Performance Appraisal Project

PROJECT REPORT
ON PERFORMANCE APPRAISAL
&
STUDY ON
“ASSESSING EMPLOYEES PERFORMANCE”

AT
AP FOREST ACADEMY
A project report submitted to CMED School of Management.

In partial fulfillment of the requirements for the award of degree
Of
MASTER OF BUSINESS ADMINISTRATION
By
S.NAVANITHA
(39308ED125)
Ratna Nilay, Near Flyover, Narayanaguda, Hyderabad-29

Ph.040-66639393 www.cmed.ac.in
DECLARATION
I S.Navanitha declare that the project report entitled “A study on assessing

employee’s performance” A Case Study at AP FOREST ACADEMY, is an
original and bonafide work done by me during the academic year 2008-2010. This is
being submitted in the partial fulfillment of the requirement for the award of degree
of the Master of Business Administration. The matter embodied in this report has
not been submitted for the award of any other degree or diploma.
S.NAVANITHA
ACKNOWLEDGEMENT
I consider as a great privilege to thank all those people who helped me to complete
this project work. I express my sincere thanks to the CMED School of Management and our
respected director Dr. Rama Krishna garu for giving me this opportunity to under take the
project work.
I am gratified to my project guide Dr.Rama Krishna garu, with out whose guidance
and encouragement at all levels , the study wouldn’t have been completed.
I express my profound thanks to, Dr.c.Suvarna (IFS), V.S.Moses (Deputy Dir.) for
giving an opportunity to help me complete my project & Mr. P.Chandra Shekhar
Training coordinator, of AP FOREST ACADEMY, Hyderabad, for giving me valuable
advice and guidance and sparing valuable time in clarifying various doubts raised by me.
S.NAVANITHA
SYNOPSIS
The strength of any organization is its people. If people attended to work properly they can
recognize their talents by developing their capabilities and utilizing them appropriately,
organizations are likely to be dynamic and grow fast. Ultimately the varieties of tasks in any
organization have to be accomplished by the people. Some of them may have capabilities to
do certain tasks better than other task. And some of them may not have capabilities to do the
tasks assigned to them. In this situation one of the important activity conducted by any
organization is performance appraisal. Employee performance is the only way to achieve
organizational objectives. So, Performance Appraisal has achieved a greater importance in
Human Resource Management.
Source...www.oppapers.com
So the main objective of the project is to analyze the employee level of satisfaction by
Assessing the employee’s performance, as the organization does not follow the performance
Appraisal system the study is conducted to know where the employees stand so far in their
Performance and to suggest where the employees are lagging in their performance and
Suggest the organization to give them a proper guidance for the purpose of their
Development.
TABLE OF CONTENTS
CHAPTER 1
1. Research Methodology
1.1 Objective of the study
1.2 Need of the study
1.3 Source of the data
1.4 Sample size
1.5 Limitation of the study
CHAPTER 2
2. Literature Review
2.1 Introduction
2.2 Definitions
2.3 Purpose of performance appraisal
2.4 Process of performance appraisal
2.5 Methods of Performance appraisal system
2.6 Components of appraisal evaluation

CHAPTER 3
3. Company Profile
3.1 Brief information about academy
3.2 Objectives and vision of the academy
3.3 Activities taken up by academy
3.4 Highlights and awards of the academy
3.5 Future plans of action by academy
CHAPTER 4
4. Data analysis and interpretation
CHAPTER 5
5. Findings and conclusions
5.1 Findings, suggestions and conclusions
5.2 Questionnaires
5.3 Bibliography
CHAPTER-1
INTRODUCTION
RESEARCH METHODOLOGY
1. Objectives of the study:

o To analyze the training systems for further development of employees.
o To know where the employee stand in so far as their performance is considered

and to assist them with constructive criticism and guidance for the purpose of
development.
o To determine the career growth of employees.
o To know the level of satisfaction of both the executive and ministerial staff
working at AP FOREST ACADEMY.
o To know the knowledge level of the employees.
o To provide suggestions if any, for more effective performance by employee to

achieve organizational goals.
o To know weather the management is involved in assessing the performance of the

employees.
2. NEED OF THE STUDY:
Human resource is that type of resource, which needs some policies and
Procedures for effective and smooth functioning of the organization. Every organization tries
to perform itself at the most possible way, which again requires potential man power for that.
So; the potential man power is to be selected so as to achieve good results. Here,
performance appraisal plays a major role for getting the potential employees in to the
organization, so the need of the study is to know how the present topic effects the
organization if the topic has been implemented by the organization.
Source… Personnel Management (book)

- By C.B.Mamoria
3. SOURCE OF DATA:
o Primary Data:-
Primary data are those which are collected a fresh and for the first
time. Primary data for the study is collected through questionnaire and questionnaire
is used in closed form.
o Secondary Data:-
The secondary data has been collected from the company records and
website.
4. Questionnaire design and sample size:
There are a total of 15 questions that aims to cover all aspects needed by
employee to perform well in the organization. In those 6 questions specifies performances
of the superior and subordinate. It includes multiple choice questions (Nominal Scale).
The sample size taken for the study includes workers (males & females) of the
department. The total sample taken for the study is 125 members.
5. DATA ANALYSIS:
The statistical tool SPSS is used for analysis. The data pertaining to different
dimensions of employees. Simple statistical data like % are used in interpretation of data
results are illustrated by means of Bar charts.
Limitations of the study:
 The sample used for the study has been taken from the executive & ministerial staff
of AP Forest Academy & FSO’S & FBO’S of forest department.
 Time constraint is also one of the limitations, because of the busy schedule of some
employees data has not been collected from those employees.
 Few people failed to give exact information for the first particular 6 questions as they
have to give ratings for superiors and subordinates.
CHAPTER-2
LITERATURE REVIEW
PERFORMANCE APPRAISAL
INTRODUCTION:
Managing employee performance is an integral part of the work that all

managers and rating officials perform throughout the year. It is as important as
managing financial resources and program outcomes because employee performance or
the lack thereof, has a profound effect on both the financial and program components of
any organization.
The Department of the Interior’s performance management policy is designed to

document the expectations of individual and organizational performance, provide a
meaningful process by which employees can be rewarded for noteworthy
contributions to the organization, and provide a mechanism to improve
individual/organizational performance as necessary.
To accomplish these objectives, managers need to identify organizational goals to be

accomplished, communicate individual and organizational goals to employees that
support the overall strategic mission and Government Performance and Results Act
(GPRA) goals of the Department, monitor and evaluate employee performance, and
use performance as a basis for appropriate personnel actions, including rewarding
noteworthy performance and taking action to improve less than successful
performance.
Source…www.oiephr.bia.edu
DEFINITIONS:
• Performance appraisal is the method of assessing the contribution of

employees at different levels of the organization during a particular
period of time.
• According to Wayne F Cascio (1995) performance appraisal is defined as

“the systematic description of job related strengths and weaknesses of
an individual or a group”.
Source…www.citehr.com
• Performance evaluation or Performance appraisal is the process of
assessing the performance and the progress of an employee or a group
of employees on a given job and his potential for future development.
• According to Flip,” Performance appraisal is the systematic, periodic and
an impartial rating of an employee’s excellence in matters pertaining to
his present job and his potential for a better job”.
• A formal definition of Performance Appraisal system is that, “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”.
• “The performance appraisal system is introduced to replace casual
assessment of Performance with formal, systematic procedures”. The
underlying philosophy behind the Performance appraisal system is the
assessment of performance on a continuous basis, which can be openly
shared with the concerned subordinate.

