A SUMMER TRAINING PROJECT REPORT ON

PERFORMANCE APPRAISAL AT DEVI GARH

BOUTIQUE HOTELS INDIA PVT. L.T.D.UDAIPUR

SUBMITTED FOR PARTIAL FULFILLMENT OF MASTER OF BUSINESS ADMINISTRATION PROGRAM

YEAR 2007-2008 SUBMITTED BY:

Your Name PIONEER INSTITUTE OF MANAGEMANT, UDAIPUR AFFILATED TO RAJASTHAN TECHNICAL UNIVERSITY, KOTA(RAJ.)

Acknowledgements
what ever happens in our life or accomplished is not the result of only our efforts. Behind every success there are hidden wishes and others efforts. This report is also no exception and it is my pleasure to devote a word of thanks in feet of those, who have contributed their best in what so ever way and spared their precious time for making this report a successful venture. At the outset, my jovial thanks to the management of devi garh viz. Its executive miss.

Prachika saxena who made my training a wonderful and excellent experience. General manager mr. Vinit chhabra who gave me his kind permission to undertake the summer training in their esteemed organization and all the hrd department staff personnel who contributed on each and every step. my heartfelt gratitude to our respected director, Dr. G.P. Bisaria for his kind cooperation, guidance and motivation throughout my entire work. It would me my immense pleasure to thank all respected faculty members who guided and helped me whenever required. I would like to thank Dr. Dipin mathur, associate director, pioneer institute of management, udaipur for encouraging me to go for such a challenging task and sharpening my skills. I also wish to place on record my sincere acknowledgement to my teacher Ms. Disha Mathur, programme coordinator whose guidance, inspiration and constructive suggestions given throughout the conduct of the study left me confidant. Last but not the least i express my words of gratitude to my family and friends, without whose support, it would not be possible for me to complete this report.

Preface
It is very easy to give solution to the problem while sitting in an office but difficult arise when they are practically implemented in the market. Training thus aims at giving the student a practical exposure of the highest level and the project helps the student in acquiring the same, the project aims at making the student aware of the market condition and how the functional parts work in the organization. Training is an integral part of mba and every student has to undergo the training for 60 days in company and then prepare a project report of the same after the completion of training. on getting an opportunity to work with devi garh, for boutique hotel india pvt. Ltd. I readily agreed to have a project in the prestigious company. during the whole training i got lot of experience and come to know about that real business differs from the theory and learnt many new things, practically. I undertook the project on performance appraisal at devi garh for boutique hotel india pvt. Ltd.

Executive summary

Index
Chapter Particular Page no.

Chapter 1

Introduction
Industry profile Company profile

1-10

Chapter 3

Research methodology Research methodology

25-27

Chapter 4

Analysis & interpretation

28-41

Chapter 5

Suggestions & conclusions Suggestions Conclusions Limitations Appendix Bibliography Questionnaire

43-46 43 44 45 46 47-52 47 48 49-52

Industry profile
Hotel industry in india has witnessed tremendous boom in recent years. Hotel industry is inextricably linked to the tourism industry and the growth in the indian tourism industry has fuelled the growth of indian hotel industry. The thriving economy and increased business opportunities in india have acted as a boon for indian hotel industry. The arrival of low cost airlines and the associated price wars have given domestic tourists a host of options. The 'incredible india' destination campaign and the recently launched 'atithi devo bhavah' (adb) campaign have also helped in the growth of domestic and international tourism and consequently the hotel industry. in recent years government has taken several steps to boost travel & tourism which have benefited hotel industry in india. These include the abolishment of the inland air travel tax of 15%; reduction in excise duty on aviation turbine fuel to 8%; and removal of a number of restrictions on outbound chartered flights, including those relating to frequency and size of aircraft. The government's recent decision to treat convention centres as part of core infrastructure, allowing the government to provide critical funding for the large capital investment that may be required has also fuelled the demand for hotel rooms. The opening up of the aviation industry in india has exciting opportunities for hotel industry as it relies on airlines to transport 80% of international arrivals. The government's decision to substantially upgrade 28 regional airports in smaller towns and privatization & expansion of delhi and mumbai airport will improve the business prospects of hotel industry in india. Substantial investments in tourism infrastructure are essential for indian hotel industry to achieve its potential. The upgrading of national highways connecting various parts of india has opened new avenues for the development of budget hotels in india. Taking advantage of this opportunity tata group and another hotel chain called 'homotel' have entered this business segment. according to a report, hotel industry in india currently has supply of 110,000 rooms and there is a shortage of 150,000 rooms fueling hotel room rates across india. According to estimates

