My Projet Edited

8/17/2019 My Projet Edited

http://slidepdf.com/reader/full/my-projet-edited 1/57

INTRODUCTION

Management performance appraisal is a method of evaluating the behavior of

employees. Performance appraisal is one of the oldest and most universal practices of

the work spot. Normally including both the quantitative and qualitative aspects of job

performance. Performance appraisal can be an effective instrument for helping people

grow and develop in organizational setting. Through a well organized appraisal

system an employee can create learning spaces for himself in an organization.

Performance appraisal is a systematic appraisal of the employee s personality traitsand performance on the job and is designed to determine his contribution and relative

worth to the firm.

Performance !ppraisal is the systematic evaluation of the performance of employeesand to understand the abilities of a person for further growth and development.Performance appraisal is generally done in systematic ways which are as follows"

#. The supervisors measure the pay of employees and compare it with targets and plans.

$. The supervisor analyses the factors behind work performances of employees.

%. The employers are in position to guide the employees for a better performance.

1



OBJECTIVE OF PERFORMANCE APPRAISAL

Performance !ppraisal can be done with following objectives in mind "

1. To maintain records in order to determine compensation packages& wage structure&

salaries raises& etc.

2. To identify the strengths and weaknesses of employees to place right men on right

job.

3. To maintain and assess the potential present in a person for further growth and

development.

4. To provide a feedback to employees regarding their performance and related status.

5. To provide a feedback to employees regarding their performance and related status.

6. 't serves as a basis for influencing working habits of the employees.

7. To review and retain the promotional and other training programmes.

2



PURPOSE OF PERFORMANCE APPRAISAL

To create and maintain a satisfactory level of performance.To provide information making decision for rewardingly of retrenchment etc.To guide the job changes with the help to continuous ranking.To contribute to the employee growth and development through training& self

and management development program.

To facilitate for testing and validating selection tests& interview techniques

through comparing their scores with performance appraisal ranks.To facilitate fair and equitable compensation based on performance.To help the superiors to have proper understanding about their subordinate.

COMPONENTS OF APPRAISAL EVALUATION

3



!s we have seen performance evaluations can be made a variety of reasons (

)ounseling& promotion& research& salary& administration or a combination of these

therefore it is necessary to begin by starting very clearly the objectives of theevolution program. *aving done this& the personal evaluation system shouldaddress the questions& who& what& when& how of performance appraisal.

“WHO”

The appraisal can be accomplished by one or more individuals involving acombination of the immediate supervisor& a higher level manager& a personal manager&the assessees peers& the assessee himself and the assessee s subordinates.

+sually the immediate supervisor must be interested with the task of rating theassessee because he is most familiar with his work& and because he is also responsiblefor recommending or approving personal action based on the performance appraisal.The staff specialists& i.e. the personal officer also do appraisal.

They may advise the supervisor while evaluating their subordinates stressing the needfor evidence for making specific appraisal judgments and comparing a particular subordinate s evolution with those of others.

The appraisal of an individual may also be done by his peers such appraisal proveseffective in predicting future management success.

This approach has its disadvantage that the individual may rate himself e,cessivelyhigh then it would be if his superior rated him. Many companies use ratingcommittees to evaluate employees. These committees consist of supervisors& peers&and subordinates.

!WHAT!!

4



The - what of the performance appraisal consists in appraising non supervisoryemployees for their current performance and managers for potential. 't also includesevaluation of human trades.

!WH"!!

The - why of an appraisal is concerned with

• )reating and maintaining a satisfactory level of performance of employees

in their present jobs.• *ighlighting employee needs and opportunities for personal growth and

development.• Promoting understanding between the supervisor and his subordinates.• Providing a useful criterion for determining the validity of selection and

training methods and techniques and forming concrete measures for

attracting individual of higher caliber to the enterprise.

!WHEN!!

The - when answers the query about the frequency of appraisal. 't has beensuggested in formal counseling should occur continuously. The manager shoulddiscuss an employee s work as soon as possible after he has judged it.

5



!WHERE!!

The - where indicates the location where an employee may be evaluated. 't is

usually done at the place of work or office of the supervisor.

!HOW!!

