INTRODUCTION OF THE TOPIC

PERFORMANCE APPRAISAL

Performance appraisal is the process of obtaining, analyzing and recording

information about the relative worth of an employee. The 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. 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. People differ in

their abilities and their aptitudes. There is always some difference between the quality

and quantity of the same work on the same job being done by two different people.

Therefore, performance management and performance appraisal is necessary to

understand each employee's abilities, competencies and relative merit and worth for

the organization. Performance appraisal rates the employees in terms of their

performance. Performance appraisal takes into account the past performance of the

employees and focuses on the improvement of the future performance of the

employees.
 Performance appraisals are a systematic way of evaluating the standard of

an employees performance. Steps for developing a systematic performance

appraisal

1. Identify key performance criteria

Development of key performance criteria should be based on a

comprehensive job description and undertaken in consultation with employees.

2. Develop appraisal measures

In order to obtain accurate and valid performance appraisals, appraisal

measures should be tailored to the specific job or job family (i.e., groups of

similar jobs). An evaluation of factors in the work environment which help or

hinder performance is also recommended. This ensures that realistic

expectations are set for employees performance, and is also likely to increase the

perceived fairness and acceptability of performance appraisals.

3. Collect performance information from different sources

Traditionally, it has been the sole responsibility of managers / supervisors

to assess performance. However, other organisational members (e.g., clients,

coworkers, subordinates) can be a valuable source of information as they are

likely to have exposure to different aspects of an employees performance.

Collecting information from multiple sources can increase the accuracy of

performance evaluation (i.e., reduce bias), and increase employees perceptions

of fairness.

4. Conduct an appraisal interview

The two central purposes of the appraisal interview are to:

1. Reflect on past performances to identify major achievements, areas for

further improvement, and barriers / facilitators to effective performance

2. Identify goals and strategies for future work practice.

The appraisal interview should be a constructive, two-way exchange

between the supervisor and employee, with preparation for the interview done

by both parties beforehand.

5. Evaluate the appraisal process

The performance appraisal process should undergo regular review and

improvement. For example, focus groups or surveys could be conducted to gauge

employees perceptions of the appraisal process. A successful performance

appraisal process should demonstrate a change in both the ratings of employees

performance and aspects of the work environment that impact upon work

performance.

Best practice in performance appraisal

In essence, best practice in performance appraisals involves:

Integrating performance appraisal into a formal goal setting system

Basing appraisals on accurate and current job descriptions

 Offering adequate support and assistance to employees to improve their

performance (e.g., professional development opportunities)

Ensuring that appraisers have adequate knowledge and direct

experience of the employees performance

Conducting appraisals on a regular basis.

Meaning and Definition of Performance Appraisal

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

employees 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:

Organisational objectives

Day-to-day performance

Professional development

Rewards and incentives

In simple terms, appraisal may be understood as the assessment of an

individuals performance in a systematic way, the performance being measured

against such factors as job knowledge, quality, and quantity of output, initiative,

leadership abilities, supervision, dependability, co-operation, judgment,

versatility, health, and the like. Assessment should not be confined to past

performance alone. Potentials of the employee for future performance must also

be assessed.
A formal definition of performance appraisal is:

It is the systematic evaluation of the individual with respect to his or her

performance on the job and his or her potential for development.

A more comprehensive definition is:

Performance appraisal is a formal, structured system of measuring and

evaluating an employees job related behaviors and outcomes to discover how

and why the employee is presently performing on the job and how the employee

can perform more effectively in the future so that the employee, organization,

and society all benefit.

Traditional 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.

During the First World War, appraisals concept was adopted by US army

which was in the form of merit rating. It was man-to-man rating system for

evaluation of military personnel. From the army this concept entered the

business field and was restricted to hourly-paid workers. During 1920s,

relational wage structures for hourly- paid workers were adopted in industrial

units and each worker was used to be rated in comparison to other for
determining wages rates. This system was called merit rating. The process was

firmly linked to material outcomes. If an employee's performance was found to

be less than ideal, a cut in pay would follow. On the 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 developmental 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.

Sometimes this basic system succeeded in getting the results that were intended;

but more often than not, it failed.

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 the 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 a 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.
PROCESS OF PERFORMANCE APPRAISAL
 SETTING
PERFORMANCE
STANDARDS

TAKING
COMMUNICATING
CORRECTIVE
STANDARDS
MEASURES

DISCUSIING MEASURING
RESULTS STANDARDS

COMPARING
STANDARS

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.