demand is going to exceed supply by at least 100% over the next 2 years. Five-star hotels in metro cities allot same room, more than once a day to different guests, receiving almost 24hour rates from both guests against 6-8 hours usage. With demand-supply disparity, hotel rates in india are likely to rise by 25% annually and occupancy by 80%, over the next two years. This will affect the competitiveness of india as a cost-effective tourist destination. to overcome, this shortage indian hotel industry is adding about 60,000 quality rooms, currently in different stages of planning and development, which should be ready by 2012. Hotel industry in india is also set to get a fillip with delhi hosting 2010 commonwealth games. Government has approved 300 hotel projects, nearly half of which are in the luxury range. The future scenario of indian hotel industry looks extremely rosy. It is expected that the budget and midmarket hotel segment will witness huge growth and expansion while the luxury segment will continue to perform extremely well over the next few years.

Summary
Revenues of hotel and restaurant (h&r) industry in india during the financial year 2006-07 was inr604.32 billion , a growth of 21.27% over the previous year, primarily driven by foreign tourist arrivals ,which increased by 14.17%. Currently there are some 1,980 hotels approved and classified by the ministry of tourism, government of india, with a total capacity of about 110,000 hotel rooms. The hospitality industry, is poised to grow at a faster rate and reach inr826.76 billion by 2010. It is estimated that over the next two years 70,000-80,000 rooms will be added across different categories throughout the country. In the indian scenario, the report covers the current trends in the hotel industry (increase in foreign tourist arrivals, mnc's foraying into india, demand supply mismatch getting closer, rise in occupancy rates and revpar and strong recovery of the indian economy),its structure (composition of hotels), key consumer segments (business traveller, leisure traveller, & airline cabin crew) and value chain. As a part of the derisking model the companies in the indian hotel industry are also moving up the value chain to management contracts and co-branding. The report on indian hotel industry provides an in-depth view of the sector in general and important aspects of the sector. The report starts with the global hotel industry to give a perspective of the indian hotel industry in the global context. The report covers the hotels industry structure, major players, regulations, growth drivers, issues and challenges, critical success factors and foreign direct investment trends. An analysis of the industry performance was made on critical business parameters like occupancy rates, revenue per available room (revpar) and average room rates (arr) and compared with global trends.. The report also analyses the performance of the industry across major markets, and profiles the major players in the industry. This is the 5th annual fhrai survey of the indian hotel industry. It is an invaluable tool for assessing the state of the hospitality industry in india at a micro and segmental level. The survey covers a sample of 1,103 hotels (59,330 rooms) across various cities in india. As in the past the survey has highlighted the key operational characteristics for 30 cities with comparative figures for the last three years.

It is of special interest to financial institutions, consultants, new investors, international franchisers, joint venture partners, asset managers, credit card companies and a wide range of stake holders in the hospitality industry. In this survey we have included an updated analysis of 7 major cities from where we have received detailed information on a number of hotels in different categories. In addition we have included information from 12 other cities where information was avalilable with us for some hotels, through not in sufficient numbers for all the star categories. We would like to include information on additional cities, provided we get sufficient number of responses from our member hotels through the hotel fact sheet (hfs) sent to them every year in april. We also urge upon them to try and send us their full financial / operational data as per the hfs, as many members are not including full data on these parameters. The result is that while we have some basic data for 1,038 members (out of 1,700 active hotel members at the relevent time), we have the financial data only for 424 hotels. It is your research document, being produced for you, please therefore, do co-operate and send us the full data in future. We again assure you that all the data is used only for averages and no data on individual hotels are released by hvs international or us to anyone under any circumstances.

