PERFORMANCE APPRISAL

With reference to
JOCIL Ltd, GUNTUR
A Project Report submitted in partial fulfillment of the requirement
for the award of
MASTERS DEGREE IN BUSINESS ADMINISTRATION
By
P.SUJITH CHANDRA
(Roll No: 1225111242)

GITAM INSTITUTE OF MANAGEMENT

GITAM UNIVERSITY
(Established U/S 3 of UGC Act, 1956)
VISAKHAPATNAM
(2011-12)

ACKNOWLEDGEMENT

It is my pleasure to acknowledge and express my gratitude to all those who

helped me throughout in the successful completion of this project.
I am very thankful to Sri. Mr N L Prasad (L.O) JOCIL Ltd, Guntur for
extending support throughout the project.
I wish to express my gratitude to Prof K Siva Rama Krishna, Dean &
Principal,

GITAM

Institute

of

Management,

GITAM

University,

Visakhapatnam, for giving me this valuable opportunity to experience the

work culture in an organization.
I am grateful to Prof P.Sheela (MBA,Ph.D), GITAM Institute of
Management, GITAM University, Visakhapatnam for his/her continuous
guidance to accomplish this project work, successfully.

(Name of the student & Roll No.)

P.Sujith Chandra
1225111242

CERTIFICATE

This is to certify that the Project work entitled Study on Performance appraisal at
JOCIL Ltd, Guntur has carried out and submitted by Mr. PEDDI SUJITH CHANDRA
(1225111242) under my guidance by in partial and fulfillment of his Masters of Business
Administration at School Of Management Studies, University of Hyderabad.

Prof P.Sheela MBA,Ph.D

Professor
Gitam Institute Management
Gitam University

DECLARATION

I hereby declare that this project entitled Study on Performance appraisal at

JOCIL Ltd, Guntur has been done by me under guidance of Prof P.Sheela MBA,Ph.D
This project partial fulfillment of the award of degree in Masters in Business
Administration.

Place :
Date

PEDDI SUJITH CHANDRA

1225111242
Gitam Institute Management
Gitam University

INDEX
CHAPTER

1.1

Human Resource Management

1.2

Performance appraisal

CHAPTER

2.1

Company profile

2.2

Business and Strategies

15

CHAPTER

3.1

Research

21

3.2

Research Methodology

22

30

CHAPTER
4.1
CHAPTER

Analysis
-

5.1

Findings

49

5.2

Suggestions and conclusion

50

Questionnaire

51

II

Bibliography

54

EXECUTIVE SUMMARY

Performance appraisal is the basic activity of human resource management of which

Employer & Employee will assess their strengths and weakness for the sake of providing
compensation , like increments and salaries. This concept adopted by the most of the
organizations is an important part of the organization. As a manufacturing unit JOCIL Ltd.
adopted the performance appraisal technique to assess their employees for the better
growth organization standards. To determine the satisfaction level of the employee and
level of knowledge to the people in the organization a study has been conducted and
results obtained were descriptively analysed. To crosscheck the results interaction with the
employee was also done.
The objective of study was designed to consider the fallowing objectives:
To study the performance appraisal method conducting by the JOCIL Ltd.
To analyze the awareness and satisfaction of the employee .
To identify how far organization succeed in conducting performance appraisal.
A sample of 80 employees was taken from different levels such as engineers, supervisors,
and operators. The data was collected from questionnaire which was prepared on the basis
of appraisal form of the company and analysis of data was carried out based on the
questionnaire data and interview method. It could be concluded that employee were little
satisfied with the system and methodology of system found was strictly followed by the
organization.

CHAPTER-1
INTRODUCTION
Human Resource Management
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who individually
and collectively contribute to the achievement of the objectives of the business
Human resource management is a collective implementation of managerial functions
such as planning, organizing, directing and, controlling to reach the organization goals

Human Resource Management: Scope

1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement,

transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives,
productivity etc.
2. Welfare aspect-It deals with working conditions, facilities and amenities such as canteens, rest
and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation
facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective
bargaining, grievance and disciplinary procedures, settlement of disputes, workers participation in
management etc.

