SUMMER TRAINING PROJECT REPORT

On
PERFORMANCE APPRAISAL PROCESS
Carried out at HALDIRAM SNACKS PVT. LTD. SEC-63 NOIDA
Under the guidance of Mr. Vishal Vyas , Assistant professor
Submitted for Evaluation under Internship Dissertation
(Course Code GM 633) To

THE FACULTY
OF

MANAGEMENT STUDIES
MODI INSTITUTE OF TECHNOLOGY & SCIENCE
(DEEMED UNIVERSITY u/s 3 of the UGC Act, 1956)
Lakshmangarh (Raj.)

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BY:
PRITY KUMARI
ENROLLMENT NO: 110476
MBA IInd year
AUTUMN SEMESTER

AUTHENTICATION CERTIFICATE
To Whom It May Concern
This is certify that the Internship Dissertation(GM633) ,titled PERFORMANCE
APPRAISAL PROCESS is carried out at HALDIRAM SNACKS PVT. LTD. .The
matter embodied in the dissertation report has not been submitted earlier for award of any
degree or diploma to the best of my knowledge and belief.

Signature of the intern

(PRITY KUMARI)
Date:-

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EXTERNAL GUIDE CERTIFICATE

To Whom It May Concern
This is to certify that the Internship Dissertation (GM633), titled
PERFORMANCE APPRAISAL PROCESS is submitted by Ms. PRITY
KUMARI at HALDIRAM SNACKS PVT. LTD. under my guidance. The matter
embodies in this dissertation has not been submitted earlier award of any degree or
diploma to the best of my knowledge and belief.
I recommend its submission for evaluation.

Signature of intern
(Prity Kumari)

Signature of Guide
A.K.Sharma (HR Manager)

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Date:-

FACULTY GUIDES CERTIFICATE

To Whom It May Concern

This is to certify that the Internship Dissertation (GM 633), titled PERFORMANCE
APPRAISAL PROCESS submitted by Ms PRITY KUMARI is a bonafide work carried
out by her at HALDIRAM SNACKS PVT. LTD. under my guidance. The matter
embodied in the Dissertation Report has not been submitted earlier for award of any
degree or diploma to the best of my knowledge and belief.
I recommend its submission for evaluation.

Signature Of The Intern

Name Of The Intern:

Signature of faculty guide

Mr. Vishal Vyas

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Date:

ACKNOWLEDGEMENT
The project bears the imprint of many individuals. To begin with, first of all I would like
to thank Mody Institute Of Science & Technology and Haldirams Snacks Pvt.Ltd. for
giving me this opportunity to undertake this Internship program.
This report is prepared under the close supervision of Ms.Rupali, Manager HR at
Haldirams snacks Pvt.Ltd. She has been guiding throughout the project with her valuable
suggestions.
I would also take this opportunity to thank Mr.A.K.Sharma,Head HR at Haldirams
Snacks Pvt.Ltd.) for giving me the opportunity to work on this Project and providing with
a wonderful mentor in the form of Ms.Rupali.
I am deeply thankful to Mr. Faculty Guide for his consistent and timely support for
embarking with me on this journey.
I could not have wished for better Collaborators and Mentors. Their detailed comments,

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supervision and insight have been of great value to the Project and for me in person.

EXECUTIVE SUMMARY
It is much more difficult to measure non-performance than performance
- Harol S. Geneen
A Performance Appraisal is a systematic and periodic process that assesses an employees
job performance and productivity in relation to certain pre-established criteria and
organizational objectives. Performance Appraisal is something an employee waits for the
entire year as this is something which motivates them and keeps them going.
There are two sides of the coin associated with everything and this is also not an
exception to it. While on one hand it facilitates employee-management communication,
on other hand it may lead to legal complications if not executed properly as many
employees tend to be unsatisfied with the entire process.The project is intended towards
having a better understanding of Performance Appraisal techniques used in Haldiram
Snacks Pvt. Ltd. to get best results out of it and contribute towards the organisations
productivity. Human resource is the most important aspect of any organization and
motivation is a behavioral aspect of every human being to continue going which clearly
explains the importance of Performance Appraisals.
This project is basically undertaken to study the various Performance Appraisal
them so as to derive the maximum benefits for the organization.

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Techniques practiced at Haldirams Snacks Pvt.Ltd. and identifying the best one among

* The readers are requested that gender usage (use of He or She) should not be
taken offensively. Such usage is only out of convenience and is not suggestive of any
Gender Favouritism.

TITLE
TABLE OF CONTENTS

PAGE NO.

Title Page

01

Authentication Certificate

02

Training Organisation Certificate

03

Faculty Guide Certificate

04

Acknowledgement

05

Executive Summary

06

Chapter 1: Introduction

09-16

1.1 Overview of Indian Snack Industry

09

1.2 Organisation Profile

10-12

1.3 Organisation Structure

13-15

1.4 Problem Definition

16

Chapter 2: Literature Review

17-31

2.1 Performance Appraisal

17-18
2.2

Appraisal

Techniques

18-21
22-24

2.4 Trends In Performance Appraisal

25

2.5 Why Employees Hate Performance Appraisal

26

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2.3 Purpose Of Performance Appraisal

2.6 HRD at Haldirams Snacks Pvt. Ltd.

26-27

2.7 Appraisal Form

28-29

Chapter 3: Methodology & Analysis

3.1 Research Methodology

29-31
32-43
32-33

3.2 Analysis

33-34

3.3 Interpretation

35-43

Chapter 4: Conclusion & Recommendations

44-54

4.1 Conclusion

44

4.2 Recommendations & Suggestions

45

4.3 Guidelines To Write An Appraisal Report

45-49

4.4 Reporting/Reviewing System

50-51

4.5 Important Points For Appraisal

52-54

Annexure:
Annexure 1(Questionnaire)
Bibliography:

55-57
55-57
58

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2.8 KPA based Performance Appraisal At Haldirams

CHAPTER 1
INTRODUCTION
1.1 OVERVIEW OF INDIAN SNACK INDUSTRY
Snacks are a part of Consumer Convenience/ Packaged Foods segment. Snack is described
as a small quantity of food eaten between meals or in place of a meal. Snack food generally
comprises bakery products, ready-to-eat mixes, chips, namkeen and other light processed
foods.