 OBJECTIVES OF PERFORMANCE APPRAISAL

Salary Increase

Performance appraisal plays a role in making decision about salary increase.

Normally salary increase of an employee depends upon on how he is performing

his job. There is continuous evaluation of his performance either formally or

informally. This may disclose how well an employee is performing and how much

he should be compensated by way of salary increase.

Promotion

Performance appraisal plays significant role where promotion is based on merit

and seniority. Performance appraisal discloses how an employee is working in

his present job and what are his strong and weak points. In the light of these, it

can be decided whether he can be promoted to the next higher position.

 METHODS OF PERFORMANCE APPRAISAL

PAST-ORIENTED METHODS

1) Rating Scales:

The rating scale method offers a high degree of structure for

appraisals. Each employee trait or characteristic is rated on a bipolar scale

that usually has several points ranging from poor to excellent (or some

similar arrangement).

The traits assessed on these scales include employee attributes such as

cooperation, communications ability, initiative, punctuality and technical

(work skills) competence. The nature and scope of the traits selected for

inclusion is limited only by the imagination of the scales designer, or by the

organizations need to know. The one major provision in selecting traits is

that they should be in some way relevant to the appraisees job.

Advantages

The greatest advantage of rating scales is that they are structured

and standardised. This allows ratings to be easily compared and contrasted

- even for entire workforces.

Each employee is subjected to the same basic appraisal process and

rating criteria, with the same range of responses. This encourages equality
in treatment for all appraisees and imposes standard measures of

performance across all parts of the organization.

Rating scale methods are easy to use and understand. The concept of

the rating scale makes obvious sense; both appraisers and appraisees have

an intuitive appreciation for the simple and efficient logic of the bipolar

scale. The result is widespread acceptance and popularity for this

approach.

Disadvantages

Trait Relevance

Are the selected rating-scale traits clearly relevant to the jobs of all

the appraisees? It is inevitable that with a standardised and fixed system of

appraisal that certain traits will have a greater relevance in some jobs than

in others.

For example, the trait initiative might not be very important in a job

that is tightly defined and rigidly structured. In such cases, a low appraisal

rating for initiative may not mean that an employee lacks initiative. Rather,

it may reflect that fact that an employee has few opportunities to use and

display that particular trait. The relevance of rating scales is therefore said

to be context-sensitive. Job and workplace circumstances must be taken

into account.
 COMPANY PROFILE

Jubilant FoodWorks Limited (the Company) is a Jubilant Bhartia Group

Company, The Company was incorporated in 1995 and initiated operations in

1996, The Company got listed on the Indian bourses in February 2010, Mr,

Shyam S, Bhartia, Mr, Hari S, Bhartia and Jubilant Enpro Private Ltd, are the

Promoters of the Company. The Company & its subsidiary operates Domino's

Pizza brand with the exclusive rights for India, Nepal, Bangladesh and Sri Lanka,

The Company is India's largest and fastest growing food service company, with a

network of 500+ Domino's Pizza restaurants

Restaurants (as of 31st March, 2012)The Company is theMARKET leader in the

organized pizza market with a 54% market share (Euromonitor Report 2010)

and 70% share in the pizza home delivery segment in India, The Company has

strengthened its portfolio by entering into an agreement with Dunkin' Donuts

Franchising LLC, for developing the Dunkin' Donuts brand and operating

restaurants in India,

Over the period since 1996, Dominos Pizza India has remained focused on

delivering great tasting Pizzas and sides, superior quality, exceptional guest care

and value forMONEY offerings. We have endeavored to establish a reputation

for being a home delivery specialist capable of delivering pizzas within 30

minutes or else FREE to a community of loyal consumers from all our restaurants

around the country.

Dominos vision is focused on " Exceptional people on a mission to be the

bestPIZZA DELIVERY company in the world!" We are committed to bringing

fun, happiness and convenience to lives of our consumers by delivering delicious

pizzas to their doorstep and our efforts are aimed at fulfilling this commitment

towards a large and ever-growing guest base.

Dominos constantly strives to develop products that suit the tastes of our

consumers and hence delighting them. Dominos believes strongly in the strategy

of Think global and act local. Thus, time and again we have been innovating with

delicious new products such as crusts, toppings and flavours suitable to the taste

buds of Indian Consumers. Further providing value for money and affordable

products to our consumers has been an important part of our efforts. Our

initiatives such as Fun Meal and Pizza Mania have been extremely popular with

consumers looking for an affordable and value for money meal option.

