Professional Documents
Culture Documents
ON
MANAGEMENT THESIS
Faculty member
Hyderabad
DECLARATION
I here by declare that the project work entitled “Performance Appraisal- A study on
HR practices at Aditya Birla Group (Grasim Industries)” for the academic year
SS 2008-2010 submitted to IIPM in partial fulfillment of the requirement for the award
of the “Master of Business Administration” is a bonafide work carried out by me under
the guidance of ______, guide, and this has not been submitted to IIPM or any other
university.
Date:
ACKNOWLEDGEMENT
At the very outset, I would like to thank the lord for the supernatural
grace and mercies.
.
Abstract
1.1 Introduction
II COMPANY PROFILE
IV LITERATURE REVIEW
VII CONCLUSION
ABSTRACT
The purpose of this study was to determine the factors which the employees in the
organization preferring for their appraisal and the employees satisfaction with the existing
appraisal system. The results of the current study can be used by organizations to develop
policies, practices, and strategies regarding their appraisal system and can create greater
efficiencies in meeting strategic business objectives. Findings were made based on the
data collected from 150 employees with the aid of a questionnaire in which 5-point likert
scale and rating scale were employed. Most of the respondents rated both subjective and
objective measures as preferable. It was also found that some employees surveyed are
dissatisfied with their present organization appraisal methods and there are great chances
that they may leave their employer if they get better job opportunities from any better
employer. The employers must pay attention to this situation and design effective methods
as remedies at the earliest or else they may soon lose their efficient workforce.
Company Profile
Aditya Birla Group is India's first truly multinational corporation. The group has an annual
turnover of US$ 24 billion and has over 1,00,000 employees belonging to over 25 different
nationalities on its rolls.
India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK,
Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.
In India:
Hindalco:
It has established been in 1958, Hindalco deals in Aluminium and Copper and is an industry leader
in both. Hindalco is the world's largest aluminium rolling company and one of the biggest
producers of primary aluminium in Asia. Its copper smelter is today the world's largest custom
smelter at a single location. In 2007, Hindalco acquired Novelis and in the process became the
world's largest aluminium rolling company and one of the biggest producers of primary aluminium
in Asia, as well as India's leading copper producer.
Aditya Birla Nuvo: Aditya Birla Nuvo is a diversified business conglomerate with interests in
viscose filament yarn (VFY), carbon black, branded garments, fertilizers, textiles and insulators.
Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into life insurance,
telecom, business process outsourcing (BPO), IT services, asset management and other financial
services.
Ultra Tech Cement: The Groups cement business is under both Grasim and UltraTech cement.
Together the two companies under the group account for a substantial share of the cement market
in India.
UltraTech cement comprises the erstwhile cement business of L&T which was acquired by the
group.Ultra Tech Cement manufactures and markets Ordinary Portland Cement, Portland Blast
Furnace Slag Cement and Portland Pozzolana Cement. It is the country's largest exporter of
cement clinker. Its export market includes countries around the Indian Ocean, Africa, Europe and
the Middle East.
GRASIM INDUSTRIES LIMITED is the flagship company of Aditya Birla Group. Grasim itself is a
multi-product company with cement being the major area of focus. Now a day the cement division of
the Grasim industries Limited works under the banner of the Ultratech Cement limited (UTCL). In
August 1998, Grasim acquired the well-known Dharani Cements Ltd situated at Reddipalayam,
Perambalur District. Soon after the acquisition, Grasim embarked on a most prestigious project of one
million top capacity cement plant at the existing locations.
Concrete is a hardened building material created by combining a binder i.e. cement (commonly Portland
cement), aggregate (generally gravel and sand), water and admixtures. Although people commonly use
the word cement as a synonym for concrete, it is only one of several components in modern concrete.
As concrete dries, it acquires a stone-like consistency that makes it ideal for constructing roads, bridges,
water supply and sewage systems, factories, airports, railroads, waterways, mass transit systems.
Concrete is used more than any other man made material on the planet. It was in 1824, when Joseph
Aspdin and Isaac Charles Johnson refined synthetic cement that Portland cement came into existence.
However, it was not widely used until World War II, when several large docks and bridges were
constructed.
