PERFOMANCE APPRAISAL

H.I.P.L

CONTENTS
-DECLARATION
-ACKNOWLADGEMENT

CHAPTER : 1 DESIGN OF STUDY

 Introduction of the study

 Objectives
 Scope of the study
 Research Methodology
 Limitation of the study
 Statement of Problem

CHAPTER: 2 COMPANY PROFILE OF H.I.P.L.

CHAPTER: 3 THEROTICAL ASPECTS

 Introduction of Performance appraisal

 Objective of Performance appraisal
 Methods Performance appraisal
 Prerequisites for effective and successful Performance appraisal
 Purpose of Performance appraisal
 H.I.P.L’s appraisal

CHAPTER: 4 Interpretation and analysis of data

CHAPTER-5

♦ FINDING

♦ SUGGESTION

♦ CONCLUSION

♦ QUESTIONAIRE

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♦ BIBLIOGRAPHY

CHAPTER - I

INTRODUCTION:

The performance appraisal has taken very important

role in Human Resource management. It also known as
“Administrative tool”

The concept of performance appraisal becomes

enviable and approach to performance will also be changing.
There is a telling that performance appraisal only an activity
to achieve short term objectives. Some also feel that it
focuses on the team some others fell that it will be useful only
in extreme cases where employees are either highly effective
or ineffective. The opinion is also that it is purely subjective
and at times it out puts down the morale of the employees. All
these opinions and feelings are not true. In reality
performance appraisal is an effective tool in hands of the
executives to improve the quality of work in the organization
employees will be fixed on the basis of performance. And
some times lay offing also done for the employee’s poor
performance.

This is common practice in every organization.

Seeing this, entire performance appraisal take very

important role in Human Resource Management. Know a day
performance appraisal used as H.R. Development technique.

So I am very much interested to study about

performance appraisal. To understand what is performance
appraisal? P.A. Methods? How P.A. conduct uses of P.A.

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objectives of P.A? What they do offer P.A and to understand

who is rate who are rater?

:: OBJECTIVES OF THE STUDY ::

1. To study the various methods of “performance appraisal”

applied in H.I.P.L.

2. To identify the needs of “Performance appraisal system

in H.I.P.L.”

3. To know the opinion of employees satisfied by the

performance appraisal system.

4. To study the effect on employees of performance

appraisal in H.I.P.L.

:: SCOPE OF THE STUDY ::

The scope of the study is that it will help the researcher

to know that what constitutes performance appraisal and also
the role played by it in rating the employees and on the effect
of it on the employees.
It also helps us in knowing about who the raters are and
what role do they play in “Performance Appraisal”.
On other said the study reveals that the employees are
satisfied by it or they want some other ways of promoting
them.

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:: LIMITATION OF THE STUDY ::

As the sample is taken on a random basis and is only a

representative pertaining of the whole it is not possible to
attain perfect accuracy.

There was some time constraint which relatively

hampered speeding of the work.

Employee failed to respond truthfully. Their answers

may not be accurate.

There is a time consist to complete questioner and

lacking in communicate with employees in their busy
schedule.

:: RESEARCH METHODOLOGY ::

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Methodology is systematic analysis at tools and

techniques used for scientific investigation. I collected the
required information’s in the primary secondary information’s.
Collecting the secondary data from the official files, records,
books and internet.
For the getting the primary data the help of
questionnaires is essential objective closed questionnaires
type questionnaires were made for workers.

Each question contained a set of question relating to

performance appraisal system in H.I.P.L. The respondents
were approached individually after noting down personnel
information; their views on the organizational variables were
recorded. The executive were given questionnaire which they
filled up by their own later these forms are collected. The
information regarding the background of the concerned
organization was collected from the official files.

All the information from primary sources were collected

voluntary participation. In collecting primary sources of data
sampling method and Random sampling methods are used.

PROBLEM OF THE STATEMENT

It is difficult for the Human Resource Manager to
employ the suitable people out of the pool. Intact,
many organizations face critical problems in choosing
the people. Selection techniques and methods reduce
the complexities in choosing the right candidates for
the job.
CHAPTER – II
COMPANY PROFILE OF HOSPET ISPAT PVT LTD.

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HIPL is started from 21/12/2004 with

investment of Rs.31/- crores. The founders of this company
are – Mr. Vinay Biyani and Mr. Suresh Kumar Lakhotia. It had
certified under 149 (3) of company Act 1656 firstly it is
established by public but now it transferred to private limited
company. Its License No. My/KPL-26

GEOGRAPHICAL LOCATION :-

The geographical location of the company is

good for normal business activities. Specially it is 2 km away
from NH-63 and 12 Km from Koppal and 20 Km from Hospet.

Web site : www. hipl hospet @ Sancharnet.Com.

OBJECTIVES OF THE COMPANIES

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The main objectives of the company to be purposed by the

company on its corporation are –

1) To Carry on the business as manufactures resellers,

importers, exporters of heat treatment paints and
machining job of all types
2) To generate, accumulate, transmit, distribute,
purchase, sell and supply electricity power r any
other energy from conventional / non-conventional
energy sources on a commercial basis and to
construct, lay down, establish, operate and maintain
power / energy generating stations power plants
and plant based on conventional or non-
conventional energy sources, solar energy plants
and similar projects.

3) To repair, process, assemble, procure, buy, sell,

alter, improve, exchange, let out on hire import,
take on lease factories, works, plants. Machineries,
jigs, dies, moulds, material handling system /
equipment’s fixtures, fitting, tools appliances,
products and all kinds of vehicles, capable of being
used in the business which teh company is
competent to carry on or required by the customer
or persons having dealings with the company.

4) To buy, take on lease or license or otherwise to

acquire lands and to acquire in any manner or to
construct, crect, re-erect, alter, build, renovate,
decorate, maintain, roads streets, brick works,
factories, sheds, buildings, flats houses, shops,
showrooms, offices, warehouses, mid-floor, landings
tents and other temporary or permanent structures
for the purpose of the business of the company and
to demolish, re-erect and / or to alter or otherwise
deal with land and buildings in possession or
belonging to the company or in respect of which the
company has power in any manner to deal with.

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5) To purchase acquire or under take or take the whole

or any part of the business, professions, goodwill,
property, contents, agreements, rights, privileges,
effects and liabilities of any person, firm or company
carrying on or proposing to carry on or ceasing to
carry on any business, profession or activity which
the company is authorized to carry on upon such
terms and subject to such stipulation and conditions
and at or for such terms and at or for such price of
consideration (if any) in money, shares, debentures,
moneys worth or otherwise as may be deemed fit.

