7/29/2019 newreprt-120903072614-phpapp02

1/58

PERFORMANCE APPRAISAL

With reference to360 Degree Approach Used by Indian Companies

Submitted ByDomenico M. Gouveia

M.Com Part I2013-14

Project GuideProf. Vinima Gambhir

Submitted ToUniversity of Mumbai

St.Andrews College of Arts, Science and Commerce

St. Dominic Road,Bandra (West),

Mumbai 400 050.

1

7/29/2019 newreprt-120903072614-phpapp02

2/58

ACKNOWLEDGEMENT

I hereby acknowledge all those who directly or indirectly helped me to draft the project report. It

would not have been possible for me to complete the task without their help and guidance.

First of all I would like to thank the principal Dr. Marie Fernandes and the coordinator Prof. Kevin

Miranda who gave me the opportunity to do this project work. They also conveyed the important

instructions from the university from time to time. Secondly, I am very much obliged of Prof.

Vinimah Gambhir for giving guidance for completing the project.

Then I must mention the person who co-operated with me, Mr. Satya Prakash Chandra

from NIIT , Byculla . He not only rendered time out of their busy scheduled but also answered my

queries without hesitation. He gave me information on their system of working in their

organisation and told me how performance appraisals are conducted within their organisation.

Last but not the least, I am thankful to the University of Mumbai for offering the project in the

syllabus. I must mention my hearty gratitude towards my family, other faculties and friends who

supported me to go ahead with the project.

2

7/29/2019 newreprt-120903072614-phpapp02

3/58

CERTIFICATE

This is to certify that the Project workPERFORMANCE APPRAISAL

With reference to Comparative Analysis of the 360 Degree Approach Used by Indian

Companies has carried out and submitted by Mr. Domenico Gouveia (Roll Number

9034) under my guidance by in partial and fulfillment of his Master of Commerce in

Management through St. Andrews College under the aegis of University of Mumbai

Dr. Marie Fernandes

Principal

St. Andrews College

Mumbai University

3

7/29/2019 newreprt-120903072614-phpapp02

4/58

DECLARATION

St.Andrews College of Arts, Science and CommerceSt. Dominic Road,

Bandra (West),Mumbai 400 050.

I ,Domenico Gouveia of St. Andrews College , M.Com Part I hereby declare that I

have completed the project on Performance Appraisals :360 Degree

Appraisal Systems used in NIITs in the academic year 2013-14.The

information submitted is true and original to the best of my knowledge.

Signature of the Student,

Domenico Gouveia

4

7/29/2019 newreprt-120903072614-phpapp02

5/58

Index

Sr.No. Topic Page No.

Chapter I Introduction to the Study

1.1 Aim / Importance of the Study

1.2 Objectives of Study

1.3 About Performance Appraisal Systems

1.4 History

1.5 Types

Chapter II The 360- Degree Approach

Importance & Benefits

Advantages & Disadvantages

Need for Appraisals

Parties Involved

Implementation Process

Challenges & Shortcomings

Role in Organisations

Chapter III Review of Literature

Chapter IV Research Methodology

Chapter V Case Study

Chapter VI Suggestions , Findings and Recommendations

Chapter VII Limitations to Study

Chapter VIII Conclusion

Chapter IX Bibliography

Chapter X Annexures

5

7/29/2019 newreprt-120903072614-phpapp02

6/58

EXECUTIVE SUMMARY

Performance appraisal is the basic activity of human resource

management of which Employer & Employee will assess their strengths

and weakness for the sake of providing compensation , like increments

and salaries.

This concept adopted by the most of the organizations is an important part

of the organization.

As a manufacturing unit JOCIL Ltd. adopted the performance appraisal

technique to assess their employees for the better growth organization

standards. To determine the satisfaction level of the employee and level of

knowledge to the people in the organization a study has been conducted

and results obtained were descriptively analyzed. To crosscheck the

results interaction with the employee was also done.

Today, in every organisation motivating employees as an activity is

necessary. It is an important part of an organisation. It is a vitalingredient for the success of the organisation in the long run, becauseonly if the employees are motivated, will they be more efficient andresourceful to the organisations.

A performance appraisal (PA) or employee appraisal is a method by which

thejob performance of an employee is evaluated.

They are a part ofcareer development and consist of regular reviews of

employee performance withinorganizations.

The PA process should be able to inform employees about the

organization's goals, priorities, and expectations and how well they are

contributing to them.

The achievement of organizational performance goals depends on the

performance of the individual organizational members.Therefore,

measuring individual employee performance can prove to be a valuable

performance management process for the purposes of HRM and for the

organization.

6

http://en.wikipedia.org/wiki/Job_performancehttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Job_performance

7/29/2019 newreprt-120903072614-phpapp02

7/58

360-degree feedbackis feedback that comes from members of an

employee's immediate work

However, there is a great deal of controversy as to whether 360-degree

feedback should be used exclusively for development purposes, or shouldbe used for appraisal purposes as well.

So through this project , I would try to demonstrate the functioning of a 360

degree appraisal system in an organization like NIIT , Byculla.

Also whether it is beneficial or harmful approach towards employee

motivation is another aspect I wish to cover in this project.

With reference to this context, this project is been prepared to put a lighton the 360- Degree Approach. This project includes Meaning of AppraisalSystems , Need and Purpose of conducting Appraisals, How it isconducted , Implementation Process, Appraisal Interviews and the 360Degree Approach which include how 360 degree appraisal is used inNiit , Byculla .

Since all the aspect needs practical example and explanation this

project the approach of 360-Degree Appraisal used by NIIT , Byculla .

The objective of study was designed to consider the fallowing objectives:

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

To analyze the awareness and satisfaction of the employee .

To identify how far organization succeed in conducting performance appraisal.

A sample of 80 employees was taken from different levels such as engineers,

supervisors, and operators. The data was collected from questionnaire which was

prepared on the basis of appraisal form of the company and analysis of data was

carried out based on the questionnaire data and interview method. It could be

concluded that employee were little satisfied with the system and methodology of

system found was strictly followed by the organization.

7

7/29/2019 newreprt-120903072614-phpapp02

8/58

Chapter 1

Introduction to the Study

1.1 Aim of doing the project: To implement the learning of Performance Appraisals the 360 degree way which is a

part of our syllabus , and to be able to understand the topic better through mypresentation.

1.2 Objective of doing the project To implement our learnings of the presentation in my study .

To be upgraded with the particle business life and the aspect of the needs of appraisals

for employees in a company.

To develop presentation skills

To increase my confidence level

To implement the quality to work with co ordination

To study the 360 Degree Appraisal systems and evaluate its benefits in context of NIIT

Technologies.