Source…personal management
-by C.B.Mamoria
Process of Performance Appraisal:

1. Establishing Performance standards
2. Communicating the standards
3. Measuring the actual performance
4. Discussing Results
5. Decision Making
Establishing performance standards:
1. The first step in the process of performance appraisal is the setting up of the standards
which will be used as the base to compare the actual performance of the employee.
2. This step requires setting the criteria to judge the performance of the employees as
successful or unsuccessful and the degrees of their contribution to the organizational goal
and objectives.
3. The standards set should be clear, easy understandable and measurable .
Communicating the standards:
1. The standards once set it is the responsibility of the management to communicate the
standards to all the employees of the organization.
2. This will help them to understand their roles and to know what exactly is expected
from them.
3. The standards should also be communicated to the appraisers or the evaluators and if
required, the standards can also be modified at this stage itself according to the relevant
feedback from the employees or the evaluators.
Measuring the actual performance:
1. The most difficult part of the Performance appraisal process is measuring the actual
performance.
2. It is a continuous process which involves monitoring the performance throughout the

year.
3. This stage requires the careful selection of the appropriate techniques of measurement,
taking care that personal bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.
Discussing Results:
1. The result of the appraisal is communicated and discussed with the employees on
one-to-one basis. The focus of this discussion is on communication and listening.
2. The results, the problems and the possible solutions are discussed with the aim of
problem solving and reaching the goal
3. The feedback should be given with a positive attitude as this can have an effect on the
employees’ future performance. The purpose of the meeting should be to solve the
problems faced and motivate the employees to perform better.
Decision Making:
The last step of the process is to take decisions which can be taken either to improve the
performance of the employees, take the required corrective actions, or the related HR
decisions like rewards, promotions, demotions, transfers etc.
Source…appraisals.naukrihub.com/process.html
Purpose of Performance Appraisal:

• Making payroll and compensation decisions – 80%
• Training and development needs – 71%
• Identifying the gaps in desired and actual performance and its cause – 76%
• Deciding future goals and course of action – 42%
• Promotions, demotions and transfers – 49%
Source…appraisals.naukrihub.com/process.html
METHODS OF PERFORMANCE APPRAISAL SYSTEMS:
With the evaluation of the appraisal system number of methods or techniques of
performance appraisal have been developed. They are as follows.
Traditional methods Modern methods

1. Graphic rating scales. 1. Behaviorally anchored rating scales
2. Check lists. 2. Assessment center
3. Ranking method 3.Human resource accounting
4. Forced distribution method. 4. Management by objectives
5. Critical incident method. 5. Psychological appraisal
7. Group appraisal
8. Performance test and observation.
9. Annual confidential reports.
10. Essay methods.
Traditional Methods:
1. GRAPHIC RATING SCALES:
Here the individuals is assessed on the quantity or quality of his work as well as on other
factors which vary with the job but include personal traits such as co-operation, loyalty,
reliability as well as specific items such as communication. Here a graphic scale is used
such as starting with outstanding and going on to above average, average or satisfactory.
It is very widely used rating method.
2. CHECK LISTS:
The check list method is a simple rating technique in which the superior is given a
list of statements representing the characteristics and performance of each employee.
3. Ranking method:
Under this method the employees are ranked from best to worst on some
characteristics. the rater first find the employees with the highest and lowest performance
in that particular job category and rate the performer as the best and later as the poorest.
4. FORCED DISTRIBUTION METHOD:
The rates may rate his employee at the higher or at the lower end of the scale under
earlier methods. This method is developed to present the rates from rating too high or
too low. The rates after assigning the points to the performance of each employee have to
distribution. This method eliminates central tendency and leniency bases.
5. CRITICAL INCIDENT METHOD:
Often discussing ratings with employee particularly on the basis of traits such as
initiative, reliability, etc. have been found to demotivate them of negative feedback. The
critical incidents method shifts the emphasis from traits to behavior, which can be more
readily discussed. The supervisors keep a book where they record for each employee
from time to time, actual incidents of negative or positive behavior.

6. Group appraisal:
Under this method an appraiser is by a group of appraisers. This group consists of
the immediate supervisor of the employee to other supervisors who has close contacts
with the employees work, manager or head of the department and consultants.
7. PERFORMANCE TEST AND OBSERVATION:
With a limited number of jobs, employee assessment may be

Based upon a test of knowledge or skills. The test must be reliable and validated to be
useful. Even then, performance tests are to measure potential more than Actual
performance.
8. ANNUAL CONFIDENTIAL REPORTS:
Confidential records are maintained mostly in government a department through
its application in the industry is not ruled out. The system was highly secretive ants
confidential feedback to the assesses was given only incase of an adverse entry. The
annual confidential report (ACR) was highly subjective ratings were easily manipulated
because the evaluation was linked to promotion.
9. ESSAY METHODS:
This is the easiest method where the rater is required to write a paragraph on
the subordinate’s strengths, weakness and so on. For example, in case of selection, this
sort of appraisal is often sought from the previous employer. However, as different to
compare essay rating. Thus, some from of formal method such as the Graphic Rating
Scale has to be used.

Source…www.humanresources.hrvinet.com
MODERN METHODS:
1. BEHAVIORALLY ANCHORED RATING SCALES (BARS):
This method combines elements of the traditional rating scales and critical incidents
methods, using BARS, job behavior from critical effective and ineffective behaviors are
described more objectively. The method employs individual who are familiar with a
particular job to identify its major components they then rank as validate specific
behavior for each of the components
2. MANAGEMENT BY OBJECTIVE:
As against the work-standards approach where the standards were fixed by
management, in the Management by objective approach the employee are required at times to
set their own performance standards or arrive at a consensus regarding the standards with
their supervisors. MBO has become very popular during the last ten years and in some
organizations has even become a fad. However it is found that at lower organization levels
employees very often are reluctant to set their own goals. When this problem is experienced,
some from of coercion is used and MBO degenerates into the work-standards approach. In
such a case, it is better to adopt the work-standards approach. In such a case, it is better to
adopt the work-standards approach.