6) To pay out of the funds of the company and the

issue of its share capital, debentures stock, bonds
debentures, debentures stock, bonds, other
securities and acceptance or renewal of deposits
including brokerage and commissions for taking,
placing, debentures, debentures stock, bonds,
deposits or other securities of the company.

7) To draw, accept and make to endorse, discount or

negotiate or transfer promissory notes, hundies or
bills of exchange, bills of lading and other
negotiable instruments in connection with the
business of the company.

8) To establish branches, offices and appoint agents,

dealers, selling agents, sole selling agent,
representatives in India or in any part of the world
for or in connection with any other person,
individual, firm, association, corporate body,
government semi-government or any statutory
authority.

9) To carry on the activity of iron masters, iron

founders, iron workers, steel makers, blast, electric
and ferrous non-ferrous founders, metal markers,

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alloy makers, stones, precious stones and inorganic

substance.

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10) To carry out in India or any part of the world all

or any of the object as principals, gents, factors,
trustees, contractors or otherwise either alone or in
connection with any other person, individual, firm,
association, corporate body, government semi-
government or any statutory authority.

11) To design, manufacture, produce, process,

develop re-condition, alter, repair, improve,
fabricate, substitute, buy sell, import, export, let on
hire or otherwise deal inflame proof, explosion proof
and general purpose, electrical, electromechanical
or electronic instruments and equipments, panels
and the spares accessories and fittings used there
in.

12) To design, manufacture, fabricate, assemble,

machinery, work on process, repair, alter, convert,
buy, deal in, import, export, or consult for plants,
machineries, sub-assemblies machine parts, tools
jigs, gauges, instruments, appliances. Components,
accessories and finished or semi-finished
engineering products for industrial, agricultural or
domestic use.

HIPL – VISION
“To be a World class product leader through the
state of the art manufacturing technologies and processes”
HIPL – MISSION :
“HR DEPT Will facilitate achievement of the highest
level of organization productivity by achieving cost
effectiveness in administration activity and by sourcing the
best human talent available. And add value to them through
practice prompt and continuous programs by realization of
employee potential to achieve excellence. In company

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business, result through these programs will end ever to

ensure in fulfilling a quality of life to the employees.

PRODUCTION :
HTPL production “Sponze iron” which is semi-
finished goods. It requires manufacturing steel. Almost HTPL is
using modern techniques of production. Through this they are
manufacturing 100 tons per day. The sponze iron costs to
Rs.10,200-00 per ton.
RAW MATERIAL:
To produce sponze Iron they require raw-materials
as follows :-
1. Iron ore (Fe2O3) (4 to 18mm)
2. Coal (4 to 18 mm)
3. Dolomite / lime stone (0.2%)

PRODUCTION PROCESS :
To make ready sponze Iron they are heating Iron
Ore by Coal and diesel and after completion of first process
they want to remove sulfur constraints.
RAW-MATERIALS PURCHASED FROM:
1. Iron Ore-from R.P.P mines Hospet.
2. Coal-from South Africa, Indonesia, South Korea and
Singrahi.
3. Lime Stone – from Locapure which comes under Baglkot
district.
MACHINERY.
1. Kiln
2. Cooler
3. Screens
4. Crushers

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INFORMATION SYSTEM IN HIPL:

1. Tally : To maintain accounting records.
2. Auto CAD : To make sketches, drawings etc.,
3. Matt Rick System : To make attendance of employee by
pressing his thumb on machine.
4. Normal windows Software like M.S. Word, M.S.Power
Point etc for Required official uses.

 MAN POWER.
Man power is major aspect of any business or
organizational activity with out man no production and no
business are based on man power of the organization.
Success of every organization is depending on the man power
of the organization.
There are three types of workers-
• Technical
• Non-technical
• Lab our Group.

1. Technical : The technical workers are the base of the

production. They must qualified as any technical course
like B.E. BSC, and ITI etc.,

The workers or employees of the technical –

• Engineers
• Sections or shift in charge
• Lab attainder etc

2. Non – Technical : Non technical employees are those who

ever comes or work all related jobs or marketing, stores,
dispatch accounts, security management etc.

The majority of workers in HIPL in non-

technical workers because technical workers doing their
work in production but non technical workers are handing

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all related work of the organization. Non-technical

workers are-
• Management
• Security
• Accounts
• Stores
• Marketing etc

3. Labor group : These are the employees of HIPL who

works as assistant of the employees. They are just for
normal or minor works as Cleaning, helping etc.,
 Employee’s Strength:-
There are employees in the factory, who works in
the administration section. The working hours for an
employees are 8 hours.

 The HIPL Company Holds 4 shifts per day.

Sl. No. Shift In Time Out Time Total Hours

1 A 06.00Am 02.00 Pm 8
2 B 02.00 Pm 10.00 Pm 8
3 C 10.00 Pm 06.00 Am 8
4 D 08.30 Pm 05.30 Pm 8

Wages are given in time basis. The wages are given

th
before 10 of the month. The wages are paid directly to the
employees through cheaque and through direct cash to the
employees.

Other facilities for the workers of the company

1. Canteen facility
2. Safety shoe Facility.

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3. Incentives.
4. Loan Facility
5. Bonus.

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 H.R. Plans Program and Activities:-

Sl.
No. Derivative Plans Programs Activities

1 Acquisition Plan H. Planning, HR Inventory, HR

Recruitment Forecast, Job Analysis
ect.
2 Absorption Plan Selection Market survey on job,
Induction Advertising.
Placement Consultant,
Workers Employment
Training Exchanges. Selection
Process, Selection
Taxes Induction
Training Socializing
3 Development Managemen Off Job Training,
plan t Evaluation,Carrier
Developmen Stages
t, Career
Developmen
t
4 Utilization Promotion. Analysis / Dimensions
Transfer etc Resources leveling
Wages &
Salaries Evaluation Job
Administrati Evaluation.
on
5 Maintenance Discipline Redress of Grievances
Plan Rewards & (ROG) Merit Rating
Benefit Annual confidential
Program
6 Motivation Plans Incentive Reports work study
Schemes Time slandered Feed
Performance back

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Appraisals

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7 Motivation plans Rewards Leadership/supervision

Morale & On duty Intervention
Motivation Safety week Safety
Steps Training Subsidized
safety
Canteen / Transport,
Program
Employee lone
Welfare
Program
8 Empowerment Participatio Works committees,
n
WPH, Housing Co-
Social
Security Operative MBO Hospital

