Strongly agree 1
TOTAL 20

45%
40%
35%
30%
25% 45%
20%
35%
15%
10%
5%
0% 15%
0%
ee 5%
agr ee
di
s
agr ee
Di
s gr e
gly si a re
ee
ro
n d Ag gr
St nor a
ly
ee ng
agr r o
er St
eith
N

 Interpretation: There is no significant relationship between employee satisfaction

and Performance Appraisal process.

 9) Is your subordinate aware about his/her KRA and KPI’s properly?

A. Strongly disagree 4
B. Disagree 5
C. Neither agree nor disagree 6
D. Agree 2
E. Strongly agree 3
TOTAL 20

30%

25%

20%

30%
15%
25%
20%
10%
15%
10%
5%

0%

 Interpretation: As the null hypothesis is accepted, it indicates that the employees

are not aware about KRA and KPI’s.

 10) Are you satisfied with the Timeframe provided to you in completion of your
targets?

A. Strongly disagree 2
B. Disagree 3
C. Neither agree nor disagree 4
D. Agree 7
E. Strongly agree 4
TOTAL 20

35%
30%
25%
20%
15%
35%
10%
10% 15% 20%
5% 20%
0%
..
dis. ee
ly gr e.
..
ng sa e
rt o Di r e re .
S ag Ag a..
er lg y
ie th n
N ro
St

 INTERPRETATION: According to data, maximum employees are satisfied

with the time frame which are provided for complete the target. It means Performance
Appraisal have positive impact.
11) There should any change in Performance Appraisal-
NO
30%

A. Yes 14

B. No 6
Yes
70%

If yes, which type of basis should be changed of Performance Appraisal,

A. Basis of individual performance 0

B. Basis of individual productivity 0

C. Basis of individual behavior 0

D. Basis of individual capacity 0

E. Basis of knowledge, skill, and ability 0

F. Basis of attendance 14

G. Basis of target achievements 10

Interpretation: According to data, out of 20, 14 employees said that Performance Appraisal
should be changed in which 10 person said that the basis of attendance and target
achievement of Performance Appraisal should be changed.
12) Is there any impact of Performance Appraisal-
NO
35%
A. Yes 13

B. No 7 Yes
65%

If yes, which type of impact have ?

A. Improvement in performance 5

B. Improvement in working environment 3

C. Improvement in motivational strategies 4

D. All of above 1

38%
23% 30%
5%
ce t
an en ies
rm nm e
eg ov
rfo iro tra
t b
pe
en
v
ls fa
ti
n a lo
g n Al
en r kin atio
vem wo oti
v
o n
pr ti n
m
Im en ti
ve
m en
o m
pr o ve
Im pr
Im

Interpretation: According to data, out of 20, 13 employees said that Performance Appraisal
have some impact in organization in which maximum employees said that it help in
improving the performance of the employees.
FINDINGS OF THE RESEARCH
 FINDINGS OF THE RESEARCH

1. We can say that most of the employees understand that Performance Appraisal is the

evaluation of employees.

2. There is no significant relationship between Performance Appraisal and improvement

in the skill of the employees.

3. There is no significant relationship between Performance Appraisal and improvement

in the skill of the employees.

4. Performance Appraisal help in increasing understanding between superior and

subordinate.

5. Most of the employees said that superior helps in sharpening the skills or

performance area.

6. Performance Appraisal help in improving superior’s supportive nature.

7. There is no significant relationship in between Performance Appraisal and unbiased

decision of management.

8. Most of the people not fully satisfied with the appraisal process.

9. Most of the employees don’t know that employees are properly aware from their

KRA and KPI’s. And as per the chi square test there is no significant relationship

between awareness of subordinate from their KRA and KPI.

10. Most of the employees said that Performance Appraisal help in improving the

performance.

SUGGESTION AND RECOMMENDATION

 SUGGESTION:

1. Performance Appraisal reports must be based on SWOT techniques and provide

scope for further career development in the organization.

2. The performance appraisal report must be done genuinely and should not be based on

biased.

3. For better results 360 degree system of evaluation can also be adopted by the

organization.

4. Performance of the employees should be evaluated taking all the aspects into

consideration and should not be restricted to only one criteria.