To study the effectiveness of the existing system of performance appraisal system at

NIIT.

Conduct a study on the 360 degree performance appraisal among the employees of Life

Insurance Corporation of India, Neyyattinkara branch.

To study the satisfactory level of empoyees on the performance appraisal given by the

company

To identify the factors on which the employees are dissatisfied with the performance

appraisal given to them.

1.3 Importance of the study

The present study is expected to identify the factors of dissatisfaction in the 360

8

7/29/2019 newreprt-120903072614-phpapp02

9/58

degree performance appraisal system which would directly improve the employee

performance thereby significantly increasing the company profit.

This study will also enable the personnel department to identify the factors

influencing the performance appraisal which leads to turn over of the employees

due to the dissatisfaction with the performance appraisal given to them.

1.4 Scope of the study

To identify the behavior and the honesty of the company in giving

performance appraisal.

To suggest in what factors the company has to show their attention

regarding performance appraisal.

To know the opinion of the employees, about the companys 360

degree performance appraisal system.

1.5 Human Resource Management

Human resource management (HRM) is the strategic and coherent approach to the

management of an organization's most valued assets - the people working there who individually

and collectively contribute to the achievement of the objectives of the business

Human resource management is a collective implementation of managerial functions

such as planning, organizing, directing and, controlling to reach the organization goals

Human Resource Management: Scope

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

placement, transfer, promotion, training and development, layoff and retrenchment, remuneration,

incentives, productivity etc.

9

7/29/2019 newreprt-120903072614-phpapp02

10/58

2. Welfare aspect-It deals with working conditions, facilities and amenities such as canteens, rest

and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation

facilities, etc.

3. Industrial relations aspect-This covers union-management relations, joint consultation,

collective bargaining, grievance and disciplinary procedures, settlement of disputes, workers

participation in management etc.

Functions of HRM:

Based on the organization of task and implementation of methods we have two types of

functions, they are:

Managerial functions and

Objective functions

Managerial functions are also called the core functionalities of human resource

management, which will be deals with the planning, organizing, Directing and, Controlling. Among

these directing is also called the leading.

Objective functions are the active functionalities of human resource management which

has substantially organizing capability in according to requirements of the organization. These are

drawn from the managerial functions for successful achievement of the organizational tasks.

These includes the...

Employee planning.

Staffing.

Training and Development.

Employee evolution.

Pay roll management.

Welfare of the employee.

Employee evolution is the major task for an organization because employee performance

10

7/29/2019 newreprt-120903072614-phpapp02

11/58

will be done and motivation factor to the extent of the employee requirement. It includes the

Conducting the performance appraisal, feedback generation, giving the extra inputs that requires

for the employee, compensation planning, Reviewing and auditing manpower management in the

organization etc.

1.6 PERFORMANCE APPRAISAL

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

performance; an appraisal should not be viewed as an end in itself, but rather as an important

process within a broader performance management system that links:

Organizational objectives

Day-to-day performance

Professional development

Rewards and incentives

What is the purpose of performance appraisal?

Professional development such as identifying strengths and weaknesses in

performance, implementing strategies for improvement

Determining organizational training and development needs

Making and validating administrative decisions like pay, promotion, placement, and

termination.etc.

Identifying systemic factors that are barriers to, or facilitators of, effective performance.

11

7/29/2019 newreprt-120903072614-phpapp02

12/58

Objectives of Performance appraisal:

To review the performance of the employees over a given period of time.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

Helps to strengthen the relationship and communication between superior subordinates

and management employees.

To diagnose the strengths and weaknesses of the individuals so as to identify the training

and development needs of the future.

To provide feedback to the employees regarding their past performance.

Provide information to assist in the other personal decisions in the organization.

Provide clarity of the expectations and responsibilities of the functions to be performed by

the employees.

To judge the effectiveness of the other human resource functions of the organization such

as recruitment, selection, training and development.

To reduce the grievances of the employees

Scope of Performance appraisal

Provide employees with a better understanding of their role and

responsibilities.

Increase confidence through recognizing strengths while identifying training

needs to improve weaknesses.

Improve working relationships and communication between supervisors and

subordinates.

12

7/29/2019 newreprt-120903072614-phpapp02

13/58

Increase commitment to organizational goals; develop employees into future

supervisors.

Assist in personnel decisions such as promotions or allocating rewards, and

allow time for self-reflection, self-appraisal and personal goal setting.

Effects of Performance appraisal On Careers of Employee:

Performance appraisal helps to identify the hidden talents and potential of the individuals.

Identifying these potential talents can help in preparing the individuals for higher responsibilities

and positions in the future. The performance appraisal process in itself is developmental in nature.

It is also closely linked to other HR processes like helps to identify the training and development

needs, promotions, demotions, changes in the compensation etc. A feedback communicated in a

positive manner goes a long way to motivate the employees and helps to identify individual career

developmental plans. Based on the evaluation, employees can develop their career goals,

achieve new levels of competencies and chart their career progression. Performance appraisal

encourages employees to reinforce their strengths and overcome their weaknesses

Types Of Performance Apprisal:

1.Critical Incident Method:

This format of performance appraisal is a method which is involved identifying and

describing specific incidents where employees did something really well or that needs improving

during their performance period.

2.Weighted checklist method:In this style, performance appraisal is made under a method where the jobs being

evaluated based on descriptive statements about effective and ineffective behavior on jobs.

3.Paired comparison analysis:This form of performance appraisal is a good way to make full use of the methods of

options. There will be a list of relevant options. Each option is in comparison with the others in the

list. The results will be calculated and then such option with highest score will be mostly chosen.

4.Graphic rating scales:This format is considered the oldest and most popular method to assess the

employees performance.

In this style of performance appraisal, the management just simply does checks on the

performance levels of their staff.

5.Essay Evaluation method:

In this style of performance appraisal, managers/ supervisors are required to figure

out the strong and weak points of staffs behaviors. Essay evaluation method is a non-quantitative

13

http://www.humanresources.hrvinet.com/weighted-checklist/http://www.humanresources.hrvinet.com/weighted-checklist/http://www.humanresources.hrvinet.com/paired-comparison-analysis/http://www.humanresources.hrvinet.com/paired-comparison-analysis/http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/essay-evaluation/http://www.humanresources.hrvinet.com/essay-evaluation/http://www.humanresources.hrvinet.com/weighted-checklist/http://www.humanresources.hrvinet.com/paired-comparison-analysis/http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/essay-evaluation/

7/29/2019 newreprt-120903072614-phpapp02

14/58

technique. It is often mixed with the method the graphic rating scale.