Scheme Facilities, Insurance

Attitude Cover

Survey Retirement Benefits

Intrinsic Work-redesign work

Motivation reschedule

Steps

 HR Practice :
1. Safety Measurements Providing
2. Health and Happy work place
3. Open book Management style
4. Performance link Management
5. 3600 Performance Management feedback system
6. Fair
7. Knowledge Sharing
8. Open house Meetings
9. Feedback Mechanism
10. Highlights performances

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11. Rewards ceremonies

12. Employees in expected motivation.

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HUMAN RESOURCE MANAGEMENT :

a) Manpower Planning & Recruitment : Manpower

review organization chart, Manpower Sourcing,
Organizing selection Process, Conducting Interview,
Final Selection, Salary Fixation, and Issuing Offer /
Appointment Orders.

b) Induction & Placement : Handling Joining

Formalities, Introducing familiarizing to Integrate
New Member into the Team by Designing Formal
Orientation Programmed.

c) Performance Management :- Implementation of

performance Appraisal Process, Initiating Periodical
Employee Performance Evaluation to enable Timely
Decision on Service Confirmation, Promotion &
Identification of Training Needs of Employees.
Issuing increment order.

d) Training & Development : Assessing & Determining

Employee Training Needs with the Help of Dept.
head , Planning & Designing Annual Training
Schedule Programmed, Identification of Faculty,
Organizing Training Programmed, Recording
Training Feedback, Evaluation of Effectiveness of
Training.

e) Suggestion Scheme :- Creating Awareness among

Employees about suggesting scheme, Receiving
suggestion from employee through Dept. Head,
Organizing for Rewards & citation Letter.

f) Compensation & Benefit Management : Annual

Revision Proposals, Salary & Wage Administration,
Computation of Minimum Wages, Employee,
Settlement, Payroll Preparation.

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g) Handling of Employee’s Separations : Relieving

formalities, Handling over charge, No Due
Clearance, Full & Final Settlement of Accounts, Exit
interviews, Preparation of service Records.

Personnel Administration

A. Time Office Administration : - Monitoring Employee

Attendance & Leave Records, Dealing with Late
Attendance & Absenteeism, Payroll Input
Preparation.

B. Compliance of Statutory Obligation under

various labour & Industrial Laws :- Record
Maintenance, Timely submission of periodical
Returns, renewal of licenses, attending inspection,
maintaining Liaisons with Govt. Authorities.

C. Managing Personal files & Employment Records.

Industrial relation :-

A. Interaction & Establishing personal relation with

employees, Handling of Day to Day issues, Grievance
Redresses.

B. Providing Better Working Atmosphere by Ensuring

Health, Safety & Welfare of Employees.

C. Organization Group Events to Improve Inter-Personal

Relationship.

D. Handling Miss Conducts, Initiating Disciplinary Action.

Welfare & General Administration :

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A. Canteen Administration.
B. Monitoring Activities of Security & House Keeping
Personnel.
C. Ensuring Security & Safety of Company Properties &
People.

QUALITY POLICIES :-
Out aim is to remain the first choice of our neighboring clients
for best grade in Sponze Iron. We strongly believe in the
philosophy of Continual Improvement and we are committed
to demonstrate them by the following guiding principles

1. Fulfill and constantly improve the 3R’s of our client ;

Right Quality, Right Quantity and Right Time and thus
ensure “Total Customer Satisfaction”
2. Build a team of competent work force.
3. Ensure effective supply of raw-material.
4. Maintain and improve the equipment performance.
5. Adhere to the set process parameters.

HUMAN RESOURCE POLICIES

sThe following are the some of the HR Polices. They are

as follows :-

1. Recruitment & Selection.

2. Training & Development.

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3. Job analysis
4. Salary administration.
5. Performance Appraisal.
6. Grievance.

RECRUITMENT POLICIES :-
1) Provide formal statement of corporate thinking.
2) Establish consistency in application of policy over a
period.
3) Offer guidelines to managers for thinking action.
4) Improve communication and secure co-operation
from employees.
5) Provide criteria (measuring yards) for Performance
evaluation of persons involved in recruitment.
6) Build employees enthusiasm and loyalty and
increase their confidence.

SELECTION POLICIES :-
1. Selection Criteria.
2. Selection Process.
3. Decision – Making
4. Communication.

SAFETY POLICIES
Below mentioned safety and health measures
implemented for the study of work man :
1. Safety shoes
2. Safety helmet
3. Nose mask
4. Safety goggles
5. Ear plugs

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6. Jogger (0.75gm/ month)

7. Safety belt for high level upper works
8. Aprons
9. Safety had gloves
10. First aid facility
11. Medical checkup (every week)
12. Safety awareness program
13. Hygienic job in canteen

STOCK HOUSE

The stock house of HIPL is made up as their average of turn

over.

They can store 850 tones in 1 Bunker. It includes-

• 2 Bunkers of Iron Ore.
• 3 Bunkers of Coal.
• 3 Bunkers of Coal fines.

Totally 8 Bunkers are existing in HIPL.

MARKETING AREA
HIPL produces semi ready made material or we can
call as raw-material for steel makers. So there is no need of
market their self, Just they are receiving order from other
companies and manufacturing as per as their requirement.

There is much demand for Sponze today’s market but

they are receiving order as per as their capacity (100 t/P).

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Mainly they are marketing their products to –

1. Pune – Kalyani Corpenting.
2. Ahamadabad.
3. And for companies such as Kalyani Steel Industries etc.
These are the permanent customers of the HIPL.

COMPETITORS :
The following are the competitors of this company.
They are as follows :-
1. Hare Krishna Company.
2. Dhruvadesh Company.
3. HKT Company.

Leave system

SL (Sick Leave)

The sick leave is the leave that can give to employee

when he committees an accident by accident if he has sick
than it will be given to employee.

CL (Casual Leave)

The CL is the leave that the employee can take

this type of leave in any time or any day as particular reason.

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PL (Physical appearance Leave)

PL is the leave that the employee can take this type
of leave when he appeared all the hostility or required
appearances means if he attendant all 26 days he can get this
leave on the base of bonus type.
SL is 7 leave in a Year.
CL also is 7 leaves in year.
PL also is 7 leaves in year.

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 Types of Industries.
• Which Industries are having 5 lakhs to 1 crore amount in
producing many turnover that is called as small factory.
• Which type of industries having amount of 1 crore to 5
cores it is call as medium.
• And which type of company has above 5 corers is in
considered as large scale industries.

 PF System of HIPL :-
 Employee’s Provident Fund :-
The employees and employees jointly distribute the
PF the employees share 12% amount from their salary and
employers are sharing 12% amount to PF.