5. . Performance appraisal is not a one time affair, for better results the organization

should do the appraisals in frequent intervals.

6. Rating employees based on personal preferences, likes, dislikes must be avoided so

that employees gain confidence on the system of appraisal and are motivated to work

hard and provide results.

 RECOMMENDATION

1. Discussion and representation mode should be more transparent.

2. Training programs should be conducted for executives for enrichment of

knowledge.

3. Should be 100% transparent and performance based.

CONCLUSIONS
 CONCLUSIONS

All the results observed and achieved during this research clearly indicate the importance and
need of performance appraisal in the organisation. The study reveals that the employees
perform their duties well and performance appraisal continuously, motivate the employees to
achieve their goals indirectly helping the organization to achieve its goals. Employees should
be praised in public and corrected in Private. Government organizations should follow
traditional methods like Confidential Report Method, where a superior evaluates an
employee on basis of loyalty, intelligence, character and his work. But this type of method is
often biased, resulting in dissatisfaction and misunderstandings among employees which
hamper their productivity. People differ in their abilities and their aptitudes. There is always
some difference between the quality and quantity if the same work on the same job is done
by the different people. Therefore, performance management and performance appraisal is
necessary to understand each employee's abilities, competencies and relative merit and worth
for the organization. Performance appraisal rates the employees in terms of their
performance. In present scenario, it is impossible for the organization to manage challenges
without the help of potential human resource. Hence, the employee's in the organization
become the biggest assets to be taken care of, Employees ability and inability, strengths and
weakness etc has to be evaluated and appraised periodically. Performance appraisal is one
such management tool which gives unbiased answers to management questions.
LIMITATIONS OF STUDY
 LIMITATIONS OF STUDY

There were some limitations found during the research:

1. Small sample size due to time constraint.

2. Low rate of return of duly filled in questionnaires.

3. Ambiguous replies and omissions of certain questions; interpretation of omissions was

difficult.

4. Most of the employees did not responded to the open ended questions.

5. Many employees did not take it kindly enough to fill up the questionnaire as it brings the
disturbance during their work.

6. It was quite a time consuming process.

BIBLIOGRAPHY
 BIBLIOGRAPHY

BOOK REFERENCES-

1. Kotler Philip

Pearson publication -14th publication -2014

Topic- Principal of Marketing

Page number- 160-247.

2. Kothari CR
Published by- New Age International (P) Limited,
Publishers 2nd Revised Edition-2004
Topic- Research Methodology Methods & Techniques
Page number-57-109
 QUESTIONNAIRE

Name : ___________________________________________________
Contact No. : _________________________________________________

1) In your opinion Performance Appraisal is?

A. Evaluation of employee B. Promotion and increment of employees
C. Evaluation of Job satisfaction Level D. Motivation

2) Do you think Performance Appraisal helps to improve the skill of employees?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree

3) Is there any differences arise between superior and sub-ordinate after Performance Appraisal?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree
4) Do you think that Performance Appraisal help in increasing understanding between superior
and Subordinate?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree

5) Do you think that superior helps in sharpening the skills or performance area?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree

6) Do you think that Performance Appraisal help in improving superior’s supportive nature?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree

7) Do you think that management takes decision in unbiased way in favor of employee?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree

8) Are you satisfied with the appraisal process of the organization?

A. Strongly disagree
B. Disagree
 C. Neither agree nor disagree
D. Agree
E. Strongly agree

9) Is your subordinate aware about his/her KRA and KPI’s properly?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree

10) Are you satisfied with the Timeframe provided to you in completion of your targets?

A. Strongly disagree
B. Disagree
C. Neither agree nor disagree
D. Agree
E. Strongly agree

11) There should any change in Performance Appraisal-

A. Yes B. No

If yes, which type of basis should be changed of Performance Appraisal,

A. Basis of individual performance
B. Basis of individual productivity
C. Basis of individual behavior
D. Basis of individual capacity
E. Basis of knowledge, skill, and ability
F. Basis of attendance
G. Basis of target achievements
12) Is there any impact of Performance Appraisal-
A. Yes B. No
If yes, which type of impact have ?
A. Improvement in performance B. Improvement in working environment
C. Improvement in motivational strategies D. All of above