Functions of HRM:

Based on the organization of task and implementation of methods we have two types of
functions, they are:

Managerial functions and

Objective functions

Managerial functions are also called the core functionalities of human resource
management, which will be deals with the planning, organizing, Directing and, Controlling. Among
these directing is also called the leading.
Objective functions are the active functionalities of human resource management which
has substantially organizing capability in according to requirements of the organization. These are
drawn from the managerial functions for successful achievement of the organizational tasks.
These includes the...

Employee planning.
Staffing.
Training and Development.
Employee evolution.
Pay roll management.
Welfare of the employee.

Employee evolution is the major task for an organization because employee performance
will be done and motivation factor to the extent of the employee requirement. It includes the
Conducting the performance appraisal, feedback generation, giving the extra inputs that requires
for the employee, compensation planning, Reviewing and auditing manpower management in the
organization etc.

PERFORMANCE APPRAISAL

Performance appraisal is a formal system that evaluates the quality of a workers

performance; an appraisal should not be viewed as an end in itself, but rather as an important
process within a broader performance management system that links:
Organizational objectives
Day-to-day performance
Professional development
Rewards and incentives

What is the purpose of performance appraisal?

Professional development such as identifying strengths and weaknesses in performance,

implementing strategies for improvement
Determining organizational training and development needs
Making and validating administrative decisions like pay, promotion, placement, and
termination.etc.
Identifying systemic factors that are barriers to, or facilitators of, effective performance.

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.

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

Scope of Performance appraisal

Provide employees with a better understanding of their role and

responsibilities.
Increase confidence through recognizing strengths while identifying training

needs to improve weaknesses.

Improve working relationships and communication between supervisors and

subordinates.
Increase commitment to organizational goals; develop employees into future

supervisors.
Assist in personnel decisions such as promotions or allocating rewards, and
allow time for self-reflection, self-appraisal and personal goal setting.

Effects of Performance appraisal On Careers of Employee:

Performance appraisal helps to identify the hidden talents and potential of the individuals.
Identifying these potential talents can help in preparing the individuals for higher responsibilities
and positions in the future. The performance appraisal process in itself is developmental in nature.
It is also closely linked to other HR processes like helps to identify the training and development
needs, promotions, demotions, changes in the compensation etc. A feedback communicated in a
positive manner goes a long way to motivate the employees and helps to identify individual career
developmental plans. Based on the evaluation, employees can develop their career goals, achieve
new levels of competencies and chart their career progression. Performance appraisal encourages
employees to reinforce their strengths and overcome their weaknesses

Types Of Performance Appraisal:

1.Critical Incident Method:
This format of performance appraisal is a method which is involved identifying and
describing specific incidents where employees did something really well or that needs improving
during their performance period.
2. Weighted checklist method:
In this style, performance appraisal is made under a method where the jobs being
evaluated based on descriptive statements about effective and ineffective behavior on jobs.
3. Paired comparison analysis:
This form of performance appraisal is a good way to make full use of the methods of
options. There will be a list of relevant options. Each option is in comparison with the others in the
list. The results will be calculated and then such option with highest score will be mostly chosen.
4. Graphic rating scales:
This format is considered the oldest and most popular method to assess the
employees performance.
In this style of performance appraisal, the management just simply does checks on the
performance levels of their staff.
5. Essay Evaluation method:
In this style of performance appraisal, managers/ supervisors are required to figure
out the strong and weak points of staffs behaviors. Essay evaluation method is a non-quantitative
technique. It is often mixed with the method the graphic rating scale.
6. Behaviorally anchored rating scales:
This formatted performance appraisal is based on making rates on behaviors or sets
of indicators to determine the effectiveness or ineffectiveness of working performance. The form is
a mix of the rating scale and critical incident techniques to assess performance of the staff.
7. Performance ranking method:
The performance appraisal of ranking is used to assess the working performance of
employees from the highest to lowest levels.
Managers will make comparisons of an employee with the others, instead of making comparison of
each employee with some certain standards.
8. Management By Objectives (MBO) method:
MBO is a method of performance appraisal in which managers or employers set a
list of objectives and make assessments on their performance on a regular basis, and finally make
rewards based on the results achieved. This method mostly cares about the results achieved
(goals) but not to the way how employees can fulfill them.
9. 360 degree performance appraisal:
The style of 360 degree performance appraisal is a method that employees will give
confidential and anonymous assessments on their colleagues. This post also information that can
be used as references for such methods of performance assessments of 720, 540, 180

10.Forced ranking (forced distribution):

In this style of performance appraisal, employees are ranked in terms of forced
allocations.
For instance, it is vital that the proportions be shared in the way that 10 or 20 % will be the highest
levels of performances, while 70 or 80% will be in the middle level and the rest will be in the lowest
one.
11. Behavioral Observation Scales:
The method based on the scales of observation on behaviors is the one in which
important tasks that workers have performed during their working time will be assessed on a
regular basis.