Today, different types of concrete are categorized according to their method of installation. Ready or
pre-mixed concrete is batched and mixed at a central plant before it is delivered to a site. This type of
concrete is sometimes transported in an agitator truck and is also known as transit-mixed concrete.
Shrink-mixed concrete is partially mixed at the central plant and its mixing is then completed en route to
the site.
The secret of good concrete lies in the degree of quality control and technical parameters of the mix.
UltraTech, the Aditya Birla Group Company, which makes good concrete better, maintains a high level
of precision in its quality assurance procedures and produces world-class concrete that comes in a
package of highly reliable durability, strength and performance.
The making of concrete is a science as well as an art. Science because the right proportions of all the
ingredients as per the standard Bureau of Indian Standards (BIS) code assures the desired strength and
durability. And an art because it is not just the accurate proportioning which determines the quality of
concrete, but the way it is mixed, placed, compacted, cured and protected also play a great role.
UltraTech Concrete makes good concrete better because the company takes extra care to make sure it is
perfect both ways — proportion wise and handling wise. To ensure quality, each and every sample of
concrete passes through stringent tests in fresh and hardened state to ensure strength, durability and
performance.
Cement
Fresh cement, protected from weathering conditions and influence of external environment such as air,
moisture etc., is an important ingredient of concrete. UltraTech Concrete plant uses fresh cement directly
procured from the cement plants through cement bulkers, which in turn pump it directly into the concrete
silos thus protecting it from the external environment.
Coarse aggregates
Coarse aggregates — free from clay, weeds and other organic materials, cubical or rounded with a
combination of different sizes and not elongated or flaky — ensure proper strength of the concrete and
make it non-porous. These coarse aggregates are a vital ingredient of good concrete. UltraTech Concrete
directly sources the aggregates from selected and approved suppliers, tested as per BIS for size, shape,
gradation, impact value and crushing value etc.
Fine aggregate
Sand, the fine aggregate used in concrete must be free from silt, clay, salts and organic materials to
prevent shrinkage cracks, which affect the concrete quality and durability.
UltraTech Concrete directly purchases sand from selected and approved suppliers tested for moisture
content. To maintain the correct water-cement ratio, UltraTech Concrete plants use moisture sensors and
an automatic water correction procedure.
Water:
Potable water, free from impurities such as oil, alkalies, acids, salts, sugar, organic materials is ideal for
concrete. UltraTech Concrete uses water tested at frequent intervals and uses water purifiers whenever
necessary.
Admixture
Admixtures used in concrete during mixing ensures its workability (the ease of placing of concrete in
moulds) and the setting time is carefully chosen from reputed companies. The workability is measured for
every batch through the slump cone and is controlled using a scientific method of dosing. UltraTech
Concrete is equipped with computerized batching and mixing plants to strictly monitor the quality of the
concrete. It uses a computerized recipe for the raw mix design (cement : sand : coarse aggregate : water :
admixture) and quantities of raw materials are weighed automatically as per the design mix. The water-
cement ratio, very important to satisfy the strength and durability criteria of concrete, is pre-designed
through a scientific mix design as per the BIS standards and kept constant throughout to maintain the
consistency in quality for a particular mix. Mixing is generally done through high efficiency pan mixers
(machine mixers / turbo mixer) to ensure uniform and consistent quality concrete.
Transportation
The transport of concrete from its place of mixing to the delivery point is very critical, as there is
possibility of the concrete drying out and losing its workability and plasticity.
UltraTech Concrete transports concrete from its ready mix concrete plants to the site through transit mixers.
Further, the concrete is pumped to the actual point of concreting using high efficiency concrete pumps, thus
maintaining the homogeneity of the concrete throughout the transit till the final deposition. Placing the
concrete is expedited scientifically by specialized delivery trucks. Qualified and experienced engineers
monitor the entire operation.
Reaching out to seven million people annually through the Aditya Birla Centre for Community
Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
Focusing on: health care, education, sustainable livelihood, infrastructure and espousing social
cause.
.
Ultratech Cement Ltd is having its own vision, mission and values.
People contribute when they relate to an organization and they relate, when they understand the
organization. People understand an organization through its values by experiencing the culture that values
create and by using the systems and processes that values define. In large organizations, such shared
understanding cannot be created through leadership of individuals alone; it requires leadership of principles,
of beliefs, of conviction. Integrity, Commitment, Passion Seamlessness, Speed. These together constitute
what they call their “Value”.