Company profile
Devi garh: - a boutique resort Nestled in the aravali hills of rajasthan, the 18th century devi garh fort palace, in the village of delwara commands one of the three main passes into the valley of udaipur. Sajja singh, who hailed from the neighboring state of gujarat, was awarded this strategically significant principality, in recognition of his bravery and loyalty to maharana pratap against the mughal emperor akbar, at the battle of haldighati (1576). The actual construction of the fort palace started only in the 1760s, under raghudev singh ii, with further additions being made to the structure by the rulers who followed. The palace was absorbed into the state of rajasthan in the 1960s, and was subsequently abandoned. Devi garh, is ready for visitors after years of restoration and rebuilding. The fort palace was conceived as a place where the past meets the future. This all suite luxury hotel comprising of 39 suites takes on the look of modern india, with an emphasis on design and detail, using local marbles and semi-precious stones. The contemporary design showcased within this spectacular heritage property, complemented by personalized and intimate service, creates a new image for india for the 21st century.

Our Vision and Mission

TEAM - Together Everyone Accomplishes More We will operate a collection of Luxury Boutique Hotels, establishing global standards of product quality and service excellence. We wish to become and remain Industry leaders and deliver outstanding value to our customers, achieved through world-class performance and quality, by committed people who share our values. All our actions will lead to exceeding guest expectations every time. The integrity shown towards achieving this goal will also form the foundation of all our dealings with any business partner as well as with each other.

We believe our strength is our people and we are committed to our internal guest, empowering them and offering them growth professionally and personally in an environment that is both fun and rewarding. We believe that it is essential to be a good corporate citizen. Along with being sensitive to the environment we will serve the community that sustains us.

VISION STATEMENT

EXCEEDING EXPECTATIONS EVERYTIME BY BEING Personalized than Generic By creating a tranquil home rather than a plastic professionalism. Empowered than Centralized By inducing a sense of ownership through monitored delegation. Dynamic than Static By providing the essence which differentiates between us and others. Unique than the Norm By giving the experience that embarks on the memories of our guests. Innovative than Status quo By blending the changes in three centuries as a destination. A learning culture creating a way of life

Location Located 28 km north east of udaipur, devi garh is a convenient 45 minutes scenic drive from the city. The fort, surrounded by lush green fields and mountains on three sides, overlooks the village of delwara and is close to the temples of eklingji and nagda. The combination of a traditional rajasthani village, the towering fort and the temples, makes for an interesting mix. Boutique resort: Devi garhs objective is to consistently delight the guest with new surprising and delectable creations- in short: to offer a memorable experience.

We will continue to meet the needs and expectations of our present and future guests and to enhance our brands perceived value and prime position in our market. Devi garhs mission is to be the preferred resort brand by our guests and employees, the travel industry and all who invest in our quality products. While we continue to pursue the growth of our resort brand we shall be sensitive to our environmental, social and business responsibilities.

Objective: Devi garhs objective is to consistently delight the guest with new surprising and delectable creations in short: to offer a memorable experience. Mission: Devi garhs mission is to be the preferred resort brand by our guests and employees, the travel industry and all who invest in our quality products. Credo/motto : -

For our guests, our resorts shall be perceived as an international, extremely friendly, efficient, contemporary resort offering happening gastronomy experience for luxury travellers through a wide range of innovative service concepts. You the lady/gentleman, shall be recognized for your focus on building guest loyalty through the spontaneous, positive, friendly, outgoing, yes with pleasure spirit, reliable service delivery and a creative commercial attitude. We are primary and secondary guests to each other. The honoured guests are our primary guests and our support staffs are the secondary guests. The front of the house staff become primary guests to the heart of the house staff. in order to succeed, devi garh wants to create and maintain good relationships with our employees, travel agents, tour operators, the authorities, our suppliers, our competitors and the media. Devi garh is nestled in the aravali hills of rajasthan, the 18th century devi garh fort palace, in the village of delwara commands one of the three main passes into the valley of udaipur. Sajja singh, who hailed from the neighboring state of gujarat, was awarded this strategically significant principality, in recognition of his bravery and loyalty to maharana pratap against the mughal emperor akbar, at the battle of haldighati (1576). The actual construction of the fort palace started only in the 1760s, under raghudev singh ii, with further additions being made to the structure by the subsequent rulers. The palace was absorbed into the state of rajasthan in the 1960s, and was subsequently abandoned.