Of the wide range of snacks available, potato chips constitute a sizeable segment of the
Indian snack food industry, according to India Infoline. The potato chip market is
generally an unorganized industry. Nearly all potato chip snack products are

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According to the ministry of food processing, the snack food industry is worth Rs 100 billion in
value and over 4,00,000 tonnes in terms of volume. Though very large and diverse, the snacks industry is
dominated by the unorganized sector. According to an Apeda survey almost 1,000 snack
items and 300 types of savouries are sold across India. The branded snacks are sold at least
25% higher than the unbranded products. Savoury snacks have been a part of Indian food
habit, since almost ages. Though there is no particular time for snacks, normally they are
consumed at teatime. The variety is almost mind- boggling with specialties from all regions,
which have gained national acceptance. The industry has been growing around 10% for the last three
years, while the branded segment is growing around 25% per annum to stand at Rs. 5,000-Rs
5,500crore, due to various reasons like Multiplex culture, snacking at home while
watching TV, pubs and bars (where they are served free). AC Nielsen's retail auditshows
that the large sales volumes are due to a marked preference for ethnic foods, regional bias
towards indigenous snacks and good value-for- money perception. Of course the branded
segment is much smaller at Rs 2,200 crore, which is what makes it so attractive to food
Companies that are looking at bigger shares. In the branded snacks market, to get down to
basics, Frito Lay commands a share of 45% followed by Haldirams at 27% and ITC at
16%,rest is divided between a handful of new entrants, wannabes and many
regional players.

manufactured and sold locally. There is also no uniform standard for packaging, as there is
in Europe, the United States and other more developed regions. Many snack foods are sold loose or
packaged in poly-pouches, which may only be folded, or in some cases, stapled closed. As the
Indian economy continues to grow, and production standards improve, many snack food
companies are making significant investments into plant equipment and packaging
machinery. Pepsi Foods Ltd., now known as Frito-Lay India Ltd., produces India's largest snack food
manufacturers brands, including Ruffles, Hostess, Cheetos and UncleChips. Frito Lay's
story is an example of how American recipes were adjusted to satisfy local tastes. Procter
& Gamble's Pringles brand of potato crisp was launched in Delhi in 1999. Pringles is also
a baked potato crisp, unlike many other potato based Indian snack foods that are fried.
P&G currently imports the Pringles product and therefore the product has been priced at a
premium and is marketed to a micro-niche.
1.2 ORGANISATION PROFILE
HALDIRAM a name associated with discerning consumers for sweets and
namkeens for past six decades in India and abroad. It made its modest start in
the beginning of way back in 1941 in Bikaner, a state of Rajasthan. The brand
name HALDIRAM BHUJIYAWALA was introduced during pre-partition era
1941, subsequently the reach was extended to eastern pert of India i.e., Kolkata.
In 1958, further consolidated to western India also at Nagpur in 1968 and from
there it never looked back and ventured first major step in this direction by
opening up in Chandni Chowk in 1983, the main hub of commercial centres in
Delhi. The prime focus was to serve sweets and namkeens amongst direct
consumers and the trade. Haldiram Originated in blue year 1902 at Bikaner
inRajasthan. During its earliest year it was lead by three brothers Shri
Moolchand , Shri Satyanarayan and Shri Rameswar,Shri Moolchand and his
four sons namely Shri Shiv Kishan, Shri Shiv Ratan, Shri Manohar Lalan and
Shri Madhusudan diversified into different territories of India. Encouraged by
tremendous response of consumers, HALDIRAM decided to go for upgradation on technology, packing, production etc. with the installation of plant
machinery of order of best available state of the art technology and
quality, HALDIRAM became a part of each family. In 1992, when
HALDIRAM turned itself into a group segment, a most sophisticated

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sophistication. Through dint of hard work, complete dedication, uncompromising

manufacturing centre cum showroom was established at Main Mathura Road,

New Delhi under the banner HALDIRAM MANUFACTURING COMPANY
LIMITED which was a run away success.
The Haldiram group three sister concerns were established at Bikaner, New
Delhi and Nagpur. All three originated from ancestors in Bikaner, Rajasthan.
Now the three concerns operates in different states of India. The New Delhi unit
caters to Punjab, Haryana, Uttar Pradesh, Bihar,Jammu &Kashmir , Himachal
Pradesh and part of Assam. The firm at New Delhi runs four firms offering
different productsHaldiram Manufacturing Co. Ltd. :Namkeens Haldiram Marketing Ltd.:Sweets
Haldiram Snacks (P) Ltd.:Papads Hadliram India Pvt. Ltd. Syrups & Sharbats
The company also has three show rooms in Delhi, located at Main Mathura
Road, Lajpat Nagar and Chandni Chowk.These offers variety of fast foods as
well as traditional foods.Trust in quality is an obsession which is being enjoyed
by million of families. The quality of salty snacks and scrumptious sweets , met
the international standard and speaks for itself. To sustain in competitive
market,HALDIRAM has endeavored stress on quality, packing, shelf life,
competitive price with special emphasis on consumers satisfaction and its
lingering taste is amongst the best available in the world. Haldiram showroom
has become the most sought after one and cater to the choice of millions with
retention o trust reposed and presence felt. To say the least, amongst the sweets
and namkeens, we can modestly say you name it-we have it.During
1993,preparation of different varieties and flavours of syrups and crushes was
undertaken under the brand name of HALDIRAM. Its marketing was
undertaken in the Northern region of the country and was well received with
HALDIRAM the group decided to spread its wings in others part of Delhi to
reach the consumers more easily.The group hence opened another Show room at

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success. Encouraged by the overwhelming response from the lovers of

Lajpatnagar on the main road during March,1999 which is being welcomed and
appreciated by the customers of South Delhi who have constraints to reach
Matura road.

Exports
HALDIRAM Group foresighted the growth potential in fast food industry
which was taking shape by leaps and bounds.Namkeen was one of the areas
which was most sought after and the group, without lagging behind,had set up a
most modern plant adjacent to the Showroom at Main Mathura road exclusively
for the manufacturing of Namkeen.The plant was set up in the year 1997 under
the stewardship of Mr. Pankaj Agrawal, a young dynamic entrepreneur with a
flair of modern management, leadership, open vision,result orientation. By virtue
of Mr. PankajAgrawal,who is the managing director of HALDIRAM GROUP,
the packaging, quality, competitive pricing etc. has become the hallmark of
HALDIRAM Namkeen and with the installation of plant and machinery from
U.S.A. the company also started manufacturing potato products and has been
able to get increased share of the market amongst stiff competition.Needless to
say that the company is exporting its products to various parts of the world viz.
U.S.A., Canada, U.K.,Europe, Middle East, Far East, Moscow, Australia,
Newzealand, Srilanka,Nepal, Japan, Thailand, etc. and are on the threshold of
penetrating other parts of the world.It is encouraging to note that the group is
receiving positive enquirys from amongst the prospective clients abroad and is
quite confident to meet their demand fully with positive attitude, personalized

Continuous efforts are being initiated to make sure that we reach the untapped
markets abroad and earn foreign exchange for our country.