Organizational Chart
RMC Central
Head
RMC
Head
Mktg & Head Head
Head Tech. Operatio Head Head Head
Sales
HR Service n F&C SCM Projects
Head
Head Head Head Head II Aggrega Head
Sales Mktg. O&M te Logistics
RMC HR
Head HR
Recruitment
Specialist Zonal Co-
Org. ordinators
Development North/East/Wes
t/South
Training
School
CHAPTER 1
INTRODUCTION
These goals are interrelated because one of the principal ways that managers motivate
workers is by making decisions about how to distribute outcomes to match different
levels of performance.
Managers can use the information gained from performance appraisal for two main
purposes:
• Objective measures such as numerical counts are based on facts. They are
used primarily when results are the focus of Performance appraisal. The number
of televisions a factory worker assembles in a day, the dollar value of the sales a
salesperson makes in a week, the number of patients a physician treats in a day
and the return on capital, profit margin, and growth in income of a business are
all objective measures of performance.
• Subjective measures are based on individuals' perceptions, and can be used
for appraisals based on traits, behaviors, and results. Because subjective
measures are based on perceptions, they are vulnerable to many of the biases
and problems that can distort person perception. Because there is no alternative
to the use of subjective measures for many jobs, researchers and managers
have focused considerable attention on the best way to construct subjective
measures of performance.
• 360-degree appraisal - a worker's performance is evaluated by a variety of
people who are in a position to evaluate it. A 360-degree appraisal of a manager,
for example, may include evaluations made by peers, subordinates, superiors,
and clients or customers who are familiar with the manager's performance. The
manager would then receive feedback based on evaluations from each of these
sources. When 360- degree appraisals are used, managers have to be careful
that each evaluator is familiar with the performance of the individual he or she is
evaluating. While 360-degree appraisals can be used for many different kinds of
workers they are most commonly used for managers.
1.2 STATEMENT OF THE PROBLEM
The study includes the calculation of null hypothesis and alternative hypothesis
by comparing age group of the respondents and preference of the appraisal system.
• Introduction
• Concepts and review
• Research methodology
• Data analysis and interpretations
• Results and Discussions
CHAPTER 2
A formal and systematic process, by means of which the job relevant strength
and weakness of the employees are identified, observed, measured and developed.
In the best of worlds, employees would love their jobs, like their co-
workers, work hard for their employees, get paid well for their work, have
ample chances for advancement, and flexible schedules so they could
attend to personal or family needs when necessary.
ARGUMENT:
CONCLUSION:
RESEARCH:
CONCLUSION:
The business model deliver value through optimal use of offshore and onsite
resources and through managed relationships under the RM model. Clients get the
value through the pragmatic approach to an engagement rather than a cost based
model or a purely process driven model. Irrespective of activity with the clients the
company have demonstrable methods of showing enhanced productivity.
IT Infrastructure
• 15000 sq.ft. offshore It development facility
• 128 kbps dedicated 24*7 internet access with secure firewall protection.
• Intel Pentium 4/ windows 2000, sun Solaris and Intel based red Linux servers.
• 40+ workstations, TCP based 100/1000 MBPS Ethernet LAN on 100 MBPS
switches
• Complete data backup recovery infrastructure with disaster recovery facility
• In – house training facilities.
IT Services
Span systems are tailor- made to clients needs and built around the following
key areas relevant to any business enterprise:
• Application development- customized software applications based on the
architecture constructed by our business consulting services.
• Business intelligence- productivity solutions that empower decision makers to
access data across the enterprise.
• Education and training- training and up gradation of skills in data modelling,
UML modelling, data ware housing and business intelligence for corporate.
Contracting
People, project and system recovery support. Span systems offers solutions that
are strategically aligned with corporate business goals. Span systems undertake
mobilization of personnel under placement at the client identified locations. On request,
or at the conclusion of the contract period, the deputed personnel are demobilised from
the client sites.
IT Expertise
• Operating systems: windows 98/2000/XP, Red Hat Linux and Sun Solaris.
• Development Tools: Visual Basic, Power Builder, Oracle Developer.
• Databases: Oracle, Sybase, SQL Server,DB2 and MySql
• UML Modelling tools: describe and rational rows.