6.Behaviorally anchored rating scales:This formatted performance appraisal is based on making rates on behaviors or

sets of indicators to determine the effectiveness or ineffectiveness of working performance. The

form is a mix of the rating scale and critical incident techniques to assess performance of the staff.

7.Performance ranking method:The performance appraisal of ranking is used to assess the working performance of

employees from the highest to lowest levels.

Managers will make comparisons of an employee with the others, instead of making comparison

of each employee with some certain standards.

8.Management By Objectives (MBO) method:MBO is a method of performance appraisal in which managers or employers set a

list of objectives and make assessments on their performance on a regular basis, and finally make

rewards based on the results achieved. This method mostly cares about the results achieved

(goals) but not to the way how employees can fulfill them.

9.360 degree performance appraisal:The style of 360 degree performance appraisal is a method that employees will

give confidential and anonymous assessments on their colleagues. This post also information that

can be used as references for such methods of performance assessments of 720, 540, 180

10.Forced ranking (forced distribution):In this style of performance appraisal, employees are ranked in terms of forced

allocations.

For instance, it is vital that the proportions be shared in the way that 10 or 20 % will be the highest

levels of performances, while 70 or 80% will be in the middle level and the rest will be in the

lowest one.

11. Behavioral Observation Scales:The method based on the scales of observation on behaviors is the one in which

important tasks that workers have performed during their working time will be assessed on a

regular basis.

Fundamentals of an appraisal system

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

14

http://www.humanresources.hrvinet.com/behaviorally-anchored-rating-scales-bars/http://www.humanresources.hrvinet.com/behaviorally-anchored-rating-scales-bars/http://www.humanresources.hrvinet.com/performance-ranking/http://www.humanresources.hrvinet.com/performance-ranking/http://www.humanresources.hrvinet.com/management-by-objectives-mbo/http://www.humanresources.hrvinet.com/management-by-objectives-mbo/http://www.humanresources.hrvinet.com/360-degree-performance-appraisal/http://www.humanresources.hrvinet.com/360-degree-performance-appraisal/http://www.humanresources.hrvinet.com/forced-ranking-forced-distribution/http://www.humanresources.hrvinet.com/forced-ranking-forced-distribution/http://www.humanresources.hrvinet.com/behavioral-observation-scales/http://www.humanresources.hrvinet.com/behaviorally-anchored-rating-scales-bars/http://www.humanresources.hrvinet.com/performance-ranking/http://www.humanresources.hrvinet.com/management-by-objectives-mbo/http://www.humanresources.hrvinet.com/360-degree-performance-appraisal/http://www.humanresources.hrvinet.com/forced-ranking-forced-distribution/http://www.humanresources.hrvinet.com/behavioral-observation-scales/

7/29/2019 newreprt-120903072614-phpapp02

15/58

Relevance and applicability to everyday work practice

Acceptability to appraisers and workers.

A systematic approach to performance appraisal can help ensure that these twoimportant criteria are met.

How to conduct a performance appraisal

The following five-step approach to conducting a systematic performance appraisal is

recommended:

1. Identify key performance criteria

2. Develop appraisal measures

3. Collect performance information from different sources

4. Conduct an appraisal interview

5. Evaluate the appraisal process.

Step 1: Identify key performance criteria

Perhaps one of the most challenging aspects of setting up a performance appraisal is

deciding what to assess. In essence, four key dimensions of performance should be considered in

a performance appraisal.

Key Dimensions of Performance:

Competencies : Knowledge, skills, and abilities relevant to performance

Behaviors : Specific actions conducted and / or tasks performed

Results / outcomes : Outputs, quantify able results, measurable outcomes

and achievements, objectives attained

Organizational citizenship

behaviors : Actions that are over and above usual job

responsibilities

To ensure that the performance criteria are relevant to work practice and acceptable to

appraisers and workers:

i. Base the performance criteria on an up-to-date job description

ii. Develop criteria in consultation with appraisers and workers

Step 2: Develop appraisal measures

Once clear and specific performance criteria have been developed, the next step is to

decide how to assess workers performance. It is recommended that a structured and systematic

approach is taken to assessing performance. Problems that arise when an unstructured blank

15

7/29/2019 newreprt-120903072614-phpapp02

16/58

sheet approach is used include:

Increased chance of appraiser errors

Knowledge, skills and abilities most critical to job performance may be overlooked

Reduced consistency between appraisers Perceptions of subjectivity in evaluations, which may in turn, reduce workers

satisfaction with, and acceptance of, appraisals.

Step 3: Collect performance information from different sources

Once the appraisal measures are developed, the next step involves collection of accurate

performance information. A common trap is to begin noting observations of workers just before

conducting appraisals. This is likely to give an inaccurate picture of a workers performance.

Ideally, workers performance should be observed in a systematic way over time .This method

ensures the accuracy of information about their performances.

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

performance. However, other organizational members can be a valuable source of information as

they are likely to have exposure to different aspects of a workers performance. This approach is

known as 360-degree feedback. For instance, coworkers can provide valuable information on

teamwork skills, and subordinates can provide useful information on leadership style.

Five different sources of performance appraisal information are considered here:

i. Manager / supervisor appraisals

ii. Self appraisals

iii. Coworker appraisals

iv. Subordinate appraisals

v. Client appraisals.

Step 4: Conduct an appraisal interview

The next step in a performance appraisal is to conduct the appraisal interview. The two central

purposes of the appraisal interview are to:

Reflect on past performance to identify major achievements, areas that require

further development, and barriers / facilitators to effective performance

16

7/29/2019 newreprt-120903072614-phpapp02

17/58

Identify goals and strategies for future work practice.

Step 5: Evaluate the appraisal process

As with any organizational system, the performance appraisal process should undergo regularreview and improvement.