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service and with quality products.

FUTURE PLANS
Looking at the tremendous scope in the fast food industry though competition
from MNCs and other giants in the field,the group has an ambitious project on
Delhi-Jaipur Highway at Guragaon to undertake manufacturing of whole range of
products which will house manufacturing facilities, restaurant, Show room etc.
and will satisfy the customers to their ultimate around the World, having edge
over the others.
MISSION
Our perpetual consistent quality, best packing strategy, vast market coverage and
the number of years of experience have given us a cutting edge vis--vis our
competitors. Our natural ilk to improve our performance and quality with each
passing year has taken us way ahead of our nearest competitors. The people at
HALDIRAMs are very sensitive and our customer friendly about the
complaints, which infect is a rare occurrence from the customers and dealers

1.3 ORGANISATION STRUCTURE

To start off with the organizational structure of Haldirams Snacks Pvt. Ltd this is what the
Organisational Hierarchy looks like:
BOARD OF DIRECTORS

President (FMCG Business)

Dr. A.K. TYAGI

GM. Opers.
Vacant

HOD A&F
Mr. D. Gupta

G.M. Comm.
Mr. Singhania

D.G.M. ENGG
Mr. Omveer Singh

D.G.M. R& D
Dr.Nepal Singh

HOD HR
Mr. Ajay Sharma

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G.M. Projects
Mr. A.K. Chauhan

HOD Extrusion
Plant
Dr. Asthana

HOD Q.C.
Mr. Samarpal

HOD F.C.P.
Dr. Manveer

HOD Nut
Plant
Mr. Siddhqui

HOD Rasgulla
Plant
Mr. Pankaj

HOD
Chips
Plant
Mr. Ashok

HR HIERARCHY

A.K.Sharma
HOD HR

MANAGER (HR) Responsible for all activities related to HR & Personnel.

HR OFFICER(1)
for timely deposit
of all statutory Contributions
Welfare
Officer Responsible
HR Officer
HR Officer
HR Officer &
Nominations and its record keeping, timely up dation of various registers & records related to
various industrial enactments, MIS, joining & separation formalities, data updation in ERP.I.R.

HR OFFICER(2) Responsible for HR activities e.g.. Recruitment Induction ,Performance

appraisals ,joining Formalites for staff .appointment letters etc. of staff ,ERP, Data entry &
Sales staff documentation & payroll.

HR OFFICER(3) Responsible for Attendance (ARS), assistance in Salary Preparation, Cash

salary disbursement, daily updation of data in ERP, preparation of Daily Manpower MIS,
joining of workers, issue of ARS cards & sort out day to day grievance of employees related to
area looked, bank account, leave, OD, C-off, etc.

WELFARE OFFICER Responsible for all welfare activates e.g. Medical, Dress ,

Canteens , Rest Room ,Cultural Programs , Counseling & Grievance handling ,apart from
above he also extending support in all other H.R. Functions.

Mr. Rakesh

Mr. Vireshwar

Ms. Rupali

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Mr. Avdesh

NUMBER OF EMPLOYEES DESIGNATION WISE

Sr. No.

Designation

1.

President

GM

DGM

4.

Sr. Manager

5.

Manager

6.

Dy. Manager

7.

Assistant Manager

8.

Officer

9.

Assistant Officer

10.

Assistant

11.

Workers

PURCHASE

Total as on 31.03.2012

3.

CHAPTER 2

22
14

SALES &
MARKETING

STORES

38

F&A

802
901
QUALITY

HSPL

DISPATCH

ADMIN.

DEPARTMENTS UNDER HSPL(Haldirams Snacks Pvt. Ltd.)

R&D

PRODUCTION

HR

MAINTAINE
NCE

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2.

No. of Employees

1.4 PROBLEM DEFINITION

Performance Appraisal is something that an employee waits for the entire year and is a
motivational factor for everyone. It is indeed a complex process and needs to be executed
and carried out in a planned manner so as to maximize the output.
There are so many Appraisal Techniques that a company practices.In this project we will
closely study the various Appraisal Techniques practiced by several organisations across
our country.The main objective of this study is to test the effectiveness of the KPA based

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Appraisal process that has recently been launched in Haldirams Snacks Pvt. Ltd.

CHAPTER 2

2.1 PERFORMANCE APPRAISAL

Performance appraisal is the process of obtaining, analyzing and recording
information about the relative worth of the employee.
The focus is on measuring and improving the actual performance of the employee
and also the future potential of the employee. Its aim is to measure what the
employee does.
Performance appraisal can be defined as the systematic process of :
Planning work and setting expectations;
Continually monitoring performance;
Developing the capacity to perform;
Periodically rating performance;
Rewarding good performance.

The movement towards open and development- oriented appraisal systems was
performance based, participative, open, and developmental.

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initiated in 1975 by L&T when it adopted a system making appraisals more

It required the employee and his reporting officer to plan the performance of the
appraisee in the beginning of the year, review it after six months with the boss,
analyze the factors affecting performance, discuss developmental needs, have
performance counseling, and share the ratings with the appraise. The system
required active participation of the appraisee and was intended to be a
performance planning, performance reviewing and performance developing system.

MODERN APPRAISAL
Performance appraisal maybe defined as a structural formal interaction between a
subordinate and a supervisor. That usually takes the form of a periodic interview,
in which the work performance of the subordinate is examined and discussed,
with a view to identifying weaknesses and strengths as well as opportunities for
improvement and skill development.
2.2 Appraisal Techniques
360 degree appraisal technique
Management By Objectives
Behavioral observation scale

Behaviorally anchored rating scale

360 DEGREE APPRAISAL

360 Degree Feedback is a process in which employees receive confidential,
anonymous feedback from the people who work around them.

Subordinates

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WHO SHOULD CONDUCT A 360 DEGREE FEEDBACK?

 Peers
Managers (superiors)
Team members
Customers
Suppliers / vendors
Anyone who comes into contact with the employee and can provide valuable
insights and information.

THE 360 DEGREE MEASURES :

Behaviors and competencies
Addresses skills such as listening, planning, and goal setting.
Focuses on subjective areas such as Team Work, Character, and Leadership
effectiveness.
Provides feedback on how others perceive an employee.