• Data modelling tools: ER Studio, ER Win and power designer
• Groupware: Lotus notes/domino, MS exchange.
• Business intelligence: Oracle discoverer, business objects and congas.
• Data warehouse tools: DT Studio
• Web tools: Macro media dream weaver/flash and adobe Photoshop.
CHAPTER 3
METHODOLOGY
3.1 INTRODUCTION
The design for this study is descriptive research design. This design
was chosen as it describes accurately the characteristics of a particular
system as well as the views held by individuals about the system. The
views and opinions of employees about the system help to study the
suitability of the system as well as the constraints that might restrict its
effectiveness
3.3 SAMPLING TECHNIQUES
SAMPLE SIZE
PRIMARY SOURCE:
SECONDARY SOURCE:
The data for this study has been collected through primary sources. Primary data
for this study was collected with the help of Questionnaires and evaluation feedback
forms. The extra information was collected through interviews with the employees at
various companies.
3.5 TOOLS OF THE STUDY
The tool used for collecting the data is through the questionnaire.
The main reason for selecting the questionnaire method for the study is:
• Respondents have adequate time to give well thought out answers.
• The time of the study was also a limiting factor.
• Five pointer scales were use through the Questionnaire.
Chi-Square Test
The Chi-Square test is one of the simplest and most widely used non-parametric
test in statistical work. It is practically useful in tests involving nominal data. It can be
used for higher scales. It makes no assumptions about the population being sampled. If
Chi-Square is zero it means that the observed and the expected frequencies completely
coincide, while the greater the value of Chi-Square is , the greater would be the
discrepancy between observed and the expected frequencies.
The formula for computing Chi-Square is
CHI-SQUARE = (O-E)2 / E
Where O = Observed Frequency, E = Expected Frequency
The calculated value of chi-square is compared with the table value of chi-square
for given degrees of freedom of specified level of significance. If the calculated value of
chi-square is greater than the table value the difference between the theory and the
observed is considered to be significant, i.e., it could not have risen due to fluctuations
of simple sampling. On the other hand if the calculated value is less than the table
value, the difference between the theory and observation is not considered significant,
i.e., it could have risen due to fluctuations of sampling.
PERCENTAGE ANALYSIS:
Such questions are also called fixed alternative questions. This method is also
facilitators the respondent to answer in some other way on other alternative is provided
as a choice.
CHAPTER – 4
Table 1
Inference
From the above table it is inferred that out of 50 respondents 88% of them are
male and 12% of the respondents are female.
Figure 1
100 88
90
80
e 70
g 60
a
t
n 50
e
c
r 40
e
p 30
20 12
10
0
male female Table 2
sex
Table showing age group of the respondents
Inference
The above table shows that 28% of the respondents are between the ages 24-28,
26% of the respondents are above 38, 18% of the respondents are 29-33 and 34-38
and only 10% of the respondents are between the ages
19-23.
Figure 2
Table 3
Table showing the date of joining of the respondents
Inference
The above table 68% of the respondents are joined during 2001-07, 20% of the
respondents are joined during 91-2000, 10% of the respondents are joined during 81-90
and 2% of the respondents are joined during 71-80.
Figure 3
date of joining
80 68
60
40 20 date of joining
20 2 10
0
- - - -
Table 4
Inference
The above table shows that 65% of the respondents prefer supervisors appraisal,
20% of the respondents prefer subordinates appraisal and remaining 10% of the
respondents prefer peers appraisal.
Figure 4
preference of appraisal
90
100
80
60 20.4 27.4
40 Preference of Appraisal
20
0
p
rs
e
o
s
r
sn
te
a
p
u
rv
e
s
rd
o
b
u
s
i
i
Table 5
Table showing the basis of the performance appraisal
No of Simple
Basis of respondent percentage
performance s
appraisal
Quality 18 12
Target 12 08
Both 120 80
Inference
The above table shows that 80% of the respondents prefer both the quality and
target for their basis of performance appraisal, 12% of the respondents prefer quality
alone and 8% of the respondents prefer target alone.
Figure 5
Table 6
Table showing frequency of the appraisal system
Frequency No of Simple
of appraisal respondents percentage
Monthly 09 06
Half yearly 60 40
Annual 75 50
360 degree 06 04
Inference
From the above table shows that 50% of the respondents prefer annual
appraisal, 40% of the respondents prefer half yearly appraisal, 6% of the respondents
prefer monthly appraisal and 4% of the respondents prefer 360 degree appraisal.
