1

CHAPTER-1
INTRODUCTION

1.1. DEFINITIONS:
1.1.1 PERFORMANCE MANAGEMENT SYSTEM:
Performance management system is the process by which the manager improves
performance of their employees by rewarding them and by giving their feedback. It is
the process by which the company manages its performance in line with its corporate
and functional strategies and objectives.

1.1.2 PERFORMANCE MANAGEMENT:
Performance management is the overall process of appraising the performances,
giving the feedbacks to the employees and offering rewards to them. It is a strategic
approach to delivering sustained success to organizations by improving the
performances of the people who work in them and by developing the capabilities of
team and individuals contributors.

1.1.3PERFORMANCE APPRAISAL:
Performance appraisal is the system of reviewing and periodically evaluating
individual or team performances and giving feedbacks. It is a process which is
performed annually by a supervisor for subordinate designed for employee to
understand their work, work behavior and potential in terms of role, objectives, and
expectations.



2

1.2. DIFFERENCE BETWEEN PERFORMANCE
APPRAISAL SYSTEM AND PERFORMANCE
MANAGEMENT SYSTEM:

PERFORMANCE
APPRAISAL SYSTEM
PERFORMANCE
MANAGEMENT SYSTEM
Focus on rating and evaluation. Focus is on performance planning,
analysis, review, developments and
improvements.
Emphasis is on relative
evaluation of individuals.
Emphasis is on performance
improvement of
individual/departments/teams.
Annual exercise. Continuous process with quarterly
periodic performance review
discussion.
Rewards and recognition of
good performance is an
important component.
Rewards may be or may not be an
integral part.
Designed and monitored by
HR/administration.
Designed by HR and monitored by
department head.
Ownership is mostly with
HR/administration department.
Ownership is mostly with the line
managers.
KRA is used for bringing
objectivity.
KRA is used for planning
mechanism.
Developmental needs
identification at the end of the
year.
Developmental needs identification
at the beginning of the year.
Review mechanisms to ensure
objectivity in ratings.
Review mechanisms to bring
performance improvements.

3

1.3. EFFECTIVE PERFORMANCE MANAGEMENT:
Nine key practices are required listed below:
The performance management process includes developmental plans for
future.
Training is provided to managers on how to conduct a performance evaluation
meeting.
The quality of performance appraisals is measured.
There is a system in place to address and resolve poor performance.
The performance appraisal includes information other than based on the
judgment for managers.
The performance review process is consistent across the organization.
Employees can expect feedback on their performance more than once a year.
360 reviews are used to support the performance more than once a year.
The performance management process includes ongoing goal review and
feedback from managers.
1.4. ADVANTAGES OF PERFORMANCE
MANAGEMENT SYSTEM:
2. As the managers get busy with their day to day work and responsibilities, they
neglect the interactions with their staff which are necessary. Thus the
performance management system forces the managers to discuss the issues
related to the performance with the employees which affects the changed
behaviors of employees and help in employee development.
3. If the pays get increased and bonuses are provided to the employees according
to their performance which leads to encourages and motivates employees to
perform well, if the pays increases and the bonus is provided.
4. The employees who are not performing well are identified with the help of
performance management system and get eliminated if not performing to the
expectations.
5. For an organization it is important to keep the records of performances of all
the employees. It is the document that should be kept in the employees HR
file.
4

1.5. DISADVANTAGES OF PERFORMANCE
MANAGEMENT SYSTEM:
2. It is time consuming, as manager spends time around an hour per employee on
writing the performance appraisals and depending on number of people being
evaluated.
3. Workers confidence can endure under an execution administration framework
, i.e. Worker morale may suffer under a system of performance management.
4. An alternate issue is that performance management system may debilitate free
considering therefore it could discourage free thought.
1.6. PROCESS OF PERFORMANCE MANAGEMENT
SYSTEM:




1.7. INTRODUCTION OF A COMPANY:
PLANNING
MONITORING
DEVELOPING RATING
REWARDING
5

UFLEX ltd is Indias largest and fastest-growing flexible company with large
capacities of plastic film and packaging products which provide end-to-end flexible
packaging solutions. The company has presence in over 108 countries across the
world with plastic film manufacturing facilities in India, Dubai, Mexico and Egypt
(under implementation) and packaging products facilities at multiple locations in
India.
Reaching millions of homes every day, UFLEX has emerged as a fully-integrated
packaging player on the global front.

