CHAPTER-1

COMPANY PROFILE
About the company:
The company was incorporated as Rama Krishna Knitters Private Limited under
the Companies Act, 1956 on Feruary 15, !""# in the state o$ Pun%a re&istered
with the Re&istrar o$ Companies, Pun%a, 'imacha( Pradesh and Chandi&arh at
)a(andhar vide Corporate *denti$ication +o, -1#."1P/!""#PLC"."9""0 The
Re&istered 1$$ice o$ the Company is situated at 129315", Preet 4ihar, )assian
Road, Ludhiana3121""1, Pun%a0 The Company has een promoted y 5r0 +aresh
Kumar 6upta and 5rs0 7ha((u 6upta $or manu$acture and e8port o$ readymade
&arments0
Bu!ne P"o#!$e o# the Company:
The company manu$actures comprehensive ran&e o$ readymade &arments that are
9nitted $rom hi&h :ua(ity o$ po(yester and cotton years0 6arments are $aricated to
provide wearin& com$ort to the wearer a(on& with spectrum o$ co(or$u( ; trendy
aura0
The company is a e8port oriented unit and e8portin& &oods to 7outh American
Countries vi<0 /e(i<e, Chi(e, +ether(and Anti((es, =L 7a(vador, Panama, /otswana
; -A=, Armenia, Ta%a9istan, -nited 7tates o$ America, Curacao and -ru&uay0
*ndia is a $avorite destination $or &arments importers in the internationa( mar9et0
The Company>s product is we(( accepted in internationa( mar9et0 The Company has
ui(t a uni:ue c(iente(e (ist in T37hirt usiness0
The company has a(so $(ourished its usiness in readymade &arments y sa(e to
other ma%or e8porters therey a(so diversi$yin& its ris9 in e8port mar9et and
increasin& the customer ase0 The company is (oo9in& $orward to e8p(ore more
internationa( mar9ets throu&h deemed e8ports with the e8istin& usiness and
capai(ities0
=ar(ier company was en%oyin& a status o$ ?Reco&ni<ed =8port 'ouse@, in the (ast
year this status has een up &raded as %E&po"t T"a'!n( Houe) y the o$$ice o$ )t0
A6FT, 6ovt0 o$ *ndia0
1ver the years, the company has een awarded =8port =8ce((ence awards y the
A=PC BAppea( =8port Promotion Counci(C, *ndia3 a ody representin& &arment ;
=8port trade in *ndia0 The company has een con$erred with the $o((owin&
awards,3
6o(d Award $or 'i&hest =8port in the cate&ory o$ D=8port o$ Ready 5ade
6arments made o$ 5an 5ade Fire>3 FE !"1131! ; FE !"1"311
6o(d ward $or 'i&hest 6rowth in =8ports F FE !""931"
/ron<e Award $or 'i&hest 6rowth in =8ports F FE !""G3"90
P"o'uct * P"o'uct P"o#!$e:
The company is en&a&ed in manu$acturin& o$ 9nitted readymade &arments e0&0 T3
7hirt, 7hirts, Lowers, /ermudas, Tops and /ay 7uits etc0 Current(y our ma%or
products inc(ude the $o((owin&,
P"o'uct +ec"!pt!on
6ents Hear T3shirts ran&in& $rom short s(eeve to (on& s(eeve, hood t3
shirt, 7weat shirt, (owers, trac9suits, 9nitted shirt etc0
Kids Hear T3shirts, sin&(e %ersey, inter(oc9s, pi:ues etc0
Ladies Hear Ladies T3shirts, Lower, )erseys Pi:ues, 7in&(e ; Aou(e
Knit )ac:uards, Arop +eed(e Lycra TopsI ris etc0
In#"at"uctu"e, Capac!ty:
The company has two units to manu$acture readymade &arments0 the company>s
main $actory unit is at 4i((a&e +oorpur /et Ludhiana set up in the (and area o$
appro8 16""" s:0yards and with covered area o$ !,"",""" s:0$t0 The company>s !
nd
unit is at )assian Road which provides support to the main unit have covered area
o$ !5,""" s:0$t0
The company is one o$ (eadin& manu$acturin& companies in its cate&ory o$
manu$acturer =8porters in Ludhiana0 The company has insta((ed $o((owin&
machines in their aove two $actories,3
5anu$acturin& activity +o0 o$ machines Capacity per day
Faric 9nittin&
Faric processin&
Co((ar 9nittin&
6arment stitchin&
/utton ho(e, stitch ; =mroidery
Pressin& o$ &arment
2#
".
G"
1"5"
6"
G"
!2 TPA
!2 TPA
6"""" PcI Aay
6"""" PcI Aay
5"""" PcI Aay
5"""" PcI Aay
The capacity mentioned aove is $(e8i(e and dependent on the product wei&ht and
comp(e8ities o$ desi&n0 The company has capacity to manu$acture a(( types o$
9nitted &arments and accordin&(y company can manu$acture 6"""" to 65""" Pcs o$
Readymade 6arments dai(y a(on& with 9nittin& capacity o$ !2 tons per day0
-. B"!e# F!nanc!a$ about the Company * /ey F!nanc!a$ Rat!o
Hithin a short span o$ $ive years, the turnover o$ the company has &rown to Rs05#"
crores in FE !"12 $rom Rs01"9 crores in FE !"1"0 This shows the increasin&
rand ima&e and we(( acceptai(ity o$ the products o$ the company (aunched in
various mar9ets $rom time to time0
0. /ey F!nanc!a$ In'!cato"
Pa"t!cu$a" 11.21.3213
4Au'!te'5
11.21.3211
4Au'!te'5
11.21.3216
4Au'!te'5
RevenueI 7a(es
Aomestic 7a(es
=8port 7a(es
=/*ATA
*ntreest
Aepreciation
P/T
PAT
=/*ATAJ
PATJ
=:uity Capita( BRsC
+et Horth
.650".
6"095
."20"G
160G5
90#5
10"2
60"6
50.1
2061
1025
G029
!#05G
2"90!"
15!06"
!5606"
!109.
1!0"9
101"
G0#2
60"!
50.6
102#
150.G
5905G
56G0#1
!6G01#
.""052
!G0!2
120#!
10."
1!0!!
G0.!
209#
1026
.#0""
9.099
+et Hor9in& Capita(
Current Ratio
1.09"
101#
2"0.!