Figure 6
Table 7
Table showing performance appraisal
Performance No of Simple
appraisal respondent percentage
based on s
Personality 06 04
traits
Behaviour 09 06
Results 15 10
All the above 120 80
Inference
From the above table shows that 80% of the respondents prefer personality
traits, behaviour and results, 10% of the respondents prefer results alone, 6% of the
respondents prefer behaviour, 4% of the respondents prefer personality trait
Figure 7
Table 8
Table showing types of appraisal
Types of No of Simple
appraisal respondent percentage
s
Subjective 18 12
Objective 18 12
Both 114 76
Inference
The above table shows that 76% of the respondents prefer both subjective and
objective factors, 12% of the respondents prefer subjective alone and 12% of the
respondents prefer objective alone.
Figure 8
Table 9
Based on No of Simple
gender, any respondent percentage
discrimination s
Yes 48 32
No 102 68
Inference
The above table shows that 68% of the respondents said that there is no gender
discrimination and the remaining 32% said there is gender discrimination.
Figure 9
Table 10
Table showing daily contact at the time of appraisal
Daily No of Simple
contact at respondents percentage
the time of
appraisal
SA 09 06
A 72 48
NC 30 20
D 33 22
SD 06 4
Inference
The above table that 48% of the respondents agree that they are having daily
contact, 22% of the respondents are having no comment, 20% of the respondents are
disagree with the daily contact, 3% of the respondents are strongly agree with the daily
contact and 2% of the respondents are strongly disagree with the daily contact.
Figure 10
Table 11
Table showing feedback given at the time of appraisal
Feedback No of Simple
given at the respondent percentage
time of s
appraisal
SA 21 14
A 84 56
NC 30 20
D 12 08
SD 03 02
Inference
The above table shows that 56% of the respondents are agree with the feedback
given at the time of appraisal, 20% of the respondents given no comment, 8% of the
respondents are disagree with the feedback, 14% of the respondents are strongly agree
with the feedback and 2% of the respondents are strongly disagree with the feedback
given at the time of appraisal.
Figure 11
Table 12
Appraisal No of Simple
evaluates respondent percentage
strength and s
weaknesses
SA 36 24
A 63 42
NC 36 24
D 09 06
SD 06 04
Inference
The above table shows that 42% of the respondents agree with evaluating their
strength and weaknesses, 24% of the respondents are strongly agree with their
evaluation, 24% of the respondents given no comment based on their evaluation,6% of
the respondents are disagree with the evaluation and 4% of the respondents are
strongly disagree with the evaluation of strength and weaknesses.
Figure 12
Table 13
Inference
The above table shows that 56% of the respondents are agree with evaluation of
skill gaps, 26% of the respondents given no comment, 10% of the respondents are
strongly agree with evaluation of skill gaps and 8% of the respondents are disagree with
the evaluation of the skill gaps.
Figure 13
Table 14
Organizatio No of Simple
n providing respondent percentage
effective s
training
SA 36 24
A 48 32
NC 54 36
D 09 06
SD 03 02
Source: Primary data
Inference
The above table shows that 36% of the respondents given no comment regarding
effective training, 32% of the respondents are agree with the effective training, 24% of
the respondents are strongly agree with the effective training, 6% of the respondents
are disagree with the effective training and 2% of the respondents are strongly disagree
with the effective training.
Figure 14
Table 15
Table shows is the appraisal helps in personal growth
Appraisal
helps in No of Simple
personal respondent percentage
growth s
SA 36 24
A 69 46
NC 39 26
D 06 04
SD 00 00
Inference
The table shows that 46% of the respondents are agree with their personal growth,
26% of the respondent’s given no comment, 24% of the respondents are strongly agree
with their personal growth and 4% of the respondents are disagree with their personal
growth.
Figure 15
Table 16
Inference
The table shows that 54% of the respondents are agree with the promotion aspects,
30% of the respondents are strongly agree, 10% of the respondents given no comment
and 6% of the respondents are disagree with the promotion aspects.