 Payable Tax of Employer

Return of tax payable by employer under sub
section of the Karnataka tax on professions calling and
employment act 1976. The following are the salary and tax of
employee who is getting salary from HIPL.

Who are getting salary 3000-00 to 5000-00 they

should pay tax 30 rupees.
Salary / Wages Tax
Rs.0/- to 5000/- No tax
Rs.3000 to 5000 Rs.30
Rs.5000 to 8000 R.60
Rs.8000 to 10000 Rs.100
Rs.10000 to 15000 Rs.150
Rs.15000 to above Rs.200 only.

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Brief explanation about the department.

1) Security :-
This security section work to give security to the
company the security officers leave the employees to enter
the factory by checking whether he is employees or not.
2) Mechanical Department :-
In mechanical department there are mechanical
engineers who are working in mechanical sector.
Mechanical Department Structure.
HOD

Senior Assistant Junior Assistant

Assistant Assistant

3) Electrical Department :-
In this department the electrical engineers having
fully responsibly on that department they maintain the
electrical department.
4) Lab :-
In this department they’re all chemistry
backgrounds that is handling all lab works, which is related to
production activities of HIPL.
5) HRM Departments:-
These departments only maintain the administration
of the HIPL.

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After getting these all information the training of

this day was competed.

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HRD Staff of Hospet Ispat Pvt. Ltd.

HR Ex administration

Deputy Manger

Assistant Assistant

Assistant

Sweeper

The Salary System is as follows :

1. Basic
2. Welfare allowance
3. Washing allowance
4. Medical allowance
5. Bones facility
6. Special allowance
7. 01 over time duty
8. Others.

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Identification of Process

Sl. Process
No.
1 Customer related process
2 Resource M. Resources
3 Purchase related process
4 Production Process
5 Measurement, Analysis and Improvement process
6 Process of control of Monitoring and Measurement
Device
7 Management Review process
8 Document control process
9 Record control process

Process, identified about are desorbed on this

quality management system manual in terms of

1. Purpose
2. Scope
3. Application
4. Input Process out put.

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CHAPTER – 3

INTRODUCTION:
Performance Appraisal:-
The history of performance appraisal is quite 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 for the same may be said about almost everything in
the field of modern human resources management.
As a distance and formal management procedure used
in the evaluation of work performance, appraisal really dates
from the time of the Second World War- not more than 60
years ago.
Yet in a broader sense, the practice of appraisal is a
very ancient art. In the scale of things historical, it might well
lay claim to being the world’s second oldest profession!
There is, say Dulewicz (1989)”.. a basic human
tendency to make judgments about those one is working with,
as well as about one self”. Appraisal, it seems, is both
inevitable and universal. In the absence of a carefully
structured system of appraisal, people will tend to judge the
work performance of others, including subordinates, naturally,
formally and arbitrarily.
The human inclination to judge can create serious
motivational, ethical and legal problems in the work place.
Without a structured appraisal system, there is little chance of
ensuring that the judgments made will be lawful, fair,
defensible and accurate.
Performance appraisal systems began as simple
methods of income justification. That is, appraisal was used to
decide whether or not the salary or wage of an individual
employee was justified.
The process was firmly linked to material outcomes. If
an employee’s performance was found to be less than ideal, a
cut pay would follow. On other hand, if their performance was
better than the supervisor expected, a pay rise was in order.
Little consideration, if any, was given to the
development possibilities of appraisal. If was felt that a cut in
pay, or a rise, should provide the only required impetus for an
employee to either improve or continue to perform well.
Some times this basic system succeeded in getting the
result that were intended, but more often than not, it failed.

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For example, early motivational researchers were

aware that different people with roughly equal work abilities
could be paid the same amount of money and yet have quite
different levels of motivation and performance.
These observations were confirmed in empirical studies.
Pay rates were important, yes, but they were not only
element that had an impact on employee performance. It was
found that other issues, such as morale and self-esteem,
could also have a major influence.
As result, the traditional emphasis on reward outcomes
was progressively rejected. In the 1950s in the United States,
the potential usefulness of appraisal as tool for motivation and
development was gradually recognized. The general model of
performance appraisal, as it is known today, began from that
time.
 Modern Appraisal
Performance appraisal may be defined as a structured
formal interaction between a subordinate and supervisor, that
usually takes the form of a periodic interview ( annual or semi
annual), in which the work performance of the subordinate is
examined and discussed, with a view to identifying
weaknesses and strengths as well as opportunities for
improvement and skills development.
In many organizations -but not all- appraisal results are
used, either directly or indirectly, to help determine reward
outcomes. That is, the appraisal results are used to identify
the better performing employees who should get the majority
of available merit pay increases, bonuses, and promotions.
By the same token, appraisal results are used to
identify the poorer performers who may require some form of
counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in
their country that might restrict their capacity to dismiss
employees or decrease pay).
Whether this is an appropriate use of performance
appraisal - the assignment and justification of rewards and
penalties – is a very uncertain and contentious matter.

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 Controversy :-
Few issues in management stir up more controversy
than performance appraisal.
There are many reputable – researchers, management
commentators, and psychometricians - who have expressed
doubts about the validity and reliability of the performance
appraisal process. Some have even suggested that the
process is so inherently flawed that it may be impossible to
perfect it (see Derven, 1990, for example),
At the other extreme, there are many strong advocates
of performance appraisal. Some view it as potentially”..” the
most crucial aspect of organization life” ( Lawrie, 1990).
Between these two extremes lie various schools of
belief. While all endorse the use of performance appraisal,
there are many different opinions on how and when to apply
it.
There are those, for instance, who believe that
performance appraisal has many important employees
development uses, but scorn any attempt to link the process
is perceived as judgmental, punitive and harrowing.
This group believes that the linkage to reward out
comes reduces or eliminates the developmental value of
appraisals. Rather than an opportunity for constructive review
and encouragement, the reward linked process is perceived
as judgmental, punitive and harrowing.
For example, how many people would gladly admit their
work problems if, at the same time, they knew that their next
pay rise or a much – wanted promotion was riding on an
appraisal result? Very likely, in that situation, many people
would deny or downplay their weaknesses.
Nor is the desire to distort or deny the truth confined to
the person being appraised. Many appraisers feel
uncomfortable with the combined role of judge and
executioner.
Such reluctance is not difficult to understand.
Appraisers often know their appraises well, and are typically
in a direct subordinate-supervisor relationship. They work
together on a daily basis and may, at times, mix socially.
Suggesting that a subordinate needs to brush up on certain
work skills is one thing, giving an appraisal result that has the
direct effect of neglecting a promotion is another.