10!!
5901!
10!.
E&te"na$ C"e'!t Rat!n(:
The company has &ot its HC orrowin& and det rated $rom CR*7*L $or the
a&&re&ate an9 det o$ Rs01G" crores and ratin& is as under,3
Fac!$!ty Rate' Rat!n( +ate o# Rat!n(
CC Limit
Pac9in& credit
Post 7hipment Credit
//3I 7ta(e
A2K
A2K
1501"0!"1.
1501"0!"1.
1501"0!"1.
COMPETITI7E 8TREN9TH8:
a. 8t"on( Cutome" Re$at!onh!p
The Company has stron& customer ased in the e8port as we(( as (oca( mar9et0
1ver a period o$ time, our Company has ui(t3up a trac9 record $or :ua(ity
products and time(y de(ivery0 1ur 5ar9etin& and R;A team c(ose(y interacts with
the customers, understands their re:uirements and deve(ops the products as per
their re:uirements0 1ur company has een a(e to retain customers and $urther
stren&then the re(ationship y providin& them end3to3end so(utions $or their
re:uirements0
b. Capab!$!ty to Mana(e Mu$t!p$e an' La"(e O"'e"
Lar&e orders re:uire capai(ities to mana&e (ar&e wor9$orce, comp(e8 sourcin&,
production p(annin& and ai(ity to ensure time(y de(ivery to the customer0 1ver the
years, our Company has deve(oped the s9i((s to mana&e mu(tip(e (ar&e orders
concurrent(y0 1ur company has a(so deve(oped a diversi$ied product ran&e, which
has he(ped us to &row0
c. E&pe"!ence an' :ua$!#!e' Mana(ement
The Promoters o$ the company are e8perienced and :ua(i$ied0 Further the
company has emp(oyed 9ey pro$essiona(s o$ Technica( and Commercia(
ac9&rounds to oversee the operations o$ the company0 *t has een on(y due to the
hi&h(y empathetic mana&ement sty(e that our promoters have deve(oped over the
years0 1ur company provides an environment that induces an emp(oyee as an
entrepreneur in his own wor9 area thus our emp(oyees have een very happy
wor9in& with us and (oo9s at promisin& (on& careers0
'. :ua$!ty Au"ance
A(( products that (eave the $actory premise are inspected y the Lua(ity Contro(
Aepartment0 Further, :ua(ity chec9 is done at every sta&e o$ manu$acturin& to
ensure the adherence to desired speci$ications0 7ince, our company is dedicated
towards :ua(ity o$ products, processes and insputsM we &et repetitive orders $rom
our uyers, as we are capa(e o$ meetin& their :ua(ity standards, which ena(es
them to maintain their rand ima&e in the mar9et0
CHAPTER-3
OB;ECTI7E8 OF 8T<+Y
To 7tudy the preparation o$ wa&es ; sa(ary under &overnment (aws o$ Rama Krishna
Knitters Pvt0 Ltd00
To 7tudy whether the =mp(oyees 9now aout the Laws ein& $o((owed y the company
$or preparation o$ wa&es ; sa(ary0
To 7tudy princip(es o$ pay $i8ation0
To study the emp(oyees satis$action with wa&es ;sa(ary administration system in Rama
Krishna Knitters Pvt0 Ltd00
CHAPTER-3
INTRO+<CTION TO PERFORMANCE APPRAI8AL
Appraisa( o$ per$ormance is wide(y used in society0 Parents eva(uate their
chi(dren, teachers eva(uate their students and emp(oyees eva(uate their emp(oyees0 'owever,
$orma( eva(uation o$ emp(oyees is e(ieved to have een adopted $or the First Hor(d Har0 At the
instant o$ Ha(ter Ai(( 7cott, the -07 Army adopted the 5an to 5an ratin& system $or eva(uatin&
mi(itary persona0 Aurin& 19!"3." hour(y3paid wor9ers in industria( units were eva(uated on the
asis o$ ratin& scores0 This ear(y appraisa( system was ca((ed merit ratin&0 *n the ear(y $i$ties,
per$ormance appraisa( techni:ue e&an to e used $or technica(, pro$essiona( and mana&eria(
personne(0 7ince then tremendous chan&es have ta9en p(ace in the concept, techni:ues and
phi(osophy o$ emp(oyee appraisa(0
1nce an emp(oyee is se(ected and trained $or a %o then mana&ement wou(d (i9e
to see how he per$orms his wor90 *t he(ps in eva(uatin& the per$ormance o$ emp(oyees and in
assessin& the hirin& and trainin& methods $o((owed in an or&ani<ation0 The emp(oyees are
recruited with some o%ectives in mind, whether these have een achieved or not to e re&u(ar(y
eva(uated0 5erit ratin& is a Dprocess o$ eva(uatin& an emp(oyee>s per$ormance o$ a %o in terms
o$ its re:uirement>0 The ratin& o$ a man y another man is as o(d as man9ind, ut $orma( merit
ratin& systems are o$ re(ative(y recent ori&in0 5erit ratin& is a(so termed as Per$ormance
Appraisa( or emp(oyee Appraisa(0
<n'e"tan'!n( Pe"#o"mance Mana(ement
Performance Management
Corporate
Goals
Determine Individual
Objectves
Linked to Corporate Goals
Ensure Responsibilit
!nd !ccountabilit
Performance !ppraisal
Performance Linked
Increment"
=hat ! pe"#o"mance >
Per$ormance is synonymous with ehavior, it is what peop(e actua((y do0
Per$ormance inc(udes these action that are re(evant to the or&ani<ationa( &rowth and can e
measured in the terms o$ each individua(s pro$iciency B(eve( o$ contriution C0 =$$ectiveness
per$ormance re$ers to the eva(uation o$ resu(ts o$ per$ormance that is eyond the in$(uence or
contro( o$ the individua(0
Ho? ! Pe"#o"mance mana(e'>