Dominos believes that when a box of pizza is opened, family and friends come

together to share the pizza. Hence, our brand positioning:Yeh Hai Rishton Ka

Time

Thats why, all our efforts, whether it is a new innovative and delicious product,

offering consumers value for money deals, great service, countrywide presence

or the promise to deliver in 30 minutes or free are all directed towards making

relationships stronger, warmer and more fun by giving consumers an

opportunity to get together, catch up, reunite and spend more time together.

Consumers can order their pizzas by calling the single Happiness Hotline number

68886888 OR order online at Pizza Online.

Sale

In 1998, after 38 years of ownership, Domino's founder Tom Monaghan

announced his retirement, sold 93 percent of the company to Bain Capital,
Inc. for about $1 billion, and ceased being involved in day-to-day operations of
the company. A year later, the company named David A. Brandon CEO.

Current era

Domino's Pizza logo used from 1996 until mid-2010s in major English-
speaking countries, and still use in many others)

The exterior of a Domino's Pizza store in Spring Hill, Florida.

The exterior of a Domino's Pizza store in Valdosta, Georgia with new 2015
signage.

In 2004, after 44 years as a privately held company, Domino's began trading

common stock on the New York Stock Exchange under the ticker symbol
"DPZ".[23]Industry trade publication Pizza Today magazine named Domino's
Pizza "Chain of the Year" in 2003, 2010, and 2011. In a simultaneous
celebration in January 2006, Domino's opened its 5,000th U.S. store
in Huntley, Illinois, and its 3,000th international store in Panama City,
Panama making 8,000 total stores for the system.[27] In August 2006, the
Domino's location in Tallaght, Dublin, Ireland, became the first store in
Domino's history to hit a turnover of $3 million (2.35 million) per year.[28] As of
September 2006, Domino's has 8,238 stores worldwide, which totaled $1.4
billion in gross income.

Innovations

In 2007, Domino's introduced its Veterans Delivering the Dream franchising

program and also rolled out its online and mobile ordering sites. In 2008,
Domino's introduced the Pizza Tracker, an online application that allows
customers to view the status of their order in a simulated "real time" progress
bar. The first Domino's with a dining room opened in Stephenville, Texas,
giving the customers the option to either eat in or take their pizza home. Since
2005, the voice of Domino's Pizza's US phone ordering service 1-800-
DOMINOS has been Kevin Railsback.

In a 2009 survey of consumer taste preferences among national chains

by Brand Keys, Domino's was last tied with Chuck E. Cheese's. In
December that year, Domino's announced plans to entirely reinvent its pizza.
It began a self-criticizing ad campaign in which consumers were filmed
criticizing the then-current pizza's quality and chefs were shown developing a
new pizza. The new pizza was unveiled that same month. The following year,
2010 and Domino's 50th anniversary, the company hired J. Patrick Doyle as
its new CEO and experienced a historic 14.3% quarterly gain. While admitted
not to endure, the success was described by Doyle as one of the largest
quarterly same-store sales jumps ever recorded by a major fast-food chain.

In 2012, Domino's Pizza changed their name to simply Domino's to

emphasize their variety of non-pizza products. At the same time, Domino's
introduced a new logo that removed the blue rectangle and text under the
domino in the logo, and changed the formerly all-red domino to be blue on the
side with two dots and red on the side with one dot

Products

Domino's Pizza (Malaysia), Chicken Pepperoni, New York Crust.

A makeline at a Domino's

The Domino's menu varies by region. The current Domino's menu in the
United States features a variety of Italian-American entrees and side dishes.
Pizza is the primary focus, with traditional, specialty, and custom pizzas
available in a variety of crust styles and toppings. In 2011, Domino's launched
artisan-style pizzas. Additional entrees include pasta, bread bowls, and oven-
baked sandwiches. The menu offers chicken side dishes, breadsticks, as well
as beverages and desserts.

From its founding until the early 1990s, the menu at Domino's Pizza was kept
simple relative to other fast food restaurants, to ensure efficiency of delivery.
Historically, Domino's menu consisted solely of one pizza in two sizes (12-inch
and 16-inch), 11 toppings, and Coca-Cola as the only soft drink option.