3. PSYCHOLOGICAL APPRAISALS:
Large organization employee full time industrial psychologist. When psychologist is used for
evaluations they assess an individual’s future potential and not past performance. They
appraisal normally consist of in-depth interviews, psychologist then writes an evaluation of
the employee’s intellectual, emotional, motivational and other work related characteristics.
Thus suggests individual potential and may predict future performance.
4. ASSESSMENT CENTERS:
This method of appraising was first applied in German army in 1930; later business and
industrial houses started using the method. It is system where assessment of several
individuals is done various experts by using various techniques. These techniques include
role playing case studies simulation exercise structure in sight transaction analysis.
5. Human resource accounting:
HR accounting deals with the cost of contribution of human resource to the

organization. Cost of employees includes cost of man power planning recruitment
selection induction placement training development wages and benefits etc.
Source…appraisals.naukrihub.com
COMPONENTS OF APPRAISAL EVALUATION
Who will appraise:
The appraise may be any person who has thorough knowledge about job context, Contents to
be appraised, standards of contents and who is performing the job. The appraiser should be
capable of determine what is more important and what is relatively less important. He should
prepare reports and make judgments without basis.
Typical Appraises are:
 Superior
 Peer
 Subordinates
 Employee themselves/ self appraisal
 Users of service and consultants appraisal by all
These parties are called 360-degree performance Appraisal.
When to Appraise:-
Informal appraisals are conducted whenever the superiors or personal manager helps it
necessary. However, systematic appraisals are conducted on regular basis, say for example,
every six months or/annual.
Whose performance should be appraised?

The individual employee, workgroup or divisions of an organization and the people who are
working behind the curtains.
The Evaluation Process:
The process of evaluation follows as set pattern, which are follows.
Establishing performance standards:-
 Communicate performance expectations to employees Measure actual

Performance.
 Compare actual performance with standard
 Discussion Appraisal with the employee
 It necessary initiate corrective action
Source…appraisals.naukrihub.com
CHAPTER-3
ORGANIZATION PROFILE
INTRODUCTION
A.P. Forest Academy is located at Hyderabad Nagpur National Highway in

Dulapally forest block situated 24 kms away from the city of Hyderabad. The location offers
and ideal atmosphere for conducting trading and education activities. This academy was
established in the year 1987 as “state institute of forestry training” under CIDA sponsored
project. It was renamed as A.P.Forest academy (APFA) w.e.f. January 2001. APFA has well
equipped training facilities conference halls, indoor, auditorium, outdoor auditorium, audio-
visual aids, library, hostel and transport facilities to undertake training programmers,
seminars, workshops and other extension activities.
OBJECTIVES OF AP FOREST ACADEMY:
 To provide opportunities to develop and upgrade and disseminate the knowledge,

experience and expertise and to develop “knowledge bank” to cater to the
stakeholders in NRM sector.
 To assist, collaborate and organizing training programmes and action research in

various NRM related subjects, including the fields of development, administration,
industries, and corporate management dependent on natural resources besides human
resource development.
 To develop and promote reasonably adequate infrastructure to impart and assist more
effective trainings, consultancies, research and development programmes, extension
activity, monitoring and evaluation of various programmes aimed at alleviating rural
poverty.
 To develop and promote special areas of interest in Joint / Community Forest

Management, Rural Development, community participation with special reference to
tribal’s, and other forest dependent communities in development and management of
NRM.
 To develop and promote Information Technology, especially in the areas of
Geometrics, Remote Sensing, use of GPS, Management of Information System based
on latest technologies.
THE VISION:
To develop AP forest academy into a premier institute and knowledge hub not only
in AP but also in the country with modern technologies and expertise for imparting effective
training in participatory Natural Resource Management and for conducting studies in NRM
sector.
Human resources
The academy is headed by director general assisted by director or additional
director ten dy. Directors, Five assistance Director and two forest section officers. Apart from
the faculty, senior officers of Forest Department and subject experts on various sources are
regular invented to deliver the lecture sessions in regular and refresher trainings.
Administrative wing is having a superintendent, three senior assistants, a junior
assistant, two physical training instructor, six office subordinates, three office associates and
three computer operators for smooth running of office. Also training coordinators and
training hall assistants are engaged for effective management of training programmer.
Activities taken up by academy

The A.P forest academy, dulapally is activity involved in diverse activities such as
conducting trainings, workshops and seminars, study tours, action research, environmental
education and extension activities with an objective to build capacities of communities and
service providers under different schemes.
Training programs:
APFA organized three types of training programs: job course training, refresher
courses a certificate course training on integrated Natural Resources Management for
sustainable development”.
Job course trainings:

In order to conduct in service trainings to field functionaries of A.P.Forest
Development, a forest school was started in 1926 at Nizamabad. It was shifted to
Mahaboobabad and subsequently to Yellandu in the year 1941. The forest guard training
school functioning g at Sudikonda in the East Godavari district was merged with forest
school, yellandu in the year1969. From 01.10.2001 onwards, the in-service training of
forest section officers has been conducted at APFA. Forest beat officers training was also
shifted to APFA during August 2006. Forest Beat Officers training was also shifted to
APFA during august 2006. The training module includes class room lecture sessions,
field visits, field work, special lectures by senior officers and subject experts, education
tours, practical sessions and extension activities.
Government of Indian trainings:
The Directorate of Forest Education MOEF, dehradun has been releasing

funds for organizing refresher training for frontline staff. The participants are called from
all the divisions and wing of the state forest department. Compulsory vertical training for
IFS officers has also been regularly sponsored by MOEF, National medical plants board
is also fund in the academy for conducting the workshops training programmers on
medical and aromatic plants.
Training for service providers and communities:
The academy has been conducting training programmer with and objective to
improve the management of natural resources, create awareness on forest development
among the communities, personality development of communities and disseminate rapid
changes that are happening in technology improvement.
INTERNATIONAL TRAININGS:
The academy has imparted training on “Fundamentals of Forest Management” to

the officers of Maldives. This was sponsored by Food & Agriculture Organization (FAO)
of the United Nations during 2007.Academy collaborated with West Virginia University
as a part of internationalization of forestry project. Study tours and seminars were
organized as part of the program me in USA as well as India. Foresters from Srilanka
were also trained earlier.
CERTIFICATE COURSE ON NATURAL RESOURCE MANAGEMENT:
The APFA in collaboration with IBRAD, Kolkata introduced a four month

certificate course on Natural Resource Management to develop a cadre of Natural
Resource Managers with special emphasis on forestry.
WORKSHOPS / SEMINARS:
The above are being organized from time to time to disseminate information
and new technologies among the stakeholders of forestry sector, review the
implementation of programmers, develop, monitor and evaluate mechanisms.
ACTION RESEARCH:
APFA has undertaken action research studies on various forestry and
social developmental activities like gender mainstreaming of the forest frontline staff,
database analysis, training impact assessment etc.
FUNDING:
Major funding comes from the government of Andhra Pradesh under plan
scheme i.e., Andhra Pradesh Community Forest Management (APCFM) project
sponsored by the World Bank. Under non-plan also, some funds are allocated by the state
government for conducting various activities. Regular establishment costs like salaries
are met from the non-plan funds and the outsourcing costs are met from APCFM project
funds.
CO-ORDINATION WITH NATIONAL LEVEL INSTITUTIONS:
The academy has coordinated with different national level training

institutes for organizing training programmes like effective human resource training and
development, managing of human relations in organizations, rural marketing, promoting
participatory practices in NRM, micro-finance, promotion of SHGs, qualitative research
methods of participatory forest management, bio-diversity, gender, team building and
conflict management, management of change etc.
OUR EXPERIENCE:
Training has been imparted for about 23431 participants over a period
of more than one and half a decade.
IFS officers from different states underwent training in 9 batches on livelihood