6ood per$ormance y the emp(oyee creates a cu(ture o$ e8ce((ence, which ene$its the
or&ani<ation in the (on& run0 The activity inc(udes eva(uation o$ %os and peop(e oth ,
mana&in& &ender ias, career p(annin& , and devisin& methods o$ emp(oyees satis$action
etc0 the e$$orts are to ma9e to &enerate the individua(>s aspirations with the o%ectives o$
the or&ani<ation 0 or&ani<ation has to c(ear the way o$ career advancements $or ta(ented
and hardwor9in& peop(e0 Fear o$ any 9ind $rom the minds o$ the emp(oyees shou(d e
removed so that they est to their or&ani<ation 0 A((ow $ree $(ow o$ in$ormation
0Communication networ9 shou(d e desi&ned in such a way no one shou(d e a((owed to
ecome a hurd(es0 This ena(es he mana&ers to ta9e correct decisions and that too :uic9(y0


CONCEPT OF PERFORMANCE APPRAI8AL
Per$ormance Appraisa( is the process o$ measurin& :uantitative(y and
:ua(itative(y emp(oyees past or present per$ormance a&ainst the ac9&round o$ his e8pected ro(e
per$ormance, the ac9&round o$ his wor9 environment, and aout his $uture potentia( $or an
or&ani<ation0 The eva(uation o$ the per$ormance and persona(ity o$ each emp(oyee is done y his
immediate superior or some other person trained in the techni:ues o$ merit ratin&0 4arious ratin&
techni:ues are emp(oyed $or comparin& individua( emp(oyees in a &roup in terms o$ persona(
:ua(ities or de$iciencies and the re:uirements o$ their respective %os0
?Per$ormance Appraisa( is the systematic eva(uation o$ the individua( with respect
to his or her per$ormance on the %o and his or her potentia( $or deve(opment0@
Appraisa( invo(ves $o((owin& steps3
10 7ettin& wor9 standards0
!0 Assessin& the emp(oyee>s actua( per$ormance re(ative to this standard0
.0 Providin& $eedac9 to the emp(oyee with the aim o$ motivatin& the person
Terminate de$iciencies or to continue to per$orm aove par0
FEAT<RE8 OF PERFORMANCE APPRAI8AL
10 Per$ormance appraisa( is a systematic process consistin& o$ a numer o$ steps to e
$o((owed $or eva(uatin& an emp(oyee>s stren&ths and wea9nesses0
!0 The appraisa( is an on&oin& and continuous process where the eva(uations are arran&ed
periodica((y accordin& to a de$inite p(an0 *t is not a one shot dea(0
.0 The per$ormance appraisa( see9s to secure in$ormation necessary $or ma9in& 1%ective
and correct decisions on emp(oyees0
20 *t is a systematic and o%ective description o$ an emp(oyee>s stren&ths and wea9nesses in
terms o$ the %o0
50 Per$ormance appraisa( may e $orma( or in$orma(0 The $orma( system is more $air and
o%ective since it is carried out in a systematic manner usin& printed appraisa( $orm
OB;ECTI7E8 OF PERFORMANCE APPRAI8AL
1. =o"@-Re$ate' ObAect!Be
iC To assess the wor9 o$ emp(oyees in re(ation to %o re:uirements
iiC To improve e$$iciency0
iiiC To he(p mana&ement in $i8in& emp(oyees accordin& to their capacity, interest, aptitude
and :ua(i$ications0
ivC To carry out %o eva(uation0
3. Ca"ee" +eBe$opment ObAect!Be
iC To assess the stron& and wea9 points in the wor9in& o$ the emp(oyees and $indin&
remedies $or wea9 points throu&h trainin&
iiC To determine career potentia(
iiiC To p(an promotions, trans$ers, (ay o$$s etc0 o$ the emp(oyees
ivC To p(an career &oa(s0
1. Commun!cat!on
iC To provide $eedac9 to emp(oyees so that they come to 9now where they stand and can
improve their %o per$ormance
iiC To c(ear(y esta(ished &oa(s i0e0 what is e8pected o$ the emp(oyee in terms o$
per$ormance and $uture wor9 assi&nments
iiiC To provide coachin&, counse(in&, career p(annin& and motivation to emp(oyees
ivC To deve(op positive superior3suordinate re(ations and therey reduce &rievances0
6. O"(an!Cat!ona$ ObAect!Be
iC To serve as a asis $or promotion or demotion
iiC To serve as a asis $or wa&e and sa(ary administration and considerin& pay increases
and increments
iiiC To serve as a asis $or p(annin& suita(e trainin& and deve(opment
pro&rammes0
NEE+ FOR PERFORMANCE APPRAI8AL
Per$ormance appraisa(s provide emp(oyees and mana&ers with opportunities to
discuss areas in which emp(oyees e8ce( and those in which emp(oyees need improvement0
Per$ormance appraisa(s shou(d e conducted on a re&u(ar asis, and they need not e direct(y
attached to promotion opportunities0
1. Pe"ona$ Attent!on-
Aurin& a per$ormance appraisa( review, a supervisor and an emp(oyee discuss the
emp(oyeeNs stren&ths and wea9nesses0 This &ives the emp(oyee individua( $ace time with
the supervisor and a chance to address persona( concerns0
3. Fee'bac@-
=mp(oyees need to 9now when their %o duties are ein& $u($i((ed and when there
are issues with their wor9 per$ormance0 5ana&ers shou(d schedu(e this
communication on a re&u(ar asis0
1. Ca"ee" Path-
Per$ormance appraisa(s a((ow emp(oyees and supervisors to discuss &oa(s that must e
met to advance within the company0 This can inc(ude identi$yin& s9i((s that must e
ac:uired, areas in which one must improve, and educationa( courses that must e
comp(eted0
6. Emp$oyee Accountab!$!ty-
Hhen emp(oyees 9now there wi(( e re&u(ar(y schedu(ed eva(uations, they rea(i<e that
they are accounta(e $or their %o per$ormance0
-. Commun!cate +!B!!ona$ an' Company 9oa$-
/esides communicatin& emp(oyeesN individua( &oa(s, emp(oyee appraisa(s provide
the opportunity $or mana&ers to e8p(ain or&ani<ationa( &oa(s and the ways in which emp(oyees
can participate in the achievement o$ those &oa(s0
BENEFIT8 OF PERFORMANCE APPRAI8AL
10 An e$$ective system o$ per$ormance appraisa( he(ps the supervisor to eva(uate the
per$ormance o$ his emp(oyees systematica((y and periodica((y, it he(ps in the p(acement
o$ the emp(oyees on the %os $or which they are est suited0
!0 The resu(ts o$ per$ormance appraisa( may e used y the supervisor in constructive(y
&uided the emp(oyees in the e$$icient per$ormance o$ their %os0
.0 Per$ormance appraisa( provides the mana&ement an o%ective asis $or discussin& sa(ary
increases and specia( increments o$ the sta$$0
20 Per$ormance appraisa( can used $or trans$er and promotions o$ emp(oyees, i$ the
per$ormance o$ an emp(oyee is etter than others, he can e recommended $or promotion,
ut i$ he is not doin& we((, he may e trans$erred to some other %o $or which he is est
suited0
50 Appraisa(s can e used to ana(yse the trainin& and deve(opment needs and eva(uatin& the
e$$ectiveness o$ e8istin& trainin& pro&rammes0 Hea9nesses o$ the emp(oyees revea(ed
throu&h per$ormance appraisa(s can e removed $urther trainin&0
60 Per$ormance appraisa( $aci(itates human resource p(annin& and career p(annin&0
#0 Hhen achievements are reco&ni<ed and rewarded on the asis o$ o%ective Per$ormance
measures, there is improvement in wor9 environment0
G0 Per$ormance appraisa( provides an incentive to the emp(oyees to etter their
per$ormance in a id to improve their ratin& over others0
90 7ystematic appraisa( o$ per$ormance he(ps to deve(op con$idence amon& emp(oyees0 *t
wi(( prevent &rievances, i$ the emp(oyees are conceived o$ the impartia( asis o$ the
eva(uation0
PERFORMANCE APPRAI8AL PROCE+<RE
*0 The Per$ormance Appraisa( Form is to e comp(eted $or a(( non3union emp(oyees noted
on the (istBsC sent to you y the 1$$ice o$ 'uman Resources0 There is a $orm $or e8empt
and one $or non3e8empt emp(oyees and this in$ormation is on the (ist0
**0 The 7e($3=va(uation Form is to e &iven to the emp(oyee $or comp(etion and returned to
the supervisor severa( days e$ore the per$ormance appraisa( meetin&0 *$ the emp(oyee
does not wish to comp(ete the $orm heIshe is not re:uired to do so0 This $orm can e a
va(ua(e communication too( durin& the per$ormance appraisa( meetin&0
***0 The Per$ormance Appraisa( Form must e comp(eted, inc(udin& the esta(ishment o$
&oa(s and o%ectives, and reviewed with each emp(oyee at a $orma( per$ormance appraisa(
meetin&0 Forms without &oa(s and o%ectives $or ne8t year wi(( e returned and the
emp(oyeeBsC wi(( not e e(i&i(e $or sa(ary increase consideration unti( &oa(s and
o%ectives are sumitted0
*40 =ach comp(eted Per$ormance Appraisa( Form Be8c(udin& the 7e($3=va(uation FormC must
e si&ned y the emp(oyee and sent to your 4ice President or 7enior 7ta$$ memer y the
due date0 A copy shou(d e 9ept $or your $i(es0
40 Comp(ete the Per$ormance Appraisa( Form as $o((ows,
10 Comp(ete the entire $orm indicatin& the most appropriate per$ormance $actor
description0 Review (ast year>s &oa(s and o%ectives and indicate i$ they have een
met0 *$ they were not met, indicate why0 The &oa(s and o%ectives section shou(d e
re$(ected in the overa(( per$ormance ratin& o$ the emp(oyee0 *denti$y &oa(s and
o%ectives $or Apri( 1, !"1" F 5arch .1, !"11 upon which ne8t year>s per$ormance
wi(( e ased0 +ew &oa(s and o%ectives must e inc(uded or the $orm wi(( e
returned to you0 Chec@ the bo& $or the overa(( per$ormance ratin&0
!0 A ratin& o$ Outstanding re:uires a minimum one pa&e summary as supportin&
documentation0
.0 *$ the emp(oyee>s per$ormance is Needs Improvement, written action steps to improve
per$ormance shou(d e inc(uded and a $o((ow up review shou(d e per$ormed within
si8 months0
Pe"#o"mance App"a!a$ Metho'
1.9"aph!ca$ "at!n( ca$e metho'-
A &raphic ratin& sca(e method (ists traits, Bsuch as :ua(ity and re(iai(ityC and
ran&e o$ per$ormance va(ues B$rom unsatis$actory to outstandin&C $or each units0
Pe"#o"mance App"a!a$-
=mp(oyee name3 OOOOOOOOOOO =mp(oyee code3 OOOOOOOOOO
Aepartment3 OOOOOOOOOO
Reason $or review B C Annua( B C Promotion B C -nsatis$actory
Per$ormance B C 5erit B C 1ther
=8amp(e3
Luantity o$ 3 -nsatis3wor9 Factory Poor Fair Avera&e 6ood =8ce((ent
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO

" 1 ! . 2 5

)o 9now(ed&e 3
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
" 1 ! . 2 5
!0 A$te"nate Ran@!n( Metho'
*n a(ternate ran9in& method emp(oyees are ran9ed $rom est to worst on a particu(ar trait,
choosin& hi&hest then (owest, unti( a(( are ran9ed0
7teps invo(ved in this method are3
10 A(( the emp(oyees, to e ran9ed are (isted
!0 The hi&hest ran9in& emp(oyee>s name is put on (ine 1
.0 +ow the (owest ran9in& emp(oyee>s name put on (ine 1"
20 Then the ne8t hi&hest ran9in& is put on (ine !, the ne8t (owest ran9in& on (ine 9
And so on unti( a(( names are on the sca(e0
H!(het "an@!n( emp$oyee
10 OOOOOOOOOOOOOOOOO
!0 OOOOOOOOOOOOOOOOO
.0 OOOOOOOOOOOOOOOOO
20 OOOOOOOOOOOOOOOOO
50 OOOOOOOOOOOOOOOOO

60 OOOOOOOOOOOOOOOOO
#0 OOOOOOOOOOOOOOOOO
G0 OOOOOOOOOOOOOOOOO

90 OOOOOOOOOOOOOOOOO

1"0 OOOOOOOOOOOOOOOO
.. Pa!"e' Compa"!on Metho'
*n this method emp(oyees are ran9ed y ma9in& a chart o$ a(( possi(e pairs o$ the
emp(oyees $or each trait and indicatin& which the etter emp(oyee o$ the paired is0 For the trait
?Lua(ity o$ Hor9@ =mp(oyee rated
+ote3
K means etter than
3 means worse than
*n each co(umn K>s are added up to &et hi&hest ran9ed emp(oyee0
6. Fo"ce' +!t"!but!on Metho'
Force distriution method is &radin& on a curve0 *n this method there is a
predetermine percenta&es o$ rates into per$ormance cate&ories0The main idea in $orced
distriution method is to spread ratin&s in a numer o$ &rades0 This method ovious(y e(iminates
the room $or su%ective %ud&ment on the part o$ the supervisors0 /esides this the system is easy
to understand and administer0 Forced distriution o$ ran9in&s is $easi(e $or a (ar&e &roup o$
emp(oyees0
For e8amp(e emp(oyees can e distriuted as $o((ows3
1"J 3 P11R
!"J 3 /=L1H A4=RA6=
2"J 3 A4=RA6=
!"J 3 611A
1"J 3 =PC=LL=+T
-. Chec@ L!t Metho'
A chec9 (ist is a (ist o$ statements that descries the characteristics and
per$ormance o$ emp(oyees on the %o0 There are two types o$ chec9 (ists that can
e used,
aC 7imp(e Chec9 List F -nder this method the supervisors are provided with printed $orms
containin& descriptive :uestions aout the per$ormance o$ emp(oyees0
The chec9 (ist may contain such :uestion,3
iC *s the emp(oyee hard wor9in&Q EesI+o
iiC Aoes he $o((ow instructions we((Q EesI+o
C Forced Choice Chec9(ist F *n this chec9(ist, . to 2 statement are &iven $or each trait0 The
main advanta&e o$ $orced choice chec9 (ist is that it has &reater o%ectivity than most
other methods0 A specimen o$ $orced choice chec9 (ist is as $o((ow,
Re&u(arity 5ost Least
iC A(ways re&u(ar
iiC +ever re&u(ar
iiiC +either re&u(ar nor irre&u(ar0
0. Con#!'ent!a$ Repo"t
*n most o$ the &overnment departments and pu(ic enterprises, per$ormance
appraisa( is done throu&h annua( con$identia( reports0 These reports di$$er $rom department to
department and $rom (eve( to (eve(0 The con$identia( report is written $or a unit o$ one year and
re(ates to the per$ormance, ai(ity and character o$ the emp(oyee durin& that year0 A very casua(
attitude is $ound amon& raters whi(e $i((in& con$identia( reports o$ the emp(oyees wor9in& under
them0 The report is not data ased ut su%ective0 +o $eedac9 is provided to the emp(oyee rin&
appraised and there$ore, its credii(ity is very (ow0 The method $ocuses on eva(uatin& rather than
deve(opin& the emp(oyee0 The emp(oyee who is appraised never 9nows his wea9ness and the
opportunities avai(a(e $or overcomin& them0 *n recent year, due to pressure $rom courts and
trade unions, the detai(s o$ a ne&ative con$identia( report are &iven to the appraiser0
D. 8t"a!(ht Ran@!n( Metho'
*t is the simp(est and o(d method o$ merit ratin&0 =very emp(oyee is %ud&ed as a
who(e without distin&uishin& the rates $rom his per$ormance0 A (ist is then prepared $or ran9in&
the wor9ers in order o$ their per$ormance on the %o so that an e8ce((ent emp(oyee is at the top
and the poor at the ottom0 *t permits comparison o$ a(( emp(oyees in any sin&(e ratin& &roup
re&ard(ess o$ the types o$ wor90 The di$$icu(t o$ this method is that it is very di$$icu(t to compare
persons on the Hho(e when they di$$er in :ua(ities, attitude, etc0 this method on(y te((s us aout
the standin& o$ various persons and not the actua( di$$erence amon& them0 He can on(y say who
is numer 1, !, . and so on ut cannot say how much the person at numer one is etter than that
at numer two0 This method is suita(e on(y when there are (imited persons in an or&ani<ation0
E. C"!t!ca$ Inc!'ent Metho'
This method attempts to measure wor9er>s per$ormance in terms o$ certain F
events or incidents that occur in the course o$ wor90 The assumption in this method is that the
per$ormance o$ the emp(oyee on the happenin& o$ critica( incidents determines his $ai(ure or
success0 The supervisor 9eeps a record o$ critica( incidents at di$$erent times and then rates him
on this asis0 =8amp(es o$ critica( incidents are,
aC Re$used to accept instructions with a detai(ed discussion0
C Re$used to accept instructions even when these were c(ear0
cC *ncreased his e$$iciency despite resentment $rom other wor9ers0
dC 7howed presence o$ mind in savin& a wor9er when there was accidenta( $ire0
eC Per$ormed a di$$icu(t tas9 even thou&h it was outside his re&u(ar duties0
$C Aisp(ayed a courteous ehaviour to a supp(ier0
&C 'e he(ped $e((ow emp(oyees in so(vin& their pro(ems0
F. F"ee Eay Metho'
-nder $ree essay method, the supervisor writer a report aout the emp(oyee which
is ased on his assessment0 The supervisor continuous(y watches the suordinates and writes his
assessment in the report0 Hhi(e preparin& an essay on the emp(oyee, the rater &enera((y consider
the $o((owin& $actors,
aC )o 9now(ed&e and potentia( o$ the emp(oyee
C =mp(oyee>s re(ations with co3wor9ers and supervisors
cC =mp(oyee>s traits and attitude
dC =mp(oyee>s understandin& o$ the company>s pro&rammes, po(icies, o%ectives etc0
eC Aeve(opment needs $or $uture etc0
=ssay eva(uation is a non3:uantitative techni:ue o$ appraisa(0 *t provides a &ood
Aea( o$ speci$ic in$ormation aout the emp(oyee and can revea( even more aout the supervisor0
12. 9"oup App"a!a$
-nder the &roup appraisa( method, emp(oyees are rated y an appraisa( &roup,
consistin& o$ their supervisor and three or $our other persons who have some 9now(ed&e o$ their
per$ormance0 The supervisor e8p(ains to the &roup the nature o$ his suordinates duties0 The
&roup then discusses the standards o$ per$ormance $or that %o, the actua( per$ormance o$ the
emp(oyee and the causes o$ their particu(ar (eve( o$ per$ormance and o$$ers su&&estions $or $uture
improvements, i$ any0 This method is devoid o$ persona( ias, since appraisa( is done y mu(tip(e
%ud&es0 5oreover, it is a very thorou&h and simp(e method0 The on(y drawac9 is that this
method is very time consumin&0
MO+ERN METHO+8
1. MANA9EMENT BY OB;ECTI7E84MBO5:
Popu(ari<ed y Peter Aruc9er in 1952 in his oo9 ca((ed NThe Practice o$ 5ana&ementN
the term ?5ana&ement /y 1%ective@ can e simp(y de$ined as a participative &oa(3
settin& process that ena(es the mana&er or supervisor to construct and communicate the
&oa(s o$ the department to each suordinate0 At the same time, the suordinate is a(e to
$ormu(ate persona( &oa(s and in$(uence the departmentNs &oa(s0