+nder - how the company must decide what different methods are available andwhich of these may be used for performance appraisal. /ased on the comparative

advantages and disadvantages it is decided which method suit the purpose best.

6



WHAT SHOULD BE RATED

The seven criteria for assessing performance are"

• #$%&'()* The degree to which the process or result of carrying out anactivity approach perfection.

• #$%+('()* The amount produce e,pressed in monetary terms number of units& or number of completed activity cycles.

• T',-&'+- * The degree to which an activity or an result produced.

• C/ ( -00- (' -+- * The degree to which the use of the organizationsresources 0e.g. human& monetary& technological& and material1 isma,imized in the s2ance of waiting the highest gain.

• N-- 0/ $ - ' '/+* The degree to which a job performer can carry

out job function without supervisory assistance.

• I+(- - /+%& ', % (* The degree to which performer promotesfeeling of self esteem& goodwill and cooperation among co workers andsub ordinates.

• T %'+'+ * Need for training of improving his skills knowledge.

7



•

METHDS OF APPRAISAL

/roadly all the approaches to appraisal can be classified into"

P/ ( / '-+(- *

• 3ating scales• )hecklist• 4orced choice method• 4orced distribution• )ritical incident method• /ehaviorally anchored scales• 4ield review method• !nnual confidential report• 5ssay method• )ost accounting approaches• )omparative evolution approach• 3anking method• Paired comparison method

F$($ - / '-+(- *

• Management by objectives• Psychological appraisals• !ssessment center

8



METHODS OF PERFORMANCE APPRAISAL

P% ( / '-+(- ,-(8/ *

R%('+ %&- *This is the simplest and the most popular technique for employee

performance. The typical rating scales system consists of severalnumerical scales& each representing job related performance criterionsuch as dependability& initiative output& attendance& attitude& cooperation and the like. 5ach scales ranges from e,cellent to poor. Therater checks the appropriate performance level on each criterion& andthen computes the employees total numerical scores.

C8- 9&' (* 'n this method& the raters don t evolutes employee performance& hesupplies reports about it and the personal department does the finalrating a series of question are presented concerning and employee to

his behavior. The rater then& to indicate if the answer to a questionabout an employee in positive or negative. 6enerally& the questionsare on yes or no pattern.

F/ - 8/' - ,-(8/ * 'n this the rate is given a series of statements about employee. These

statements are arranged in block of two or more& and the raterindicates which statement is most or least disruptive of the employee.

C '(' %& '+ ' -+( ,-(8/ *

9



The approaches focus on certain critical behaviors of an employeethat makes all the difference between effective and non effective

performance of a job. 7uch incidents are recorded by the superiors asand when they occur.

B-8% '/ %&&) %+ 8/ - %('+ %&- * 7ometimes this is called behavioral e,pectation scales& are ratingscales whose scale points are determined by statements of effectiveand ineffective behaviors. ! rater must indicate which behavior oneach scale best describes an employee s performance.

F'-& - '-: ,-(8/ * This is an appraisal by someone outside the assesses on department

usually someone from the corporate office or *.3 department. Theoutsider review employee records and holds interviews with the rateand his or her superior the method is primarily used for make

promotional decision at the managerial level.

A++$%& /+0' -+('%& - / ( ,-(8/ * 'n this method each employee is rated confidentially by one or moresenior officers for his performance. The report deals with the years

work and general opinion of the rater towards the employee. The main problem with this method is that it is not data based and the appraisalis done the bases of impression.

E% ) ,-(8/ * 'n the essay method& the rater must describe the employee within a

number of broad categories such as"• The rater s overall impression of the employee s performance.• The promotability of the employee.• The jobs that the employee is now able or qualified to perform.

10



• The strength and weakness of the employee and the training anddevelopment assistant required the employee.

C/, % %(' - - /&$('/+ % /% 8- *

These are a collection of a different method that compares oneworkers performance with that -his or her co workers. 7upervisors usuallyconduct comparative appraisals. !s these appraisals can result in a rankingfrom best to worst they are useful on deciding merits pay increases

promotions and organizational rewards.

8e can classify it into

• R%+9'+ ,-(8/ *

'n this& the superior his or her sub ordinates in the order of their merits starting from the best to worst. This method is subject to thehallo and regency effects& although ranking by two or more ratescan be averaged to help reduce biases. 't advantages include ease of administration and e,planation.