development strategies in forest fringe villages, best practices in forest management etc.
13 trainings for the forest frontline staff have been organized in association with
directorate of forest education, GOI, Dehradun.
A project “capacity building and entrepreneurship development in medicinal plants” was
sanctioned in 2004 by national medicinal plants board for organizing training
programmes and workshops on medicinal and aromatic plants.
National level workshops were organized on “Bamboo for Livelihoods” and on “Gender
Mainstreaming”.
CAFÉ (children and forestry education) is being taken up to lay focus on environmental
education and extension activities.
THEMES:
Natural Resources Management, NWFP, Livelihood planning, Bamboo for livelihood
promotion, forest based crafts development, clean sustainable livelihoods, participatory
bio-diversity conservation, community sivilculture, medicinal plants cultivation,
development & marketing etc.
HIGHLIGHTS
 SIFT (state institute of forestry training) was converted into AP forest academy in the
year 2001.
 The world bank funded AP forestry project phase 1 provided necessary funds for
building the initial infrastructure like administrative building, hostel, staff quarters
etc.
 MOE&F has chosen APFA as one of the premier institutions in the country for
imparting one week compulsory training to IFS officers in 2001-2002.
 Recognizing the valuable contribution mode by APFA in training the personnel and
communities involved in forest management, the Indian council of forestry research
and education (ICFRE) has awarded APFA, a national prize in forestry extension
along with Rs. 10000/- cash prize during the year 2001-2002.
 APFA was awarded government of AP Merit Certificate also.
 So far eight compulsory training programmers have been conducted for IFS officers
in association with MOEF.
 13 trainings for the forest frontline staff have been organized in association with
Directorate of Forest Education, GOI, and Dehradun.
 Training on forestry matters and joint forest management was imparted to Srilankan
participants in 2003.
 A project “capacity building and entrepreneurship development in medicinal plants”

was sanctioned in 2004 by national medicinal plants board for organizing training
programmers and workshops on medicinal and aromatic plants
 A national level workshop was organized on “Bamboo for Livelihoods” in 2005 in

which about 450 participants representing FD officers, NGOs, Basket weavers,
Marketing agencies and industries took part.
 CAFÉ programmed was initiated by APFA in 2005 to lay focus on environmental
education and extension activities.
 Two workshops on environmental education were conducted in the years 2005 &
2006 under CAFÉ program me.
 A workshop on “collaborative partnership among village level and supportive

institutions for sustainable NRM and Livelihoods Security” was organized on
collaboration with IIFM, Bhopal in 2006.
 Forest extension activities were taken up on a large scale by utilizing the mass
medium – Doordarshan channel in 2006 and 2007.
 Database software for APFA was developed in January 2007.
 A diagnostic study to assess the training needs and develop a training module for the
benefit of the officers and staff of the AP forest department was organized in
collaboration with IIFM, Bhopal in January 2007.
 A two week training program me on “Fundamentals in Forest Management” was

organized for Maldives foresters in collaboration with FAO in March 2007.
 APFA has introduced a four month certificate course in natural resource management
in the year 2007 for developing a cadre of natural resource managers.
AWARDS
Visitors from various parts of the country are informing that the A.P. Forest Academy is a
premier training centre among the state forestry training institutes in the country in view of
its magnitude and quality of operations. Recognizing the valuable contribution made by A.P.
Forest Academy in training the personnel and communities involved in Forest Management
the Indian council of Forestry and Research and Education (ICFRE) have awarded a national
prize in Forestry extension for the year 2001-2002.
A.P. Forest department received awards in the year 2004 (Silver Icon) and in the year 2005
(Gold Icon) from Govt of India for e-governance initiatives
FUTURE PLAN OF ACTION
A proposal for registration of ‘Centre for Forest and Natural Resources Management’
(CEFNARM) under the Andhra Pradesh (Telangana Areas) public society’s registrant Act
1350 F is under consideration of the Government. Action is underway to strengthen the
existing capabilities of the Academy especially in terms of quality and effectiveness of the
Programmes on one hand and to diversify into the new fields on the other.
CHAPTER-4
ANALYSIS &
INTERPRETATION
OF DATA
Frequencies
Age
Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 20-30 57 45.6 45.6 45.6
31-40 30 24.0 24.0 69.6
41-50 19 15.2 15.2 84.8
Above
19 15.2 15.2 100.0
50
Total 125 100.0 100.0
Age
60
50
40
Frequency
30
20
10
0
20-30 31-40 41-50 Above 50
Age
The above mentioned diagram shows that the majority of the respondents are
majorly belongs to the age group of 20-30,and around 24% of the respondents
belong to the age group of 31-40,and the remaining respondents are from age group
of 41-50 & above 50.
Designation
Designation
Cumulative
Valid Deputy
4 3.2 3.2 3.2
director
Training
2 1.6 1.6 4.8
coordinator
Office staff 8 6.4 6.4 11.2
FSO 60 48.0 48.0 59.2
FBO 51 40.8 40.8 100.0
Total 125 100.0 100.0
Designation
60
50
40
Frequency
30
20
10
0
Deputy director Training Office staff FSO FBO
coordinator
Designation
The above designation graph effectively places a major importance of collecting data
from FSO’s & FBO’s, and the rest of the data collected from executive staff i.e.
(deputy directors) and ministerial staff i.e.(training coordinators & office staff)
Experience
Experience
Cumulative
Valid 0-5 49 39.2 39.2 39.2
6-10 27 21.6 21.6 60.8
11-15 6 4.8 4.8 65.6
16-20 13 10.4 10.4 76.0
Above
30 24.0 24.0 100.0
20
Total 125 100.0 100.0
Experience
50
40
Frequency
30
20
10
0
0-5 6-10 11-15 16-20 Above 20
Experience
The above mentioned table shows that the 39.2% of the employees are of 0-5
years of experience & 24% of the employees have above 20years of experience,
these employees pertaining to the age group of 41-50 & above 50, and the
remaining 14% of the employees have 6-15 years of experience.
Qualification
Qualification
Cumulative
Valid 7th 2 1.6 1.6 1.6
10th 23 18.4 18.5 20.2
Inter 15 12.0 12.1 32.3
Degree 60 48.0 48.4 80.6
PG 24 19.2 19.4 100.0
Total 124 99.2 100.0
Missing System 1 .8
Total 125 100.0
Qualification
60
50
40
Frequency
30
20
10
0
7th 10th Inter Degree PG
Qualification
The above mentioned graph shows that the majority of the employee’s i.e. more
than half of the total respondents (60 members) are graduates, and 19.2% of the
employees are post graduates, and the remaining 20% of the employees has the
qualification of 10th and inter ,and its only tow members who has the qualification of
7th class.
Accurately and thoroughly applies requisite knowledge and skills

necessary to complete work.
Accurately and thoroughly applies requisite knowledge and skills necessary to complete work.
Cumulative
Valid exceptional 29 23.2 23.6 23.6
Above
24 19.2 19.5 43.1
expectations
Meets
46 36.8 37.4 80.5
expectations
Needs
22 17.6 17.9 98.4
improvement
unsatisfactory 2 1.6 1.6 100.0
Total 123 98.4 100.0
Missing System 2 1.6
Total 125 100.0
Accurately and throughly applies requisite knowledge and