The first menu expansion occurred in 1989, with the debut of Domino's deep
dish or panpizza. Its introduction followed market research showing that 40%
of pizza customers preferred thick crusts. The new product launch cost
approximately $25 million, of which $15 million was spent on new sheet metal
pans with perforated bottoms Domino's started testing extra-large size pizzas
in early 1993, starting with the 30-slice, yard-long "The Dominator".

Domino's tapped into a market trend toward bite-size foods with spicy Buffalo
Chicken Kickers, as an alternative to Buffalo Wings, in August 2002. The
breaded, baked, white-meat fillets, similar to chicken fingers, are packaged in
a custom-designed box with two types of sauce to "heat up" and "cool down"
the chicken.

In August 2003, Domino's announced its first new pizza since January 2000,
the Philly Cheese Steak Pizza. The product launch also marked the beginning
of a partnership with the National Cattlemen's Beef Association, whose beef
Check-Off logo appeared in related advertising.[45] Domino's continued its
move toward specialty pizzas in 2006, with the introduction of its Brooklyn
Style Pizza, featuring a thinner crust, cornmeal baked in to add crispness, and
larger slices that could be folded in the style of traditional New York-style
pizza.
In 2008, Domino's once again branched out into non-pizza fare, offering oven-
baked sandwiches in four styles, intended to compete with Subway's
toasted submarine sandwiches. Early marketing for the sandwiches made
varied references to its competition, such as offering free sandwiches to
customers named "Jared," a reference to Subway's spokesman of the same
name.

The company introduced its American Legends line of specialty pizzas in

2009, featuring 40% more cheese than the company's regular pizzas, along
with a greater variety of toppings. That same year, Domino's began selling
its BreadBowl Pasta entree, a lightly seasoned bread bowl baked with pasta
inside, and the Lava Crunch Cake dessert, composed of a crunchy chocolate
shell filled with warm fudge. Domino's promoted the dessert by flying in 1,000
cakes to deliver at Hoffstadt Bluffs Visitor Center near Mount St
Helens in Washington State.

In 2010, shortly after the company's 50th anniversary, Domino's changed its
pizza recipe "from the crust up", making significant changes in the dough,
sauce, and cheese used in their pizzas. Their advertising campaign admitted
to earlier problems with the public perception of Domino's product due to taste
issues.

In September 2012, Domino's announced it was going to roll out a pan pizza
on September 24, 2012. Following this move, the Deep Dish pizza was
discontinued after 23 years of being on the menu.

In December 2013, Domino's Pizza, in Israel, unveiled its first vegan pizza,
which uses a soy-based cheese substitute.

After a stock low point in late 2009, the company's stock had grown 233
percent by late 2011. Even as the American economy has suffered and
unemployment has risen, Domino's has seen its sales rise dramatically
through its efforts to rebrand and retool its pizza
 OBJECTIVES OF THE STUDY

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

supervisor-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.

If employee development is required for performance improvement then solving

these performance problems should be straight forward with a clear
understanding of root causes. Possible approaches include changing the work
environment, better prioritization of conflicting priorities, time off, additional
training, shadow or buddy system, mentoring or coaching, changing team
environment or set objectives and soon.

RESEARCH METHODOLOGY

Research in common parlance refers to search for knowledge. Redman and Mory

define research as a Systematized effort to gain new knowledge. Research is an academic

activity and such the term should be used in technical sense. According to Clifford Woody,

Research comprises defining and redefining problem, formulating hypothesis or suggested

solutions; collecting, organizing and evaluating data; making deductions and research

conclusions; and at last carefully testing the conclusions to determine whether they fit the

formulating hypothesis. Research is thus an original contribution to the existing stock of

knowledge making for its advertisement. It is pursuit of truth with the help of study,

observation, comparison and experiment. In short the search for knowledge through objective

and systematic method of finding solution to problem is research.

RESEARCH DESIGN

A Research design is the arrangement of conditions for collection and analysis of data in a

manner that aims to combine relevance to the Research purpose with economy in procedure.

In fact the Research design is the conceptual structure within which Research is conducted: it

constitutes the blueprint for the collection measurement and analysis of data. It must be able

to define clearly what they want to measure and must find adequate methods for measuring it

along with a clear cut definition of population wants to study. Since the aim is to obtain

complete and accurate information in these studies, the procedure to be used must be

carefully planned. The research design must make enough provision for protection against
bias and must maximize reliability with due concern for the economical completion of the

search study.