CHAPTER-2

Company Profile:

JOCIL is a Public Limited Company incorporated in February 1978 as Andhra

Pradesh Oil and Chemical Industries Ltd (APOCIL). Listed in National Stock Exchange (NSE)

Madras and Hyderabad Stock Exchanges Renamed as Jayalakshmi Oil and Chemical

Industries Limited in 1982. Became a Subsidiary of The Andhra Sugars Ltd (ASL) on 27

October 1988. ASL Group of Companies have diversified interests in Sugar, Chemicals such

as Caustic Soda, Acetic Acid, Industrial Alcohol, Sulfuric Acid, Aspirin etc., Petrochemicals

and Textiles at various locations in Andhra Pradesh, India. ASL is also the Sole Supplier of

Rocket Fuel (UDMH) to ISRO. It renamed once again as Jocil Limited in 1992. 30 years of

experience in the field of manufacture of Stearic Acid Flakes, Fatty Acids, Toilet Soap, Soap

Noodles and Refined Glycerin. Stearic Acid Flakes are available in various grades for use in

Pharmaceuticals, Cosmetics, Textiles, Paints, Plastics, Tyres, Tread Rubber, Metal Polish

and Other Industries. A 6 Mw Biomass Cogeneration Power Plant commissioned in 2001, to

meet captive requirements of Steam & Power, Exports Surplus Power to APSPDCL (Public

Utility Company). Continuous unbroken dividend paying record since 1988 89. It has

Celebrated Silver Jubilee in the year 2003. Company has Awarded ISO 9001:2000Certification by DNV in year 2004, Ventured into Wind energy in the Year 2005.Wind farm is

17

7/29/2019 newreprt-120903072614-phpapp02

18/58

registered as CDM Project with UNFCCC in Year 2009.

CODE OF CONDUCT DIRECTORS

The Directors of the Company hereinafter referred to as "The Board" is committed to adopting,

besides any of its obligations under relevant laws or regulations, the best relevant practices for

corporate governance.

This Code of best practices represents a blend of law, regulation and appropriate voluntary

practices that will enable the Company to attract financial and human capital, perform efficiently

and to generate economic value for shareholders while respecting the interests of stakeholders

and society as a whole.

The principal attribute of the code is to ensure effective corporate governance, to enable the

Board to approve the Company's strategy and major business plans and decisions.

A code of conduct (hereinafter referred to as "Code") is adopted as per the stipulations of Listing

Agreement which is applicable to all the Directors of the Company.

CODE

The Board will operate within all applicable laws and regulations. The Board will act within and in

accordance with the powers granted to them by the Company's articles

The Board will act bonafide in the Company's interest, to use its powers and information

available for the business purposes and not exercise them for any collateral purpose and will

ensure that the Company is managed with due diligence, due regard to the interest of all

stakeholders, and essentially for the benefit of all its shareholders. The Board will in all

sincerity endeavor that the Company's activities ultimately add to the economic development

of the Country and further the national interest.

The Board will function within the framework of the economic, development and legal policies of

the Government of India and shall not undertake nor participate in any task, debate or

conversation that can reflect unfavorably on the dignity of our Nation or go against its interests

The Board will meet regularly, at least once every quarter with prime concentration on

strategic issues and their approval, policy and control, delegation of powers, specifying issues

that remain in the Board's domain

18

7/29/2019 newreprt-120903072614-phpapp02

19/58

The Board will consider the following matters as and when deemed appropriate.

Annual operating plans and budgets and any updates.

Capital Budgets and any updates.

Quarterly results for the Company and its operating divisions or business

segments.

Minutes of meetings of audit committee and other committees of the Board.

Show cause, demand, prosecution notices and penalty notices which are

materially important.

Fatal or serious accidents, dangerous occurrences, any material effluent or

pollution problems.

Any material default in financial obligations to and by the Company, or

substantial non-payment for goods sold by the Company.

Any issue which involves possible public or product liability claims of

substantial nature.

Details of any joint venture or collaboration agreement.

Transactions that involve material payment towards goodwill, brand equity,

intellectual property.

Significant labour problems and their proposed solution. Any significant

development in Human Resources/Industrial Relations front like signing of

wage agreement, implementation of Voluntary Retirement Scheme, etc.

Sale of material nature of investments, subsidiaries, assets, not in normal

course of business.

19

7/29/2019 newreprt-120903072614-phpapp02

20/58

Quarterly details of foreign exchange exposures and the steps taken by

management to limit the risks of adverse foreign exchange rate movement, if

material.

Non-compliance of any regulatory, statutory nature or listing requirements and

shareholders service such as non-payment of dividend, delay in share transfer.

Board will present a balanced, clear assessment of the Company's position. The Board will

ensure that the Directors' report shall include a narrative consistent with the figures in the

accounts of the performance and prospects.

The Board will ensure that the Annual Report shall include, inter-alia , a Management's

Discussion and Analysis Report as per SEBI guidelines and the Board's Report on Corporate

Governance (duly certified by the Auditors).

CODE OF CONDUCT MANAGERS

The Code of Ethics & Conduct for the Senior Managers of the Company helps to maintain the

standards of business conduct for Jocil Limited and to ensure the compliance with legal

requirements. The purpose of the Code is to deter wrong doing and promote ethical conduct.

The matters covered in this Code are of utmost importance to the Company, Shareholders,

business partners and other stakeholders. Further these are essential so that the Company

can conduct the business in accordance with high ethical values. Managers of the Company

are the custodians of Information and assets. As such, the Code of Ethics for the Senior

Managers of the Company is codified as under

CODE

The Code is applicable to the Senior Managers of the Company (hereinafter referred to as

"Managers") as stipulated by the Management by way of Office Circular from time to time.

Code of Ethics & Conduct for the Senior Managers of the Company:

20

7/29/2019 newreprt-120903072614-phpapp02

21/58

Managers will -

Affirm the code on annual basis as required by the revised clause 49 of the

Listing Agreement.

avoid accepting any offer, payment, gift or anything of value from customers,

vendors, consultants etc. that is perceived as intended, directly or indirectly, to

influence any business decision, any commitment of fraud or opportunity for

the commitment of any fraud.

Proactively promote and be an example of ethical behavior as a responsible

partner among peers, in the work environment and the community.

Share knowledge and maintain skills important and relevant to stakeholders'

needs.

Act in good faith, responsibly, with due care, competence and diligence,

without misrepresenting material facts or allowing one's independent judgment

to be subordinated.

comply with rules and regulations of all Public Authorities in all the

geographies in which Jocil Limited operates

Respect the confidentiality of information acquired in the course of one's workexcept when authorized or otherwise legally obligated to disclose.

provide all stakeholders with information that is accurate, complete, objective,

relevant, timely and understandable.

Strive to achieve responsible use of and control over all assets and resources

employed or entrusted not use confidential information acquired in the course

of one's work for personal advantage.

act with honesty and integrity, avoiding actual or apparent conflicts of interestin personal and professional relationships

The Company has well defined policies for

Quality

Consumer Safety

Safety, Health and Environment (SHE)

21

7/29/2019 newreprt-120903072614-phpapp02

22/58

Company's Philosophy:

To Conduct its Operations with Honesty, Integrity and Transparency

To be the Market Leader in its Field of Operations through Continual

Improvement in Efficiency and Quality of Products & Services.