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The result can be resentment and serious morale

damage, leading to workplace disruption, soured relationships
and productivity declines.
On the other hand, there is a strong rival argument
which claims that performance appraisal must unequivocally
be linked to reward outcomes.
The advocates of this approach say that organizations
must have a process by which rewards – which are not an
unlimited resource – may be openly and fairly distributed to
those most deserving on the basis of merit, effort and results.
There is a critical need for remunerative justice in
organizations. Performance appraisal – whatever its practical
flaws – is the only process available to help achieve fair,
decent and consistent reward outcomes.
It has also been claimed that appraises themselves are
inclined to believe that appraisal results should be linked
directly to reward outcomes - and are suspicious and
disappointed when told this is not the case. Rather than
feeling relieved, appraises may suspect that they are not
being told the whole truth, or that the appraisal process is a
shame and waste of time.
 The Link to Rewards :-
Research (Bannister & Banklin, 1990) has reported that
appraises seem to have greater acceptance of the appraisal
process, feel more satisfied with, when the process is directly
linked to rewards. Such findings are a serious challenge to
those who feel that appraisal results and reward outcomes
must be strictly is isolated from each other.
There is also a group who argues that the evaluation of
employees for reward purposes, and frank communication with
them about their performance, are part of the basic
responsibilities of management. The practice of not discussing
reward issues while appraising performance is, say critics,
based on inconsistent and muddled ideas of motivation.
In many organizations, this inconsistency is aggravated
by the practice of having separate wage and salary reviews, in

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which merit rises and bonuses are decided arbitrarily, and

often secretly, by supervisors and managers.

 Performance appraisal :-
From Wikipedia, the free encyclopedia
Jump to : navigation, search
Performance appraisal, also known as employee
appraisal, is a method by which the job performance of an
employee is evaluated (generally in terms of quality,
quantity, cost and time). Performance appraisal is a part of
career development.
Performance appraisals are regularly reviews of
employee performance within organization.
Generally, the aims of a performance appraisal are to :
♦ Give feedback on performance to employees.
♦ Identity employee training need.
♦ Document criteria used to allocate organizational
rewards.
♦ Form a basis for personnel decisions: salary increases,
promotions, disciplinary actions, etc.
♦ Provide the opportunity for organizational diagnosis and
development
♦ Facilitate communication between employee ad
administrators
♦ Validate selection techniques and human resource
policies to meet federal Equal Employment Opportunity
requirements.

A common approach to assessing performance is to use

a numerical or scalar rating system whereby managers are
asked to score an individual against a number of
objectives/attributes. In some companies, employees receive
assessments from their manager, peers, subordinates and
customers while also performing a self assessment. This is
known as 3600 appraisal.
The most popular methods that are being used as
performance appraisal process are :
♦ Management by objectives.
♦ 360 degree appraisal
♦ Behavioral Observation Scale

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♦ Behaviorally Anchored Rating Scale.

Trait based systems, which rely on factors such as

integrity and conscientiousness, are also commonly used by
businesses. The scientific literature on the subject provides
evidence that assessing employees on factors such as these
should be avoided. The reasons for this are two fold:

1] Because trait based systems are by definition based on

personality traits, they make it difficult for a manager to
provide feedback that can cause positive change in employee
performance. This is caused by the fact that personality
dimensions are for the most part static, and while an
employee can change a specific behavior they cannot change
their personality. For example, a person who lacks integrity
may stop lying to a manager because they have been caught,
but they still have low integrity and are likely to lie again
when the treat of being caught is gone.

2] Trait based systems, because they are vague, are more

easily influenced by office politics, causing them to be less
reliable as a source of information on an employee’s true
performance. The vagueness of these instruments allows
managers to fill them out based on who they want to /feel
should get raise, rather than basing scores on specific
behaviors employees should/should not be engaging in. These
systems are also more likely to leave a company open to
discrimination claims because a manager can make biased
decisions without having to back them up with specific
behavioral information.

PERFORMANCE APPRAISAL

Appraisals Home >> Definition & concepts

Performance appraisal is the process of obtaining,

analyzing and recording information about the relative
worth of an employee. True focus of the performance
appraisal is measuring and improving the actual
performance of the employee and also the future
potential of the employee. Its aim is to measure what an
employee does. According to Flippo, a prominent
personality in the field of Human resources,
“performance appraisal is the systematic, periodic and
an impartial rating of an employee’s excellence in the
matters pertaining to his present job and his potential for
a better job”. Performance appraisal is a systematic way
of reviewing an assessing the performance of an

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employee during a given period of time and planning for

his future.
It is a powerful tool to calibrate, refine and reward the
performance of the employee. It helps to analyze his
achievements and evaluate his contribution towards the
achievements of the overall organizational goals. By focusing
the attention on performance, performance appraisal goes to
the heart of personnel management and reflects the
management’s interest in the progress of the employees.

OBJECTIVES OF PERFORMANCE APPRAISAL

♦ To review the performance of the employees over a

given period of time.

♦ To judge the gap between the actual and the desired

performance
.
♦ To help the management in exercising organizational
control.

♦ Helps to strengthen the relationship and communication

between superior – subordinates and management –
employees.

♦ To diagnose the strengths and weaknesses of the

individuals so as to identify the training and development
needs of the future.

♦ To provide feedback to the employees regarding their

past performance.

♦ Provide information to assist in the other personal

decisions in the organization.

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♦ Provide clarity of the expectations and responsibilities of

the functions to be performed by the employees.

♦ To judge the effectiveness of the other human resource

functions of the organization such as recruitment, selection,
training and development.

♦ To reduce the grievances of the employees.

Traditional Methods of Performance Appraisal

Appraisals Home :Traditional Methods of Performance

Appraisal

1. ESSAY APPRAISAL METHOD :- This traditional form of

appraisal, also known as “Free Form method” involves a
description of the performance of an employee by his
superior. The description is an evaluation of the
performance of any individual based on the facts and often
includes examples and evidences to support the
information. A major draw back of the method is the
inseparability of the bias of the evaluator.

2. STRIGHT RANKING METHOD :- This is one of the oldest

and simplest techniques of performance appraisal. In this
method, the appraiser ranks the employees from the best
to the poorest on the basis of their overall performance. It
is quite useful for a comparative evaluation.