Fundamentals of an appraisal system

To develop a successful performance appraisal system, two criteria need to be met

Relevance and applicability to everyday work practice
Acceptability to appraisers and workers.
A systematic approach to performance appraisal can help ensure that these two important
criteria are met.
How to conduct a performance appraisal
The following five-step approach to conducting a systematic performance appraisal is
recommended:
1. Identify key performance criteria
2. Develop appraisal measures
3. Collect performance information from different sources
4. Conduct an appraisal interview
5. Evaluate the appraisal process.
Step 1: Identify key performance criteria
Perhaps one of the most challenging aspects of setting up a performance appraisal is
deciding what to assess. In essence, four key dimensions of performance should be considered in

a performance appraisal.
Key Dimensions of Performance:
Competencies

: Knowledge, skills, and abilities relevant to performance

Behaviors

: Specific actions conducted and / or tasks performed

Results / outcomes

: Outputs, quantify able results, measurable outcomes

and achievements, objectives attained

Organizational citizenship
behaviors

Actions

that

are

over

and

above

usual

job

responsibilities
To ensure that the performance criteria are relevant to work practice and acceptable to
appraisers and workers:
i. Base the performance criteria on an up-to-date job description
ii. Develop criteria in consultation with appraisers and workers
Step 2: Develop appraisal measures
Once clear and specific performance criteria have been developed, the next step is to
decide how to assess workers performance. It is recommended that a structured and systematic
approach is taken to assessing performance. Problems that arise when an unstructured blank
sheet approach is used include:
Increased chance of appraiser errors
Knowledge, skills and abilities most critical to job performance may be overlooked
Reduced consistency between appraisers
Perceptions of subjectivity in evaluations, which may in turn, reduce workers
satisfaction with, and acceptance of, appraisals.

Step 3: Collect performance information from different sources

Once the appraisal measures are developed, the next step involves collection of accurate
performance information. A common trap is to begin noting observations of workers just before
conducting appraisals. This is likely to give an inaccurate picture of a workers performance.
Ideally, workers performance should be observed in a systematic way over time .This method
ensures the accuracy of information about their performances.
Traditionally, it has been the sole responsibility of managers / supervisors to assess
performance. However, other organizational members can be a valuable source of information as

they are likely to have exposure to different aspects of a workers performance. This approach is
known as 360-degree feedback. For instance, coworkers can provide valuable information on
teamwork skills, and subordinates can provide useful information on leadership style.
Five different sources of performance appraisal information are considered here:
i. Manager / supervisor appraisals
ii. Self appraisals
iii. Coworker appraisals
iv. Subordinate appraisals
v. Client appraisals.
Step 4: Conduct an appraisal interview
The next step in a performance appraisal is to conduct the appraisal interview. The two central
purposes of the appraisal interview are to:
Reflect on past performance to identify major achievements, areas that require
further development, and barriers / facilitators to effective performance
Identify goals and strategies for future work practice.
Step 5: Evaluate the appraisal process
As with any organizational system, the performance appraisal process should undergo regular
review and improvement.

CHAPTER-2

CHAPTER-3
RESEARCH METHODOLOGY
Research is simply a systematic and refined technique of thinking, employing specialized tools,
instruments, and procedures in order to obtain a more adequate solution of a problem than would
be possible under ordinary means. It starts with a problem, collects data or facts, analysis these
critically and reaches decisions based on the actual evidence. It evolves original work instead of
mere exercise of personal. It evolves from a genuine desire to know rather than a desire to prove
something. It is quantitative, seeking to know not only what but how much, and measurement is
therefore, a central feature of it.
OBJECTIVES:

To study the performance appraisal method conducting by the JOCIL Ltd.