skills necessary to complete work.
50
40
Frequency
30
20
10
0
exceptional Above Meets Needs unsatisfactory
expectations expectations improvement
Accurately and throughly applies requisite knowledge and
The above table shows that 36.8% of the employees meets expectations in applying
knowledge and skills to complete work, and 23.2% of employees feel that they are
exceptional and the remaining 40% of the employees are above expectations &
needs improvement and very few like 1.6% i.e. (2 members) are unsatisfactory.
Productively and efficiently handles volume of work required by

job and meets deadlines.
Productively and efficiently handles volume of work required by job and meets deadlines.
Cumulative
Above
33 26.4 27.0 57.4
expectations
Meets
35 28.0 28.7 86.1
expectations
Needs
16 12.8 13.1 99.2
improvement
Unsatisfactory 1 .8 .8 100.0
Total 122 97.6 100.0
Total 125 100.0
Productively and efficently handles volume of work required

by job and meets deadlines.
40
30
Frequency
20
10
0
exceptional Above Meets Needs Unsatisfactory
Productively and efficently handles volume of work required
The above table shows that highest percentage (29.6%) of the employees feel that
they are exceptional in efficiently handling the work, and 54.4% of employee’s
opinion is above expectations and meets expectations. and very few employees feel
that they need improvement in efficiently handling the work, and out of 125
respondents one employee was unsatisfactory and 3 of employees has not
mentioned their opinion.
Capably articulates thoughts and ideas while speaking.
Cumulative
Above
42 33.6 34.1 56.1
expectations
Meets
44 35.2 35.8 91.9
expectations
Needs
9 7.2 7.3 99.2
improvement
Unsatisfactory 1 .8 .8 100.0
Total 123 98.4 100.0
Total 125 100.0
50
40
Frequency
30
20
10
0
The above table shows that 35.2% of the employees meets expectations in
communicating their thoughts and ideas ,and 54% of the employees feel
exceptional(21%) and above expectations(33.6%).and the remaining 7.2% i.e.(9
members) feel that they need improvement in communicating.
Develops plans and organize projects, tasks and resource to
accomplish work objectives.
Develops plans and organize projects, tasks and resource to accomplish work objectives.
Cumulative
Above
32 25.6 26.0 57.7
expectations
Meets
36 28.8 29.3 87.0
expectations
Needs
16 12.8 13.0 100.0
improvement
Total 123 98.4 100.0
Total 125 100.0
Develops,plans and organize projects,tasks and resource to

40
30
Frequency
20
10
0
exceptional Above expectations Meets expectations Needs improvement

The above graph shows that highest percent (31.2%) of the employee’s opinion was
exceptional in accomplishing work objective, and 54.4% of the employees opinion
was meets expectations (28.8%) and above expectations (25.6%) and the remaining
16 members opinion was they need improvement for accomplishing work objective.
Capably handles organization issues in a confident manner.
Cumulative
Above
61 48.8 49.6 91.1
expectations
Meets
3 2.4 2.4 93.5
expectations
Needs
1 .8 .8 94.3
improvement
Unsatisfactory 7 5.6 5.7 100.0
Total 123 98.4 100.0
Total 125 100.0
70
60
50
Frequency
40
30
20
10
0
The above table shows that most of the respondents (112 members) opinion was
exceptional and above expectations in handling organization issues, and the
remaining (11 respondents), 7 of them were unsatisfactory, 3 of them meets
expectations and one respondent opinion was needs improvement.
Analyze problems, develops alternatives for solving and initiates
corrective actions.
Analyze problems, develops alternatives for solving and initiates corrective actions.
Cumulative
Valid Strongly
58 46.4 47.9 47.9
agree
Agree 52 41.6 43.0 90.9
Disagree 3 2.4 2.5 93.4
Strongly
1 .8 .8 94.2
disagree
Cant say 7 5.6 5.8 100.0
Total 121 96.8 100.0
Total 125 100.0
Analyze problems,develops alternatives for solving and

initiates corrective actions.
60
50
40
Frequency
30
20
10
0
Strongly agree Agree Disagree Strongly Cant say
disagree
Analyze problems,develops alternatives for solving and
The above table shows that 46.4% of the employees are strongly agree that they
initiates corrective actions for solving problems and 41.6% of the employees opinion
was agree and the remaining employees opinion was like disagree(3
members),strongly disagree(1 member) and (7 members) cant say.
How often you delegate authority to your subordinate at work
place?
How often you delegate authority to your subordinate at work place?
Cumulative
Valid Large
11 8.8 9.0 9.0
extent
Some
56 44.8 45.9 54.9
extent
Rarely 50 40.0 41.0 95.9
Never 5 4.0 4.1 100.0
Total 122 97.6 100.0
Total 125 100.0

place?
60
50
40
Frequency
30
20
10
0
Large extent Some extent Rarely Never
place?
The above graph shows that employees rarely delegate authority to their
subordinates at work place.
Level of motivational skills use to improve positive performance
among your subordinate to achieve organization goals.
Level of motivational skills use to improve positive performance among your subordinate to achieve
organization goals.
Cumulative
Valid Large
72 57.6 57.6 57.6
extent
Some
40 32.0 32.0 89.6
extent
Rarely 12 9.6 9.6 99.2
Never 1 .8 .8 100.0
Total 125 100.0 100.0
Level of motivational skills use to improve positive

performance among your subordinate to achive organization
goals.
80
60
Frequency
40
20
0
Level of motivational skills use to improve positive
performance among your subordinate to achive organization
goals.
The above graph shows that more than half of the employees motivate their
subordinate performance to large extent i.e. (57.6%) of employees, and 32% of the
employees opinion was some extent and the remaining 9.6% opinion was rarely and
.8% i.e. one member opinion was never.
To what extent you cooperate with your colleagues?
Cumulative
Valid Large
71 56.8 56.8 56.8
extent
Some
44 35.2 35.2 92.0
extent
Rarely 9 7.2 7.2 99.2
Never 1 .8 .8 100.0
Total 125 100.0 100.0
80
60
Frequency
40
20
0
The above graph shows that more than half of the employees cooperate with their
colleagues to large extent i.e. (56.8%), and 35.2% of the employees cooperate to
some extent and a very few employees like 7.2% rarely cooperate.
Have you used creative ability to discuss and work with colleagues
to think up new systems and styles of working?
Have you used creative ability to discuss and work with colleagues to think up new systems and styles
of working?
Cumulative
Valid Strongly
44 35.2 35.8 35.8
agree
Agree 74 59.2 60.2 95.9
Disagree 3 2.4 2.4 98.4
Strongly
1 .8 .8 99.2
disagree
Cant say 1 .8 .8 100.0
Total 123 98.4 100.0
Total 125 100.0
Have you used creative ability to discuss and work with