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MORDEN-METHOD

Appraisals Home : Modern Methods of Performance

Appraisal

 ASSESSEMENT CENTRES : - An assessment centre

typically involves the use of the methods like social/ informal
events, tests and exercises, assignments being given to a
group of employees to assess their competences to take
higher responsibilities in the future. Generally, employees are
given an assignment similar to the job they would be
expected to perform if promoted. The trained evaluators
observe and evaluate employees as they perform the
assigned jobs and are evaluated on job related
characteristics. The major competencies that are judged in
assessment centers are interpersonal skills, intellectual
capability, planning and organizing capabilities, motivation,
career orientation etc., assessment centers are also an
effective way to determine the training and development
needs of the targeted employees.

 BEHAVIORALLLY ANCHORED RATING SCALES :-

Behaviorally Anchored Rating Scales (BARS) is a relatively
new technique which combines the graphic rating scale and
critical incidents method. It consists of predetermined critical
areas of jobs performance or sets of behavioral statements
describing important job performance qualities as good or bad

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(for e.g. the qualities like inter-personal relationships,

adaptability and reliability, job knowledge etc). These
statements are developed from critical incidents. In this
method, an employee’s actual behavior is judged against the
desired behavior by recording and comparing the behavior
with BARS. Developing and practicing BARS requires expert
knowledge.

 HUMAN RESOURCE ACCOUNTING METHOD :

Human resources are valuable assets for every organization.
Human resource accounting methods tries to find the relative
worth of these assets in the terms of money. In this method
the Performance appraisal of the employees is judges in terms
of cost and contribution of the employees. The cost of
employees include all the expenses incurred on them like
their compensation, recruitment and selection costs, induction
and training costs etc whereas their contribution includes the
total value added (in money terms). The difference between
the cost and the contribution will be the performance of the
employees. Ideally, the contribution of the employees should
be greater than the cost incurred on them.

Process of Performance Appraisal

Appraisals Home >> Process of performance appraisal

 ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the

setting up of the standards which will be used to as the base to
compare the actual performance of the employees. This step
requires setting the criteria to judge the performance of the
employees as successful or unsuccessful and the degrees of
their contribution to the organizational goals and objectives.

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The standards set should be clear, easily understandable and

in measurable terms. In case the performance of the employee
cannot be measured, great care should be taken to describe
the standards.

 COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to

communicate the standards to all the employees of the
organization. The employees should be informed and the
standards should be clearly explained to the. This will help
them to understand their role and to know what exactly is
expected from them. The standards should also be
communicated to the appraisers or the evaluators and if
required, the standards can also be modified at this stage itself
according to the relevant feedback from the employees or the
evaluators.

Establishing performance
standards

Communicating standards and

expectations

Measuring the actual

performance

Comparing with standards

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Discussing results
( Providing feedback )

Decision making – taking

corrective actions

 MEASSURING THE ACTUAL PERFOMANCECE

The most difficult part of the Performance appraisal process is

measuring the actual performance of the employees that is the
work done by the employees during the specified period of
time. It is a continuous process which involves monitoring the
performance throughout the year. This stage requires the
careful selection of the appropriate techniques of
measurement, taking care that personal bias does not affect
the outcome of the process and providing assistance rather
than interfering in an employees work.
 COMPARING THE ACTUAL WITH THE DESIRED
PERFORMANCE

The actual performance is compared with the desired or the

standard performance. The comparison tells the deviations in
the performance of the employees from the standards set. The
result can show the actual performance being more than the
desired performance or, the actual performance being less
than the desired performance depicting a negative deviation in
the organizational performance. It includes recalling,
evaluating and analysis of data related to the employee’s
performance.
 DISCUSSION RESULTS:-

The result of the appraisal is communicated and discussed

with the employees on one-to-one basis. The focus of this
discussion is on communication and listening. The results, the
problems and the possible solutions ate discussed with the aim

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of problem solving and reaching consensus. The feedback

should be given with appositive attitude as this can have an
effect on the employee’s future performance. The purpose of
the meeting should be to solve the problems faced and
motivate the employees to perform better.

 DECISSION MAKING

The last step of the process is to take decisions which can be

taken either to improve the performance of the employees,
take the required corrective actions, or the related HR
decisions like rewards, promotions, demotions, transfer

Pre – requisites for Effective & Successful Performance

Appraisal
Appraisal Home >> Pre-requisites for Effective & Successful
Performance Appraisal.
The essentials of an effective performance system are as
follows :
 Documentation – means continuous noting and
documenting the performance. It also helps the
evaluators to give a proof and the basis of their ratings.
 Standards / Goals – the standards set should be clear,
easy to understand, achievable, motivating, time bound
and measurable.
 Practical and simple format – The appraisal format
should be simple, clear, fair and objective. Long and
complicated formats are time consuming, difficult to
understand, and do not elicit much useful information.
 Evaluation technique – An appropriate evaluation
technique should be selected ; the appraisal system
should be performance based and uniform. The criteria
for evaluation should be based on observable and
measurable characteristics of the behavior of the
employee.
 Communication – Communication is an indispensable
part of the performance appraisal process. The desired

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behavior or the expected results should be

communicated to the employees as well as the
evaluators. Communication also plays an important role
in the review or feedback meeting. Open communication
system motivates the employees to actively participate
in the apprasal process.
 Feedback – The purpose of the feedback should be
developmental rather than judgmental. To maintain its
utility, timely feedback should be provided to the
employees and the manner of giving feedback should be
such that it should have a motivating effect on the
employees’ future performance.
 Personal Bias – Interpersonal relationships can
influence the evaluation and the decisions in the
performance appraisal process. Therefore, the
evaluators should be trained to carry out the processes
of appraisals without personal bias and effectively

Purpose of performance Appraisal

Appraisals Home >> Purpose of Performance Appraisal.

Performance Appraisal is being practiced in 90% of the

organizations worldwide. Self – appraisal and potential
appraisal also form a part of the performance appraisal
processes.

Typically, performance Appraisal is aimed at :

 To review the performance of the employees over a
given period of time.
 To judge the gap between the actual and the desired
performance.
 To help the management in exercising organizational
control.
 To diagnose the training and development needs of the
future.

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• Provide information to assist in the HR decisions like

promotions, transfers etc.
• Provide clarity of the expectations and responsibilities of
the functions to be performed by the employed.
• To judge the effectiveness of the other human resource
functions of the organizations such as recruitment,
selection, training and development.
• To reduce the grievances of the employees.
• Helps to strengthen the relationship and communication
between superior – subordinates and management –
employees.