To analyze the awareness and satisfaction of the employee in.
To identify how far organization succeed in conducting performance appraisal.

HYPOTHESIS:
Does the Performance Appraisal at JOCIL Ltd. give the positive and effective response from
employee?
STUDY AREA AND PROBLEM DEFINITION:
Conducting study on Performance appraisal at JOCIL Ltd, Guntur, which is having all type of
employees as it is manufacturing unit for different products. Rating Scale Performance appraisal is
using by the company by the last few years with effective and deliberate response form the
employees. Performance Appraisal is one of the key factor for analyzing the employee strength
and weakness to provide compensation according to their performance which is for the growth of
the organization.
TYPE OF RESEARCH:
The present project is Descriptive in nature, the data based on facts collected with the help of the
tools and presented in the form of pie chart and bar-charts, and percentages, describing present
status of the appraisal technique adopted by the organization.

Sample size : 80 employees(Engineers, Supervisors, and operators)

Mode of data collection : Questionnaire and interview method
Data collection tool : Questionnaire.

SOURCE OF DATA COLLECTION:

Data is the collection of the individual records in the form of numerical, wordsetc for the
evidence of research. This can be done using the collection from different methods.
PRIMARY DATA: The data that has been analyzed and observed by the researcher for the first
time to their knowledge. It is considered more reliable.

Primary data collected form Engineers, Supervisors and Operators, with respect to
the content like their satisfaction, knowledge, feedback, Objectives of appraisal
formetc.

SECONDARY DATA: This data is the statistics not gathered form immediate study at hand but for
some other purpose. The secondary data for the study was collected mainly from appraisal form,
website.
SAMPLE DESIGN:
It is definite plan for obtaining a sample from a given population. It refers to the technique or the
procedure the researcher would adopt in selecting items for the sample.
POPULATION: It refers to the aggregate of data source or any aggregate from which data is
collected .Unrevised is the target group of study and is finite.
SAMPLE SIZE: A sample is a small portion of the population. In the study a sample of 80
employees who are engineers, supervisors and operators.
TOOLS AND TECHNIQUES USED FOR ANALYSIS:
The basic tools used for the study were questionnaire and interview methods.
QUESTIONNAIRE: A questionnaire handed with engineers, supervisors, and operators based on
the various aspects of performance appraisal form. Questionnaire was prepared on the basis
content in appraisal form of the company which is helpful to understand and brings the awareness
about the technique.
INTERVIEW: Continuous interaction with various industry people provided me knowledge on
various helpful industry activities. And satisfaction and assessment level employee, training
programs within in the organization came to figure in mind.
The following are the techniques used to analyze the data collected.
PIE DIAGRAM: The circle is divided into number of sectors representing the values of the data in
identifying the accurate distribution.
TABULATION: The classified data is represented in an orderly way and this calls for systematic
representation of data.

CAPTER-4

DATA ANALYSIS
ANALYSIS OF APPRAISAL FORM:
Rating scales of performance appraisal form: As JOCIL Ltd using the method of rating scale
mechanism for conducting appraisal of the employee the questionnaire was designed on the basis
of the content in the appraisal form.
CONTENTS OF PERFORMANCE APPRAISAL FORM:
1. Quality of work
Consider accuracy, thoroughness, effectiveness.
Pressure, ability to meet standards of quality.
Use of time and volume of work accomplished.
Work output matches the expectations established.
2. Quantity of work
Competence, thoroughness, and efficiency of work regardless of volume.
Neatness and accuracy.
3. Teamwork:
Establish and maintain effective working relationship with others.
Shares information and resources with others
Follows instructions of supervisor and respond to requests from others in the team in a
helpful manner.
Contributing work and effort to group performance to meet agreed upon objectives and
achieve team success
4. Job knowledge
Application of appropriate level of technical and procedural knowledge in specific field
Degree of technical competence
Understanding of job procedures, methods, facts and information related to assignments.
Perform duties with minimal supervision but seek guidance where and when appropriate
to the job, consults the appropriate staff

5. Initiative
Consider the extent to which the employees sets own constructive work practice and
recommends and creates own procedures.
Self-starter, develop and implement new methods, procedures, solutions, concepts,
designs and/or applications of existing designs or procedures.
Accepts additional challenges and responsibilities and willingly assist others, self-reliant.
Completes assignment on time.
6. Interpersonal relations
Consider the extent to which the employee is cooperative, considerate, and tactful in
dealing with supervisors, subordinates, peers, faculty, students and others.
7. Health and safety compliance
The degree to which he or she complies with or over sees the compliance with university
safety rules.
The following are also to be completed for supervisory personnel and members of the
administrative staff.