To be a Successful Profit Making Organization

To Serve Society through Industry

To care for the Environment and the World in which we live

To have Concern for Employees, Shareholders, Customers and Business

Associates alike.

Business and Strategies :

1. Business ---> Oleochemicals ---> Stearic Acid --->

Specifications

Product offered in the form of free flowing flakes, in different grades and to suit various industrial

applications.

User Industries:

* Rubber

* PVC

* Cosmetics

* Metal Polish

* Paints

* Tyres

* Food Pharmaceuticals

* Speciality Chemicals.

Customers :

*MRF

* Elgitread

* Nestle* HUL

22

7/29/2019 newreprt-120903072614-phpapp02

23/58

* Clariant

* BASF

* Century harma

* Sun Pharma etc.

Also manufactures

High purity products like 90% minimum Stearic Acid

Customer specific grades to suit specific industrial applications

2.Business ---> Oleochemicals --->Distilled Fatty Acids --->

Specifications

Distilled Fatty Acids Manufactured from Vegetables Oils like Coconut Oil, Palm Kernel Oil, and

Rice Bran Oil.

User Industries

* Toilet Soap

* Speciality Chemicals

* Industrial Greases etc.

Customers include

* HUL

* BASF

* Emami

* Bayer ABS Limited.

Fractionated Products Manufactured

Caprylic, Capric, Lauric, Myristic, Palmitic, Stearic, Oleic, Erucic & combination of these fractions,

with the Technology Sulzer. A few of these are under trial production and will be available soon

for commercial sale. Refined Glyceri ne is a byproduc t from the process of vegetable

oi ls dur ing the manufacture of fatty acids. Grades Offered are CP (Chemical ly

Pure) and IW (Industrial White)

. Business ---> Soap ---> Toilet Soap

Decades of Association with FMCG majors Trusted Partners for Brand Introduction

Contract Manufacturing

23

7/29/2019 newreprt-120903072614-phpapp02

24/58

Present Soap Brands

Liril 2000 for HUL

Life Buoy Skin Guard for HUL

Superia Lemon Fresh for ITC

Superia Soft Sandal for ITC

Superia Milky Glow for ITC

Superia Fragrant Flower for ITC

Superia Natural Glow for ITC

Superia Healthy Glow for ITC

Vivel Satin Soft for ITC

Vivel Ayurveda Essence for ITC

Manjal for MARICO

Parachute Jasmine for MARICO

Past Soap Brands

Liril Icy Cool Mint for Hindustan Lever

Savlon for Johnson & Johnson

Chek Beauty (4 Variants) for Henkel India

Margo Natural Care for Henkel India

Lux Skin Carefor Hindustan Lever

Rexona Coconut for Hindustan Lever

Breeze for Hindustan Lever

Margo for Calcutta Chemical Company

Shikakai for Swastic Surfactants and

Product can be offered to suit Customer Requirments

Strengths

Flexibility to Manufacture Five Diffrent Grades at a time, 250 tpd of Installed Capacity.

24

7/29/2019 newreprt-120903072614-phpapp02

25/58

Translucent Noodles and Premium Noodles of High Quality

Our Customers are:

* HUL

* ITC

* Marico

* Reckitt Benckiser

* Emami

* Jyothy Labs

* Henkel India etc.,

Extending support in the a reas o f Research & Development o f New Soap

Products, Coloured Noodles,Strands and Bits

Premium and Translucent Soaps like

* Lir i l Icy Cool

* Savlon

* Margo Natural

* Chek etc., brands have been developed at Jocil.

Contract Manufacturing

Well known for

* Product know-how

* Strong Quality Control

* Modern Facil it ies

* Total Commitment

* Responsiveness

* Team Work

Long Standing and Continuing Association with FMCG majors

* HUL

* Johnson & Johnson

* Henkel India

25

7/29/2019 newreprt-120903072614-phpapp02

26/58

* Reckitt Benckiser

Trusted for

* High Quality of Products

* Meeting Delivery Commitments

* Accommodating Changing Customer Schedules

Highly Responsive to Customer

* Enquires

* Suggestions

* Complaints

Support for R&D of Introductory Products

Company Achievements

Continuous unbroken dividend paying record since 1988-89. Celebrated Silver Jubilee in

the year 2003. ISO 9001:2000 Certification by DNV in year 2004. Ventured into Wind energy in

the Year 2005. Wind farm is registered as CDM Project with UNFCCC in Year 2009.

CHAPTER-3

26

7/29/2019 newreprt-120903072614-phpapp02

27/58

RESEARCH METHODOLOGY

Research is simply a systematic and refined technique of thinking, employing specialized tools,

instruments, and procedures in order to obtain a more adequate solution of a problem than wouldbe possible under ordinary means. It starts with a problem, collects data or facts, analysis these

critically and reaches decisions based on the actual evidence. It evolves original work instead of

mere exercise of personal. It evolves from a genuine desire to know rather than a desire to prove

something. It is quantitative, seeking to know not only what but how much, and measurement is

therefore, a central feature of it.

OBJECTIVES:

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

To analyze the awareness and satisfaction of the employee in.

To identify how far organization succeed in conducting performance appraisal.

HYPOTHESIS:

Does the Performance Appraisal at JOCIL Ltd. give the positive and effective response from

employee?

STUDY AREA AND PROBLEM DEFINITION:

Conducting study on Performance appraisal at JOCIL Ltd, Guntur, which is having all type of

employees as it is manufacturing unit for different products. Rating Scale Performance appraisal

is using by the company by the last few years with effective and deliberate response form the

employees. Performance Appraisal is one of the key factor for analyzing the employee strength

and weakness to provide compensation according to their performance which is for the growth of

the organization.

TYPE OF RESEARCH:

The present project is Descriptivein nature, the data based on facts collected with the help of the

tools and presented in the form of pie chart and bar-charts, and percentages, describing present

status of the appraisal technique adopted by the organization.

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

Mode of data collection : Questionnaire and interview method

Data collection tool : Questionnaire.

SOURCE OF DATA COLLECTION:

27

7/29/2019 newreprt-120903072614-phpapp02

28/58

Data is the collection of the individual records in the form of numerical, wordsetc for the

evidence of research. This can be done using the collection from different methods.

PRIMARY DATA: The data that has been analyzed and observed by the researcher for the firsttime to their knowledge. It is considered more reliable.

Primary data collected form Engineers, Supervisors and Operators, with respect to

the content like their satisfaction, knowledge, feedback, Objectives of appraisal

formetc.

SECONDARY DATA: This data is the statistics not gathered form immediate study at hand but for

some other purpose. The secondary data for the study was collected mainly from appraisal form,

website.