1.8. COMPANY PROFILE:
UFLEX ltd, established in 1983, has risen to be the largest flexible packaging
company in India with an annual turnover of more than US$ 150 million.
one of the leading companies in the Asia pacific region, UFLEX takes pride in its
25000 TPA strong converting capacity. A major asset in achieving the companys
ambitious goals is its trained and dedicated workforce of 1600 employees.
Today, UFLEX stands at the pinnacle as the only integrated unit of its kind in the
world with flexible packaging at its core. It has vast capacities for production of
polyester chips, BOPET and BOPP films, printing & coating inks, facilities for
holography, metallization and PVDC coating , making Gravure printing cylinders,
Gravure printing, lamination and pouch formation.
UFLEX has also evolved capacities and capabilities to manufacture sophisticated
machinery for converting and packaging applications.
Ideas are translated into innovative technology solutions through state of the art
research and development at UFLEX.
The packaging divisions of UFLEX, which revolutionized packaging in India
provides total solution based on flexible packaging materials to customers across the
world.
6

The global markets successfully catered to include USA, Canada, UK, Russia, CIS
countries, South Africa, the Middle East and the south Asian countries.
Through a single minded approach to excellence in quality at UFLEX, its fraternity of
satisfied clients is steadily growing. The companys partial client list includes the
Godrej, Heinz, Henkel, ITC (BAT subsidiary), nestle, Pepsi, perfetti,smithkline-
beecham, Tata chemicals, Tata tea and unilever group.


1.9. COMPANYS VISION AND MISSION:
1.9(a) VISION:
UFLEX believes that, to eventually emerge as a world leader in providing
total flexible packaging solutions, they need a customer focused approach.
The way to being a world class player is paved with state of the art facilities
blended with world class practices. And it shall be our endeavor to be placed
amongst the top ten international players by the year2005.

1.9(b)MISSION:
UFLEX believes in using the creativity and aesthetic potential in providing
flexible packaging solutions which make packaging easier, faster, and more
efficient and user friendly.
In this way they too have a share in contributing to the conversation of
resources by enhancing the shelf life of the perishable products.




7

1.10. ACHIEVEMENTS:
The companys key pioneering tradition has not only grown its own business but also
widened the scope for flexible packaging laminates in the Indian packaging industry.
First Indian player to introduce unit pack concept in early 80s which
revolutionized the packaging system in domestic market.
Consistent leader since 1992 of sunrise flexible packaging industry in India
which had grown more than 25% annually and has the potential to grow with
the same pace in future.
Commands 30% market share of organized market of flexible packaging
industry with tremendous potential to increase its share in future.
55% of its domestic sales of packaging products are made to MNCs and large
domestic consumer product manufacturers, which has been consistently
growing.
Second largest flexible packaging company in India.
Receiver of many national and international awards for its innovative
packaging products such as India star 1988 by Indian institute of packaging,
world star 1995 by world packaging organization, best paper award by
packaging printing and converting of U.S. and 10
th
DuPont packaging.
The only company in the world having integrated manufacturing facilities for
manufacturing of flexible packaging products.
World class plants enabling strong competitive position, both in quality and
cost effectiveness.
Most cost competitiveness player in the domestic market, both for flexible
packaging products and plastic films and enjoys highest operating margins in
the industry.
Exports various products worldwide to countries like US, UK, Germany,
France, Italy, japan, and middle-east.
Recognized as trading house manufacturer exporter by the Indian
government in the first year of export itself.
Best excellence award from UP government 2005.

8

1.11.PERFORMANCE MANAGEMENT SYSTEM IN
UFLEX LIMITED:
1.11.1PMS DEFINED:
Performance management system is about getting better results from the
organizations, teams, and individuals by understanding and managing performance
with an agreed framework of planned goals, standards and competence requirements.
It is a process for establishing shared understanding about what is to be achieved, and
an approach to managing and developing people in a way which increase the
probability that it will be achieved in the short and long term.

1.11.2 OBJECTIVES OF PMS:
To create a platform for fair and factual and objective assessment of individual
performance.
A constructive and practical management tool that provides a link between
organization goals and human effort.
To ensure clear, objective goals and human effort.
To identify gaps in individual performance for facilitating an appropriate
development intervention.
To synchronize individual growth with organizational growth and to provide
opportunity for concerted personal development and career growth.
To create a performance driven culture.