360 DEGREE APPRAISAL HAS FOUR COMPONENTS:

Self appraisal
Subordinate appraisal
Peer appraisal
Superiors appraisal.

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MANAGEMENT BY OBJECTIVES :

MBO is the process in which the managers set the objectives for the employee,
periodically evaluate the performance, and reward according to the result.
MBO focuses attention on What must be accomplished, rather than How it is to be
accomplished.
THE OBJECTIVES CAN BE CLASSIFIED AS:
Corporate objectives
Functional objectives
Individual objectives

THE OBJECTIVE MUST BE SATISFIED SMART CONDITIONS:

Specific
Measurable
Achievable
Relevant
Time-specific

BEHAVIORAL OBSERVATION SCALE

Behavioral observed rating scale is frequency rating of critical incidents that worker has
performed.The BOS was developed by Latham & Wexley. BOS is a list of critical
incidents behavior which the supervisor has to rate in the terms of frequency.
RATING SCALES TO IDENTIFY FREQUENCY OF BEHAVIOR
Never

Sometimes

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Seldom

 Generally
Always

BEHAVIORALLY ANCHORED RATING SCALES

This method is used to describe a performance rating that is focused on specific behaviors
or sets as indicators of effective or ineffective performance.
CLASSIFIED INTO:
Behavioral observation scales
Behavioral expectations scales
Numerically anchored rating scales

RATING SCALES:
Extremely poor
Poor
Below average
Average
Above average
Good
Extremely good

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

To judge the gap between the actual and desired performance.

To help the management in exercising organizational control.

Helps to strengthen the relationship and communication between superior-subordinates

and management-employees.

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OBJECTIVES OF PERFORMANCE APPRAISAL

To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.

To provide feedback to the employees regarding their past performance.

To reduce the grievances of the employees.

To judge the effectiveness of other human resource functions of the organization such as
recruitment, selection, training, and development.

2.3

PURPOSE OF PERFORMANCE APPRAISAL

1. Career Development
This provides an opportunity for discussion of career objectives, and creation of a
strategy designed to maximize career potential.
To provide an opportunity for career counseling
To help in succession planning.
To assess training needs

To assess and develop individual abilities

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To plan for career development

 To provide an objective basis on which to base decisions about training and promotion

2. Feedback
Feedback is encouraged in both directions: employees are encouraged to prepare ratings
of their supervisors.
To provide constructive feedback to the individual regarding how their performance is
seen.

This provides a structured format for the discussion of performance issues on a regular
basis.
Feedback either reinforces performance strengths, or provides the opportunity to discuss
resolution of performance deficiencies.
3. Administrative Uses of Performance appraisal
Salary
Promotion
Retention/termination

Layoffs

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Recognition of performance

 Identification of poor performers

4. Performance History
This provides a performance history which is not dependent upon human memory, and
which may be useful in the full range of personnel decisions, including compensation
decision-making.
To review past and present performance, identifying strengths and weaknesses.

5. Organizational Goals
To clarify, for the individual, organizational expectations
Provides an opportunity to view ones performance in the context of broader
organizational goals.
To assess future promotion prospects and potential
To set objectives for the next period

6. Job Standards

expectations.

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This provides an opportunity for clearer articulation and definition of performance

7. Documentation use of Performance appraisal

Documentation for HR decisions
Helping to meet legal requirements

2.4

TRENDS IN PERFORMANCE APPRAISAL

There has been a significant movement or shift in performance appraisal systems in the
Indian organization over the last few years. While some organizations have had a long
experience with appraisal systems, others have started paying more attention to them only
recently.
The following shifts can be noticed in the performance appraisal system:
There is a trend away from the composite appraisals with multiple objectives to separate
systems for different clusters of objectives.
There is a move away from isolated appraisal systems to the business-linked ones.
There is a shift away from closed to open dialogue and discussion-based systems.
There is a movement from quantitative to qualitative (interactive, improvement and

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process-oriented) systems.

 There is a movement from boss-assessed feedback to 360-degree feedback involving

customers (internal-external), peers, team members, subordinates, etc., in addition to
supervisors.
There is also a trend to move away from elaborate systems to simple ones.
There is a shift from standard systems to flexible and group-specific ones.
There is a movement from result oriented-systems to process-oriented ones.
There is a movement from assessment of individual performance to the development of
team performance.

2.5 WHY EMPLOYEES HATE PERFORMANCE APPRAISAL?

Lack of information about the purpose of appraisal:
Many employees are not even aware that a good or bad appraisal can impact their
career prospects.
Time consuming process:
The highly complex questions which they have no answers to or highly complex
competencies which they have never heard of confuse them.
Difficulty in writing appraisals:

their performance in right language and support with data.

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Many employees have poor language skills and they are unable to communicate

 Lack of faith in the appraisal process:

Employee thinks that his/her manager doesnt write appraisals based on
employees performance but bias his/her decisions based on their personal
relations with employees.
Lack of feedback after appraisal:
Many companies do not provide feedbacks to employees on their performance.

2.6 HRD AT Haldirams Snacks Pvt. Ltd:

In Haldirams focus is on fashioning the HR policies towards providing more nonmonetary incentives stemming from job satisfaction, diverse learning opportunities and
wider exposure to ever changing global environment.
HR mantra in Haldirams is to provide more and more job enrichment opportunities to all
so as to ensure that employees remain motivated to realize their full potential for
organizational goals and self-development. Opportunities are also provided to all to
enrich their knowledge base and technical skills through in-house training programmes
and through trainings/seminars organized by reputed outside agencies.
Human resource development in Haldirams, therefore, is a continuous exercise
compatible with the change in business patterns and technological innovations in an era
of diversification and search for new business opportunities. Notwithstanding the culture
of a public sector organization, in Haldirams, they realize that the most important asset is
the employee. The HR policies are designed to meet the above objective.

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Following are some of the HR policies followed in Haldirams:

1) Non-graduate employees are encouraged through various incentive schemes

to become graduates. Likewise, post-graduate qualifications are encouraged
through incentives for promotion to higher levels.
2) Graduate employees are encouraged to obtain professional qualifications
through corporate sponsorships.
3) Through

job

rotation

employees

are

constantly

motivated

to acquire

knowledge and operational skills in different areas of company's operations.

This exercise obviously prepares employees for managing higher positions
more competently.
4) As

an

incentive

to

better

performers,

merit

based

promotions

are

considered.