Figure 16
Table 17
Recommendation No of Simple
for job rotation respondents percentage
Yes 120 80
No 30 20
Inference
The above table shows that 80% of the respondents recommended for their job
rotation and 20% of the respondents are not recommended the job rotation for their
development.
Chart 17
Table 18
Recommendatio No of Simple
n respondent percentage
For job s
enlargement
Yes 135 90
No 15 10
Inference
The above table shows that 90% of the respondents recommended for their job
enlargement and 10% of the respondents are not recommended the job enlargement for
their development.
Figure 18
20 10
0
yes no
development
Ideas to recommend No of Simple
for their development respondent percentage
s
Yes 30 20
No 120 80
Inference
The above table shows that 80% of the respondents recommended their ideas
for their development and 20% of the respondents are not recommended their ideas for
their development.
Figure 19
45
40
40
35
30
25 Ideas to recommend for
their development
20
15
10
10
5
0
yes no
Table 20
Yes 105 70
No 45 30
Inference
The above table shows that 70% of the respondents are agreeing with face to
face interaction with the supervisor and 30% of the respondents are not agree with the
face to face interaction with the supervisors.
Figure 20
Table 21
No 21 14
Inference
The above table shows that 86% of the respondents are agree with their
opportunities given by the organization and 14% of the respondents are not agree with
the opportunities given by the organization.
Figure 21
Table 22
No 45 30
Inference
The above table shows that 70% of the respondents are agree with the changes
in attitude and behaviour ant the remaining 30% of the respondents are disagree with
the changes in attitude/behaviour during appraisal period.
Figure 22
80 70
70
60
50 Appraisal
40 30 changes your
30 attitude
20
10
0
yes no
Table 23
No 30 20
Inference
The above table shows that 80% of the respondents are satisfied with CFR
ratings and the remaining 20% of the respondents are dissatisfied.
Figure 23
Table 24
No 33 22
Source: Primary data
Inference
The above table shows that 78% of the respondents are satisfied with the
increase of salary through performance ratings and the remaining 22% of the
respondents are dissatisfied.
Figure 24
Table 25
Yes 114 76
No 36 24
Inference
The above table shows that 76% of the respondents are happy with the present
appraisal system and 24% of the respondents are unhappy with the present appraisal
system.
Figure 25
4.2 HYPOTHESIS TESTING
Chi-square test to find out the comparison between Age group of the
respondents and the preference of performance appraisal types.
Null Hypothesis
Alternative Hypothesis
Level of Significance
5% level of significance
Test Statistics
X2 = (Oi- Ei)2
Ei
Calculation
CHAPTER 5
• 80% of the respondents are satisfied with CFR ( critical factor ratings )
• 78% of the respondents are agreeing with increase in their salary through CFR
ratings.
• 76% of the respondents are happy with the present appraisal system.
• The chi-square analysis show that the comparison between the age of the
respondents and types of appraisal level calculated value of x2.
5.2 SUGGESTIONS
The organization should conduct the following programmes for their development
which are
• 3 Modelling software
• The appraiser should keep on contact with the employees and motivate
them for their growth and also to achieve the organizational goals.
5.3 CONCLUSION
REFERENCES
• VSP Rao – Human Resource Management, Anurag Jain for excel books, 2005
ninth edition.
• Website : www.spansystems.com
• Website : www.google.com
APPENDIX
4. Designation : ___________________
a) Peers
b) Subordinates
c) Superiors
a) Quality
b) Target
c) Both
a) Monthly
b) Half yearly
c) Annual
d) 360 degree
a) Personality traits
b) Behavior
c) Results
d) All the above
1 – Strongly agree
2 – Agree
3 – No comment
4 – Disagree
5 – Strongly disagree
1 2 3 4 5
12. During appraisal, the appraiser had daily contact with you.
15. The appraiser exactly evaluated the skill gaps within you.
21. Do you have any ideas to recommend for your development? Yes/No
22. At the time of appraisal documentation review, did you have face to Yes/No
face interaction with your appraiser?
24. Does the performance appraisal review actually change your Yes/No
attitude / behaviour?
25. Are you satisfied with the critical factor ratings? Yes/No
26. Based on the performance ratings, is there any increase in the salary? Yes/No
27. Are you happy with the present appraisal system? Yes/No
This survey is only for educational purpose. Strict confidentiality will be maintained
and no details will ever be revealed to others.