• P%' - /, % ' /+ ,-(8/ * +nder this method the appraiser compares each employee withevery other employee& one at a time. The number of comparisons

may be calculated with the help of formula& which reads thus.

11



36; DE<REE PERFORMANCE APPRAISAL

Typical appraisers are" supervisors& peers& subordinates& employees themselves usersof service and consultants. Performance appraisal by all these parties is called - %9:;56355 P534<3M!N)5 !PP3!'7!= .

S$ - ' / *7upervisors include superiors of the employee other superiors havingknowledge about the work of the employee and department head ormanager. ! general practice is that immediate superiors appraise the

performance& hitch in turn reviewed by the departmental head or manager.

P-- * Peer appraisal may be reliable if the work group is stable over a

reasonably long period of time and perform tasks that require integration.

S$=/ '+%(- *

The concept of having superiors rated by subordinates is being used inmost organizations today especially in developed countries. 7uch a novelmethod can be useful in other organizational settings too provided therelationship between superiors and subordinates are conditional.

S-&0 % %' %&* 'n individuals understand the objective they are e,pected to achieve andthe standard by which they are to be evaluated& they are to a great e,tendin the best position to appraise their own performance.

U - /0 - ' - $ (/,- * 5mployee performance in service organization relating to behaviors&

promptness& speed in doing the job and accuracy& can be better judged bythe customers or users of services.

12



C/+ $&(%+( * 7ometimes consultants may be engaged for appraisal when employees or

employers not trust supervisor and management does not trust the selfappraisal a peer appraisal or subordinate appraisal.

13



THE POST APPRAISAL INTERVIEW

This interview provides the employee the feedback information& and an opportunity tothe appraiser to employee his rating& the trail and behavior he has taken intoconsideration etc.

4urther it helps both the parties to review standards& set new standards based on thereality factors and helps the appraisal to offer his suggestion& help& guide and coachthe employee for his advancement.

Thus& the post appraisal interview is designed to achieve the following objectives"

• To let employee know where stand.• To help employee do better job by clarifying what is e,pected of

them.• To plan opportunities for development and growth.• To provide an opportunity for employees to e,press themselves on

performance related issue.

Thus& post appraisal interview is most helpful to the employeesas well as his superior.

>E" ELEMENTS OF PERFORMANCE APPRAISAL S"STEM

14



P- 0/ ,%+ - ', / -,-+(* Performance feedback allows the employee& manager and personnelspecialists to interview with appropriate action to improve performance.

C/, -+ %('/+ % ?$ (,-+( * Performance evaluations help decision makers determine who shouldreceive pay raises.Many firms grants part or all of their pay increase and bonuses based upon merit&which is determine mostly through performance appraisal.

P&% -,-+( - ' '/+ * Promotions& transfers& and demotions are usually based on past onanticipated performance.

T %'+'+ %+ - -&/ ,-+( +-- * Poor performance may indicate the need for retraining. =ikewise& good

performance indicates untapped potential that should be developed.

C% -- &%++'+ %+ - -&/ ,-+(* Performance feedback guides career decisions about specific career

paths.

I+0/ ,%('/+ '+% $ % '- * Poor performance indicates errors in job analysis information s humanresource plan& or other parts& or the personal management information s systems.3eliance on inaccurate information may have led to inappropriate hiring& training&or counseling decisions.

J/= - ' '/+ - / * Poor performance may be a system of ill conceived job designs.!ppraisal help diagnose these others.

E@$%& -, &/),-+( / / ($+'()*

15



!ccurate performance appraisals that actually measures job related performance ensure that internal placement decisions are not discriminatory.

F-- =% 9 (/ 8$,%+ - /$ -*

6ood or bad performances throughout the organization indicate howwell the human resource function is performing.