One of the best ways to appreciate the purpose of PMS is to look at it from the
different viewpoints:
I. Appraisees viewpoint
II. Appraisers viewpoint
III. organizational viewpoint

9

o APPRAISEES VIEWPOINT:
What is he expected to do and by when
How well he has done it
Helping him improve his performance
Rewarding him for doing well

o APPRAISERS VIEWPOINT:
It acts as an assessment tool for assessing individual /team performance
against set targets.
It acts as a feedback system thereby focusing on individual development and
career progression.
Helping him explain to appraise what he has done well and what could have
been better.
Holding his team member accountable for their responsibilities and objectives
providing an opportunity to offer them developmental inputs.

o ORGANIZATIONAL VIEWPOINT:
For the organization it creates congruence between individual objectives and
organizational goals so that all the employees fall under a single strategic
umbrella and strives for getting desired results for the organization and
achieves its vision.
Ensure data based evaluation of performance against set criteria. Provide a
scientific way of reward and development and career management of
employees.
ROLES AND RESPONSIBILITIES:
Who
is?
Role Responsibilities
Appraisee An individual who is assessed
as part of the performance
cycle.
To ensure that his KRA
setting is done at the start of
the year and agreed between
10

his appraiser and himself.
Ensure self-appraisals are
done as per the timelines.
Ensure availability of any
performance related to the
appraiser.
Appraiser An individual who helps plan
performance and assesses the
performance of one or more
appraises that report to
him/her.(Reporting manager of
appraisee)
To ensure his
reportee/reportees fill up their
KRA formats at the start of
year and he agrees to the
same (as per the mutual
discussions)
Give final comments and
ratings on the KRAs within
the stipulated timelines.
Reviewer An individual who is
responsible for
addressing/reviewing the
performance of the team
members of their direct
reportees. he is also
responsible for addressing
escalated issues pertaining to
the appraisal
process.(Reporting manager of
appraiser)
Access the performance
feedback submitted by the
appraiser
Manage bell graph for all
team members.
Ensures objectivity,
transparency, and consistency
during the appraisal process
within the stipulated
timelines.
HR HR to functions a facilitator in
the process and clarify the
process if needed.
Facilitate the process of
performance appraisals,
promotion and PIP
Ensure adherence to timelines
and guidelines.
Support resolutions, wherever
necessary.
11

1.12. PROCESS OF PERFORMANCE MANAGEMENT
SYSTEM:



KRA SETTING:
KRA is an acronym for key result areas and refer to the results that is
needed to be achieved by an employee in a given time cycle. They are the set
of critical expectations from particular profile in the organization. They depict
all the outcomes which a role is responsible for and are different from routine
activities.


o purpose of KRA setting
To understand, set, track objectives and help an employee to achieve his/her
objectives for the year.
To define the key prioritized deliverable of the role.
To create a transparent platform for assessing individual performance.
KRA
SETTING
MID YEAR
REVIEW
FINAL
REVIEW
12

To help distinguish between routine activities & important milestone.

o KRA-GUIDELINES
KRAs should be SMART i.e.,
Specific: clearly states what to do and why to do?
Measurable: it states how the performance will be measured.
Achievable: the goal targets should be achievable. It should be defined well
enough so you can achieve them.
Relevant: it states whether/or not the goal is relevant to the employees job
role and to the organization.
Time bound: states a time frame.

KRAs need to be clearly understood, recorded, mutually agreed upon and
singed off by both employee and reporting manager.
KRAs must be closely linked with the business goals of the company.
The total number of KRAs is to be restricted to eight (8).
1.13. THE EVOLUTION OF KRAs:


Vision/Mission business
goals,strategy & budget
Organization's objective
Departmental/functional
objectives
Role/Individual objective
Key Result Area's (KRAs)
13

MID YEAR REVIEW:
Mid-year review is done to focus on Mid Term achievements vis--vis targets.
This ensures a mid-course corrective measures for delays/shortfalls
No ratings are done
The targets can be modified and KRAs realigned if warranted by
circumstances.
The feedback is given to the appraisee by the appraiser.

FINAL REVIEW:
The process of final appraisal is initiated by the appraisee by completing his
self-appraisal.
It is the responsibility of the appraisee to mention his actual achievement and
fill the self-appraisal column with in the given timeline and send it to the
supervisor.
Appraiser has a discussion with the appraisee to understand his/her perspective
and rationale behind self-appraisal (note: there is no feedback or evaluation at
this stage) appraiser notes his/her rating and comments.
The appraisal form is next viewed by the Reviewer. Reviewer notes his
observations and ratings and forwards the appraisal form to the CEO of the
business.
The final approved rating is then shared with the appraisee (Employee) by the
appraiser (reporting manager).