8. Communications abilities
Performance appraisal of communications includes elements as:
Ability to listen and understand information;
Presents information in a clear and concise manner.
Knows appropriate way of communicating with immediate superiors and the
management
Demonstrates respect for all individuals in all forms of communication
9. Planning and organizing:
Adapting to changes and using resources effectively;
Maintains confidentiality as appropriate.
Setting objectives, establishing priorities, developing plans;
Arranging work schedules and prioritizing work to meet deadlines.
Know when to ask for clarification before proceeding on a work project.

10. Problem analysis and decision making

Anticipating problems and facilitate problem resolution.
Willingness to make necessary and immediate decisions given incomplete information.
Understanding practical and workable solutions.
11. Staff development
The extent to which the individual provides guidance and opportunities to his or her staff
for their development and advancement in the university.
12. Dependability
Starts work at appropriate time.
Respects time allowed for breaks and lunch.
Helps ensure work duties are covered when absent.

QUESTIONNAIRE ANALYSIS:
Analysis of data has taken out based on the data collected with questionnaire methodology of 80
employees as sample size.it is the interpretation of the data for the evaluation of performance
appraisal system with the organization.

1. Do you have knowledge on performance appraisal system fallowed by your

organization?

Parameters

Yes

Partly

No

Well-known

Responses

43

35

Percentages

53.75

43.75

2.5

The above inference shows that awareness of PA system in the organization which
is 54% people knows about this and 44% people knows partly. The above data states that
the employees must be appraised of the system and its significanceand its contribution to
increase the productivity.

2. Do u Know the reason why performance appraisal system required?

85

No
12

%
15

77

96.25

3.75

To evaluate the employee ability

68

85

12

15

To give the training where it needed

40

50

40

50

For job rotations

33

41.25

47

58.75

Responses

yes

To give the promotions

68

To increase the salaries

Company will conduct the performance appraisal to consider promotions,

increments, and training assessments where it is required, which gives the clear idea about
the employee status at the workforce.From the above table it is clearly shown that majority
of employees felt that the performance apprisal used by the organisation is to increase the
salaries,followed by promotions and to evaluate employees ability among which the least
is for job rotations.

3. Who will appraise you?

Parameters
Responses
Percentages

supervisor
18
22.5

immediate superior
44
55

HR department
7
8.75

others
11
13.75

Performance appraisal conducted by the different people on the basis of employee

designation and cadre of the employee in the company.

Form the above inference the

performance appraisal is conducted by the supervisors , HR department and by the head of the
departments. As it is manufacturing based company 22% are supervisor and asst. operators, 55%
are immediate superiors , and 9% are HR professionals who conduct the apprisal for Managers. .

4. On what basis does performance appraisal be conduct?

Parameters

based on
work
59
73.75

Responses
Percentages

relationship
superiors
12
15

with

presence
productivity
5
6.25

and
Others
4
5

Performance appraisal will conduct on the basis work and productivity of the
employee. From the inference we can observe that 74% employees are appraised based on
work. When the strategic enlargement is required in a company the apprisal system
should focus on the work, presence of the employee with the productivity.5% of the
respondents are not clear as to why performance apprisal is carried out.

5. What kind of performance appraisal technique is used?

Parameters
Responses
Percentages

raking
scale

check
method

67
83.75

list

confidential
report

critical incident

performance
test

easy
method

1.25

6.25

8.75

Jocil Ltd is fallowing the grading mechanism which is suitable for the
manufacturing unit. The above data clearly states that the compny uses the Ranking Scale
technique to appraise the employees.The data also reveals that the Performance apprisal &
Easy Method is not being followed.