Descriptive research is adopted for this study. It includes surveys and fact finding enquires

of different kinds. The major purpose of descriptive research is description of the state affairs

as it exists at present. The main characteristic of this method is that the researcher has no

control over the variables. He can only report what has happened or what is happened.

SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from the sampling frame, it refers to

the technique or procedure the researcher would adopt in selecting some sampling units from

which interferences about the population is drawn. Sampling type used is Simple Random

sampling technique.

DATA COLLECTIONS

For achieving the specific objectives of this study, data were gathered from both primary and

secondary sources.

Primary Sources

Direct conversation with the respective officers of the Departments.

Face to face conversation with the employees.

Employees opinion collected through Questions.

Observation of HR activities.
Secondary Sources:

Various records of the Company.

Different Types of system information.

Website of BMW Group.

Different newsletters.

Annual Performance Appraisal Form of company.

Personal files of employees.

STATISTICALTOOLS

Chi-square test

Percentage analysis

CHI-SQUARE TEST

The Chi-square test is an important test amongst the several tests of significance developed

by statisticians. Chi-square is a statistical measure used in the context of sampling analysis

for comparing a variance to a theoretical variance. As a non-parametric test, it can be used to

determine if categorical data shows dependency or the two classifications are independent.

The test is, in fact, a technique through the use of which it is possible for all researchers to

i. Test the goodness of fit

ii. Test the significance of association between two attributes and

iii. Test the homogeneity or the significance of population variance.

As a test of independence, test enables us to explain whether or not two attributes are

associated. In such a situation, we proceed with the null hypothesis that the two attributes are

independent. If the calculated value is less than the tabulated value at certain degrees of

freedom, the null hypothesis is accepted and vice versa.

is calculated as follows:

2 E Where
= (O-E) = Chi-Square Oi = Observed Frequency Ei = Expected Frequency

is always positive.

The expected value for the contingency tabulated as follows.

E= (Row total*Column total) Grand total

The test depends on the set of observed and expected values and on the degrees of freedom.

The distribution is the limiting approximation designation. 4.4.2 PERCENTAGE

ANALYSIS It refers to a special kind of ratio. Percentage is used in making comparison

between two or more series of data; percentages are used to determine relationship between

the series if data finding the relative differences becomes easier through percentage. It is

expressed as, Percentage (%) = No. of respondents x 100 Total no. of respondents
 DATA ANALYSIS AND INTERPRETATION

GENDERWISE CLASSIFICATION OF RESPONDENTS

TABLE 5.1 GENDER WISE CLASSIFICATION OF RESPONDENTS

Gender No. of respondents Percentage (%)

Male 89 89

Female 11 11

Total 100

Source: Primary Data

INTERPRETATION: From the above table, it can be inferred that 89% of the respondents are
male and 11% of the respondents are female.
GENDER WISE CLASSIFICATION OF RESPONDENTS

AGEWISE CLASSIFICATION OF RESPONDENTS

AGEWISE CLASSIFICATION OF RESPONDENTS

Age No. Of Respondents Percentage (%)

20-25Age 25 25

30-35Age 33 33

40-45Age 30 30

Above-45Age 12 12

Total 100 100

Source: Primary Data

INTERPRETATION:

From the above table, it can be inferred that 33% of the respondents are in the age of 30-35,
30% of the respondents are in the age of 40-45, 25% of the respondents are in the age of 20-25
and 12% of the respondents are in the age above 45.
AGEWISE CLASSIFICATION OF RESPONDENTS

EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

Experience No. Of Respondents Percentage (%)

Below 5Years 28 28

5-lO Years 54 54

10-15 Years 18 18

Above15Years - -

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 54% of
the respondents are having 5-10years experience persons, 28% of the respondents have below
5Years of experience persons, 18% of the respondents are having 10-15years of experience and
no respondents have experience more than 15years.
EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS
EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

Educational No. Of Respondents Percentage (%)

Qualification

UG degree 49 49

PG degree 19 19

Engineering 04 04

Other ITI 28 28

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 49% of
the respondents are UG degree holders, 28% of the respondents are some others (ITI), 19% of
respondents are PG degree holders and 4% of the respondents are engineering graduates.
EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

FREQUENCY OF PERFORMANCE APPRAISAL

Performance Appraisal No. of respondents Percentage (%)

Once a Year 100 100

Twice a Year - -

No Specific Time - -

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents agree that performance appraisal is conducting once a year.