Devi garh, is ready for visitors after years of restoration and rebuilding. The fort palace was conceived as a place where the past meets the future. This all suite luxury hotel comprising of 30 suites and 8 tents takes on the look of modern india, with an emphasis on design and detail, using local marbles and semiprecious stones. The contemporary design showcased within the spectacular heritage property, complemented by personalized and intimate service, cerates a new image for india for the 21st century. Devi garh is located 28 km north east of udaipur, devi garh is a convenient 45 minutes scenic drive from the city. The fort, surrounded by lush green fields and mountains on three sides, overlooks the village of delwara and is close to the temples of eklingji and nagda. The combination of a traditional rajasthani village, the towering fort and temples, make for an interesting mix.

Social Responsibility
Situated at the foot of the Devi Garh fort is the Delware village, which belonged to the kingdom of mewar unit 1947, as part of the feudal estate of the house of Delwara. The history of this region, known for its rich culture, chivalry, and martial valour, is also privy to a tradition of constructive and educational work. As early as the 1920s, visionary leaders such as Dr. Mohan Singh Mehta addressed the problems of poverty and the need to create democratic values in society. One such organization born through the efforts of peaceful revolutionaries as Dr. Mehta is 'Seva Mandir' ,based in Udaipur. Today, Seva Mandir is working in around 600 village, situated in the vicinity of Devi Garh. Its work is focused on improving the education, livelihoods, health and status of women in deprived communities. It is also engaged in enabling people to cooperate with each other to solve the problems that affect them. Delwara symbolizes the problems of modern day unplanned settlements. Pressures of a growing population and the lack of basic amenities are leading to a rapid deterioration in the living standards of the inhabitants. Infrastructure, such as regular water supply, adequate sanitation, and waste disposal systems are non existent-as are the means to proper health, livelihood, and education. In 2004, Seva Mandir and the National Foundation for India (NFI), a Delhi-based philanthropic organization, came together to help improve the living conditions of Dewara's residents. In fact, Seva Mandir's association with village goes back many years-in 1988, It started a women's patchwork programme known as 'Sadhna' which aims to provide an alternative source of income to women. Thus, handicraft, which includes exquisite applique and embroidery work, was introduced to the women of Delwara. Over the years, Sadhna has changed the lives of many families. women connected to the programme are changing many gender norms typical of Indian societies-gaining respect in their households and taking decisions on behalf of their families. Women, who had hardly stepped out of their homes, let alone their village, are now traveling, both, across the country and country and

abroad, to sell their products. Today, Sadhna has 400 members and after 17 years of its inception, has registered itself as an independent trust. Seva Mandir, NFI and its other partner organizations such as Devi Garh, Sir Dorabji Tata Trust, and Foundation Ensemble (France), felt that quality of life of the people of Deware could be improved by motivating its citizens. Thus was born a citizens' forum known as the 'Nagrik Vikas Manch', of which ,citizens of dewara from diverse backgrounds have become members. The forum, in collaboration with the village council, is playing a leading role in establishing proper sanitation and garbage disposal systems for the community and in improving the livelihood prospects for its youth. It is heartening to see people from all sections of society, pool their efforts and resources to make life for all the people in Delwara, better. Seva Mandir is making similar efforts in the other 600 villages that it is working in. Seva Mandir, NFI and Devi Garh are committed to promote such initiatives in the rest of the country. As a guest of Devi Garh you are invited to witness their idealism

Guest room features: There are 39 suites in the devi garh. All the 39 suites are unique; luxurious and beautiful, yet equipped with the most modern facilities to make a guest feel totally at home. The premium suite has a swimming pool and a jacuzzi of its own. Each suite as embellished with marble and semiprecious stones, while the public spaces are designed around different metals. there are 4 types of suites in devi garh: 1. Devi garh suite 2. Aravali suite 3. Palace suite 4. Garden suite Tents are also available. 1. Devi garh suite: - the concept behind the design philosophy of the devi garh suite is that of shiv and shakti the male and female energies, embodied in shiva, the hindu god of destruction in conjunction with shakti, his consort, who personifies the divine power of feminity. an integral part of the concept is the image of the bull nandi, the vahana (vehicle) of shiv and also a devotee of the god. 2. Aravali suite: - the aravali suites are the most spacious, bright and tastefully designed suites at devi garh. They offer complete privacy and have a spectacular view of the aravali hills, which can be enjoyed from balconies or large bay windows. the design of this particular suite is based on the traditional motif often considered the most beautiful in indian art that of the lotus, or kamal.