colleagues to think up new systems and styles of working?
80
60
Frequency
40
20
0
Strongly agree Agree Disagree Strongly Cant say
disagree
Have you used creative ability to discuss and work with
colleagues to think up new systems and styles of working?
The above table shows that 59.2% of the employees agree that they use creative
ability to discuss and work with colleagues and 35.2% of the employees strongly
agree and the remaining 2.4% of the employees opinion was disagree.
To what extent you feel responsible for completing the task given
by your superior?
To what extent you feel responsible for completing the task given by your superior?
Cumulative
Valid Large
94 75.2 75.8 75.8
extent
Some
21 16.8 16.9 92.7
extent
Rarely 8 6.4 6.5 99.2
Never 1 .8 .8 100.0
Total 124 99.2 100.0
Missing System 1 .8
Total 125 100.0
To what extent you feel responsible for completing the task

given by your superior?
100
80
Frequency
60
40
20
0
To what extent you feel responsible for completing the task
given by your superior?
The above graph shows that 75.2% of the employees feel responsible for completing
the task given by superior and 16.8% of the employee’s opinion was to some extent
they are responsible.
Would you like to expand your knowledge to become more
proficient at this job?
Would you like to expand your knowledge to become more proficient at this job?
Cumulative
Valid Strongly
66 52.8 55.0 55.0
agree
Agree 50 40.0 41.7 96.7
Disagree 2 1.6 1.7 98.3
Cant say 2 1.6 1.7 100.0
Total 120 96.0 100.0
Total 125 100.0

70
60
50
Frequency
40
30
20
10
0
Strongly agree Agree Disagree Cant say
The above graph shows that most of the employee’s (52.8%) opinion was strongly
agree for expanding their knowledge and 40% of the employees opinion was agree.
Are you loyal to your colleagues and subordinates when they really
needed your help?
Are you loyal to your colleagues and subordinates when they really needed your help?
Cumulative
Valid Strongly
62 49.6 49.6 49.6
agree
Agree 57 45.6 45.6 95.2
Disagree 3 2.4 2.4 97.6
Strongly
3 2.4 2.4 100.0
disagree
Total 125 100.0 100.0
Are you loyal to your colleagues and subordinates when they

really needed your help?
70
60
50
Frequency
40
30
20
10
0
Strongly agree Agree Disgree Strongly disagree
Are you loyal to your colleagues and subordinates when they
really needed your help?
The above table shows that out of the total 125 respondents,119 members opinion
was strongly agree(62 members) and agree(57 members) that they are loyal in
helping their colleagues and subordinates and the remaining 6 members opinion
was disagree and strongly disagree.
Level of satisfaction on your current job profile.
Level of satisfaction on your current job profile.
Cumulative
Valid Above
41 32.8 33.1 33.1
95%
95-85% 39 31.2 31.5 64.5
84-65% 27 21.6 21.8 86.3
64-50% 11 8.8 8.9 95.2
Below 50% 6 4.8 4.8 100.0
Total 124 99.2 100.0
Missing System 1 .8
Total 125 100.0
Level of satisfication on your current job profile.
50
40
Frequency
30
20
10
0
Above 95% 95-85% 84-65% 64-50% Below 50%
Level of satisfication on your current job profile.
The above graph shows that 32.8% of the employee’s satisfaction is above 95% and
52.8% of the employees satisfaction is between 95-65% and the remaining 13.6% of
the employee’s satisfaction is between 64% to below 50%.
Level of contribution you have made in organization to achieve its
goals.
Level of contribution you have made in organization to achieve its goals.
Cumulative
Valid Above
42 33.6 33.9 33.9
95%
95-85% 45 36.0 36.3 70.2
84-65% 17 13.6 13.7 83.9
64-50% 17 13.6 13.7 97.6
Below 50% 3 2.4 2.4 100.0
Total 124 99.2 100.0
Missing System 1 .8
Total 125 100.0
Level of contribution you have made in organization to achive

its goals.
50
40
Frequency
30
20
10
0
Above 95% 95-85% 84-65% 64-50% Below 50%
Level of contribution you have made in organization to achive
its goals.
The above graph shows that 33.6% of the employee’s contribution is above 95%
and 36% of the employees contribution is between 95-85% and 27.2% of the
employees contribution is between 84-50% and the remaining 2.4% of the
employee’s contribution is below 50%.
Cross tabs
Age * Designation Cross tabulation
Count
Designation
Deputy Training
director coordinator Office staff Fso Fbo Total
Age 20-30 0 0 3 29 17 49
31-40 0 2 0 16 11 29
41-50 2 0 0 3 12 17
Above
2 0 4 8 4 18
50
Total 4 2 7 56 44 113
Bar Chart
Designation
30
Deputy director
Training
coodinator
25 Office staff
Fso
Fbo
20
Count
15
10
0
20-30 31-40 41-50 Above 50
Age
The above graph shows the cross tabulation between age and designation’s. As the
numbers of respondents are from fso’s cadre so, this designation covers all the age
groups. And the executive staff (Dy directors) age group is between 41-50 and
above 50, and the two training coordinators age group is between 31-40 and in
office staff 3 members age group is between 20-30 and the remaining 4 members
age group is above 50.
Age * Experience Cross tabulation
Count
Experience
0-5 6-10 11-15 16-20 Above 20 Total
Age 20-30 36 11 0 2 0 49
31-40 7 14 4 3 1 29
41-50 0 0 0 8 9 17
Above
0 0 1 0 17 18
50
Total 43 25 5 13 27 113
Bar Chart
Experience
40
0-5
6-10
11-15
16-20
Above 20
30
Count
20
10
0
20-30 31-40 41-50 Above 50
Age
The above graph shows that 0-5 years experience of employees are more in 20-
30years of age group, and 6-10yr experience of employees cover age group
between 20-31, and 11-15yr experience of employees cover age group between 31-
40 and above 50, and 16-20yr experience of employees covers age group from 30-
50, and finally above 20yr experience of employees age group is between 40-above
50.
Age * Qualification Cross tabulation

Count
Qualification
7th 10th Inter Degree PG Total
Age 20-30 1 1 5 28 15 50
31-40 1 5 3 15 5 29
41-50 0 10 2 5 0 17
Above
0 4 4 8 0 16
50
Total 2 20 14 56 20 112
Bar Chart
Qualification
30
7th
10th
Inter
25 Degree
PG
20
Count
15
10
0
20-30 31-40 41-50 Above 50
Age
The above graph shows that the degree qualification covers all the age groups,and
the PG employees age group is between 30-40,the inter & 10 th qualification also
covers all the age groups, and the qualification 7 th employees are only two members
and age group is between 20-40yr.
Frequencies
necessary to complete work.
Accurately and thoroughly applies requisite knowledge and skills necessary to complete work.
Cumulative
above
25 20.3 21.2 39.0
expectations
meets
43 35.0 36.4 75.4
expectations
needs
19 15.4 16.1 91.5
improvement
Total 118 95.9 100.0
Total 123 100.0
Accurately and thoroughly applies requisite knowledge and

50
40
Frequency
30
20
10
0
exceptional above meets needs unsatisfactory
The above table shows that the employees has given their opinion about their
superiors, so 21 members of employees rate their superior as exceptional in
applying knowledge and skills necessary to complete work,25 members opinion is
above expectations ,and the highest no. of employees i.e.(43 members) opinion is
meets expectations, and 19 members feel that their superiors needs some
improvement, and very few i.e.10 members were unsatisfactory.
Cumulative
above
23 18.7 20.4 41.6
expectations
meets
41 33.3 36.3 77.9
expectations
needs
22 17.9 19.5 97.3
improvement
Total 113 91.9 100.0
Total 123 100.0
Productively and efficiently handles volume of work required