5) Regular training programmes for upgrading employee skills, knowledge and

attitudes, in areas like ERP, e-commerce, international trading practices,
general management techniques etc. are organized in an effort to keep
employee morale and commitment high.
6) Specialization is encouraged in higher management positions through
specialized management development programmes.
7) General management training programmes for all categories of managers are
periodically organized through reputed institutions like IIM, ASCI, IIFT, MDI
etc.
8) Periodical training programmes are also organized for the development of

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SC/ST/OBC employees and women employees.

In short, corporate philosophy at Haldirams towards HR is to ensure continuous

development of human resource for fast changing global business through
Individual freedom and flexibility.
2.7 APPRAISAL FORM
Three types of appraisal forms** are formulated by the organization to recognize the
performance of the employees divided in three grades:
1) For below Board level executivesDy. Manager/ manager/ senior manager/ DGM/ GM
2) Staff CadreAssistant Mgr/ Assistant Officer/ Officer
3) Grade 1Workers

The different aspects evaluated using the appraisal forms are:

For below board level executives:
PART 1 Performance Plan and Mid-Year Review.

Year-end Performance Review.

PART 2 Competencies

PART 4 Potential Appraisal

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PART 3 Values

For Staff Cadre:

Professional knowledge and skills;

Performance in the job;
Job responsibility.

For Grade 1 staff :

Ability to perform the job;

Interpersonal skills;
Behavior at the work place.

2.8 KPA BASED PERFORMANCE APPRAISAL AT HALDIRAMS:

Performance appraisal system as a management tool can be used broadly as a control tool
or as a development tool or as a balanced mixture of both. To leverage the potential of
performance appraisal process in providing clues to the developmental requirements of
the employees, a KPA based system was introduced from the financial year 2009-2010.
This appraisal system therefore provides for not only evaluation of an employees
performance but also identification of his competency gaps to enable the organization to
bridge them through appropriate development initiatives, the ultimate objective being to
continuously prepare employees for occupying the higher echelons as they progress in
their carrier.
COVERAGE OF THE SYSTEM
Initially, the system was applicable to three levels immediately below the Board-level i.e.
Chief General Manager, General Manager and Deputy General Manager. From 20092010 the KPA ARs were applicable for all executives i.e. Deputy Manager and above.
However, due to further introduction of PAR during July 2010 onwards in respect of two
levels below board (i.e. Executive Director and chief general Manager), KPA ARs are

Further, a new Five-tier grading i.e Outstanding, Very good, Good , Average
and, Below average has been introduced from 2011-2012 onwards.

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applicable to Deputy Managers to General Managers.

KPA process is divided into following stages:

Performance planning

Mid-year review

Annual assessment

Normalization

Feedback, coaching, and counseling.

SYSTEM:
The proposed system would consist of following four components, each carrying

SL. NO.

COMPONENT

WEIGHTAGE

PERFORMANCE

50%

COMPETENCIES

20%

VALUES

15%

POTENTIAL

15%
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different weightage, with a view to provide a holistic and balance appraisal:

CHAPTER 3

3.1 RESEARCH METHODOLOGY

SURVEY ON PERFORMANCE APPRAISAL FOR HALDIRAMS EMPLOYEES:
As the final and most important part of the project Ms.Rupali in the HR Dept, suggested a
survey to be conducted about the new Performance Appraisal system amongst the
employees of the organization to map their perception about this tool which would be

The Aim of this survey was to assess the employee reaction majorly concerning the
following parameters:

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also helpful in analyzing the effectiveness of this tool.

 The employees satisfaction level in the organization;

Employees perception about the new Performance Appraisal system;
Awareness and Involvement of the employee in the Appraisal system.

A questionnaire concerning all the above three parameters was developed, which was
circulated amongst the employees to know their feedback.

The sampling area selected was the corporate office of Haldirams, Noida.

The data selected for survey and questionnaire is primary data consisting of
responses from the employees.

The data collected and used for the study of performance appraisal in the
company consists of both Primary data (direct responses from the employees)
and Secondary data (website, companys manual and research papers)
sources.

A reproduction of Questionnaire is attached as ANNEXURE .

PRECAUTIONS:
While preparing the questionnaire the following points were taken care of:

The questionnaire was kept short so that employees do not feel skeptical about
wasting their time.

The questionnaire was kept simple so as to be clearly understood.

The questionnaire was limited to closed ended questions.

3.2 ANALYSIS:

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No personal information was sought in the questionnaire

While preparing the Questionnaire and also discussing the changes in the behavior of
employees since the introduction of the new Appraisal system with Ms.Rupali

the

following information was gathered subject to the questions asked concerning the change
in the employees behavior:

1) Do the employees take the whole procedure of appraisal seriously?

With the introduction of the new system, the employees have started taking the appraisal
seriously. Though, further changes need to be implemented in the system to bring more
seriousness amongst the employees.

2) Does Appraisal bring a change in the attitude towards work in the employees?

Since the introduction of the new Appraisal system, the behavior of employees towards
work has changed. Haldirams being a big organsiation, staff never worked to its optimal
level knowing they will be promoted. But, since the introduction of the new system, they
have become more serious towards their work, knowing the appraisal would be done by
the reporting officer.

3) Has the current appraisal system brought a positive change within the
Organization?

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Unlike the image Haldirams have of being highly influenced by worker unions, the
Appraisal system has introduced a change in the organization. The staff is shifting
towards performance.

3.3 INTERPRETATION:
Q1. Can there be an improvement in the standards in which the employees are
appraised?
No 45%

Cant say 15%

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Yes 40%

Conclusion: A large number of employees believe that there is a scope of improvement

in the appraisal technique. Many believe that while the New Appraisal Technique is good
but the new appraisal format can be implemented more seriously in the organization
thereby generating better performance results.
Q2. Should there be a greater degree of transparency after/results of the appraisal?
Yes 75%

No 15%

Cant say10%

Q3. Are the efforts of the appraisal department commendable?

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Conclusion: Maximum number of employees believe that there should be a greater

degree of transparency in the system of appraisal. More transparency will enable them
to know the fairness of the system and also any doubts if they have about their appraisal
would be cleared.

Yes 75%

No 25%

Conclusion: Most of the employees are satisfied with the appraisal department and the
fair working of the appraisal department and continuous efforts to improve.

Q4. What degree of co-operation/discussion is practiced across the layers of

authority in this
organization?
Low 50%
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High 50%

Conclusion: Both the options are at par, so it can be made out that half of the sample has
a good degree of discussions for the appraisals.