3. Palace suite: - the palace suites are each individually designed gems literally, for their decors use semi-precious stones as inlays. Pristine white marble forms an effective base to offset the rich

and elegant colors of rajasthan, with local skills being used in a modern manner. In ever case, the patterns of the furniture are reflected and replicated in the white terrazzo forming the floor. 4. Garden suite: - the garden suites at devi garh each have their own private lobby, garden and tented terrace, and overlook a vivid rectangular field of flowers. In each of the suites, the dcor (based on local green marble) brings the serenity and beauty of the garden inside. A carved marble tree of life surmounts the headboard of the bed, adding to the effect of a garden within the room. Tents:- traditionally rajputs were known for their constant forays into the wilderness either to wage war or on hunting expeditions. Setting up of portable tents became one of the most important rituals, giving order and stability to their nomadic lifestyle. for the adventurous traveller of the 21 st century who is looking to be closer to nature, devi garh provides 8 tents at the foot of the palace, as an option.

Board of directors organization structure

level

designation

Director

Mr. Ranjan kumar poddar

Chairperson

Mrs. C.l. poddar

Director business development Director Director Director Managing director

mr. Anupam poddar mr. Martand singh mr. Harish khaitan mr. Birla nanda bissell mr. D.k. bhalla

From 2000 to date, devi garh has come a long way. It is one of the tatters 100 best hotels and also a member of the preferred hotels and resorts. Yet another jewel in the crown of devi garh is the best design and ambience award by conde nast travellers, an internationally acclaimed travel magazine.

Hierarchy of devi garh resort

Mr. Rajnish sabharwal (vice president operation)

Mr. Vinit chhabra (general manager)

Mr. Bhupesh rathore (resident manager)

Today hotel industry growing very fast. Every hotel industry has the number of departments. Devi garh also has the departments which are as follows: Departments-

1. Front office: - the front office is a key contact between guests and staff. Through the front desk personnel, all guests are registered and assigned rooms, payments are handled, and mail, telegram and telefaxes are expedited. Guests also contact the front desk to find information about the resort, the area around the resort, travel desk related information and facilities. 2. Housekeeping department: - the housekeeping department keeps the resort neat and clean and takes care of lost and found articles, employee uniforms, and the distribution of linen throughout the resort.

3. Switchboard: - the switchboard is the initial contact guests and clients have when calling the resort. It provides guests with wake-up calls, assists with calls and inquiries, and is responsible for messages and technical problems with equipments. 4. Food & beverage department: - the food & beverage department is responsible for food & beverage operations in restaurants, convention and banquet facilities. The division includes food production, food service, catering and banquet, beverage and stewarding. Control on breakage and pilferage is of great importance. 5. Food production: - food production prepares meals for the restaurants, the employee cafeteria and other food outlets. 6. Kitchen stewards: - the kitchen stewards wash, clean, store and distribute table and glassware. The department is also responsible for the cleanliness of all food production equipment and all preparation areas. 7. Sales and marketing department: - the sales and marketing department works to increase the awareness of the resort, and brings individual guests, groups, tours and conventions to the resort. Responsible for meeting venue targets and providing a suitable business mix. 8. Security department: - the security department is responsible for the safety of guests and employees. Officers patrol the resort, and examine that fire extinguisher and other emergency equipment functions properly. It is also responsible for preventing accidents, theft, general safety, and to teach safety and emergency procedures to employees. 9. Purchasing department: - the purchasing department is responsible for acquisition of both perishable and non-perishable items we need in the resort, including groceries, meat, fish, poultry, fruits, vegetables, stationery, vacuum cleaners, light.

10. It- department: - the it- department is responsible for overseeing the operation of computer/printer related equipments, network efficiency, current software, training, internet coverage and high efficiency and making most operations paper free. 11. Engineering department: - the engineering department maintains and makes improvements of the resort building and equipment. Besides controlling the heating and cooling within the building, the department also maintains operating equipment, such as elevators, television, etc., temperature, no breakdown, cost effectiveness, flow and pressure, conservation of energy and hazard free operations. 12. Accounting department: - the accounting department is responsible for the exchange and control of money in the resort. It prepares reports relating to budgets, taxes and financial statements. Control of cost finance, statutory needs, night audits, debtors and creditors, records and bookkeeping, mis, dealing with financial institutions. 13. Human resources department: - the human resources department recruits and informs new employees, as well as determines development and training needs of each employee, and implements training programs, administers wages, salaries, and employee benefits.