6. How often performance appraisal is conducted?

Parameters
Responses
Percentages

once
year
66
82.5

in

a
once in 6 months
10
12.5

every
week
2
2.5

once
in
months
2
2.5

From the above inference the company will conducts the appraisal yearly
once but there is also a need that the apprisal system has to be carried out to find need for
training and also to enhance the productivity.Jocil Ltd conducts the apprisal yearly once to
give increements and promotions.

7. What do you feel about Performance Apprisal system?

Parameters
Responses

Good

average

bad

Above
aveg.

35

38

Percentages

43.75

47.5

7.5

1.25

The above data clearly shows that majority of the respondents feel that the
Performance Apprisal system is average followed with 43.7% says it good.So there is a
need for the company to make the employee understand the significance of Performance
Apprisal System.

8. Does performance appraisal enhance your potential at work?

Parameters
Responses
Percentages

true
31
38.75

partly
36
45

not true
9
11.25

very true
4
5

`
The above inference implies that people are satisfied with the PA system in

Jocil

Ltd believe that it provides scope for developing their potential. This may be due
to the fact that the self-appraised of the appraise invites suggestions on job
enrichment, training needs and steps to be taken to improve individuals
effectiveness. Whereas the above inference showing that potential level of
increment is 45% partly so company has to improve in the sense of giving
complete backup to the employee.

9.
9.Do you have self-appraisal system?
Parameters
Responses
Percentages

yes
44
55

no
36
45

The presence of self-appraisal procedure in the PA appraisal system is an

important reason for the above inference. The self-appraisal includes questions on
major achievements, constraints in performance, type of training required, tasks or
activities undertaken successfully during the year, problems faced etc. It also
includes suggestions on making the job interesting and challenging and plans to
improve effectiveness. Due to this fact, most of the employees may have felt that
they were participating actively in their own appraisal by self -review and
reflection on various issues.

10. Does employee get the regular feedback?

Parameters
Responses
Percentages

Yes
35
43.75

no
45
56.25

The above inference shows that the PA system Company does not giving the feedback
about performance to its employees. It helps anticipating work needs in order to arrange work in
logical order. It also helps in devising efficient methods to attain pre-determined plans. Again due
to flexibility in job content, some people may have found problems in planning their performance
systematically.

11. How much you have satisfied with the system?

.
Parameters
Responses
Percentages

a.10-30%
14
17.5

b.40%-60%
28
35

c.60%-80%
30
37.5

d.100%
8
10

The employees do not want a fixed increment for their great performance.
The company should make recommendations related to salary on the basis of
regular performance feedback about every employee since the frequency of
performance measurement varies from department to department; it is difficult to
carry out this work smoothly so the satisfaction level low.

12. Do you feel the fallowing are necessary for employee appraisal?
Yes

No

Discipline

80

100

Attendance

79

98.75

1.25

Job knowledge

78

97.5

2.5

Relation with employee

80

100

Plan of work

78

97.5

2.5

Decision making

75

93.75

6.25

Guidance

74

92.5

7.5

Performance

80

100

Absenteeism

57

71.25

23

28.75

Integration

74

92.5

7.5

Dependency

75

93.75

6.25

Participation

80

100

A performance appraisal system, which is perceived as bias -free by its

executives, is an achievement for the organization. In the PA system the reporting
officer appraises a section of people whereas the reviewing officer appraises the
performance of an entire department. Also the reviewing officer is the immediate
superior of reporting officer. Any disagreement between the assessments of an
employee has to be duly discussed and recorded. Also, any noticeable difference of
opinion between self-appraisal and appraisal by reporting officer has to be
accounted for. All the above factors help in correcting the biases, if any of
reporting officer.
13. Are you facing any fallowing problem during appraisal?

yes

No

Analysis of skill

17

21.25

63

78.75

Usage of logics

10

72

90

Self-opinion description

12

15

68

85

Participation in decision making

7.5

74

92.5

Unable to reveal self description

15

18.75

65

81.25

Jocil Ltd. Performing the appraisal in a sequential manner like

appraisal by the supervisor, immediate superiors which makes the proper
meaning like ordering in the top to bottom which is a correct in the sense of
analyzing the employee by the their superios.