The overall weightage is there that is calculated through the help of following
formulae:
I= weightage*reviewers rating/100


14

1.14. RATING SCALE:
The Performance that is defined will be evaluated using 5- point rating scales. These
rating scales will be used to assess the extent of accomplishment on KRA targets and
the routine responsibilities.
Rating KRAs and routine responsibilities
KRAs and the routine responsibilities have 5-point rating scale with each rating being
explained.



There are the five rating scales according to which it is being decided whether the
employee has accomplished all of its target or not, which is as follows:
o 5(outstanding)-achieves>_ 110% of the KRA
o 4(superior)- achieves>_100%(100-109%)of the KRA
o 3(satisfactory) - achieves>_85% of the KRA(85-99%)
o 2(needs improvement)-achieves 70-84% of KRA.
o 1(inadequate performance)-achieves<70% of KRA.
The Performance management system form also includes the behavioral
attribute and the training requirement.
1.15. STEPS TO FILL THE FORMAT
Section A:
Personal details: these are to be duly filled in by the appraisee.
Section B:
KRAs as agreed between appraiser and appraisee along with weightages and
targets to be filled in at start of appraisal year. At the end of performance cycle
ratings are provided by the appraisee (self-appraisal), appraiser and the
5 (outstanding)

4 (superior) 3 (satisfactory)
2(needs
improvement)
1(inadequate
performance)
15

reviewer against the KRAs. The weighted average of reviewer rating would
be taken as a final score.
Section C:
Training and development need: This section is intended to give the appraisee
an opportunity to present his/her achievements against the KRAs
developments need and long term career aspirations.
Section D:
Behavioral attributes: The appraiser needs to provide his comment on the
behavioral attributes. This is classified in to 3 sections: Results, business and
people.
1.16. KRA DEFINITION:
Key result area refers to the results that needs to be achieved by an employee in a
given time cycle. It is the general areas of outputs/outcomes for which departments
role are responsible. It is defined as the primary responsibilities of individual, the area
for which each person is accountable.
1.17.JOB DESCRIPTION:
Job description indicates what all a job involves-tasks and responsibilities tagged on
to a job. Job title, duties, machines, tools and equipment, working conditions and
hazards form part of job description. It generally implies objectives listing of the job
title, tasks, duties and responsibilities involved in a job.
1.18. DIFFERENCE BETWEEN KRA AND JOB
DESCRIPTION:
JOB DECRIPTION KRA
Job descriptions are sets of
responsibilities that are concerned with
day to day job that you need to do in
your working days with the regulated
subtle elements.
key result area is done at
the end of the
month/quarter/year to
know what targets you
have accomplished or
16

assumed to attained, it is
that what results had
shown by you in your
performance and what are
the benefits getting by this
in your company.
Description of all key activities to be
performed by the job holder
description of all key activities to be
performed by the job holder.
Statements of
results/projects which
clearly defines
deliverables.

The validity of the JD remains till the
organizational structure/role exists.
The validity of the KRA
is limited to the defined
time period.
It is a detailed picture of the work that
involves detailed activities which may
be called as work profile.
KRA means the functions
/ responsibilities which
are expected especially
from you.

1.19.HOW TO WRITE SMART GOALS (KRA) FROM
JOB DESCRIPTION?
There are some steps which are as follows:
1. Go through the set of responsibilities or job description of the employee. If job
description does not seem appropriate, then speak to the employees and their
manager.
2. Attempt to figure out precisely what the employees should attain in their
employment.
3. Segregate the daily work of employees, which should not be included in the
KRA.
4. Other than all the work will be included in the KRA.
5. Make a list of the roles and responsibilities that are fundamental to the job.
17

6. Rank these critical functions and responsibilities into two sections:
Those that might be measured in numbers, percentages or yes/ no replies.
Those that can't be effortlessly measured in numbers or calculated .for
example- brand esteem, client fulfillment, employee engagement.

1.20.KRA FOR HR MANAGER:
GOAL(KRA) DEFINITION TARGETS
Recruitment Recruiting people from the pool of
applicants.
10 per quarter.
Training and development The process of teaching new
employees the basic skills they
need to perform their jobs.
5 sessions per
quarter.