50
40
Frequency
30
20
10
0
The above table shows that the highest percent i.e. 33.3% of employee’s opinion is
that their superiors meet expectations in efficiently handling the work, and 19.5% of
employee’s opinion is exceptional, and about 36.6% of employees opinion is above
expectations(18.7%) and needs improvement(17.9%),and remaining 2.4% i.e. (3
members) opinion is unsatisfactory.
Cumulative
above
25 20.3 21.4 42.7
expectations
meets
45 36.6 38.5 81.2
expectations
needs
17 13.8 14.5 95.7
improvement
Total 117 95.1 100.0
Total 123 100.0
50
40
Frequency
30
20
10
0
The above graph shows that the highest no. of employees (45 members) opinion is
meets expectations in communicating, and there is similar no. of employees (25
members) opinion is for exceptional and above expectations, 17 number of
employees opinion is that their superiors needs improvement, and remaining 5
members opinion is unsatisfactory.
Develops plans and organize projects, tasks and resource to
Develops plans and organize projects, tasks and resource to accomplish work objectives.
Cumulative
above
29 23.6 24.8 54.7
expectations
meets
37 30.1 31.6 86.3
expectations
needs
14 11.4 12.0 98.3
improvement
Total 117 95.1 100.0
Total 123 100.0

40
30
Frequency
20
10
0
The above graph shows that the employees has given the same level of rating for
exceptional and meet expectations options for their superior, and 29 members of
employees opinion is above expectations,17 members opinion is that superiors
needs improvement, and remaining 2 members is unsatisfactory.
Cumulative
Valid strongly agree 43 35.0 36.8 36.8
agree 49 39.8 41.9 78.6
disagree 10 8.1 8.5 87.2
strongly
3 2.4 2.6 89.7
disagree
cant say 12 9.8 10.3 100.0
Total 117 95.1 100.0
Total 123 100.0
50
40
Frequency
30
20
10
0
strongly agree agree disagree strongly cant say
disagree
The above graph shows that all most half of the employee’s opinion is agree for their
superiors in handling organization issues, and 43 members opinion is strongly
agree, and for remaining 3 options the graph shows highest rating for cant say
option.
Analyze problems, develops alternative for solving and initiates
corrective actions.
Analyze problems, develops alternative for solving and initiates corrective actions.
Cumulative
agree 59 48.0 51.3 81.7
disagree 10 8.1 8.7 90.4
strongly
1 .8 .9 91.3
disagree
cant say 10 8.1 8.7 100.0
Total 115 93.5 100.0
Total 123 100.0
Analyze problems,develops alternative for solving and initiates

corrective actions.
60
50
40
Frequency
30
20
10
0
disagree
Analyze problems,develops alternative for solving and
The above graph shows the highest rating is for agree option i.e. almost 60
members opinion is agree for their superiors in solving and initiating corrective
actions, and 35 members opinion is strongly agree, and a similar no, of employees
opinion is disagree and cant say.
Frequencies
necessary to complete work
Accurately and thoroughly applies requisite knowledge and skills necessary to complete work
Cumulative
above
8 7.0 7.4 24.1
expectations
meets
34 29.6 31.5 55.6
expectations
needs
35 30.4 32.4 88.0
improvement
Total 108 93.9 100.0
Total 115 100.0

skills necessary to complete work
40
30
Frequency
20
10
0
skills necessary to complete work
The above table shows that the employees has given opinions about their
subordinates, the graph shows similar rating given by employees for both meets
expectations and needs improvement for their subordinate in applying knowledge
and skills to complete work, and members opinion is exceptional,8 members opinion
is above expectations, and remaining 13 members opinion is unsatisfactory for their
subordinates.

Cumulative
above
18 15.7 16.4 40.9
expectations
meets
27 23.5 24.5 65.5
expectations
needs
30 26.1 27.3 92.7
improvement
Total 110 95.7 100.0
Total 115 100.0

30
25
20
Frequency
15
10
0
The above table shows that the similar no. of employees (27 members) has given
their opinions for exceptional and meets expectations, 30 members opinion is needs
improvement for their subordinates in handling the volume of work to meet
deadlines,18 members opinion is above expectations, and remaining 8 members
opinion is unsatisfactory for their subordinates.
Cumulative
above
20 17.4 18.2 33.6
expectations
meets
37 32.2 33.6 67.3
expectations
needs
30 26.1 27.3 94.5
improvement
Total 110 95.7 100.0
Total 115 100.0
40
30
Frequency
20
10
0
The above table shows that the highest no. of employees (37 members) opinion is
meets expectations for their subordinates in communicating, the second no .of
employee’s opinion is needs improvement,20 employees opinion is above
expectations,17 employees opinion is exceptional, and the remaining 6 employees
opinion is unsatisfactory for their subordinates.
Develops plans and organize projects, tasks and resources to
Develops plans and organize projects, tasks and resources to accomplish work objectives.
Cumulative
above
13 11.3 11.9 37.6
expectations
meets
28 24.3 25.7 63.3
expectations
needs
35 30.4 32.1 95.4
improvement
Total 109 94.8 100.0
Total 115 100.0
Develops,plans and organize projects,tasks and resources to

40
30
Frequency
20
10
0
Develops,plans and organize projects,tasks and resources to
The above graph shows that the highest rating by employees for their subordinates
is needs improvement in accomplishing work objectives, and the similar no. of
employees (28 members) opinion is for exceptional and meets expectations,13
employees opinion is above expectations ,and the remaining 5 members opinion is
unsatisfactory.
Cumulative
agree 51 44.3 46.4 76.4
disagree 11 9.6 10.0 86.4
strongly
2 1.7 1.8 88.2
disagree
cant say 13 11.3 11.8 100.0
Total 110 95.7 100.0
Total 115 100.0
60
50
40
Frequency
30
20
10
0
disagree
The above table shows that the 51 employee’s opinion is agree for their
subordinates in handling organization issues, 33 employee’s opinion is exceptional,
and similar no of employees (13 members) opinion is for disagree and cant say
options.
Analyze problems, develops alternatives for solving and initiates
corrective actions.
Analyze problems, develops alternatives for solving and initiates corrective actions.
Cumulative
agree 48 41.7 45.3 80.2
disagree 8 7.0 7.5 87.7
strongly
1 .9 .9 88.7
disagree
cant say 12 10.4 11.3 100.0
Total 106 92.2 100.0
Total 115 100.0
Analyze problems,develops altrenatives for solving and

50
40
Frequency
30
20
10
0
disagree
Analyze problems,develops altrenatives for solving and
The above table shows that the highest no of employees (48 members) opinion is
agree for their subordinates in initiating corrective actions, 37 employee’s opinion is
exceptional, 9 members opinion is disagree, and the remaining 12 employees
opinion is cant say.
OBSERVATIONS
 The employees are happy to work in this organization as there exists friendly
atmosphere in the organization
 There is less work pressure for the employees in the organization.
 65% of the employees feel that there is proper coordination between superiors and
subordinates.
 The employees are satisfied with their current job profile.