16



STA<ES OF PERFORMANCE APPRAISAL PROCESS

• P534<3M!N)5 7T!N;!3;7 !35 57T!/='7*5;• 'N4<3M T*575 7T!N;!3;7• 'N7T3+)T'<N 6'>5N 4<3 !PP3!'7!=• 4'N;'N6 <+T T*5 'N4=+5N)5• )<MP!3'N6 T*5 P534<3M!N)5• 4'N;'N6 <+T ;5>'!T'<N• )<MM+N')!T'N6& T*5 !)T+!= P534<3M!N)5• 7+6657T'N6 N5)577!3? )*!N657• 4<==<8 +P <4 P534<3M!N)5 !PP3!'7!= 35P<3T

P- 0/ ,%+ - A %' %& ' % N'+- S(- P / - *

17



@ !t the F' ( S(% -& performance standards are established based on job

description and job specification. The standard should be clear& objective and

incorporate all the factors.

@ The S- /+ S(% - is to inform these standards to all the employees includingappraisers.

@ The T8' S(% - is following the instruction given for appraisal measurement

of employee performance by the appraiser through observations interview&

records and reports.

@ The F/$ (8 S(% - is finding out the influence of various internal and e,ternal

factors on actual performance.

@ The F'0(8 S(% - is comparing the actual performance with that of other

employee and previous performance.

@ The S' (8 S(% - is comparing the actual performance with the standards and

finding out deviations.

@ TheS- -+(8 S(% - is communicating& the actual performance of the employees

doing the job and discuss with him the reasons for positive or negative

deviations from the present standards as the case may be.

@ The E' 8(8 S(% - is suggesting necessary changes in standards& job analysis

internal and e,ternal environment.

@ The N'+(8 S(% - is follow up performance appraisal report. This includes

guiding& counseling& coaching and directing the employee or making

arrangements for the training and development of the employee.

PROBLEMS OF PERFORMANCE APPRAISAL

18



The major problem 'n performance"

1 R%('+ B'% - *

The problem subjective measure 0is that rating which is not verifiable by others1

has the opportunity for biases include"a1 *alo effect

b1 The error of central tendency

c1 The leniency and strictness biases

d1 Personal prejudice

e1 The 3ecency effect

% H%&/ E00- (*

't is the tendency of the raters to e,cessively on the rating of one trait or

behavioral consideration in rating all other traits or behavioural consideration.

<ne way of minimizing the halo effect is appraising all the employee by one

trait before going to rate basis of another trait.

= T8- E / C-+( %& T-+ -+ )*

7ome raters fallow play safe policy in rating by rating all the employee on the

middle point of the rating scale and they avoid rating the people at both the

e,tremes of the scale. They fallow safe policy because of a answerability to

management or lack of knowledge about the job and person he is rating or

interest in his job.

T8- L-+'-+ ) %+ S( ' (+- *

19



The leniency bias crops when some raters have an tendency to be liberal in

their rating by assigning higher rates consistently such rating do not several any

purpose equally damaging one is assigning consistently low rates.

P- /+%& P -?$ ' -*

'f the rater dislike any employee or any group& he may rate them at the lower

them which may distort the rating purpose affect the career of these employee.

- T8- R- -+ ) E00- (

The raters generally remember the recent actions of the employee at the time of

rating and rate on the basis of this recent action.

i1 4avorable or unfavorable rather than on the whole activities.

ii1 4ailure of the superior in conducting performance appraisal and post

performance appraisal interview.

iii1 Most part of the appraisal is based on subjectivity.

iv1 =ess reliability and validity of the performance appraisal technique.

v1 Negative ratings affect interpersonal relations system.

WH" APPRAISAL TECHNI#UES PROVE FAILURE

20



Performance appraisal techniques have often failed to give a correct

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

i1 The supervisor plays dual and conflicting role of the both the judge and

the helper.ii1 Too many objectives often cause confusion.

iii1 The supervisor feels that subordinate appraisal is not rewarding.

iv1 ! considerable time gap e,ists between two appraisal programs.

v1 The skills required for daily administration and employee development

are in conflict.

vi1 Poor communication keeps employees in the dark about what is e,pected

of them.

vii1 There is the difference of opinion between a supervisor and subordinate

concerning the literAs performance.

viii1 4eedback on appraisal is generally unpleasant for both supervisor and

subordinate.

i,1 +nwillingness on the of supervisor to tell employee plainly how to

improve their performance.

A=/$( E, &/)--*

@ S%0- %+ F '-+ &) W/ 9 E+ ' /+,-+(*

8hat sort of environment are you providing your employeesB

@ U - /0 E, &/)-- *'s the business ma,imizing itAs use of employee to best suit the business needsB

E, &/)-- >+/:&- -

21



*ow familiar 0what knowledge1 ate your employee with the running of

machineC equipments& products of the companiesB ;oes employee require

trainingB

E, &/)-- H% '+- *

!re the employees happy with their wages& rewards and hours of work givenB

22



PERFORMANCE MATRI

'n principle the 'ndividual Matri, 0'PM1 can be nationally divided into two

parts"

@ Team Matri,

@ 'ndividual Matri,

>RA 1 (/ 5

@ 4or achievement of the set targets& the prescribed credit points would

accrue to all team members for the team performance and to an

individual for the individual performance.

@ !ny dropC deviation from the targets will lead to -;ebit to while the

overall debit points for the negative variance vis a vis has been

prescribed for the team the individual will be liable to the lose additional

points bin case of direct responsibility for deviation.

@ These -debit points will be determine depending on gravity of error&

quantum of loss& e,traneousC inhibiting factors& etc. as a part of appraisal

process.

>RA 6

't is intended to cover every individual distinguishing contributionC efforts made

in respect of either assigned projects or innovations& cost saving measures value

additions etc. this has been specifically design to acknowledgement and rewarde,cellence.

23



>RA 7

0*ealth& 7afetyC 4ire& 5nvironment1 A;ebit will apply to an individual and his

superiors but his not peersC others who not be connected with the safety

incident. 7imilarly there is scope to earn separate credit points for an individualthrough safety suggestion and reporting of -near misses and unsafe actsC

conditions.

>RA

0Training and *31 This is intended to cover self training& training of

subordinates& for the training programs organized by learning centre are *3

based on individual need assessment of self and subordinates.

These also include quarterly review& counseling and maintaining of

performance diary.

>RA

0Duality 7ystem and ;ocumentation1 This include proper maintenance of each

and every documents of '7< E::: and #F::# for surveillance audits& also

revision of 7<PsC 7<)s decided by the plant.

>RA 1;

0'ndustrial 3elations1 There is a scope for a tem to earn separate credit points

based on the number of implement suggestions. 'n this the team means theconcern immediate supervisor& productionC department manager and plant

manager.

24



D' ' &'+% ) A ('/+

't will be deemed to be complete when the matter is brought to logical conclusion

resulting in either appropriate punishment or withdrawal of )harge sheet. *owever no

debit will be accrued in the event of prolonged enquiry beyond the control of the

employee. 4urther for the discipline violations not reported and discovered.

T'- II

The appraisal for managerial key dimension determined carder wise with $:G

weightage.

25



P- 0/ ,%+ - D'% )

The performance diary is a meant to trackC capture the significant performance events

whether positive or negative 0)redit or ;ebit1. This is also the tool for recording the

personal contribution in terms of innovative ideas& suggestions& cost saving efforts etc.

The filling up the performance diary is most critical and important aspect onwhich the entire system rests. 5ach and every individual has responsibility to highlight

-event in the performance diary& timely and properly.

8hile for an individual on the other hand& it may mean establishing clear

responsibility for a faultC formal operationC misjudgment etc. <n the other hand it will

mean recording of credits worthy effortsC contribution which may otherwise go

unnoticed.

't is also essential to mention the impact of the incident in the terms of

beneficial and detrimental consequences as the case may be. 8here ever possible& the

consequence needs to be quantified. Two important factors which are likely to be

recorded in the performance diary are as follows"

F% '&'(%('+ F% (/ *

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

better performance. Example: !vailability of resources in time.

26



I+8'='('+ F% (/ *

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

poor performance. Example: Power failure that has led to loss of output.

W8/, '( :'&& =- A %'&%=&-*

The performance diary will remain in custody of the immediate superior and it

will be the joint responsibility of the appraise to maintain the sanctity of this

instrument through timely and meticulous recording. 'nfect& maintenance of

-performance diary has been kept as the important parameter for performance

assessment.

W8/ :'&& =- (8- A %' - *

The appraiser will be the sectional headC departmental head.