<n!Gue #eatu"e an' a'Banta(e o# the MBO p"oce
The asic princip(e ehind 5ana&ement y 1%ectives B5/1C is $or emp(oyees to
have a c(ear understandin& o$ the ro(es and responsii(ities e8pected o$ them0 They can then
understand how their activities re(ate to the achievement o$ the or&ani<ationNs &oa(0 5/1 a(so
p(aces importance on $u($i((in& the persona( &oa(s o$ each emp(oyee0
7ome o$ the important $eatures and advanta&es o$ 5/1 are,
10 5otivation F *nvo(vin& emp(oyees in the who(e process o$ &oa( settin& and increasin&
emp(oyee empowerment0 This increases emp(oyee %o satis$action and commitment0
!0 /etter communication and Coordination F Fre:uent reviews and interactions etween
superiors and suordinates he(ps to maintain harmonious re(ationships within the
or&ani<ation and a(so to so(ve many pro(ems0
.0 C(arity o$ &oa(s
20 7uordinates tend to have a hi&her commitment to o%ectives they set $or themse(ves than
those imposed on them y another person0
50 5ana&ers can ensure that o%ectives o$ the suordinates are (in9ed to the or&ani<ationNs
o%ectives0
3. H<MAN RE8O<RCE ACCO<NTIN9 METHO+:
'uman resources are va(ua(e assets $or every or&ani<ation0 'uman resource
accountin& method tries to $ind the re(ative worth o$ these assets in the terms o$ money0 *n this
method the Per$ormance appraisa( o$ the emp(oyees is %ud&ed in terms o$ cost and contriution
o$ the emp(oyees0
The cost o$ emp(oyees inc(ude a(( the e8penses incurred on them (i9e their
compensation, recruitment and se(ection costs, induction and trainin& costs etc whereas their
contriution inc(udes the tota( va(ue added Bin monetary termsC0 The di$$erence etween the cost
and the contriution wi(( e the per$ormance o$ the emp(oyees0 *dea((y, the contriution o$ the
emp(oyees shou(d e &reater than the cost incurred on them0
=hy a HRA metho'>
*mproves mana&ement y ana(y<in& investment in 'R
Considers peop(e as its asset
Attracts and retains :ua(i$ied and a(e peop(e
Pro$i(e the or&ani<ation in $inancia( terms0
The main o%ective o$ human resource accountin& is to $aci(itate the human0
1. BEHA7IORALLY ANCHORE+ RATIN9 8CALE8 BBAR8C,
/AR7 are ratin& sca(es whose sca(e points are de$ined y statements o$ e$$ective
and ine$$ective ehaviors0 They are said to e ehaviora((y anchored in that the sca(es represent a
continuum o$ descriptive statements o$ ehaviors ran&in& $rom (east to most e$$ective0 An
eva(uator must indicate which ehavior on each sca(e est descries an emp(oyeeNs per$ormance0
/AR7 di$$er $rom other ratin& sca(es in that sca(e points are speci$ica((y de$ined
ehaviors0 A(so, /AR7 are constructed y the eva(uators who use them0 There are $our steps in
the /AR7 construction process,
10 Listin& o$ a(( the important dimensions o$ per$ormance $or a %o or %os
!0 Co((ection o$ critica( incidents o$ e$$ective and ine$$ective ehavior
.0 C(assi$ication o$ e$$ective and ine$$ective ehaviors to appropriate per$ormance
dimensions0
20 Assi&nment o$ numerica( va(ues to each ehavior within each dimension Bi0e0, sca(in&
o$ ehaviora( anchorsC0
6. A88E88MENT CENTRE:
*t re$ers to a method to o%ective(y oserve and assess the peop(e in action y
e8perts or 'R pro$essiona(s with the he(p o$ various assessment too(s and instruments0
Aement cente" simu(ate the emp(oyee>s on the %o environment and $aci(itate the
assessment o$ their on the %o per$ormance0
An assessment centre typica((y invo(ves the use o$ methods (i9e socia(Iin$orma( events, tests
and e8ercises, assi&nments ein& &iven to a &roup o$ emp(oyees to assess their competencies
and on the Aob behaB!ou" and potentia( to ta9e hi&her responsii(ities in the $uture0
6enera((y, emp(oyees are &iven an assi&nment simi(ar to the %o they wou(d e e8pected to
per$orm i$ promoted0 The trained eva(uators oserve and eva(uate emp(oyees as they per$orm
the assi&ned %os and are eva(uated on %o re(ated characteristics0
PROBLEM8 IN APPRAI8IN9 PERFORMANCE
The per$ormance appraisa( pro&ram is suscepti(e to severa( pro(ems
10 'a(o e$$ect
!0 Centra( tendence
.0 Leniency I 7trictness
20 7imi(arity error
50 5isce((aneous /iases
60 Fau(ty assumptions
#0 Compare I Contrast
10
'a(o e$$ect
*t is a tendency to eva(uate a person on the asis o$ one trait o$
characteristic0 The appraiser %ud&es a person on the stren&th o$ a
speci$ic trait o$ and does not ase his in$erence on his overa((
per$ormance0
!0
Centra( tendency
*$ emp(oyees are assessed as ein& ?aout avera&e@ which is o$ten
occur due to di$$icu(ty in co((ectin& su$$icient wor9 per$ormance
in$ormation0
.0
Leniency I 7trictness
This pro(em occurs when the supervisor has a tendency to rate a((
suordinates either hi&h or (ow0
20
7imi(arity error
This error arises $rom the menta( ma9e up o$ an eva(uator0 The
eva(uator uses his own traits as a asis $or assessin& the emp(oyees0
50
5isce((aneous /iases
Appraise persona( characteristics such as a&e, race, &ender,
re(i&ion, position can a$$ect their ratin& which is o$ten :uite apart
$rom each rater0
60
Fau(ty assumptions
There are $au(ty assumptions aout the per$ormance appraisa(
system oth y the superiors and the suordinates0 These
assumptions wor9 a&ainst the e$$ectiveness o$ this system0
#0 Compare I Contrast Comparin& each emp(oyee a&ainst another in spite o$ we(( de$ined
standards o$ per$ormance in one o$ the pro(em in appraisin&0
CHAPTER-6
RE8EARCH METHO+OLO9Y
TYPE OF RE8EARCH:
The research study is descriptive in nature0 Aescriptive research inc(udes surveys
and $act3$indin& en:uiries o$ di$$erent 9inds0 The ma%or purpose o$ descriptive research is
descriptive o$ the state o$ the a$$airs as it e8ists in present0
TYPE OF +ATA:
The core $indin&s o$ the study are ased on the in$ormation co((ected throu&h
primary data and secondary data oth0
PROCE+<RE IN COLLECTION OF +ATA:
The in$ormation was co((ected $rom the emp(oyees with the he(p o$ a structured
:uestionnaire0 Ai$$erent wesites have a(so een consu(ted as a secondary source o$ in$ormation0
+E8CRIPTION OF :<E8TIONNAIRE:
A structured :uestionnaire was $ormed $or the purpose o$ otainin& in$ormation
$rom the emp(oyees0
8TATI8TICAL TOOL:
Aata co((ection throu&h survey is ana(y<ed with the he(p o$ simp(e Jtau(ar
method that inc(udes pie charts0
8AMPLIN9 PLAN
8AMPLIN9 <NIT:
The emp(oyees o$ Rama Krishna Knitters Pvt0 Ltd0
8AMPLE 8IHE:
-" emp(oyees wi(( e visited $or the purpose o$ the study0
8AMPLIN9 TECHNI:<E:
*n this study, the respondents are chosen throu&h random samp(in&0
CHAPTER-5
DATA ANALYSIS & INTERPRETATION
1. Ho? $on( you haBe been ?o"@!n( !n th! o"(an!Cat!on>
Opt!on No. o# Repon'ent Ia(e
Less than . years " "
.35 years " "
5ore than 5 years 5" 1""
INTERPRETATION:
The conc(usion drawn a$ter surveyin& 5" peop(e in the company is that they have een in the
or&anisation $or a period more than 5 years si&ni$yin& their (oya(ty $or the company0
3. Ho? 'o you #ee$ the ?o"@!n( enB!"onment>
Opt!on No. o# Repon'ent Ia(e
=8ce((ent 1" !"J
6ood !" 2"J
7atis$actory !" 2"J
+ot satis$actory " "J
INTERPRETATION:
Thou&h no emp(oyee in the or&anisation was dissatis$ied with their wor9in& environment a (ar&er
&roup $ee(s satis$ied or &ood aout it0
1. Ho? ecu"e 'o you #ee$ !n you" Aob>
Opt!on No. o# Repon'ent Ia(e
'i&h secure G 1#J
7ecure 2! G.J
*nsecure " "J
INTERPRETATION:
The study shows more than G" J o$ emp(oyees $ee( secured aout their %os and more than 15 J
as hi&h(y secured, (eavin& ehind no scope $or any emp(oyee $ee(in& insecured aout (oosin&
their %os0