SAMPLE DESIGN:

It is definite plan for obtaining a sample from a given population. It refers to the technique or the

procedure the researcher would adopt in selecting items for the sample.

POPULATION: It refers to the aggregate of data source or any aggregate from which data is

collected .Unrevised is the target group of study and is finite.

SAMPLE SIZE: A sample is a small portion of the population. In the study a sample of 80

employees who are engineers, supervisors and operators.

TOOLS AND TECHNIQUES USED FOR ANALYSIS:

The basic tools used for the study were questionnaire and interview methods.

QUESTIONNAIRE: A questionnaire handed with engineers, supervisors, and operators based on

the various aspects of performance appraisal form. Questionnaire was prepared on the basis

content in appraisal form of the company which is helpful to understand and brings the awareness

about the technique.

INTERVIEW: Continuous interaction with various industry people provided me knowledge on

various helpful industry activities. And satisfaction and assessment level employee, training

programs within in the organization came to figure in mind.

The following are the techniques used to analyze the data collected.

PIE DIAGRAM: The circle is divided into number of sectors representing the values of the data in

identifying the accurate distribution.

TABULATION: The classified data is represented in an orderly way and this calls for systematic

representation of data.

CAPTER-4

28

7/29/2019 newreprt-120903072614-phpapp02

29/58

DATA ANALYSIS

ANALYSIS OF APPRAISAL FORM:

Rating scales of performance appraisal form:As JOCIL Ltd using the method of rating scale

mechanism for conducting appraisal of the employee the questionnaire was designed on the

basis of the content in the appraisal form.

CONTENTS OF PERFORMANCE APPRAISAL FORM:

1. Quality of work

Consider accuracy, thoroughness, effectiveness.

Pressure, ability to meet standards of quality.

Use of time and volume of work accomplished.

Work output matches the expectations established.

2. Quantity of work

Competence, thoroughness, and efficiency of work regardless of volume.

Neatness and accuracy.

3. Teamwork:

Establish and maintain effective working relationship with others.

Shares information and resources with others

Follows instructions of supervisor and respond to requests from others in the team in a

helpful manner.

Contributing work and effort to group performance to meet agreed upon objectives and

achieve team success

4. Job knowledge

Application of appropriate level of technical and procedural knowledge in specific field

Degree of technical competence

Understanding of job procedures, methods, facts and information related to

assignments.

Perform duties with minimal supervision but seek guidance where and when appropriate

to the job, consults the appropriate staff

29

7/29/2019 newreprt-120903072614-phpapp02

30/58

5. Initiative

Consider the extent to which the employees sets own constructive work practice and

recommends and creates own procedures.

Self-starter, develop and implement new methods, procedures, solutions, concepts,

designs and/or applications of existing designs or procedures.

Accepts additional challenges and responsibilities and willingly assist others, self-reliant.

Completes assignment on time.

6. Interpersonal relations

Consider the extent to which the employee is cooperative, considerate, and tactful in

dealing with supervisors, subordinates, peers, faculty, students and others.

7. Health and safety compliance

The degree to which he or she complies with or over sees the compliance with university

safety rules.

The following are also to be completed for supervisory personnel and members of the

administrative staff.

8. Communications abilities

Performance appraisal of communications includes elements as:

Ability to listen and understand information;

Presents information in a clear and concise manner.

Knows appropriate way of communicating with immediate superiors and the

management

Demonstrates respect for all individuals in all forms of communication

9. Planning and organizing:

Adapting to changes and using resources effectively;

Maintains confidentiality as appropriate.

Setting objectives, establishing priorities, developing plans;

Arranging work schedules and prioritizing work to meet deadlines.

Know when to ask for clarification before proceeding on a work project.

30

7/29/2019 newreprt-120903072614-phpapp02

31/58

10. Problem analysis and decision making

Anticipating problems and facilitate problem resolution.

Willingness to make necessary and immediate decisions given incomplete information.

Understanding practical and workable solutions.

11. Staff development

The extent to which the individual provides guidance and opportunities to his or her staff

for their development and advancement in the university.

12. Dependability

Starts work at appropriate time.

Respects time allowed for breaks and lunch.

Helps ensure work duties are covered when absent.

31

7/29/2019 newreprt-120903072614-phpapp02

32/58

QUESTIONNAIRE ANALYSIS:

Analysis of data has taken out based on the data collected with questionnaire methodology of 80

employees as sample size.it is the interpretation of the data for the evaluation of performance

appraisal system with the organization.

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

organization?

Parameters Yes Partly No Well-known

Responses

43 35 0 2Percentages 53.75 43.75 0 2.5

The above inference shows that awareness of PA system in the organization

which is 54% people knows about this and 44% people knows

partly. The above data states that the employees must be appraised of the system and its

significanceand its contribution to increase the productivity.

32

7/29/2019 newreprt-120903072614-phpapp02

33/58

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

Responses yes % No %

To give the promotions 68 85 12 15

To increase the salaries 77 96.25 3 3.75

To evaluate the employee ability 68 85 12 15

To give the training where it needed 40 50 40 50

For job rotations 33 41.25 47 58.75

Company will conduct the performance appraisal to consider promotions,

increments, and training assessments where it is required, which gives the clear idea about

the employee status at the workforce.From the above table it is clearly shown that

majority of employees felt that the performance apprisal used by the organisation is to

increase the salaries,followed by promotions and to evaluate employees ability among

which the least is for job rotations.

33

7/29/2019 newreprt-120903072614-phpapp02

34/58

3. Who will appraise you?

Parameters supervisor immediate superior HR department others

Responses 18 44 7 11

Percentages 22.5 55 8.75 13.75

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

designation and cadre of the employee in the company. Form the above inference the

performance appraisal is conducted by the supervisors , HR department and by the head of the

departments. As it is manufacturing based company 22% are supervisor and asst. operators, 55%

are immediate superiors , and 9% are HR professionals who conduct the apprisal for Managers. .

34

7/29/2019 newreprt-120903072614-phpapp02

35/58

4. On what basis does performance appraisal be conduct?

Parameters based on

work

relationship with

superiors

presence and

productivity OthersResponses 59 12 5 4

Percentages 73.75 15 6.25 5

Performance appraisal will conduct on the basis work and productivity of the

employee. From the inference we can observe that 74% employees are appraised based on

work. When the strategic enlargement is required in a company the apprisal system

should focus on the work, presence of the employee with the productivity.5% of the

respondents are not clear as to why performance apprisal is carried out.