New strategy: every industry or organization wants to provide quality service to each and every customers as well as suppliers. For this every organization follows, customer would satisfied when they get what they want. If the customer doesnt get what he wants he would be dissatisfied and this dissatisfaction would affect the organization directly as well as indirectly. It also affects the organizations goodwill. So the customer satisfaction is necessary for every organization. And this customer satisfaction comes from overall quality. Many organizations take necessary steps for this. Most of the organization implements six sigma for total quality.

Six sigma
Six sigma is a method for improving productivity and profitability. Its a disciplined application of statistical problem-solving tools to the identify and quantify waste and indicate steps for improvement. six sigma methodology improves any business process by constantly reviewing and re-tuning the process. To achieve this six sigma uses a methodology known as dmiac. d: - define opportunities m: - measure performance i: - improve performance a: - analyzee opportunity c: - control performance Three commandments of six sigma philosophy are: 1. The customer is the king. 2. In god only we trust, rest all gather data. 3. Variation is the enemy of all the processes. The six sigma story began in the 1980s at motorola. In 1983, reliability engineer bill smith concluded that inspections and tests were not detecting all product defects, customers were finding defects, and defects were causing products to fail. Since process failure rates were much higher than indicated by final product tests, smith decided that the best way to solve the problem of defects was to improve the processes to reduce or eliminate the possibility of defects in the first place. He set the standard of six sigma- nearly perfect, 99.9997% - and coined the term for the methodology. Mikel harry, a quality and reliability engineer at motorola, who founded the motorola six sigma institute, further refined the methodology beyond eliminating process waste. Bob galvin, the

ceo of motorola at the time, promoted six sigma, and motorola realized huge bottom-line results as a result of its six sigma efforts, documenting more than $16 billion in savings in 15 years. Larry bossidy of allied signal (now honeywell) and jack welch of general electric initiated six sigma programs in their companies. Allied signal saved $500 million in one year, honeywell saved.

RESEARCH METHODOLOGY
Research is a common parlance to refer to a search for knowledge. We can also define research as scientific and systematic search for petrifaction and inquiries for new facts in any branch of knowledge, Researcher are basically systematic enquiry, with customers critical examinations with objectives to search new facts or interpret know in new light. THE WORD RESEARCH STANDS FOR: R E S E A R C Rational way of thinking expert and exhaustive treatment search for solution exactness Analytical a analysis of adequate data Relationship of fact a. Careful recording b. Critical observation c. Constructive attitude d. Condensed and compactly stated generalization H Honesty and hard work

Topic : Performance Appraisal at Devi Garh Objective : There are many objectives of my study 1. To study the role of employees based on there hierarchy. 2. to access the performance of employees in the light of companies goals & job responsibilities. 3. to study conflict & grievances of employees to ensure performance. 4. To suggest means & ways to improve employees skills, efficiency & effectiveness. 5. To suggest performance appraisal method for the management.

DATA SOURCES: Primary Data:- A questionnaire was framed for the purpose of data collection. Secondary Data : - Secondary data was collected from literature, news paper, annual report of the company & WebSites.

RESEARCH APPROACH
The data was collected from the respondent by personally connecting them & mailing them fill up that questionnaire.

RESEARCH INSTRUMENTS
The research instruments used was questionnaire, which was formatted keeping in view the objectives & information needed for the analysis & drawing conclusion.

RESEARCH STRATEGY
The research strategy adopted was personally interviewed all the employee of DEVI GARH. Sample size taken was 50. analysis and interpretation have been made totally on the basic of response received.

ANALYSIS OF COLLECTED DATA

The following steps are involved in analyzing the collected data. Coding Editing Tabulation & analysis Interpretation Recommendations, if any

Analysis & interpretation

Q1. What in your opinion is the objective of performance appraisal in your organization? a) b) c) d) e) f) To improve job performance. To identify areas for training and development For promotions For transfer To reduce grievances To differentiate performance from non-performers

100 90 80 70 60 50 40 30 20 10 0 A B C 24 0 D 16 E F 52 94 Series1

44

Interpretation :- as we can see in the graph that 24% employees are think that performance apprisal is helps to improve job performance & 52 % think that it helps in idenrifing the areas of training & development & 94% think that it helps in pramotion , & 16% think that it reduces griveances, & 44% think that it helps in identifying performers from non performers.