Q5. Factors of Appraisal are designed in such a way that entire job related factors
are incorporated.
Yes 55%

No 15%

Need a change 30%

Conclusion: Employees believe that the Appraisal Reports cover all the job related
factors. But some need a change in the factors they are appraised on.
Q6. Is a change required to the format of the appraisal forms?
No 35

Cant say 25%

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Yes 40%

Conclusion: Majority of employees believe that a change is required in the formats of the
appraisal reports.
Q7. Does the appraisal actually bring a change in the career of an employee?
Yes 95%

No5

Somewhat 0%

Conclusion: Yes the appraisal brings change in the career of an employee. It is through
the appraisal that training needs are recognized and points on appraisals have their bit in
promotion of an employee.

Yes 40%

No 60%

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Q8. Is the appraisal only in the picture at the time of promotions?

Conclusion: No is the call this time. The employees believe that appraisal is not the only
motivator in promotion. This is only a part, there are other factors like seniority,
qualification etc.
Q9. Is a better performance credited officially or higher steps in the career are
achieved anyways?
Yes 60%

No 40%

Conclusion: Here the majority of employees are credited officially for their performance.
But a few still believe that their capabilities are not recognized.
Q10. Are the employees still under watch other than the time of the appraisal?
No 25%
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Yes 75%

Conclusion: Employees are still under watch other than the period of appraisal.
Q11. Is there a scope of improvement in the system of appraisal?
Yes85%

No15%

Q12. How do you think would the staff react if the appraisal is outsourced and every
appraisal is decisive about his/her career?
Accept Change 45%

Deny Change55%

Declare Strike 0%

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Conclusion: There is always a scope for improvement in any system. So, majority of
employees are in favor of a room for improvement.

Conclusion: Employees have an edge for denying the change.

Q13. In your view point does the appraisal actually add value to the organization?
Add Value 85%

Burden 15%

Q14. Is performance appraisal a part of strategic planning of building a competitive

human resource?

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Conclusion: The employees have a strong view point, and strongly believe the fact that
appraisal does add value.

Yes 85%

No 5%

Cant say 10%

Conclusion: As well understood in the book, the employees also believe that appraisal is
strategic way of building a human resource with a competitive edge.
Q15. At the time of appraisal, do the managers/supervisors consider the handling of
the pressure movements during the period of the appraisal?
Yes 25%

No 35%

Sometimes 40%

Q16. Do a creative head, knowledge or expertise have a say in the appraisal of an

employee?

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Conclusion: Managers are sure about their seniors considering the pressure movements
while filling their appraisals.

Yes 70%

Never 30%

Conclusion: Most of the employees believe that expertise is always help for a good
appraisal.

CHAPTER 4

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4.1 IN CONCLUSION WE CAN GATHER FROM ABOVE:

 The employees can be said to be quite well informed about the appraisal system, and also
well followed within the organization. But it can be said about the bottom-most level of
staff, which does not perform well irrespective of the new appraisal system.

The current appraisal system seems to be regarded as an effective tool for motivating
employees. But, the system needs to be implemented more effectively to bring work
responsibility in the bottom level staff.

Overall, the current performance appraisal system can be said to be a success. Though it
still has scope for improvement. It still has been accepted by a majority of employees in
the organization.

LIMITATIONS
Employees maybe reticent in giving their opinions in an official capacity despite
maintenance of anonymity.

The bottom level employees still dont take the appraisal system very seriously. Because,
performance is not the only factor which is involved. There are many other factors like
seniority, etc.

The appraisal system needs to be more flexible for changes and also the format needs to
be improved.

Though the employees are credited officially for their performance, few still feel that
their capabilities are not recognized.

1) The biggest paralysis in the appraisal system in major companies is that the appraisal is
hidden or kept confidential.

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4.2 RECOMMENDATIONS & SUGGESTIONS

2) More strict watch needs to be kept on the work performance of the employees throughout
the year.

3) Rather than making the employee tell his achievements, the officer should set goals in the
starting of the period and see to it that the employee achieves them in the most efficient
and effective manner. The goals, should be reviewed on a regular basis.

4) The KPA based Appraisal system is the best ever implemented by Haldirams.

4.3 GUIDELINES TO WRITE THE APPRAISAL REPORT

1) KPAs shall be determined along with targets of performance and their weightages for the
year starting 1st April.
One-to-One discussions shall be held between the Appraisee and Appraiser. KPAs and
their weightage will be developed based on internal targets, Annual budgets and the
Regional target, etc.
While deciding Key Performance areas, higher weightage has o be given for non
canalized business vis--vis Government given and canalized business.
The percentage usage of ERP is to be considered as one of the KPAs for Zonal Heads,
Regional Heads, Profit Centre Heads at CO and Heads of Associate Finance at CO with
100% weightage.
The percentage usage of ERP is to be considered as one of the KPAs for all Officers with
weightage of 50%.
2) Mid-term review should be held in the month of September. All the difficulties should
monitored and the action plan be devised and adjustments be made for insurmountable
difficulties.

of Self Appraisal supplied by the Appraise and performance shall be done on the basis of
the Appraiser.

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3) At the end of Financial Year (in March) an appraisal interview shall be held on the basis

4) Competencies, potential and values shall be assessed by the appraiser on the basis of his
observations during the performance year. The appraiser will also recommend training for
the development of the appraisee.
5) The appraiser will provide a summary and also the overall rating.
6) The appraisers rating will be reviewed and accepted by the reviewing and accepting
authority.
7) The rating is to be done for the identified parameters of performance against targets on a
1-5 rating scale.
The targets as far as possible should be on SMART principle( Specific, Measurable,
Attainable, Realistic, and Truthful). For 5 rating, anchor should be set up and defined as
to when 5 will be given.
8)

When the anchors are not easily identifiable, qualitative evaluation should be used on
1-5 rating scale on agreed plans.

BENCHMARK NORMS FOR RATING SCALE

QUALITATIVE

QUANTITATIVE

Significantly above expectations

On achieving 100%

Moderately above expectations

On achieving 80% or more

Meets the expectations

On achieving 60% or more

Moderately above expectations

On achieving 40% or more

Significantly below expectations

On achieving 20% or more

9) The performance of the individual must be integrated and reflected in the performance of
the organization.

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10) The assessment of the individuals contribution to the creation of value for the
organization should be kept in mind while filling the form.