Performance management
system
Process by which managers
improve the performance of their
employees.
100% employees
Payroll Sum of all financial records of
salaries for an employees wages,
bonus and deduction.
1
st
of every month
Manpower planning An organization ensures that it has
right number and kind of people at
the right place, at the right time.
100%employees
Job analysis Information related to job 100%employees
Contract management
Voucher checking
Attendance
verification
It is a management of contracts
made with customers, vendors,
partners or employees.
By10th of
every
month
daily


18

CHAPTER-2
LITERATURE REVIEW
xindi, 2006 stated that a few difficulties confronted in traditional performance
management of state-possessed ventures in china, for example, unreasonable plans
and plan, the lacking prizes framework and so on in this paper a plan of action of
coordinated business execution administration has been elucidated which incorporates
the administration reports , method plans , business arranging's and the prize
frameworks. The consequences of this paper will going to be profited to further
investigation of how to enhance execution through actualizing business execution
administration framework for SOEs.
Aziz N. Raisi, Amin , Tahir,2009 stated that this paper portrays the representative e-
performance effectiveness inside the United Arab emirates central government
associations as it displays the dissection of both customary and electronic and
electronic execution administration frameworks. Additionally in recognizing the
mentality of chiefs and representatives towards utilizing the electronic framework, the
examination uncovers that E-Performance Management frameworks have real
segments that drastically influence the effectiveness and viability of legislative
operations. It encourages the checking and assessing of worker execution by bosses
and associations.
Guanying1, Kaichao1, Congcong1, Pengqian2,2005 stated that performance
management is one of the center thoughts and techniques for human resource
management. It is effective to the point that not just can help the venture understand
its vital targets; additionally enhance administration limit and operational efficiency.
Step by step instructions to make system of performance management system towards
the endeavor key target is contemplated in this paper by utilizing data engineering and
with the assistance of adjusted scorecard and key performance indicators.
Feng , Na,2005, stated that Performance management (PM) is the best way to help
staff to increase performance and achieve the enterprise strategies through the
workflow of PM. In this paper, after the research some certain municipal level power
supply enterprises, we analyzed and integrated various Performance Management
19

methods, established a comprehensive PM system combining with latest information
technology and implementing ideas.
Chen!, Chen2, LI2, Xu2, 2010 stated that the objective of the examination of this
article is to create an performance management system focused around BSC, with a
specific end goal to gather the crucial execution markers naturally from the current
healing center business administration frameworks and HIS frameworks, which thus
prompt a computerized and destination assessment framework by moving those
pointers into quantitative assessment qualities as indicated by obliged standards.
Zhang, Peng, Gao,2011 stated that this article has developed performance
management system that is focused around the adjusted scorecard, by exploiting
adjusted scorecard in the key administration and the management performance. At
last, the article shows the legitimacy and sanity of the examination through the
detailed analysis of Company.
Shott, Imondi, Fedie, 2012, stated that almost every company has a performance
management system or they conduct performance reviews with employees. However
there is little research that demonstrates the performance management system is very
effective at modifying performance, especially in knowledge workers. The goal of
this paper is to provide a reference and set of case studies for management to use it to
better understand the process of performance management within their organization.
Wenhua, Jingkun, 2011 stated that this paper briefly describes the flow of strategy-
oriented environmental protection performance management party and government
leaders at the county and city levels from the formulation of governmental
environmental protection strategies as well as making and implementing, assessment,
result feedback and application of performance plan etc.
Boukar (1), Muslu (2),2013, stated that this paper aims to construct an interactive
dynamic system based on CMS technologies on which a range of problems
concerning the administration and academic aspects of university management system
can be analyzed and certain policies for overcoming these problems can be tested and
improved.
Siddiqi,Malik,2009, The purpose of this paper is to examine the relationship between
performance management system(PMS), employees job satisfaction and thus, their
20

commitment and satisfaction could be identified, then managers, may be more
capable of using PMS so as to get positive results. Further the study will also examine
the impact of PMS on organizational effectiveness by enhancing personal
performance using appropriate performance measures.
Liu Wenxia, 2012, stated that the Theorists promoted the development of
organizational structures theory and performance management theory by sustaining
seeking after the realization of organizational strategies. In order to study the
emergence and the cooperation of performance management systems for the complex
structure organization, by analyzing the meaning of cooperative performance
management and the requirement for the emergence to cooperative performance
management,
Isaev, D.2011, stated in the paper essential standards and general methodology to
improvement of Performance Management Systems are examined. It is viewed as that
advancement of ought to depend on specific standards, each of them is portrayed in
subtle elements. At long last, a two-level managerial methodology to PMS
configuration and advancement arranging is proposed. The top level, related with
PMS in entire, is considered inside the limits of three nonexclusive stages - utilitarian
demonstrating, element displaying and settling.
Bititci, Carrie and McDevitt(1997),stated that the Performance Management Process
is seen as a shut circle control system which conveys strategy and procedure, and gets
input from different levels to deal with the performance of the business. The
Performance Measurement System is the data framework which is at the heart of the
Performance Management Process and it is of basic significance to the powerful and
proficient working of the Performance Management System.