REASON FOR CONDUTING PERFORMANCE APPRISAL

REASON FOR No. of respondents Percentage (%)

CONDUTING
PERFORMANCE
APPRISAL
Performance Appraisal
Conducting

To identity motivating - -
methods

To decide monetary - -
benefits

Identifying barriers of - -
performance

All of the above 100 100

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondent's agree that the reason for conducting performance appraisal includes all the
factors such as to identity motivating methods, to decide monetary benefits and identity
barriers for performance.

DURATION OF PERFORMANCE APPRAISAL CONDUCTED

When Performance No. of respondents Percentage (%)

Appraisal conducted

During working hours 87 87

During non-working 13 13
hours

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that for 87%
of the respondents' performance appraisal is conducted during working hours and for 13%
respondents' performance appraisal is conducted during non-working hours.

DURATION OF PERFORMANCE APPRAISAL CONDUCTED

WHO CONDUCT PERFORMANCE APPRAISAL

Who Conducts No. Of Respondents Percentage (%)

Performance appraisal

Superior - -

Peers - -

Everyone - -

Outsider 100 100

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that for 100%
of the respondents performance appraisal is conducted by outsiders.

REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

Informed reason for No. Of Respondents Percentage (%)
Performance
appraisal conducting

Always 20 20

Sometimes 77 77

Never 03 03

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 77% of
respondents feel that the reason for performance appraisal is discussed sometimes, 20% of the
respondent's feel it is discussed always and 3% of respondents say reason is never discussed.
REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

Meetings of Employee No. Of Respondents Percentage (%)

performance

Nil - -

Once 100 100

Twice - -

Thrice - -

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that for 100%
of the respondents meeting on performance is conducting once a year.

Meetings of Employee No. Of Respondents Percentage (%)

performance

Nil - -

Once 100 100

Twice - -

Thrice - -

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that for 100%
of the respondents meeting on performance is conducting once a year.
PERFORMANCE APPRAISAL PROGRAMS RELATEDWITH ORGANIZATIONAL GOALS

Goals No. Of Respondents Percentage (%)

To a high extent 12 12

To some extent 69 69

To a low extent 19 19

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 69% of
the respondents feel the performance appraisal relates to some extent to organization goals,
19% feel to a low extent and12% feel to a high extent it relates.

PERFORMANCE APPRAISAL PROGRAMS RELATED WITH ORGANIZATIONAL GOALS

1NVOLVEMENT IN DESIGNING APPRAISAL SYSTEM

Opinion No. of Respondents Percentage (%)

Always - -

Sometimes - -

Never 100 100

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents say they are never involved in designing the appraisal system.
PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

S. No Relevance No. Of Percentage (%)

Respondents

1 Highly relevant 87 87

2 Relevant 13 13

3 No idea - -

4 Irrelevant - -

5 Highly irrelevant - -

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 87% of
the respondents feel that performance appraisal is highly relevant to employee job and 13% feel
it is relevant.
PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

Opinion and No. of Respondents Percentage (%)

Suggestions

Mostly 100 100

Rarely - -

Never - -

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents mostly share their opinion and suggestions to their managers

TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM

Forms No. of Percentage

respondents

Yes 100 100

No - -

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents are given training to fill the appraisal form.
APPRAISER'S AWARENESS ON EMPLOYEE JOB RESPONSIBLITIES AND DUTIES

Aware No. of respondents Percentage (%)

Completely Aware - -

Aware to an extent - -

Not Aware 100 100

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents feel that the appraiser is not aware of their job responsibilities and duties.
 FINDINGS

Presence of a firmly implemented career plan- good sense of growth.

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

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 to the management cadre staff.

Suggestions and innovations are not rewarded.

Supervisors are patient with the employees problems.

Good performance leads to annual increments and promotions.

Training and development programs are not very effective and helpful.

The purpose of Performance Appraisal System followed in the company is

fulfilled.
 RECOMMENDATION/SUGGESTIONS

Extensive of the job training.

Free hand in decision making.

Focused job responsibility.

Transparent career planning of all officers.

Give tangible advantages. fa

Exemplary rewards should be given for unique achievements of the

employees.

Informal were calling as and when they need.

Giving chance in decision making.

Reward for employee work.

Proper interactions with seniors.

Effective training and development programs should be held.

Proper feedback should be given to the management cadre staff at fixed

time periods.

Suggestions and innovations should be encouraged.

Performance appraisal system should be extensively used in job rotation.