27



RESEARCH

METHODOLO<"

28



RESEARCH

The research design of this project is e,ploratory. Though each research studyahs it own specific purpose but the research design of this project on /7N= is

e,ploratory in nature as the objective is the development of the hypothesis rather than

their testing. The research designs methods of financial analysis. Through of

comparative balance sheet on comparative statement& ' am studying on balance sheet

of /7N= of five year. 7o taking comparative statement& ' am going to analyzed of five

years balance sheet of /7N=.

METHODOLO<"

5very project work is based on certain methodology& which is a way to

systematically solve the problem or attain its objectives. 't is a very important

guideline and lead to completion of any project work through observation& data

collection and data analysis.

-3esearch Methodology comprises of defining and redefining problems&

collecting& organizing and evaluating data& making deductions and researching to

conclusions.H

RESEARCH DESI<N

3esearch ;esign refers to -framework or plan for a study that guides the

collection and analysis of data . ! typical research design of a company basically tries

to resolve the following issues"

29



a1 ;etermining ;ata )ollection ;esign

b1 ;etermining ;ata Methods

c1 ;etermining ;ata 7ourcesd1 ;etermining Primary ;ata )ollection Methods

e1 ;eveloping Duestionnaires

f1 ;etermining 7ampling Plan

1 E PLORATIVE RESEARCH

5,plorative studies are undertaken with a view to know more about the

problem. These studies help in a proper definition of the problem& and development of

specific hypothesis is to be tested later by more conclusive research designs. 'ts basic

purpose is to identify factors underlying a problem and to determine which one of

them need to be further researched by using rigorous conclusive research designs.

2 CONCLUSIVE DESI<N*

)onclusive 3esearch 7tudies are more formal in nature and are conducting

with a view to eliciting more precise information for purpose of making marketing

decisions.

These can be either"

a1 ;escriptive& or

b1 5,perimentalThus& it was mi, of both the tools of 3esearch ;esign that is& 5,plorative as

well as )onclusive.

30



SAMPLIN< PLAN*

7ample 7ize I J: 5mployees

7ample !rea I /7N=& /hubaneswar& <disha

;uration I 9 weeks

RESEARCH PROBLEM

' have selected that P534<3M!N)5 !PP3!'753 as research problem for my

dissertation project.

!s a research problem is the situation that causes the researcher to feel

apprehensive& confused and ill at ease. 't is the demarcation of a problem area within a

certain involving the 8*< or 8*!T the 8*535 the 8*5N and the 8*? of the

problem situation.

RESEARCH OBJECTIVE

*ow productivity relates with performance appraisal. 'n addition& the factors of

performance appraisal& which have taken a part in increasing productivity of the

organization.

31



RESEARCH INSTRUMENT USED

#UESTIONNAIRES*

The term questionnaire usually refers to a self administered process whereby he

respondent himself read the question and records without the assistance of an

interviewer.

INTERVIEW*

The 'nterview method of collection data involves presentation of oral verbal

stimuli and reply in terms of oral verbal response.

E PLORATOR" RESEARCH

5,ploratory 3esearch studies are also termed as formulating studies. The main

purpose of such studies that of formulating of the problem for more precise

investigation or of developing the working hypotheses from an operational point of

view. !n e,ploratory research focuses on the discovery of ideas and is generally based

on secondary data. 't consists"

@ 7earch of secondary data and literature

@ 7urvey

32



SEARCH OF SECONDAR" DATA AND LITERATURE*

The quickest and most economical way is to find hypotheses from the available

literature. The past research may be suitable may suitable sources of information to

develop new hypotheses. The researcher can search them for his

research purpose.

SURVE" REPORT*

7urvey means the survey of people who have had practical e,perience with the

problem to be study. The individual can be top e,ecutives& sales manager& wholesaler

and retailer processing valuable knowledge and information about the problem

environment.

RESEARCH INSTRUMENTS USED*

' have used the following research 'nstrument in my project"

#UESTIONNAIRE*

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

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

@ INTERVIEW

33



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

and reply in terms of oral verbal response.

SAMPLIN< TECHNI#UE USED*

8hen field studies are undertaken in practical life& consideration of time cost

and some other factors almost invariably lead to selection of respondents& The selected

respondents constitutes a sample and the selection process is called sampling

technique.

! sample design is define plan determined before any data are actually

collected for obtaining a sample from a given population. 7ample can be either

probability sample or non probability sample.