Yadav, Dabhade,(2013), stated that examination expects to evaluate the key variables
that are having solid impact on Performance management system with governments
everywhere throughout the world to enhance the nature of their legislation structures.
Chi square test is connected in this paper to check the genuineness of information
given by the respondents. We are additionally going to study the PM process,
21

mindfulness level and fulfillment level of workers of BHEL and how the PM system
influences the execution and vocation advancement of employees.
Ettl, Zadrozny, Chowdhary and Abe,2005, stated that this paper describes a software
solution that combines business performance management with data mining
techniques to provide a powerful combination of performance monitoring and
proactive customer management in support of the new telesales business processes.
ling ,min, liang ,mo2008,stated that, The business sector rivalry worldwide being
progressively savage, various associations come to figure it out the significance to
upgrade their own particular exhibitions. In this way, most associations are questing
how to streamline their own particular execution administration (PM). This
postulation presents the essential rule, qualities and operational method of PDCA
cycle (plan, do, check and activity) and examines its viable significances to push the
PM. What's more at that point the application of PDCA cycle in the PM is explained
through the investigation on each one period of PM framework.


















22

CHAPTER-3
RESEARCH METHODOLOGY
3.1. Data sources:
The study mainly depended upon the primary data. However, some secondary sources
of data were also consulted for the purpose of gathering background information
supporting the study. This study uses sampling method to extract information from
respondents. Relevant primary data was collected through a sample survey using a
well-structured and pre-tested questionnaire.
3.2Research objectives:
o To analyze the Performance Management System of UFLEX in detail and its
effectiveness.
o To analyze the problems faced by the appraisee and the appraiser in this
system.
o To analyze the steps taken by the appraisers for the improvement of the
performances of the appraisees.
3.3. Sampling design:
3.3.1 Sample size:
The sample size of the questionnaire is 50. The data has been collected using the
sample of 50 employees in UFLEX limited. The research instrument used in this
study is structured questionnaire.
In this research, questionnaires are used to find out the performance management of
the employees. These variables are measured with a set of questions adopted from
different sources. The questionnaire is divided according to the variables where each
variable is measured. All responses are measured on a five point scale anchored on 1-
strongly agree, 2- agree, 3- neutral, 4-Disagree, 5-Strongly disagree.

23

3.4. Methods of data collection:
Data is collected from two methods:
3.4.1 Primary data:
Data is collected through the help of survey method by distributing the
questionnaire through employees.
3.4.2 Secondary data:
Data is collected through the help of the internet.
Data is collected through the help of company manual and reference book.
3.5. Tools and techniques:
The data which is being collected from both the sources is being analyzed and
interpreted in the systematic manner with the help of statistical tool like percentages.











24

CHAPTER-4
DATA ANALYSIS
Que.1. Are you satisfied with the current performance appraisal system?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.1
INTERPRETATION:
In the above chart more than 50% of employees are satisfied with their current
performance appraisal.
DIMENSIONS NO. OF RESPONDENT
STRONGLY AGREE 4
AGREE 30
NEUTRAL 10
DISAGREE 6
STRONGLY DISAGREE 0
Table-1
4
30
10
6
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
25

Que.2. Are the goals clearly specified?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.2
INTERPRETATION:
In the above chart 70% of employees agree that their goals are satisfied.
DIMENSIONS NO.OF RESPONDENTS
STRONGLY AGREE 5
AGREE 35
NEUTRAL 6
DISAGREE 4
STRONGLY DISAGREE 0
Table-2




5
35
6
4
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
26

Que.3. Is there any transparent linkage between the appraisee and the appraiser?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.3
INTERPRETATION:
In the above chart more half of the employees are neither agree nor disagree that there
is any transparent linkage between appraisee and the appraiser.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 4
AGREE 5
NEUTRAL 35
DISAGREE 4
STRONGLY DISAGREE 2
Table-3



4
5
35
4
2
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
27

Que.4. Do the PMS implemented in the organization create participative
environment?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.4
INTERPRETATION:
In the above chart more than half of the employees agree that PMS implemented in
the organization create participate organization.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 5
AGREE 37
NEUTRAL 5
DISAGREE 3
STRONGLY DISAGREE 0
Table-4