6. =ho con'uct the pe"#o"mance app"a!a$>
Opt!on No. o# Repon'ent Ia(e
*ntermediate supervision " "J
Peer Appraisa( " "J
Ratin& committees " "J
7e($ ratin& ." 6"J
Appraisa( y suordinates !" 2"J
INTERPRETATION:
6"J o$ the emp(oyees conduct per$ormance appraisa( on their own where as the other 2"J
conduct it y their suordinates0
-. +o you haBe po$!cy #o" a!t!n( emp$oyee on pe"ona$ !ue that a##ect
the!" pe"#o"mance o# ?o"@>
Opt!on No. o# Repon'ent Ia(e
Ees 5" 1""J
+o " "J
INTERPRETATION:
The company as per the study eva(uates 1""J o$ its emp(oyees on the $ie(d re&u(ar(y0
0. +o you eBa$uate #!e$' emp$oyee on the "e(u$a" ba!>
Opt!on No. o# Repon'ent Ia(e
Ees .5 #"
+o 15 ."
Inte"p"etat!on:
Luestionnaire $i((ed y di$$erent emp(oyees showed that #"J $ie(d emp(oyees
eva(uate on the re&u(ar asis0
D. =h!ch metho' a"e ue' to app"a!e the pe"#o"mance>
Opt!on No. o# Repon'ent Ia(e
Chec9(ist !" 2"J
7trai&ht ran9in& ." 6"J
6radin& method " "J
Pair distriution " "J
INTERPRETATION:
Amon&st di$$erent methods o$ Per$ormance Appraisa( the company uses strai&ht ran9in& method
6"J o$ the time and chec9(ist method 2"J o$ the time0