POINTS FOR COMPLIANCE FOR THE KPA BASED PERFORMANCE BASED

APPRAISAL
1) INTEGRITY
Proper care should be taken to follow strictly the instructions of BPE in this regard which
are reproduced below:
In case there is any doubt about the integrity of an employee, a secret note may be
recorded and followed up and if doubts are confirmed, this should be recorded in the AR
and communicated to the concerned employee.

2) COMMUNICATION OF AVERSE REMARKS

It is necessary that every employee should know what his defects are and how he could
remove them. All Adverse Remarks recorded in the AR whether by Reporting Officer or
any higher authority, should be communicated within a month of the completion of the
AR along with the substance of the favorable entries (after being seen by the
countersigning authorities) by Reviewing Officer in writing to the individual concerned
under intimation to Personnel Division at the corporate Office. The communication
should be in writing and a record to that effect should be kept in the Confidential Roll of
the officer.
Where there is no Reviewing Officer, the adverse entry should be communicated by the
Reporting Officer likewise. While communicating the adverse remarks to the officer
concerned, the identity of the Superior Officer making such remarks should not be
disclosed. While doing so, the substance of favorable entries may also be communicated.
The adverse remarks unless supported by evidences, will not be sustained.

The representation against the adverse entries should be made within six weeks from the
the official concerned, the time limit as stated should be brought to their notice. The
competent authority may at his discretion entertain the representation made beyond the
specified time. All representations against the adverse entries should be decided

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date of communication of adverse remarks. While communicating the adverse remarks to

expeditiously by the competent authority and in any case not later than six weeks from
the date of submission of representation. All representation against adverse remarks need
to be examined by an authority superior to the reviewing officer.

POINTS WHILE WRITING THE AR:

1) AR of an employee is initiated by the next superior officer and is reviewed by an

officer who oversees the work of the Reporting Officer. Countersigning authority is
an officer under whom the Reviewing Officer works directly.
2) No report of any employee will be initiated by an official of the rank of GR. IV
employee i.e. OM/Sr. OM and equivalent or below.
3) No AR may be made on an employee unless the Reporting Officer has seen his/her
work for atleast 3(three) months.
4) Signature of Reporting, Reviewing and Counter- Signing officers should be dated.
5) All ARs should be written in hand and not typed.
6) Officers writing the ARs should have carefully observed the work and conduct of
those under their control. The ARs should be based upon the results of such
observations as well as periodical checks.
7) There is no objection on two or more independent reports being written for the same
year by different reporting officers in the event of a change in the reporting officer
during the course of a year provided that no report should be written unless a
reporting officer has atleast 3(three) months experience on which to base his report.
8) Mention of the exemplary work, done by the officials for the implementation of
official language policy, be made in their Annual Appraisal Reports.
The officials, who have done exemplary work for the implementation of Official

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language policy, the same may be highlighted in their ARs.

9) Wherever OUTSTANDING or BELOW AVERAGE grading is given in respect of

Dy. Managers/Managers and equivalent working at company, their ARs should be put
up to the concerned Director or Chairman, as the case may be.

10) Officers retiring or demitting office must write/ review/ counter sign (as the case
may be) the ARs on or before their retirement or demission of office. Any report
received from officers after their retirement or demission office, though will be kept
on record but will not be taken into consideration for on record but will not be taken
into consideration for any purpose. A certificate to this effect will be pasted in all
such ARs which will be signed by CGM(P)/ GM(P).
11) Appraisal Reports, duly completed, should be sent to Personnel Division at CO on or
before the stipulated date. Any delay in receipt of ARs by Personnel Division will be
adversely commented upon on the Divisional/ Regional heads.
12) In normal course three officers should participate for writing an AR i.e. Reporting,
Reviewing and countersigning officers. However, for such personnel as ES/ PS/ PA/
Steno/ Gr. I etc. who are exclusively attached to one single officer, their reports can
be reported, reviewed and counter-signed by the concerned officer.
13) Adverse comments and AVERAGE OR ABOVE grading cannot go together. If
adverse remarks are recorded, the grading invariably will have to be Below Average
which has to be communicated to the employee concerned, which is the
responsibility of the Reviewing Officer.

4.4 REPORTING/ REVIEWING SYSTEM

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A) In case of Regional Office:

 ARs of Dy. Managers/ Managers and equivalent written by the Reporting Officer, be
reviewed by a higher officer and to be counter-signed by the RO/ Zonal Head. In cases
where the ARs have been initiated by the Reporting officer and there is no immediate
Reviewing Officer, then the ARs be reviewed and counter signed by RO/ Zonal Head. In
cases where the ARs are initiated as Reporting Officer by the Head of the region, such
ARs may be sent to AR cell at CO, who will ensure to get such ARs reviewed/ countersigned from the appropriate authorities.

ARs of Sr. Managers will be countersigned by the Zonal Director. ARs of DGMs/GMs
written by the GMs/ CGMs respectively in Regions will be reviewed by the Zonal
Director and will finally be accepted by CMD.

ARs of GM/ RO Head will be written by Zonal Incharge and reviewed by Zonal Director
and accepted by CMD. However, if there is no Zonal Incharge, AR of RO head will be
written Zonal Director which will be reviewed and countersigned by CMDs. Similarly
AR of Zonal Incharge will be written by Zonal Director and reviewed and countersigned
by CMD.

B) In Case Of Corporate Office:

ARs of Dy. Managers/ Managers and equivalent initiated by the reporting officer, to be
reviewed by a higher officer and counter-signed by the concerned GM/ CGM. However,
if AR is initiated by DGM/ GM and there is no higher officer in the division to review
then the report be reviewed/ counter-signed by the concerned Director or Chairman, as
the case may be.
ARs of the level of DGMs/ GMs written by the concerned GMs/ CGMs respectively will

ARs of the level of SR. Managers and equivalent written and reviewed by the concerned
officers, will be counter-signed by the concerned Directors.

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be reviewed by the concerned Directors and counter-signed by CMD.

 ARs of the level of CGMs/ EDs written by the concerned Director will be reviewed and
counter-signed by the CMD.
In cases where a DGM/ GM/ CGM as head of the Division is reporting to a Director, the
AR will be initiated by the concerned Director which will be reviewed and countersigned by Chairman.