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According to a recent survey, the percentage of organizations

(out of the total organizations surveyed i.e.50) using
performance appraisal for the various purposes are as shown
in the diagram below;

The most significant reasons of using Performance appraisal

are;
• Making payroll and compensation decisions – 80%
• Training and development needs – 71%
• Identifying the gaps in desired and actual performance
and its cause - 76%
• Deciding future goals and course of action – 42%
• Promotions, demotions and transfers – 49%
• Other purposes – 6% (including job analysis and
providing superior support, assistance and counseling)

Approaches to Performance Development

Appraisals Home >> Approaches to Performance

Development

 Performance Appraisal – Traditional Approach :

traditionally, performance appraisal has been used as just
a method for determining and justifying the salaries of the
employees. Than it began to be used a tool for determining
rewards (a rise in the pay) and punishments ( a cut in the
pay) for the past performance of the employees. This
approach was a past oriented approach which focused only
on the past performance of the employees i.e., during a
past specified period of time. This approach did not
consider the developmental aspects of the employee
performance i.e., his training and development needs or
career developmental possibilities. The primary concern of
the traditional approach is to judge the performance of the
organization as a whole by the past performances of its
employees.

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Therefore, this approach is also called as the overall

approach. In 1950s the performance appraisal was recognized
as a complete system in itself and the Modern approach to
performance appraisal was developed.

 Performance Appraisal – Modern Approach :- The

modern approach to performance development has made
the performance appraisal process more formal and
structured. Now, the performance appraisal is taken as a
tool to identify better performing employees from others,
employees training needs, career development paths,
rewards and bonuses and their promotions to the next
levels.

Appraisals have become to continuous and periodic activity in

the organizations. The results of performance appraisals are
used to take various other HR decisions like promotions,
demotions, transfers, training and development, reward
outcomes. The modern approach to performance appraisal
includes a feedback process that helps to strengthen the
relationships between superiors and subordinates and
improve communication thought the organization.

The modern approach to performance appraisal is a future

oriented approach and is developmental in nature. This
recognizes employees as individuals and focuses on their
development.

[edit] References
[edit] Sources
• Thomas F.Patterson (1987), “Refining Performance
Appraisal” (HTML). Retrieved on 2007-01-18.

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• Joyce Margulies (2004-03-04). “Performance Appraisals”

(PDF). Retrieved on 207-01-08.
• 1998 Archer North & Associatiates, Introduction to
Performance Appraisal, http;//www.performance-
appraisal.com/intro.htm
• U.S Department of the Interior, Performance Appraisal
Handbook.

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Hospet Ispat Pvt. Limited.

Employee Performance Appraisal

For the period : Form

To
Name of employee :
Employee Number :
Designation :
Department :
Date of Joining :
Current Grade :

A) Key result areas and forget fixed for the year 2007
Down key Discussion
Areas of
Listing result Key between date /
Target
result Areas Month

B) Step highlights performance major Areas of achievement

and short fails.
Discussion commit
Key Result Self assessment
after review

Note : Reviewing officer just marks “ “ “X”

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 Job Knowledge :-
2) Understanding of duties and responsibilities.
3) Mastery of skill and knowledge
4) Understanding and operation of equipments
5) Understanding and promotion of Departments
6) Staying abreast of how Development

 Comments :-
 Dependability :-
1) Meeting commitments and work standards
2) Ability to work independently
3) Acceptance of accountability
4) Adaptation to changes
5) Staying to us under pressure
6) Meeting time and attendance requirements and drodline.

 Comments :-
 Quality :-
1) Quality consciousness
2) Commitment to quality standards
3) Efforts at continuous improvement
4) Monitoring to quality levels and developing and
implementing effective solutions.
5) Adherences to safety pillaging .

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Problems solving skill and initiative

1) Anticipation and prevention of problem

2) Analysis of problem ant their causes
3) Overcoming obstacles
4) Generation of alternative solutions
5) Use of information in decision making

 Comments :-

 Commutation :-
2) Readiness to listen quality listing
3) Acceptability and willingness to share information
4) Clarity and effectiveness in oral an written
communication
5) Maintain confidentiality

 Working Relationship
1) Response to internal and external customs
2) Co-operatively with project teammates
3) Exchange of ideas and opinion
4) Effectiveness in conflict resolution
5) Flexibility and open mindedness
6) Politeness / Courtesy
7) Meeting commitments customers commitments.

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Overall performance of employee

1) Excellent 2) Very Good
3) Good 4) Satisfactory
5) Poor

Training needs
Related to job
Development
Related to Environment
Related to fire and safety

Reviewing officer name

Department :

Designation :

Signature :

H.R.D Sign. :

M.D. Sign. :

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CHAPTER – 4

INTERPRETATION OF DATA ANALYSIS

In this chapter an attempt has been made to
analysis and interpretation the data collected with the help an
interview schedule responded are employees of Hospet Ispat
Pvt Ltd (H.I.P.L) (The respondents are selected or randomly).

A sample of 30 employees selected on the random

bases by researcher in the study. The description analysis of
the data is a follows.

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TABLE – I
Whether the respondents are aware of performance
appraisal system.
Opinion Frequency Percentage
Yes 30 100
No
Total 30 100

This table shows that all respondents strongly

answered that they were aware of performance appraisal
system.

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TABLE – 2
Performance appraisal undergone at H.I.P.L
Opinion Frequency Percentage
Yearly 30 100%
Yearly twice
Yearly thrice
More than thrice
Total 30 100%

This table shows that among thirty respondent all

respondents were answered that performance appraisal under
gone in H.I.P.L yearly once.

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Table-3

Opinion Frequency Percentage

Yes 27 89.91%
No 03 9.09%
Total 30 100%

This table shows that proper among 30 employees

89.91% respondents respondent that there is proper use of
information and other 9.09% respondents response that there
was no proper use of information received through
performance.

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TABLE – 4
Whether the respondents are satisfied about
organization feed back system.
Opinion Frequency Percentage
Satisfied 24 82.5%
Normal 06 17.5%
Dissatisfied 00 00.00
Total 30 100%

This table shows that among 30 respondent 82.5%

were satisfied about their organization’s feed back system
remaining 17.5% were normal.

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TABLE – 5
There was / Is their proper provision of performance
feed back
Opinion Frequency Percentage
Yes 26 85.8%
No 04 14.2%
Total 30 100%/

This table shows that among 30 respondent 85.8%

were answer that their was proper provision of performance
feed back and remaining 14.2% respondents were answered
that their was no proper provision of performance feed back.

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TABLE – 6
Are the respondents think that the performance
management system in accordance with selection policy.
Opinion Frequency Percentage
Agree 21 69.6%
Disagree 01 9.9%
Don’t Know 06 19.8%
Total 30 100.00%

This table shows that among 30 respondent 69.3%

were answered that performance management system
accordance with selection policy other 9.9% respondent were
disagreeing and remaining 19.8% respondent’s response that
they don’t know.