' have selected ', &- %+ /, %, &'+ in my project.

SIMPLE RANDOM SAMPLIN<*

This type of sampling is known as chance sampling or probability sampling

where each item in the population has an equal chance of being selected in the sample.

SAMPLE SIGE*

8hen a survey is undertaken and when it is not possible to cover the entire

population the researcher has to answer the basic question how large should be

sample be" The sample size decision is related directly to research cost.

34



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

in the trial& usually determined by using a statistical power calculation. The achieved

sample size is the number of participants enrolled. Treated& or analyzed in the study.

' have taken J: people in my sample size as the sample size should be neither

so small nor so large.

METHOD USED FOR DATA COLLECTION*

Te task of data collection begins after a research problem has been defined and

research design chalked out. 8hile deciding about the method of data collection to be

used for the study the researcher should keep in mind two types of data"

#1 Primary ;ata$1 7econdary ;ata

1. PRIMAR" DATA

Those that that have been observed and recorded by the researcher for the fist intheir knowledge.

7ources"

Duestionnaire'nterview method

2. SECONDAR" DATA

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

35



S/$ - *

@ )ompany profile

@ Magazine@ 'nternet

@ /ooks

@ Previous report

ANAL"TICAL TOOLS USED*

The term analysis refers to the computation of certain measures along with

searching for pattern of relationship that e,ists among data group. !nalysis is essential

for a scientific study and for ensuring that we have all relevant data for making

contemplated comparison. Therefore& ' have used T%=$&%('/+ < % 8 and C8% ( in

my project.

36



DATA ANAL"SIS

#. !re you aware of the objective of the performance appraisal systemB

Options No. of Respondent Percentage

37



(Sample Size 50)>ery Much F$ KF7ome 8hat L #F;on t now # $

INTERPRETATION*

KFG employees are aware of the object of the performance appraisal system.

38



$. Performance appraisal helps the organization in achieving goal.

Options No. of Respondent

(Sample Size 50) Percentage

?es %K L9 No #: $: ;on t now $ F

INTERPRETATION*

L9G employees say yes that performance appraisal helps the organization in

achieving goal.

39



%. *old meeting in the beginning of the year to e,plain and clarify activity tasks

and goals to be achieved.



?es %E LK No ## $$

INTERPRETATION*

LKG employees say that yes organized meetings helps goal and task. 8hile the

other $$G employees that is not very much helpful.

40



F. <rganization has to make a fi,ed duration for performance appraisal.



?es F: K: No #: $:

INTERPRETATION*

K:G employees agree with that is organization should have to make a fi,ed

duration for performance appraisal& while the other $:G employees do not agree with

this statement.

41



J. 7atisfied for point allocation on the basis of 3! s and managerial dimension.



4ully 7atisfied $: F: 7atisfied $9 J$ ;issatisfied $ F +ncertain $ F

INTERPRETATION*

F:G employees are fully satisfied for point allocation on the basis of 3! s and

managerial dimension.

42



9. Performance appraisal affects the working efficiency of employees.



?es F$ KF No :K #9

INTERPRETATION*

KFG employees say that yes performance appraisal system affect the working

efficiency of employee. 8hile the other #9G employees do not agree with this

statement.

43



L. !ppraisal system is able to develop high result orientation approach.



?es FL EF No :% :9

INTERPRETATION*

EFG employees say that yes the appraisal system is able to develop high result

orientation approach. 8hile the other :9G employees do not agree with us.

44



K. !ppraisal system is able to develop high result orientation approach.



?es %9 L$ No #: $: ;on t now :F :K

INTERPRETATION*

L$G employees think that the systems will also contribution in potentialappraisal.

45



E. Promotion process in the organization is based on



Performance :$ :F5,perience :9 #$

/oth F$ KF

INTERPRETATION*

:FG employees say that promotion says that process in the organization is based on performance& #$G employees say that based on e,perience and KFG say

both.

46



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



?es F$ KF No :K #9

INTERPRETATION*

KFG employees agree with this statement that the present performance appraisal

system is transparent and free from bias.

47



##. 7atisfied with the current performance appraisal system.