The ARs of the Heads of those divisions, who are reporting to Chairman, will be
written, reviewed and counter-signed by Chairman.
IN CASE OF STAFF
Keeping in view the new format of AR in respect of Staff, it should be ensured that no
coloumn is left blank. There would also be five tier rating- Outstanding, Very Good,
Good, Average and Below- Average. Tick the rating as per marks obtained.
Initial gradation will be given by the Reporting Officer. Wherever Outstanding or
Below Average grading is given in respect of staff, brief justification should be
indicated in Reporting/ Reviewing Officers own handwriting. If justification is not
indicated, the grading will not be accepted at its face value. In other words, without
justification, Outstanding grading will be down graded to Very Good and Below
Average grading will be upgraded to Average and adverse remarks, if any, will be
ignored. The remarks by reviewing/ counter-signing officer will be final in respect of
grading.
All the concerned/ counter-signing authority may send the ARs of staff after completing
in all respects latest by 10th May to AR cell.
The AR of staff would be sent upon completion of FY whereas the KPA forms of officers

4.5 IMPORTANT POINTS FOR THE APPRAISAL

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would be given in advance.

 The Appraiser will be the Controlling Officer to whom the Appraisee directly reports.
Similarly, Reviewing Authority will be the Controlling Officer of the Appraiser.
For the finance executives (Sr. Managers and above) working in Regional offices or
associated with various Divisions and reporting to RO/ ZO Head or Divisional Head at
CO, their annual Appraisal will also be reviewed by Director (Finance) before being
accepted by the administrative head at the level of director and / or CMD.
For Executives of Vigilance and Internal Audit even if working under the administrative
control of Regional/ or Zonal head, their performance report will be appraised by CVO/
their functional head at Corporate Office.
GM/ CGM incharge of Division at Corporate Office and / or GM/ Zonal Head at regional
Office would be the counter-signing authority for Dy. Manager/ Manager. However,
wherever Outstanding or Below Average grading is given to Dy. Managers/ Managers
at corporate office, their ARs should invariably be put up to the concerned Director (to
CVO for Vigilance Officers) or Chairman, as the case may be.
ARs of Senior Managers and equivalent will be counter-signed by the concerned Director
(by CVO for Vigilance Officers). CMD would be overall accepting authority in respect of
ARs of DGMs/ GMs/ CGMs/ ED.
The ARs of officers working directly under the control of CMD will be written and
reviewed and counter-signed by CMD.
The ARs of Zonal/ CGMs or Divisional Head at Corporate Office will be written and
reviewed by the Zonal/ Functional Directors respectively and counter-signed by the

GENERAL INSTRUCTIONS FOR COMPLIANCE DURING THE APPRAISAL

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CMD.

 Schedule of Appraisal Reports should strictly and timely be followed. In case of VRS/
Resignation/ Retirement or demitting the office, the AR Division may be intimated in
advance for arranging AR form for the respective officials.

Form 2009-2010 onwards AR forms are serial numbered and there is no possibility to
issue duplicate form in future. The form should be filled carefully and a proper record of
forms should be kept as to whom they are sent by the Divisional Heads/ Regional Heads.

TIME SCHEDULE FOR SUBMITTING THE KPA BASED APPRAISAL FORMS

1

1ST WEEK OF MARCH

Blank set of KPA Based Format would be delivered to all the

Divisional Heads/ Regional Heads by AR Cell.

14TH MARCH

Forms to be given to the individual officers by the Divisional

Heads/ Regional Heads against acknowledgement.

BY 10TH OF APRIL Appraisee to submit the Draft Performance Plan to Reporting

EVERY YEAR

Officer.

BY 21ST OF APRIL Appraise and Appraiser to have one to one discussion and
EVERY YEAR

finalize the KPA/ Target and weightage for the financial year.
A copy of the Performance Plan so finalized be sent to AR
Section.
Performance Plan of Divisional Head/ Regional Head to be put

BY 7TH
YEAR

officer.

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up to CMD latest by 30th April.

APRIL NEXT Appraise to submit the actual achievement to the reporting

BY 30TH OF APRIL Reporting officer to forward the ARs to the Reviewing officer
NEXT YEAR

after giving the rating of Performance, Competencies, Potential

and Value.

BY 7TH OF MAY NEXT Counter-signing Authority i.e. reviewing and accepting

YEAR

authority to send the AR to AR cell after completing the reports

in all respect.

BY LAST WEEK OF Upon receipt of ARs, AR cell arrange the meeting of the
MAY/ FIRST WEEK moderation committee.
OF JUNE NEXT YEAR

BY

15TH

OF

JUNE Appraisal system completed in all respect.

NEXT YEAR

BY END OF JUNE/ Analysis of appraisal by the AR cell for the purpose of DPC/
JULY

PRP.

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10

ANNEXURES
ANNEXURE 1:
QUESTIONNAIRE
Q1.

Can there be an improvement in the standards in which the employees are

appraised?
Yes ..

No

Cant say .

Q2. Should there be a greater degree of transparency after/results of the appraisal?

Yes ..

No

Cant say...

Q3. Are the efforts of the appraisal dept. commendable?

Yes

No ..

Q4. What degree of co-operation/discussion is practiced across the layers of authority in

this organization?
High ..

Low ..

Q5. Factors of Appraisal are designed in such a way that entire job related factors are
incorporated.
Yes

No

Need a change

Q6. Is a change required to the format of the appraisal forms?

No .

Cant say ..
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Yes ..

Q7. Does the appraisal actually bring a change in the career of an employee?
Yes ..

No..

Somewhat ..

Q8. Is the appraisal only in the picture at the time of promotions?

Yes ..

No

Q9. Is a better performance credited officially or higher steps in the career are achieved
anyways?
Yes .

No

Q10. Are the employees still under watch other than the time of the appraisal?
Yes .

No

Q11. Is there a scope of improvement in the system of appraisal?

Yes.

No

Q12. How do you think would the staff react if the appraisal is outsourced and every
appraisal is decisive about his/her career?
Deny Change

Declare Strike .

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Accept Change

Q13. In your view point does the appraisal actually add value to the organization?
Add Value.

Burden ..

Q14. Is performance appraisal a part of strategic planning of building a competitive

human resource?
Yes

No .

Cant say .

Q15. At the time of appraisal, do the managers/supervisors consider the handling of the
pressure movements during the period of the appraisal?
Yes ..

No ..

Sometimes .

Q16. Do a creative head, knowledge or expertise have a say in the appraisal of an

employee?
No.

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Yes

BIBLIOGRAPHY
Haldirams Snacks Pvt. Ltd. (Official Website)
T.V Rao and Udai Pareek Redesigning Performance Appraisal System
The ICFAI University Press on Performance Management

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U.S Department Of Interior- Performance Handbook A Guide for

Managers/Supervisors and Employees