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TABLE – 7
Are the respondent mention records of event they
have accomplished?
Opinion Frequency Percentage
Always 18 59.4%
Most of time 06 19.8%
Certain time 06 19.8%
Total 30 100%

This table shows that among 30 respondents 59.4%

were always mention records of event they have
accomplished other 19.8% respondent are mention records of
event they have accomplish most of time, and remaining

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19.8% respondents are mention records of event they have

accomplished certain time.

TABLE – 8
Whether the respondents are feel that performance
appraisal is necessary to the organization.
Opinion Frequency Percentage
Yes 24 79.2%
No 06 20.8%
Total 00 100%

This table shows that among 30 respondents 79.2% were

feel that performance appraisal is necessary to the
organization and remaining 20.8% respondents were tell that
performance appraisal is not necessary to the organization.

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TABLE – 9
Are the respondents feel that performance appraisal
is necessary to the organization?
Opinion Frequency Percentage
Yes 20 66.7%
No 10 33.3%
Total 30 100%

This table shows that among 30 respondents 66.7% were feel

that performance appraisal is necessary to achieve the org.
goals and remaining 33.3% respondents were feel that
performance appraisal is not necessary to achieve org. goals.

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TABLE – 10
Are the respondents feel performance appraisal
report constitutes important factor which selecting employee
training and development program?
Opinion Frequency Percentage
Yes 24 79.92%
No 06 19.98%
Total 30 100%

This table shows that among 30 respondents 79.92%

respondents were response that appraisal report constitutes
as a important factor which selecting employees training and

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development and other 19.98% respondents were responds

that appraisal report as not a important factor which selecting
employees training and development.

TABLE – 11
Are the respondents feeling training and
development seminars conferences help them to improving
the performance.
Opinion Frequency Percentage
Yes 21 69.93%
No 09 29.9%
Total 30 100%

This table shows that among 30 respondents

69.93% respondents was response that training and
development seminars conferences help them improving the

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performance and other 29.97% respondents were response

that training and development seminars conferences are not
help full in improving the performance.

TABLE – 12
Are the respondents fell prides in working with this
organization?
Opinion Frequency Percentage
Always 15 50%
Most of time 06 20%
Certain time 09 30%
Total 30 100%

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This table shows that among 30 respondents 50%

respondents are response that they fell always pride in
working with N.I.P.L and other 20% respondents were
response that they fell most of time pride in working with
M.I.P.L and remaining 30% respondent were response that
they fell certain time pride in working with H.I.P.L

CHAPTER – 5
MAJOR FINDING

1) All the employees were aware about

performance appraisal and also they know that
promotions increments are given them on the
biases of performance appraisal.
2) Majority of employees were satisfied on the
companies performance appraisal system.
3) It was found that there is proper use of
performance feed back.
4) It was found that majority of the sample size
59.4% were of the opinion that performance
appraisal gives proper feed back about their job.
5) It was found that majority of the sample size
53.28% were of the opinion that performance
appraisal gives proper feed back about their job.
6) It was found that majority of the sample size
79.92% were of the opinion that performance
appraisal report constitutes important factor on
which selecting employee training and development
programme.
7) It was found that all the employees feel
necessity of appraising the performance is useful for
their carrier development.

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H.I.P.L

8) It was found that majority of the sample size

70% were of the opinion that they feel proud on for
working with the H.I.P.L.

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H.I.P.L

SUGGESTIONS

1. The method of performance appraisal adopted the

company does not suit the present condition of the
organization.
2. Companies performance taking from some errors so it
should adopt the recent methods such as management
by objective (MBO) (BARS).
3. The management should go to modern method of
training to improve the affiance of the training
programme.
4. The current promotion and increment policy of the
organization is good and management should not make
any alteration.

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CONCLUSION

A study on performance appraisal system in Hospet

Ispat Pvt. Ltd it is attempt of researcher to understand what is
performance appraisal? Whey it is essential to organization?
Need of the performance appraisal? Methods of the
performance appraisal? Which method applied in H.I.P.L?

The researcher has included on the basis of his

study on the topic of “A study on performance appraisal
system in H.I.P.L” has slightly recognized quality of
performance appraisal system, determines the success of the
organization and improve the quality of man power and also it
will help in order to maintain good obtain with their respective
job and according to their specialization to increase the
productivity of the organization.

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H.I.P.L

QUESTIONNAIRE
A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN
H.I.P.L

Dear Sir/Madam,
I Mis.BASAVARAJESHWARI.M.D am a student of BBM
Pursuing my V Sem as part of my course. I am required to do
a project work on “A STUDY ON PERFORMANCE APPRAISAL
SYSTEM IN H.I.P.L. The above mentioned topic. I will be
grateful if you kindly answer with your valuable response.
Your valuable time is assured of confidentiality.

EMPLOYEE PERSONAL INFORMATION

1. Name of the Employee :
2. Age
3. Qualification :
4. Designation :
5. Department :

6. How long have you been working in “H.I.P.L. “?

0-6 Months 6-12Months 1 Year to3 year
Above 3year

7. Whether You are aware at performace appraisal system?

Yes No

8. Performance appraisal undergone at H.I.P.L ?

Yearly once Yearly twice yearly thrice
More than thrice

9. Is their proper use of the information received through

performance management system?

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H.I.P.L

Yes No

10. Whether you are satisfied about organization fed

back system?
Satisfied Normal Dis-satisfied

11. Is their proper provision of performance feed back?

Yes No

12. Do you think that the PMS is in accordance with the

selection policy?
Agree Disagree Don’t know

13. Do you mention record of event you have

accomplished?
Always Most of time certain time

14. Do you feel that performance appraisal is

necessary to the organization?
Yes No

15. Do you feel performance appraisal encourages to

achieve the organization goals?
Yes No

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H.I.P.L

BEBILOGRAPHY

P.SUBBARAO : PERSONNEL & HUMAN

RESOURCE
MANAGEMENT.
C.B.MEMORIA S.V. GANKAR : PERSONNEL & HUMAN
RESOURCE
MANAGEMENT

[edit] References
[edit] sources
• Thomas F.Patterson (1987) “Refining Performance
Appraisal” (HTML) Retrieved on 2007-01-18.
• Joyce Margulies (2004-03-24). “Performance Appraisals”
(PDF) Retrieved on 2007-01-18
• 1998, Archer North & Associatiates, Introduction to
Performance Appraisal, http;//www.performance-
appraisal.com/intro.htm
• U.S. Department of the Interior, Performance Appraisal
handbook.