*ighly 7atisfied $L JF 7atisfied #K %9 ;issatisfied # $ ust 7atisfied F K

INTERPRETATION*

JFG employees are highly satisfied with the current performance appraisal

system. 8hile %9G employees are satisfied with the current performance appraisa

48



LIMITATION

49



LIMITATIONS*

! few limitations and constraints came in way of conducting the study& under which

the researcher had to work are as follows"

@ !lthough all attempts were made to make this an objective study& biases on the

part of respondents might have resulted in some subjectivity.

@ Though& no effort was spared to make fee study most accurate and useful& the

Osample sizeO for the may not be the true representative of the )ompany&

resulting in biased results.

@ This being the maiden e,perience of the researcher of conducting study such as

this& the possibility of better results& using deeper statistical technique in

analyzing and interpreting data may not be ruled out

50



SU<<ESTIONS

AND

CONCLUSION

51



SU<<ESTIONS*

!fter having analyzed the data& it was observed that practically there was no

appraisal in the organization. To be an effective tool& it has to be on the continuous basis. This is the thing that has been mention time and again in the report& as& in the

absence of continuity& it becomes a redundant e,ercise. /efore actually deciding

drafting what should be the kind of appraisal the following things should be taken care

of"

#. The very concept of performance should be marketed throughout the

organization. +nless this is done& people would not accept it& be it howimportant to the organization&

$. To market such a concept& it should not start at bottom& instead it should be

started by the initiative of the top management. This would help in percolating

down the concept to the advantage of all& which includes the top management

as well as those below them. This means that the top management has to take a

welcoming and positive approach towards the change that is intended to be brought.

%. 4urther& at the of confirmation also& the appraisal form should not lead to

duplication of any information. 'nstead& detailed appraisal of the employeeAs

work must be done which must incorporates both the work related as well as

the other personal attributes that are important for work performance.

F. 't should be noted that the appraisal for each job position should be different aseach job has different knowledge and skill requirements. These should not be a

common appraisal form for every job position in the organization.

52



J. Thee job and role e,pected from the employees should be decided well in

advance and that too with the consensus with them.

9. ! neutral panel of people should do the appraisal and to avoid subjectivity to

marked e,tent& objective methods should be employed having quantifiable data.

L. The time period for conducting the appraisal should be revised& so that the

e,ercise becomes a continuous phenomenon.

K. Transparency into the system should be ensured through the discussion the

employeeAs performance with the employee concerned and trying to find out the

grey so that training can be implemented to improve on that.

'deally in the present day scenario& appraisal should be done& taking the

views of all the concerned parties who have some bearing on the employee. /ut& since

a change in the system is required& it cannot be a drastic one. 't ought to be gradual

and a change in the mindset of both the employees and the head is required.

#UESTIONNAIRE

53



PERFORMANCE APPRAISAL S"STEM AT BSNL

Name .

;esignation ...;epartment ...

1. !re you aware of the objective of the performance systemB

a1 >ery much

b1 7omewhat

c1 ;onAt know

$1 Performance appraisal helps the organization in achieving goalB

a1 ?es

b1 No

c1 )an t say

%1 ;o you hold meeting in the beginning of the e,plain and clarify activity task

and goals to be achieved.B

a1 ?es

b1 No

F1 7hould organization have to make a duration for performance appraisalB

a1 ?es

b1 No

J1 To what e,tent are you satisfied for point allocation on the basis of 3!As and

managerial dimensionB

a1 4ully satisfied

54



b1 7atisfied

c1 ;issatisfied

d1 +ncertain

91 ;o performance appraisal affect the working efficiency of employeeB

a1 ?es

b1 No

L1 8hether the appraisal system is able to develop high resultB

a1 ?es

b1 No

K1 ;o you think that the system wills also contribution in potential appraisalB

a1 ?es

b1 No

c1 )an t say

E1 Promotion process in the organization is based on

a1 Performance

b1 5,perience

c1 /oth

#:1 ;o you think that the present performance appraisal system is transparent Q

free biasB

a1 ?es

b1 No

55



##1 !re you satisfied with the current performance appraisal systemB

a1 *ighly satisfied

b1 7atisfiedc1 ust satisfied

d1 ;issatisfied

6ive your suggestion for the performance appraisal system in /7N=&

/hubaneswar.

56

My Projet Edited

Documents

Transcript of My Projet Edited