35

7/29/2019 newreprt-120903072614-phpapp02

36/58

5. What kind of performance appraisal technique is used?

Parameters raking

scale

check list

method

confidential

report critical incident

performance

test

easy

methodResponses

67 1 5 7 0 0

Percentages83.75 1.25 6.25 8.75 0 0

Jocil Ltd is fallowing the grading mechanism which is suitable for the

manufacturing unit. The above data clearly states that the compny uses the Ranking Scale

technique to appraise the employees.The data also reveals that the Performance apprisal

& Easy Method is not being followed.

36

7/29/2019 newreprt-120903072614-phpapp02

37/58

6. How often performance appraisal is conducted?

Parameters once in ayear once in 6 months

everyweek

once in 3months

Responses 66 10 2 2

Percentages 82.5 12.5 2.5 2.5

From the above inference the company will conducts the appraisal yearly

once but there is also a need that the apprisal system has to be carried out to find need for

training and also to enhance the productivity.Jocil Ltd conducts the apprisal yearly once

to give increements and promotions.

37

7/29/2019 newreprt-120903072614-phpapp02

38/58

7. What do you feel about Performance Apprisal system?

Parameters good average badAboveaveg.

Responses 35 38 6 1

Percentages 43.75 47.5 7.5 1.25

The above data clearly shows that majority of the respondents feel that the

Performance Apprisal system is average followed with 43.7% says it good.So there is a

need for the company to make the employee understand the significance of Performance

Apprisal System.

38

7/29/2019 newreprt-120903072614-phpapp02

39/58

8. Does performance appraisal enhance your potential at work?

Parameters true partly not true very true

Responses 31 36 9 4

Percentages 38.75 45 11.25 5

`

The above inference implies that people are satisfied with the PA system inJocil Ltd believe that it provides scope for developing their potential. This may

be due to the fact that the self-appraised of the appraise invites suggestions on job

enrichment, training needs and steps to be taken to improve individuals

effectiveness. Whereas the above inference showing that potential level of

increment is 45% partly so company has to improve in the sense of giving

complete backup to the employee.

39

7/29/2019 newreprt-120903072614-phpapp02

40/58

9.

9.Do you have self-appraisal system?

Parameters yes no

Responses 44 36

Percentages 55 45

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

important reason for the above inference. The self-appraisal includes questions on

major achievements, constraints in performance, type of training required, tasks or

activities undertaken successfully during the year, problems faced etc. It also

includes suggestions on making the job interesting and challenging and plans to

improve effectiveness. Due to this fact, most of the employees may have felt that

they were participating actively in their own appraisal by self -review and

reflection on various issues.

40

7/29/2019 newreprt-120903072614-phpapp02

41/58

10. Does employee get the regular feedback?

Parameters Yes no

Responses 35 45

Percentages 43.75 56.25

The above inference shows that the PA system Company does not giving the feedback

about performance to its employees. It helps anticipating work needs in order to arrange work in

logical order. It also helps in devising efficient methods to attain pre-determined plans. Again due

to flexibility in job content, some people may have found problems in planning their performance

systematically.

41

7/29/2019 newreprt-120903072614-phpapp02

42/58

11. How much you have satisfied with the system?

.

Parameters a.10-30% b.40%-60% c.60%-80% d.100%

Responses 14 28 30 8Percentages 17.5 35 37.5 10

The employees do not want a fixed increment for their great performance.

The company should make recommendations related to salary on the basis of

regular performance feedback about every employee since the frequency of

performance measurement varies from department to department; it is difficult to

carry out this work smoothly so the satisfaction level low.

42

7/29/2019 newreprt-120903072614-phpapp02

43/58

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

Yes % No %

Discipline 80 100 0 0

Attendance 79 98.75 1 1.25

Job knowledge 78 97.5 2 2.5

Relation with employee 80 100 0 0

Plan of work 78 97.5 2 2.5

Decision making 75 93.75 5 6.25

Guidance 74 92.5 6 7.5

Performance 80 100 0 0

Absenteeism 57 71.25 23 28.75

Integration 74 92.5 6 7.5Dependency 75 93.75 5 6.25

Participation 80 100 0 0

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

executives, is an achievement for the organization. In the PA system the reporting

officer appraises a section of people whereas the reviewing officer appraises the

performance of an entire department. Also the reviewing officer is the immediate

superior of reporting officer. Any disagreement between the assessments of an

employee has to be duly discussed and recorded. Also, any noticeable difference

of opinion between self-appraisal and appraisal by reporting officer has to be

accounted for. All the above factors help in correcting the biases, if any of

reporting officer.

43

7/29/2019 newreprt-120903072614-phpapp02

44/58

13. Are you facing any fallowing problem during appraisal?

yes % No

Analysis of skill 17 21.25 63 78.75

Usage of logics 8 10 72 90

Self-opinion description 12 15 68 85

Participation in decision making 6 7.5 74 92.5

Unable to reveal self description 15 18.75 65 81.25

Jocil Ltd. Performing the appraisal in a sequential manner like

appraisal by the supervisor, immediate superiors which makes the proper

meaning like ordering in the top to bottom which is a correct in the sense

of analyzing the employee by the their superios.

44

7/29/2019 newreprt-120903072614-phpapp02

45/58

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

Parameters yes partly no

Responses 18 50 12

Percentages 22.5 62.5 15

Performance appraisal will give the employee ability to the organization

and compensation in the form of increments and promotions. If the

implementation reaches the in the parallel level this system will gives the real

justices for every employee. From the inference 65% of the people are satisfiedwith their appraisal.

45

7/29/2019 newreprt-120903072614-phpapp02

46/58

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

Parameters yes no

Responses 29 51

Percentages 36.25 63.75

Performance appraisal is major asset for employee estimation it gives the

employee status whether he require the training or not and the require areas for

training. So performance appraisal will choose the employee for training.

46

7/29/2019 newreprt-120903072614-phpapp02

47/58

16. Does training will effects your performance?

Parameters yes no

Responses 52 28

Percentages 65 35

For every employee training is required to take the right job at the right

place at the same time when the new work is entered in the organization training is

needed for analyzing the new operations. So the company needs training to

increase the efficiency and to polish the work where they are in.

47

7/29/2019 newreprt-120903072614-phpapp02

48/58

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

ParametersYes Partly No

Responses28 43 9

Percentages35 53.75 11.25

The performance appraisal is completely need based the organization

recognizes and promotes high achievers only if there are vacancies available in the

organization by finding their strengths and weaknesses. This has a negative impact

on people who are not rewarded and promoted duly for their good performance.

There should be a system of rewarding employees either in monetary terms or in

terms of recognition.