Q2. Whether performance appraisal is necessary? a) Yes b) No

Option A B Answer YES NO % 100% 0%

50 0

0%

A YES

100%

Interpretation: 100% employees think that performance appraisal is necessary in any organisation.

Q3. What is the present system of performance appraisal in your organization? a) closed system (confidential) b) open system c) 360 degree appraisal system (in this system appraisal appraises his performance followed by the superior and subordinates)

360 DEGREE APPRAISAL SYSTEM

100

B OPEN 0 SYSTEM

Series1

A CLOSED 0 SYSTEM 0 20 40 60 80 100 120

Interpretation:- 64% employee says that 360 degree performance appraisal system is the present appraisal system and 36% are not aware obout the system.

Q4. Which of the following performance appraisal system is more effective? a) closed system b) open system c) 360 degree appraisal system

6% 0% 16% A CLOSED SYSTEM A 0% B OPEN SYSTEM B C 360 DEGREE APPRAISAL SYSTEM

78%

Interpretation:- 4% employees think that closed system is effective, 8% think that open system is effective and 64% think that 360 degree appraisal system is more effective where 24% is not aware about this.

Q5. Whether the duration between the appraisals is satisfactory? a) yes b) no

NO

12%

Ser ies1

YES

88%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

If no, what should be the appropriate duration? a] half yearly b] quarterly c] any other duration
ANY OT HE R DUR AT I ON 2%

Ser ies1

QUAR T E RLY

10%

0%

2%

4%

6%

8%

10%

12%

Interpretation:- 88% employees are satisfied with the duration between the appraisals where 12% are not satisfied with the duration out6 of that 12% 10% want's it quaterly and 2% are want some other duration.

Q6. How do you rate the existing performance appraisal system? a) Highly satisfying b) Quite satisfying c) Satisfactory to some extent d) Not at all satisfying

SATISFACTORY TO SOME EXTENT

QUITE SATISFYING

16

Series1

HIGHLY SATISFYING 0 20

78 40 60 80 100

Interpretation:- 64% employees are highly satisfying with the existing appraisal system where 30% are quite satisfing and rest of 6% are satisfied to some extend.

a) b) c)

Q7. Whether the existing performance appraisal system has the capacity of identifying the potential of an individual to occupy higher position? Yes No To some extent

100 90 80 70 60 50 40 30 20 10 0 0 YES 0 NO TO SOME EXTENT A B C 14 86 Series2 Series1

Interpretation:- 86% employee think that the existing performance appraisal system has the capacity of identifying the potential of an individual where 14% think that to some extent it has the capacity to identifying.

Q8. What is your opinion about the rating given by the superiors in the performance appraisal? a) b) c)
80 70 60 50 40 30 20 10 0 OBJECTIVE A SUBJECTIVE B 32 Series1 68

Objective Subjective Not aware

Interpretation:- 68% employees says that rating given by the superiors in the performance appraisal is objective where 32% sets that it is subjective.

Q9. Whether you regularly receive feed back about your performance? a) Yes b) No
90 80 70 60 50 40 30 20 10 0 YES A NO B 22 Ser i es1 78

if yes, whether the feed back helps you to improve your performance? a] yes b] no

NO

Ser i es1

YES

78

10

20

30

40

50

60

70

80

Interpretation:- 78% employees are regularly recevied the feed back and they also think that feed back helps to improve the performance where 22% didn not get the feed back

a) b) c) d)

Q10. Do you get any direct incentive for better individual performance and efficiency? Always After Occasionally Never

60 50 40 30 20 10 0 ALWAYS Series1

OCCASIONALLY

Interpretation:- 56% employees says that they always get direct incentive for better performance and efficiency,26% says that they get after some time ,14% says that occasionly they get incentive where 4% says that they never get any incentive.

NEVER D

AFTER

a) b) c)

Q11. Does lack of incentive affect your good performance? Greatly To certain extent Not at all

70

60

50

40 Series1 30

20

10

0 GREATLY A TO CERTAIN EXTENT B NOT AT ALL C

Interpretation:- 34% employees says that lack of incentive greatly affect good performance where 62% says that to some extent it affect performance and 4% says that lack of incentive do not affect the performance.