E. I the pe"#o"mance app"a!a$ he$p you to p$an you" ?o"@ ?e$$>
Opt!on No. o# Repon'ent Ia(e
Least he(p$u( 1" !"J
7omewhat he(p$u( " "
'e(p$u( " "
5ost he(p$u( 2" G"J
INTERPRETATION:
Ana(ysin& the :uestioners $i((ed y di$$erent emp(oyees o$ the company, it shows that on(y !"J
o$ the emp(oyees $ind the appraisa( pro&rams to e (east he(p$u( whereas G"J $ind it to e most
he(p$u( when as9ed, ?'ow he(p$u( is your per$ormance appraisa( in p(annin& your wor9Q@
F. +oe the ytem p"oB!'e you a"e chance to commun!cate the uppo"t
you nee' #"om you" ubo"'!nate to pe"#o"m the Aob ?e$$>
Opt!on No. o# Repon'ent Ia(e
Ees 5" 1""J
+o " "
INTERPRETATION:
The :uestionnaire as9ed ?Aoes the system provide you a chance to communicate the support you
need $rom your suordinate to per$orm the %o we((Q@ and everyone in the or&ani<ation was
positive aout it0
12. Pe"#o"mance App"a!a$ C"!te"!a
Opt!on No. o# Repon'ent Ia(e
Luantitative outcome criteria " "J
Lua(itative outcome creteria " "J
Lua(itative process creteria !" 2"J
Luantitative process cretaria " "J
/oth :ua(itative ; :uantiative process cretaria ." 6"J
INTERPRETATION:
The per$ormance appraisa( criteria divided into two parts with a 6", 2" ratio determinin& 6"J o$
emp(oyees usin& oth :ua(itative and :uantitative process and another 2"J with :ua(itative
process criteria0 =nsurin& that the company $ocuses more on :ua(ity o$ the product and the way
the :ua(ity is achieved rather than the :uantity0
11. =h!ch app"a!a$ 8ytem ! be!n( emp$oye' !n the company>
Opt!on No. o# Repon'ent Ia(e
Assessment center ." 6"J
5/1 !" 2"J
.6" de&ree $eed ac9 " "J
/a(ance score card " "J
/AR7 " "J
INTERPRETATION:
Amon&st the various traditiona( and modern ways o$ Appraisa( system the or&anisation $o((ows
5/1 and /a(ance scorecard in a ratio o$ 2", 6"0
13. T!me o# App"a!a$
Opt!on No. o# Repon'ent Ia(e
5onth(y !" 2"J
Luarter(y !" 2"J
'a($ year(y 1" !"J
Annua((y " "J
Any time " "J
INTERPRETATION:
The :uestionnaires $i((ed y di$$erent emp(oyees showed that !"J o$ the emp(oyees had an
appraisa( ha($ year(y, 2"J :uarter(y and the remainin& 2"J in an annua( asis, conc(udin& that
di$$erent departments or di$$erent (eve(s o$ emp(oyees had an appraisa( durin& di$$erent times0
MANA9EMENT
11. +oe the app"a!a$ ytem p"oB!'e a (oo' commun!cat!n( bet?een the top
mana(ement p$an an' bu!ne (oa$ to ta## be$o?>
Opt!on No. o# Repon'ent Ia(e
E=7 5" 1""J
+1 " "J
INTERPRETATION:
Ana(ysin& the data &athered we conc(ude that 1""J o$ the mana&ement $ee(s that the appraisa(
system provides a &ood communication etween the top mana&ement p(ans and the usiness
&oa(s to its suordinates0
16. =hat 'o you th!n@ ! the e##ect o# poo" app"a!a$ ytem>
Opt!on No. o# Repon'ent Ia(e
Aemotivation ." 6"J
Loo9 $or new %o " "J
Lac9 o$ interest in wor9 !" 2"J
INTERPRETATION:
A (ar&er &roup o$ emp(oyees a&ree that a &ood appraisa( pro&ram p(ays an important ro(e $or a
motivated and productive %o0
1-. +oe !t (!Be !n!(ht to app"a!e "e(a"'!n( h! t"en(th o" ?ea@ne>
Opt!on No. o# Repon'ent Ia(e
Ees 1" !"J
+o 2" G"J
INTERPRETATION:
A (ot o$ companies $o((ow the cu(ture o$ &ivin& a $eedac9 to its emp(oyees a$ter an appraisa(
pro&ram to ma9e sure there is transparency in their re(ation and at the same time the emp(oyee is
aware o$ his stren&ths and wea9nesses0 As per the ana(ysis made in this or&anisation, on(y !"J
o$ the appraises a&reed that they had a true insi&ht aout themse(ves0
10. +o you (!Ben an oppo"tun!ty to the app"a!e o" "ate o?n pe"#o"mance>
Opt!on No. o# Repon'ent Ia(e
Ees 2" G"J
+o 1" !"J
INTERPRETATION:
7e($ assessment is the est way $or anyone to %ud&e what his potentia( is0 This or&anisation
$o((ows the system o$ &ivin& its emp(oyees the opportunity o$ indu(&in& into se($ assessment
pro&rams to rate their own per$ormances as much as G"J0
1D. +o you encou"a(e you" emp$oyee to (!Be the!" op!n!on an' u((et!on
ho? they can !mp"oBe the!" pe"#o"mance>
Opt!on No. o# Repon'ent Ia(e
Ees 5" 1""J
+o " "J
INTERPRETATION:
+ot a(( companies encoura&e their emp(oyees to &ive their opinion aout how they can improve
their per$ormance0 /ut this or&anisation $ocuses on emp(oyee interest and en&a&ement $or a
etter per$ormance0
1E. Ho? 'o you "ate you" oBe"a$$ pe"#o"mance the $at 1 yea">
Opt!on No. o# Repon'ent Ia(e
6ood " "J
Fair ." 6"J
Poor !" 2"J
INTERPRETATION:
As per the mana&ement, the overa(( per$ormance re&ardin& the per$ormance appraisa( in the (ast
year has een decent(y $air0
CHAPTER-0
FIN+IN9 AN+ CONCL<8ION
The conc(usion drawn a$ter surveyin& 5" peop(e in the company is that they have een in
the or&anisation $or a period more than 5 years si&ni$yin& their (oya(ty $or the company0
Thou&h no emp(oyee in the or&anisation was dissatis$ied with their wor9in& environment
a (ar&er &roup $ee(s satis$ied or &ood aout it0
The study shows more than G" J o$ emp(oyees $ee( secured aout their %os and more
than 15 J as hi&h(y secured, (eavin& ehind no scope $or any emp(oyee $ee(in& insecured
aout (oosin& their %os0
6"J o$ the emp(oyees conduct per$ormance appraisa( on their own where as the other
2"J conduct it y their suordinates0
The company as per the study eva(uates 1""J o$ its emp(oyees on the $ie(d re&u(ar(y0
Luestionnaire $i((ed y di$$erent emp(oyees showed that #"J $ie(d emp(oyees eva(uate on
the re&u(ar asis0
Amon&st di$$erent methods o$ Per$ormance Appraisa( the company uses strai&ht ran9in&
method 6"J o$ the time and chec9(ist method 2"J o$ the time0
Ana(ysin& the :uestioners $i((ed y di$$erent emp(oyees o$ the company, it shows that
on(y !"J o$ the emp(oyees $ind the appraisa( pro&rams to e (east he(p$u( whereas G"J
$ind it to e most he(p$u( when as9ed, ?'ow he(p$u( is your per$ormance appraisa( in
p(annin& your wor9Q@
The :uestionnaire as9ed ?Aoes the system provide you a chance to communicate the
support you need $rom your suordinate to per$orm the %o we((Q@ and everyone in the
or&anisation was positive aout it0
The per$ormance appraisa( criteria divided into two parts with a 6", 2" ratio determinin&
6"J o$ emp(oyees usin& oth :ua(itative and :uantitative process and another 2"J with
:ua(itative process criteria0 =nsurin& that the company $ocuses more on :ua(ity o$ the
product and the way the :ua(ity is achieved rather than the :uantity0
Amon&st the various traditiona( and modern ways o$ Appraisa( system the or&anisation
$o((ows 5/1 and /a(ance scorecard in a ratio o$ 2", 6"0
The :uestionnaires $i((ed y di$$erent emp(oyees showed that !"J o$ the emp(oyees had
an appraisa( ha($ year(y, 2"J :uarter(y and the remainin& 2"J in an annua( asis,
conc(udin& that di$$erent departments or di$$erent (eve(s o$ emp(oyees had an appraisa(
durin& di$$erent times0
Ana(ysin& the data &athered we conc(ude that 1""J o$ the mana&ement $ee(s that the
appraisa( system provides a &ood communication etween the top mana&ement p(ans and
the usiness &oa(s to its suordinates0
A (ar&er &roup o$ emp(oyees a&ree that a &ood appraisa( pro&ram p(ays an important ro(e
$or a motivated and productive %o0
A (ot o$ companies $o((ow the cu(ture o$ &ivin& a $eedac9 to its emp(oyees a$ter an
appraisa( pro&ram to ma9e sure there is transparency in their re(ation and at the same
time the emp(oyee is aware o$ his stren&ths and wea9nesses0 As per the ana(ysis made in
this or&anisation, on(y !"J o$ the appraises a&reed that they had a true insi&ht aout
themse(ves0
7e($ assessment is the est way $or anyone to %ud&e what his potentia( is0 This
or&anisation $o((ows the system o$ &ivin& its emp(oyees the opportunity o$ indu(&in& into
se($ assessment pro&rams to rate their own per$ormances as much as G"J0
+ot a(( companies encoura&e their emp(oyees to &ive their opinion aout how they can
improve their per$ormance0 /ut this or&anisation $ocuses on emp(oyee interest and
en&a&ement $or a etter per$ormance0
As per the mana&ement, the overa(( per$ormance re&ardin& the per$ormance appraisa( in
the (ast year has een decent(y $air0
CHAPTER-D
LIMITATION8
The $o((owin& are the (imitation $aced y me durin& the course o$ the study,
The samp(e consisted on(y o$ emp(oyees in the day shi$t0 =mp(oyees o$ the ni&ht shi$t
were not considered $or the purpose o$ study0
There is no concrete asis to prove the response &iven is the true measure o$ the opinion
o$ the a(( the emp(oyees as a who(e0
Convenient samp(in& was used as the mode o$ conductin& the research0
The :uestionnaire contained most(y mu(tip(e3 choice :uestions,
5any respondents may not have &iven a proper thou&ht e$ore answerin& the :uestions0
The response o$ the respondents may not e accurate thin9in& that the mana&ement mi&ht
misuse the data0
7ensitive company in$ormation cannot e disp(ayed in the pro%ect report0
5ost respondents mi&ht e in$(uenced y their peers in answerin& the :uestions0
BIBLIO9RAPHY
/11K7
10 'uman Resource 5ana&ement 3 7hashi 90 6upta,Rosy )oshi
!0 'uman Resource 5ana&ement 3 C0/0 6upta
H=/7*T=7
www0&oo&(e0com
www0rama9rishnapvt(td0com