48

7/29/2019 newreprt-120903072614-phpapp02

49/58

18. Does your company conduct the counseling after the appraisal?

Parameters yes partly no

Responses 18 36 26

Percentages 22.5 45 32.5

For growth of the company employee counseling is more important to

reach the organization goals, Jocil Ltd. is providing the counseling on safety

measurements and welfare activities only.

49

7/29/2019 newreprt-120903072614-phpapp02

50/58

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

Parameters Appraisal by allsuperiors

Appraisal byimmediate superior

Appraisal byreference team

Appraisal by referenceteam and self

Responses 8 50 10 12

Percentages 10 62.5 12.5 15

This shows that the relationship between appraiser and appraise, in Jocil Ltd, with respect

to planning the performance is quite good. The subordinate in planning his performance. The

appraiser helps appraise in testing the soundness of his goals as well as of his plans for achieving

them. This implies that there is active participation of both appraiser and appraise in performance

planning. The reason behind Not True answer may be due to the fact that many jobs in Jocil are

not well defined and therefore an elaborate planning on them is not done.

50

7/29/2019 newreprt-120903072614-phpapp02

51/58

CAHPTER-5

FINDINGS

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

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

3) Organization climate-

Well analyzed goals are set.

Good and effective performance appraisal strategies applied.

All the strategies are fair and objective.

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

Proper feedback is not given by management.

Supervisors are patient with the employees problems.

Good performance leads to annual increments and promotions.

Training and development programs are to be improved.

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

51

7/29/2019 newreprt-120903072614-phpapp02

52/58

SUGGESTIONS

Performance appraisal technique is meant for assessing the employee strengths and

weakness, to provide compensation to the employee. So that company should

concentrate more on individual development and reward for employee work should be

there. If implementation and analysis on the paper implements in more physical activity

the satisfaction level of the employee will increase as well as path to reach the

organization goal also easy.

CONCLUSIONS

The JOCIL Ltd adopted the rating scale performance appraisal mechanism which most

suitable for the manufacturing unit, since it is an agro based manufacturing company. The

employee satisfaction average compare to the executive level employees. The certainty in the

technique is being maintained from the last 10 years in the company. Organization is widely

using the appraisal method for the beneficiary of the employee in the sense of promotions and

increment in salary.

The finding can be found from the analysis of data collected in JOCIL Ltd.

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

some of them are having just knowledge on the technique.

2. Most of the employees are known that who will conduct the appraisal and

when it will conduct but reaching the knowledge of appraisal system to

every employee is required.

3. Majority of the employee satisfaction is 47.5% average on the technique

used within the organization.

4. Employees are feeling the performance appraisal technique will gives the

good result if the utilization is implements perfectly.

5. The chance for improving the self-appraisal should be more because 45%

of the employee feeling there is no chance for self-appraisal, it will

increase potential to the organization.

52

7/29/2019 newreprt-120903072614-phpapp02

53/58

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

periods, so that the employee increase the performance based on their remarks.

7. Training and counseling classes are less in according to the data; it should be

improved for the befit of the organization goals and Effective training anddevelopment programs should be held.

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

employees.

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

in the Free hand in decision making.

10. Performance appraisal system should be extensively used in job rotation AND up

gradation of basic qualification of all workers to be taken in future based on their

performance.

11. Uniform growth is required in the salaries and promotions, because it will gives

the employee satisfaction in high level which is for the achievement of the

organization.

53

7/29/2019 newreprt-120903072614-phpapp02

54/58

Questionnaire

Employee details:

Name : Age :

Sex : Experience :

Job details :

1. Are you aware that your organization fallowing the performance appraisal

system?a) yes b) partly

c) no d) well known

2. Why performance appraisal system required?

Yes No

a) To give the promotions ( ) ( )

b) To increase the salaries ( ) ( )

c) To evaluate the employee ability ( ) ( )

d) To give the training where it needed ( ) ( )

e) For job rotations ( ) ( )

3. Who will appraise you?

a) supervisor b) immediate superior

c) HR department d) others

4. On what basis does performance appraisal will conduct?

a) based on work b) relationship with superiors

c) presence and productivity d) others

5. What kind of performance appraisal will conduct?

a) raking scale b) check list methodc) confidential report d) performance test

e) critical incident f) easy method

6. How often performance appraisal does conducts?

a) once in a year b) once in 6 monthsc) every week d) once in 3 months

7. What do you feel about this system?

a) good b) average

c) bad d) above average

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

54

7/29/2019 newreprt-120903072614-phpapp02

55/58

a) true b) partly

c) not true

9. Do you have self appraisal system?

a) Yes b) no

10. Does employee get the regular feed back?

a) Yes b) no

11. How much you have satisfied with your company PA system?

a) 10-30% b) 40-60%

c) 60-80% d) 100%

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

Yes No

a) Discipline ( ) ( )

b) Attendance ( ) ( )

c) Job knowledge ( ) ( )

d) Relation with employee ( ) ( )

e) Plan of work ( ) ( )

f) Decision making ( ) ( )

g) Guidance ( ) ( )

h) Performance ( ) ( )

i) Absenteeism ( ) ( )

j) Dependency ( ) ( )

k) Integration ( ) ( )

l) Participation ( ) ( )

13. Are you facing any fallowing problem during appraisal?

Yes No

a) Analysis of skill ( ) ( )

b) Usage of logics ( ) ( )

c) Self-opinion description ( ) ( )

d) Participation in decision making ( ) ( )e) Unable to reveal self description ( ) ( )

55

7/29/2019 newreprt-120903072614-phpapp02

56/58

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

a) yes b) partly

c) no

15. Have been selected for any training after the appraisal conducted?

a) yes b) no

16. Does training will effects your performance?

a) yes b) no

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

a) true b) partly

c) not true d) very true

18. Does your company conduct the counseling after the appraisal?

a) yes b) partly

c) no

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

a) appraisal by all superiors b) appraisal by immediate superiorc) appraisal by reference team c) appraisal by reference team and self

56

7/29/2019 newreprt-120903072614-phpapp02

57/58

BIBLIOGRAPHY

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

systems Pvt. Ltd, Excel Books

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

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

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

Taylor & Francis e-Library.

Jan Jonker & Bartjan Pennink, 2010, The Essence of Research Methodology, Springer-

Verlag Berlin Heidelberg .

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

Relations, Himalaya Publishing House.

Web Resources:

www.google.com

www.gigapedia.com

www.performance-appraisal.com

www.appraisals.naukrihub.com

57

7/29/2019 newreprt-120903072614-phpapp02

58/58