5
37
5
3
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
28

Que. 5.Does UFLEX always strives for continuous individual improvement?
a. Strongly agree
b. agree
c. neutral
d. disagree
e. strongly disagree

fig.5
INTERPRETATION:
In the above chart half of the employees agree that UFLEX always strives for
continuous individual improvement.
DIMENSIONS NO. OF RESPONDENT
STRONGLY AGREE 5
AGREE 25
NEUTRAL 10
DISAGREE 10
STRONGLY DISAGREE 0
Table-5



5
25
10
10
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
29

Que.6. Does the appraiser establishes plans and work objectives with you?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.6
INTERPRETATIONS:
In the above chart 40% of the employees are strongly agree,20% agrees, and 20% of
employees neither agree nor disagree that the appraiser establishes plans and work
objectives with them.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 20
AGREE 10
NEUTRAL 10
DISAGREE 6
STRONGLY DISAGREE 4
Table-6




20
10
10
6
4
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
30

Que.7. Does your appraiser help you in selecting the KRAs?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.7
INTERPRETATION:
In the above chart more than 50% of employees agree that their appraiser help them in
selecting the KRA and showing 20% of employees are their who are strongly agree
that their appraiser help them in selecting their KRA.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 10
AGREE 26
NEUTRAL 14
DISAGREE 0
STRONGLY DISAGREE 0
Table-7



10
26
14
0
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY AGREE
31

Que.8 Do you think present list of KRA covers all aspect of your job?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.8
INTERPRETATION:
The above chart shows that around half of the employees agree that their KRA covers
all aspects of their job.
DIMENSIONS NO.OF RESPONDENTS
STRONGLY AGREE 10
AGREE 25
NEUTRAL 15
DISAGREE 0
STRONGLY DISAGREE 0
Table-8




10
25
15
0
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
32

Que.9. As an appraisee do you face any problem while selecting the KRAs?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.9
INTERPRETATION:
In the above chart it shows that the half of the employees have problem while
selecting the KRA.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 5
AGREE 25
NEUTRAL 10
DISAGREE 10
STRONGLY DISAGREE 0
Table-9




5
25
10
10
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
33

Que.10. Are any steps taken to improve the performance if not up to the mark?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.10
INTERPRETATION:
In the above chart it shows that 40% of employees are neither agree nor disagree
about the steps taken to improve the performance if not up to the mark.
DIMENSIONS NO.OF RESPONDENTS
STRONGLY AGREE 4
AGREE 16
NEUTRAL 20
DISAGREE 10
STRONGLY DISAGREE 0
Table-10



4
16
20
10
0
strongly agree
agree
neutral
disagree
strongly disagree
34

Que.11. Does your job description clearly defines KRAs on which performance is
rated?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.11
INTERPRETATION:
The above chart shows that the half of the employees is satisfied or agreed that their
job descriptions clearly defines KRAs on which performance is rated.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 5
AGREE 25
NEUTRAL 20
DISAGREE 0
STRONGLY DISAGREE 0
Table-11



58.2
25
20
0
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
35

Que.12. Is there any biasness in the current performance appraisal system?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

fig.12
INREPRETATION:
In the above chart it shows that 40% of employees neither agree nor disagree about
the biasness in the current performance appraisal system.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 10
AGREE 10
NEUTRAL 20
DISAGREE 10
STRONGLY DISAGREE 0
Table-12




10
10
20
10
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
36

Que.13. Does your organization have the strategies that are linked to the performance
management systems to make it more effective?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

fig.13
INTERPRETATION:
The above chart shows that more than half of the employees neither agree nor
disagree to that the strategies that are linked to the performance management system
to make it more effective.
DIMENSIONS NO. OF RESPONDENTS
STRONGLY AGREE 0
AGREE 10
NEUTRAL 35
DISAGREE 5
STRONGLY DISAGREE 0
Table-13



0
10
35
5
0
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
37

Que.14 Which method of performance appraisal does your company adopts?
a. 360 degree
b. confidential report
c. critical incident
d. ranking scale

fig.14
INTERPRETATION:
The above chart shows the performance appraisal method used in the company is
confidential report.
DIMENSIONS NO. OF RESPONDENTS
360 DEGREE 0
CONFIDENTIAL REPORT 50
CRITICAL INCIDENT 0
RANKING SCALE 0
Table-14





0
50
0 0
360 DEGREE
CONFIDENTIAL REPORT
CRITICAL INCIDENT
RANKING SCALE
38

Que.15. Can you suggest any new method which can be used for performance
appraisal?
a. 360 DEGREE
b. Rating scale
c. Critical incident
d. Narrative essays

fig.15
INTERPRETATION:
The above chart shows that most of the employees suggest 360 DEGREE to be used
as a new performance appraisal method.
DIMENSIONS NO. OF RESPONDENTS
360 DEGREE 30
RATING SCALE 15
CRITICAL INCIDENT 2
NARRATIVE ESSAYS 3
Table-15