:<E8TIONNAIRE

Name : JJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
A(e : JJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
Occupat!on : JJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
9en'e" : JJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
10 'ow (on& you have een wor9in& in this or&ani<ationQ
a0 Less than . 0 .35 years c0 more than 5 years
!0 'ow do you $ee( the wor9in& environmentQ
a0 =8ce((ent 0 6ood c0 7atis$actory d0 +ot 7atis$actory
.0 'ow secure do you $ee( in your %oQ
a0 'i&h 7ecure 0 7ecure c0 *nsecure
20 Hho conducts the per$ormance appraisa(Q
a0 *ntermediate 7upervision
0 Peer Appraisa(
c0 Ratin& committees
d0 7e($3ratin&
e0 Appraisa( y suordinates

50 Ao you have po(icy $or assistin& emp(oyees on persona( issues that a$$ect their
per$ormance o$ wor9Q
a0 Ees 0 +o
60 Ao you eva(uate $ie(d emp(oyees on the re&u(ar asisQ
a0 Ees 0 +o

#0 Hhich methods are used to appraise the per$ormin&Q
a0 Chec9 (ist 0 7trai&ht ran9in& c0 6radin& method d0 Pair
distriution
G0 *s the per$ormance appraisa( he(p you to p(an your wor9 we((Q
a0 Least he(p$u( 0 7omewhat he(p$u( c0 'e(p$u( d0 5ost he(p$u(
90 Aoes the system provide you a chance to communicate the support you need $rom your
suordinate to per$orm the %o we((0Q
a0 Ees 0 +o
1"0 Per$ormance Appraisa( Criteria
a0 Luantitative outcome criteria
0 Lua(itative process criteria
c0 Luantitative process criteria
d0 Lua(itative process criteria
e0 /oth
110 Hhich appraisa( system is ein& emp(oyed in the companyQ
a0 Assessment centre
0 5/1
c0 /AR7
d0 .6" de&ree $eedac9
e0 /a(ance scorecard
1!0 Timin& o$ appraisa(0
a0 5onth(y
0 Luarter(y
c0 'a($ year(y
d0 Annua(
e0 Anytime
BFor 5ana&ementC
1.0 Aoes the appraisa( system provide a &ood communication etween the top mana&ement
p(ans and usiness &oa(s to sta$$ e(ow Q
a0 Ees 0 no

120 Hhat do you thin9 is the e$$ect o$ the poor appraisa( systemQ
a0 Ae35otivation
0 Loo9 $or new %o
c0 Lac9 o$ interest in wor9
150 Aoes it &ive insi&ht to appraise re&ardin& his stren&th or wea9nessQ
a0 Ees 0 +o
160 Ao you &ive an opportunity to your emp(oyees to appraise or rate their own per$ormanceQ
a0 Ees 0 +o
1#0 Ao you encoura&e your emp(oyee to &ive their opinion or su&&estion how they can
improve their per$ormanceQ
a0 Ees 0 +o
1G0 'ow do rate your overa(( per$ormance in the (ast one year Q
a0 6ood 0 $air c0 poor
8<MMER TRAININ9 REPORT
ON
PERFORMANCE APPRAI8AL <N+ERTA/EN
IN
RAMA /RI8HNA /NITTER P7T. LT+.
7umitted to Pan%a -niversity Chandi&arh
in partia( $u($i((ment $or the re:uirement
o$ the de&ree o$
MA8TER OF COMMERCE
8ubm!tte' to: 8ubm!tte' by:
5s0 Preeti Ra%ni +a&pa(
BAssistant Pro$essor 50Com B!
nd
7emC
in CommerceC Ro(( +o0611"
S.D.P. COLLEGE FOR WOMEN
LUDHIANA
AC/NO=LE+9EMENT
It is indeed a great pleasure and privilege to be able to acknowledge
the generous assistance rendered to me by various intellectuals in the
successful completion of this project work.
No human endeavour can be accomplished without the constant
guidance and support. I required immense help and guidance at every step
during project work. I heartily thankful to Managing Directors Mr. Naresh
!umar "upta and Mrs. #hallu "upta for their support
$s student of #D% &ollege for 'omen I would also like to thank the
Ms. %reeti &ommerce Incharge and (ead of the Department of Mrs. Neel
!amal Mam who intermediated with the company to allow me have my
training with them.
I am deeply indebted to you all.
Rajni Nagpal
+ECLARATION
* RaAn! Na(pa$ student o$ 50Com $rom 8+P Co$$e(e #o" =omen a$$i(iated to
Pan%a -niversity, Chandi&arh herey dec(are that a(( the in$ormation, $acts and
$indin&s $urnished in this report are ased on my indi&enous wor9 and are ori&ina(
in nature0

Ra%ni +a&pa(

PREFACE
* $ee( de(i&hted to present my trainin& report on ?PR=F1R5A+C= APPRA*7AL@
is a matter o$ honour and pride $or me that * &ot chance to under&o my trainin& in
Rama Krishna Knitter Pvt0 Ltd0 Aurin& this period o$ ei&ht wee9s, * &ot $ami(iar
with rea( conditions o$ the or&ani<ation and especia((y the wor9 cu(ture o$ such a
i& and presti&ious or&ani<ation0 * have the pro%ect ?P=RF1R5A+C=
APPRA*7AL@ so the area $or me was The 'uman Resource Aepartment o$ the
or&ani<ation0
The $irst tas9 was me to 9now aout the concept on which my Report is ased0
Then * have to set the criteria on the asis o$ which the aove concept was
va(ued0 The $actor on the asis o$ which the research has een done, ana(y<ed,
eva(uated and then presented0
'ence this pro%ect has een comp(eted in ei&ht wee9s o$ time0 As the time was
(imited so there is possii(ity that some matters mi&ht not e ta9en in to
consideration ut every e$$ort has een $rom my side to inc(ude every necessary
parameters and inc(ude who(e in$ormation

CONTENT8

Chapte" No. Top!c Pa(e No.
10 Company Pro$i(e 136
!0 1%ectives o$ the study #
.0 *ntroduction to Per$ormance Appraisa( G3!6
20 Research 5ethodo(o&y !#3!G
50 Aata ana(ysis and interpretation !9326
60 Findin&s and conc(usion 2#32G
#0 Limitations 29
/i(io&raphy 5"
Luestionnaire 5135!