14. Do you think performance appraisal system gives the real justice?

Parameters
Responses
Percentages

Yes
18
22.5

partly
50
62.5

no
12
15

Performance appraisal will give the employee ability to the organization

and compensation in the form of increments and promotions. If the implementation
reaches the in the parallel level this system will gives the real justices for every
employee. From the inference 65% of the people are satisfied with their appraisal.

15. Have been selected for any training after PA system conducted?

Parameters
Responses
Percentages

yes
29
36.25

no
51
63.75

Performance appraisal is major asset for employee estimation it gives the

employee status whether he require the training or not and the require areas for
training. So performance appraisal will choose the employee for training.

16. Does training will effects your performance?

Parameters
Responses
Percentages

yes
52
65

no
28
35

For every employee training is required to take the right job at the right
place at the same time when the new work is entered in the organization training is
needed for analyzing the new operations. So the company needs training to
increase the efficiency and to polish the work where they are in.

17. Does Performance appraisal give the improvement in promotions and salaries?
Parameters
Responses
Percentages

Yes

Partly

No

28

43

35

53.75

11.25

The performance appraisal is completely need based the organization

recognizes and promotes high achievers only if there are vacancies available in the
organization by finding their strengths and weaknesses. This has a negative impact
on people who are not rewarded and promoted duly for their good performance.
There should be a system of rewarding employees either in monetary terms or in
terms of recognition.

18. Does your company conduct the counseling after the appraisal?
Parameters
Responses
Percentages

Yes
18
22.5

partly
36
45

no
26
32.5

For growth of the company employee counseling is more important to

reach the organization goals, Jocil Ltd. is providing the counseling on safety
measurements and welfare activities only.

19. What kind of an appraisal system will bring out the best of you?
Parameters
Responses
Percentages

Appraisal by all
superiors
8
10

Appraisal
by
immediate superior
50
62.5

Appraisal
by
reference team
10
12.5

Appraisal by
team and self
12
15

reference

This shows that the relationship between appraiser and appraise, in Jocil Ltd, with respect
to planning the performance is quite good. The subordinate in planning his performance. The
appraiser helps appraise in testing the soundness of his goals as well as of his plans for achieving
them. This implies that there is active participation of both appraiser and appraise in performance
planning. The reason behind Not True answer may be due to the fact that many jobs in Jocil are
not well defined and therefore an elaborate planning on them is not done.

CAHPTER-5
FINDINGS
1) Presence of a firmly implemented career plan- good sense of growth.

2) High proportion of routine work- during training and immediately after.

3) Organization climate

Well analyzed goals are set.

Good and effective performance appraisal strategies applied.

All the strategies are fair and objective.

The employees are well aware of what is expected of them.

Proper feedback is not given by management.

Supervisors are patient with the employees problems.

Good performance leads to annual increments and promotions.

Training and development programs are to be improved.

The purpose of Performance Appraisal System followed in the company is fulfilled.

SUGGESTIONS

Performance appraisal technique is meant for assessing the employee strengths and
weakness, to provide compensation to the employee. So that company should concentrate
more on individual development and reward for employee work should be there. If

implementation and analysis on the paper implements in more physical activity the
satisfaction level of the employee will increase as well as path to reach the organization
goal also easy.

CONCLUSIONS
The JOCIL Ltd adopted the rating scale performance appraisal mechanism which most
suitable for the manufacturing unit, since it is an agro based manufacturing company. The
employee satisfaction average compare to the executive level employees. The certainty in the
technique is being maintained from the last 10 years in the company. Organization is widely
using the appraisal method for the beneficiary of the employee in the sense of promotions and
increment in salary.
The finding can be found from the analysis of data collected in JOCIL Ltd.

1. The knowledge on performance appraisal to the employee is good and

some of them are having just knowledge on the technique.
2. Most of the employees are known that who will conduct the appraisal and
when it will conduct but reaching the knowledge of appraisal system to
every employee is required.
3. Majority of the employee satisfaction is 47.5% average on the technique
4.

used within the organization.

Employees are feeling the performance appraisal technique will gives the

good result if the utilization is implements perfectly.

5. The chance for improving the self-appraisal should be more because 45%
of the employee feeling there is no chance for self-appraisal, it will increase
potential to the organization.
6. Proper feedback should be given to the management cadre staff at fixed time
periods, so that the employee increase the performance based on their remarks.
7. Training and counseling classes are less in according to the data; it should be
improved for the befit of the organization goals and Effective training and
development programs should be held.