 The employees seemed very responsible and hard working in achieving the targets of
the organization.
 Employees don’t seem to be taking unnecessary pressures and tensions.
 The employee’s level of contribution was satisfactory in achieving organization goals.
 The employees are very much satisfied with the trainings conducted by the
organization.
 Almost all the employees are satisfied working in that organization
SUGGESTIONS
As the organization does not follow the performance appraisal system needs some
improvements for achieving better results.
 The company should be able to disclose at least few of its future plans with the
employees in order to have a closed vision.
 Recognizing the employee skills and placing them in a better position.
 Work responsibilities must be according to the qualification and experience of the
employee.
 The organization should follow performance appraisal process.
 The organization should assess the employee based on their performance.
CONCLUSIONS
In order to improve the performance level of the employee’s at the organization it is

necessary to implement certain types of programs such as performance appraisal system,
training and development programs, proper promotion systems, developing the employees in
multi-skill training etc.and at all levels particularly in the world of fast changing technology
values and environment.
APFA is been justifiable good, as it has met the maximum level of satisfaction by many
employees and also been helping the employees by providing critical inputs to meet their
level of satisfaction.
APFA has considerably effective in various programs. And the organization greatest strength
today is its employees and their dedicated efforts coupled with the full support and guidance
from its management.
Finally, this project has been a value addition for me, in terms of learning and exposure to
assess the performance of different cadres of employees in the organization.
ANNEXURE
Dear Sir / Madam,
I S.Navanitha studying MBA II year in CMED Business School Hyderabad. As part

of my studies, I am doing my project at AP FOREST ACADEMY on the above subject.
I request you to spend your valuable time in filling up the enclosed questionnaire and
return at the earliest. I assure you that the information furnished by you will be strictly
confidential and will be used only for my academic purpose.
QUESTIONNAIRE
A study on assessing employee’s performance in AP forest academy
PERSONAL DETAILS:
NAME:
AGE:
DESIGNATION
:
EXPERIENCE:
QUALIFICATION:
1) Accurately and thoroughly applies requisite knowledge and skills necessary to complete
work.
SELF exceptional Above Meets Needs unsatisfactory

SUPERIOR exceptional Above Meets Needs unsatisfactory
SUBORDINATE exceptional Above Meets Needs unsatisfactory
.
2) Productively and efficiently handles volume of work required by job and meets deadlines.

3) Capably articulates thoughts and ideas while speaking.

4) Develops, plans and organize projects, tasks and resources to accomplish work objectives.

5) Capably handles organization issues in a confident manner.
SELF Strongly Agree Disagree Strongly Cant say

agree disagree
SUPERIOR Strongly Agree Disagree Strongly Cant say
agree disagree
SUBORDINATE Strongly Agree Disagree Strongly Cant say
agree disagree
6) Analyze problems, develops alternatives for solving and initiates corrective actions.
SELF Strongly Agree Disagree Strongly Cant say

agree disagree
SUPERIOR Strongly Agree Disagree Strongly Cant say
agree disagree
SUBORDINATE Strongly Agree Disagree Strongly Cant say
agree disagree
7) How often you delegate authority to your subordinate at work place.
A) Large extent b) Some extent c) Rarely d) Never
8) Level of motivational skills use to improve positive performance among your subordinate to
achieve organization goals.
9) To what extent you cooperate with your colleagues.
10) Have you used creative ability to discuss and work with colleagues to think up new systems and
styles of working?
A) Strongly agree b) Agree c) Disagree d) Strongly disagree e) Can’t say
11) To what extent you feel responsible for completing the task given by your superior.
12) Would you like to expand your knowledge to become more proficient at this job?
13) Are you loyal to your colleagues and subordinates when they really needed your help?
14) Level of satisfaction on your current job profile.
A) Above 95% b) 95-85% c) 84-65% d) 64-50% e) below 50%
15) Level of contribution you have made in organization to achieve its goals.
A) Above 95% b) 95-85% c) 84-65% d) 64-50% e) below 50%

BIBLIOGRAPHY
BOOKS REFFERED:
 Human Resource Management

- By Raymond A Noe
 Personnel Management
- By C.B.Mamoria
 Personality Development
- By P.K.Arya
 Beyond Training
(Database analysis of APFA)
- By Dr.C.Suvarana, IFS
WEBSITES:
 WWW.WIKIPEDIA.COM
 WWW.APFA.COM
 WWW.CITEHR.COM

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PROJECT REPORT

“ASSESSING EMPLOYEES PERFORMANCE”

A project report submitted to CMED School of Management.

MASTER OF BUSINESS ADMINISTRATION

Ratna Nilay, Near Flyover, Narayanaguda, Hyderabad-29

I S.Navanitha declare that the project report entitled “A study on assessing

organization is performance appraisal. Employee performance is the only way to achieve

organizational objectives. So, Performance Appraisal has achieved a greater importance in

Human Resource Management.

1.1 Objective of the study

1.2 Need of the study

1.3 Source of the data

1.4 Sample size

1.5 Limitation of the study

2.3 Purpose of performance appraisal

2.4 Process of performance appraisal

2.5 Methods of Performance appraisal system

2.6 Components of appraisal evaluation

3.1 Brief information about academy

3.2 Objectives and vision of the academy

3.3 Activities taken up by academy

3.4 Highlights and awards of the academy

3.5 Future plans of action by academy

4. Data analysis and interpretation

5. Findings and conclusions

5.1 Findings, suggestions and conclusions

1. Objectives of the study:

o To know where the employee stand in so far as their performance is considered

o To determine the career growth of employees.

o To know the knowledge level of the employees.

o To provide suggestions if any, for more effective performance by employee to

o To know weather the management is involved in assessing the performance of the

2. NEED OF THE STUDY:

Source… Personnel Management (book)

4. Questionnaire design and sample size:

Managing employee performance is an integral part of the work that all

The Department of the Interior’s performance management policy is designed to

To accomplish these objectives, managers need to identify organizational goals to be

• Performance appraisal is the method of assessing the contribution of

• According to Wayne F Cascio (1995) performance appraisal is defined as

• Performance evaluation or Performance appraisal is the process of

assessing the performance and the progress of an employee or a group

of employees on a given job and his potential for future development.

• According to Flip,” Performance appraisal is the systematic, periodic and

an impartial rating of an employee’s excellence in matters pertaining to

his present job and his potential for a better job”.

• A formal definition of Performance Appraisal system is that, “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”.

• “The performance appraisal system is introduced to replace casual

assessment of Performance with formal, systematic procedures”. The

underlying philosophy behind the Performance appraisal system is the

assessment of performance on a continuous basis, which can be openly

shared with the concerned subordinate.

Process of Performance Appraisal:

Establishing performance standards:

Communicating the standards:

Measuring the actual performance:

2. It is a continuous process which involves monitoring the performance throughout the

Purpose of Performance Appraisal:

• Training and development needs – 71%

• Deciding future goals and course of action – 42%