30
15
2
3
360 DEGREE
RATING SCALE
CRITICAL INCIDENT
NARRATIVE ESSAYS
39

CHAPTER-5
RESEARCH FINDINGS:
Most problems are evaluated in the selection of their "s KRA by the
employees.
Work related training is given to the executives and they think it truly helps
them in their further development.
The Formal feedback is given by the appraisers on day- to- day premises
The majority of the executives are satisfied by the current situation of
performance evaluation.
The performance appraisal method that is used in the company is the
confidential report.
o It is descriptive report prepared, generally at the starting of every
financial year, by the consent of employees and his immediate
superior.
o The report highlights the qualities and shortcomings of the subordinate.
o Reports are generally not made public and hence there is no feedback
available except from the employee.
o It also includes the training need identification for the employee.











40

CHAPTER-6
6.1 SUGGESTIONS AND RECOMMENDATIONS:
The PMS should also be monitored with the counseling session often
neglected in many organizations involves helping an employee to identify his /
her growth and development.
Communication is extremely crucial for any system to function more
efficiently. Therefore the appraiser should look into this matter and see to it
that the goals and plans are communicated effectively.
The assessed can also motivate employees who felt they had no growth in the
organization and serves the purpose of employee development.
Post evaluation meeting is to be led where they are given a proper feedback on
their execution and they can additionally set forward their complaints, if any.

6.2 LIMITATION OF THE STUDY:
Following are the limitations of the study:
Some individuals have no time to give the answer.
Sometimes the individuals don't tell truth and fill it only for no particular
reason purpose.








41

CHAPTER-7
CONCLUSION:
Performance management system is the procedure of checking on worker execution
opposite the set desires in a sensible way, archiving the survey and conveying the
audit verbally in an up close and personal gathering, to update execution models quite
a long time through genuine and helpful input. The whole time, administration hopes
to fortify the worker's qualities and recognize the change ranges with the goal that one
can take a shot at them furthermore set extended objectives for impending year.
The association reason ought to be to help a representative to enhance his/her solid
focuses, conquer his/her powerless focuses, and create new abilities to handle more
obligations. The execution administration framework actualized in the association
makes a nature's domain. The appraisee's and appraisers desire from execution
administration framework are practically same that is "The Determination of
advancement or Transfer" and "Pay organization and profits". The majority of the
workers of uflex concur that the objectives are unmistakably defined. Through the
assistance of the performance management system in Uflex there is a transparency
between the worker and director which helps in accomplishing their objectives and
additionally organization's objectives effortlessly.
Through the assistance of performance management system the appraiser can inspire
the workers who felt that they had no development in the association and fills the
need of worker advancement, so it might be utilized as a huge instrument for vocation
arranging. Through execution administration framework the appraiser can feel that the
objectives and arrangements have been plainly imparted to the appraisees.
Larger part of representatives might want to prescribe Uflex organization to
companion or relative.




42

ANNEXURE
QUESTIONNAIRE:
1. Are you satisfied with the current performance appraisal system?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

2. Are the goals clearly specified?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

3. As an appraisee do you face any problem while selecting the KRAs?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

4. Does your appraiser help you in selecting the KRAs?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

5. Do you think the present list of KRA covers all aspect of your job?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

6. Is there any transparent linkage between the appraisee and the appraiser?
a) Strongly agree b)Agree c)Neutral d)Disagree
e)Strongly disagree

7. Are any steps taken to improve the performance if not Up to the mark?
a) Strongly agree b)Agree c) Neutral d)Disagree
e)Strongly disagree

8. Do the PMS implemented in the organization create participative
environment?
a) Strongly agree b) Agree c) Neutral d) Disagree
e)Strongly disagree

9. Does uflex always strives for continuous individual improvement?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

10. Your job description clearly defines KRAs on which performance is rated?
43

a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

11. Does the appraiser establishes plans and work objectives with you?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

12. Does your appraiser know what is expected from you?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly agree

13. Is there any biasness in the current performance appraisal system?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

14. Does your organization have the strategies that are linked to the performance
management systems to make it more effective?
a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree

15. Which method of performance appraisal does your company adopts?
a) 360 DEGREE b) Confidential report c) Critical incident d)
Ranking scale

16. Can you suggest any new method which can be used for performance
appraisal?
a) 360 DEGREE b) Rating scale c) Critical incident d) Narrative
essays