8. Exemplary rewards should be given for unique achievements of the

employees.
9. Employees are facing some problem with decision making in the work culture and
in the Free hand in decision making.

10. Performance appraisal system should be extensively used in job rotation AND up
gradation of basic qualification of all workers to be taken in future based on their
performance.
11. Uniform growth is required in the salaries and promotions, because it will gives the
employee satisfaction in high level which is for the achievement of the
organization.

Questionnaire
Employee details:
Name

Age

Sex

Experience

Job details

1. Are you aware that your organization fallowing the performance appraisal
system?
a) yes
b)
partly
c) no
d)
well known
2. Why performance appraisal system required?
Yes
a)
b)
c)
d)
e)

To give the promotions

To increase the salaries
To evaluate the employee ability
To give the training where it needed
For job rotations

3. Who will appraise you?

a) supervisor
c) HR department

b)
d)

(
(
(
(
(

)
)
)
)
)

No
(
(
(
(
(

immediate superior
others

4. On what basis does performance appraisal will conduct?

a) based on work
b)
relationship with superiors
c) presence and productivity
d)
others
5. What kind of performance appraisal will conduct?
a) raking scale
b)
check list method
c) confidential report
d)
performance test
e) critical incident
f)
easy method
6. How often performance appraisal does conducts?
a) once in a year
b)
once in 6 months
c)

every week

d)

7. What do you feel about this system?

a) good
b)
c) bad
d)

once in 3 months

average
above average

8. Does performance appraisal give the potential to your work?

a)
c)

true
not true

b)

partly

9. Do you have self appraisal system?

a) Yes
b)

no

10. Does employee get the regular feed back?

a) Yes
b)

no

11. How much you have satisfied with your company PA system?
a) 10-30%
b)
40-60%

)
)
)
)
)

c)

60-80%

d)

100%

12. Do you feel the fallowing are necessary for employee appraisal?
Yes
No
a) Discipline
(
)
(
b) Attendance
(
)
(
c) Job knowledge
(
)
(
d) Relation with employee
(
)
(
e) Plan of work
(
)
(
f) Decision making
(
)
(
g) Guidance
(
)
(
h) Performance
(
)
(
i) Absenteeism
(
)
(
j) Dependency
(
)
(
k) Integration
(
)
(
l) Participation
(
)
(
13. Are you facing any fallowing problem during appraisal?
Yes
a) Analysis of skill
(
)
b) Usage of logics
(
)
c) Self-opinion description
(
)
d) Participation in decision making
(
)
e) Unable to reveal self description
(
)

)
)
)
)
)
)
)
)
)
)
)
)

No
(
(
(
(
(

)
)
)
)
)

14. Do you think performance appraisal system gives the real justice?
a) yes
b)
partly
c) no
15. Have been selected for any training after the appraisal conducted?
a) yes
b)
no

16. Does training will effects your performance?

a) yes
b)
no

17. Does Performance appraisal give the improvement in promotions and salaries?
a) true
b)
partly
c) not true
d)
very true
18. Does your company conduct the counseling after the appraisal?
a) yes
b)
partly
c) no

19. What kind of an appraisal system will bring out the best of you?
a)
appraisal by all superiors
b) appraisal by immediate superior
c)

appraisal by reference team

c) appraisal by reference team and self

BIBLIOGRAPHY

T V Rao, 1999, Appraisal & Development ,Managerial Performance , T V Rao Learning

systems Pvt. Ltd, Excel Books

Carey and Janice Keefe, 2003, Performance appraisal Phrase Book , Adams Media

Carl G.Thor ,2004, Designing Feedback , Viava Management Library.

Angelo S.DeNisi, 1996, A Cognitive approach to performance appraisal, published in the

Taylor & Francis e-Library.

Jan Jonker & Bartjan Pennink, 2010, The Essence of Research Methodology, SpringerVerlag Berlin Heidelberg .

P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial

Relations, Himalaya Publishing House.

Web Resources:

www.google.com
www.gigapedia.com
www.performance-appraisal.com
www.appraisals.naukrihub.com