Up gradation of basic qualification of all workers to be taken in future

based on their performance.

Improve competency of the workers.

 The company should concentrate more on individual development.

AREA OF THE STUDY

The study is focused on a very general level rather than a full scale

detailed report.

The study does not get information from an in depth prospective.

The study is not necessarily the solution to the problem that exists.

There were a lot of breaks and hindrances while the study took place.

The feedback given by recipients is not necessarily right.

 CONCLUSION
Performance appraisal should not be perceived just as a regular

activity but its importance should be recognized and

communicated down the line to all the employees.

There should be a review of job analysis, job design and work

environment based on the performance appraisal.

It should bring more clarity to the goal and vision of the

organisation.

It should provide more empowerment to the employees.

New methods of appraisal should be adopted so that both

appraiser and the appraisal take interest in the appraisal process.

The employees who have excellent performance should be used as

a mentor for other employees which would motivate others to

perform better.

Employees should be given feedback regarding their appraisal.

This will help them to improve on their weak areas.

 Financial and non-financial incentives should be linked to the

annual appraisal system so that employees would be motivated to

perform better.
 BIBLIOGRAPHY

Books:

Donald L. Kirkpatrick, 2006, Improving Employee Performance through Appraisal

and Coaching.
Richard Rudman, 2003, Performance Planning and Review.
Roger E. Herman, 1997, The Process of excelling, oak Hill press.
P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial
Relations, Himalaya Publishing House.

Journals:

Gitam Journal of Management.

Journal of Occupational and Environmental medicine.
Indian Journal of Social Work.
Indian Journal of Human Resource.
 WEBLIOGRAPHY

Websites Visited:

www.jkorg.in
www.answers.com
www.wikipedia.org
 TABLE OF CONTENTS

S.NO. PARTICULAR

1. INTRODUCTION OF THE TOPIC

2. COMPANY PROFILE

3. OBJECTIVE OF THE STUDY

4. RESEARCH METHODOLOGY

5. DATA ANALYSIS AND INTERPRETATION

6. FINDINGS

7. RECOMMENDATION/SUGGESTIONS

8. AREA OF STUDY

9. CONCLUSION

10. BIBLIOGRAPHY

11. WEBLIOGRAPHY
 A
PROJECT REPORT
ON
A STUDY ON PERFORMANCE APPRAILSAL IN DOMINOS AT
JABALPUR
Submitted for the partial Fulfillment of the requirement for the award of degree in

MASTER OF BUSINESS ADMINISTRATION

Prof. Nitin Gour Mrs. Kalpana Singh

H.O.D. M.B.A. Internal Guide
Submitted By
SHWETA YADAV
M.B.A. III Sem
Enrol No. BB/8264

Submitted To
RANI DURGAWATI VISHWAVIDYALAYA JABALPUR

RANI DURGAWATI VISHWAVIDYALAYA JABALPUR (M.P.)

2015
 ACKNOWLEDGEWENT

First of all I would like to thank Prof. Nitin Gaur,

HOD MBA Department of Takshshila Institute of
Engineering & Technology, for his whole hearted
support.

I express my sincere thanks to my supervisor

Mrs. Kalpana Singh (lecturer, MBA) for giving me
valuable suggestions for the preparation of the project
report.
Finally I am grateful to my parents and
family members who had to put up with several of my
demand while doing the project. Without their help
and emotional support, I do not think I would
have completed this project report.

SHWETA YADAV
TAKSHSHILA INSTITUTE OF ENGINEERING & TECHNOLOGY

DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

I hereby certify that SHWETA YADAV has completed her

project entitled A STUDY ON PERFORMANCE APPRAILSAL IN
DOMINOS AT JABALPUR under the guidance of Mrs. Kalpana Singh
Faculty of HR for partial fulfillment of the degree of Master of Business
Administration.

The project is forwarded to examiner for evaluation.

PROF. NITIN GOUR

(H.O.D.)
 Declaration
I hereby declare that the project report entitled
"A STUDY ON PERFORMANCE APPRAILSAL IN
DOMINOS AT JABALPUR" in the partial fulfillment
of course curriculum of the degree Master of
Business Administration from Takshshila Institute
of Engineering & Technology, Jabalpur (M.P)

The work done by me is my own piece of work

and authentic to the best of my knowledge under
the supervision of Prof. Mrs. Kalpana Singh.

Date: SHWETA YADAV

Place: