PROJECT PROPOSAL (MS 204)

ON

A STUDY ON THE PERFORMANCE APPRAISAL PROCESS

AT

AMITY INTERNATIONAL SCHOOL, NOIDA

UNDER THE SUPERVISION OF

NAME:Dr AMANJEET SINGH SETHI

DESIGNATION: ASSISTANT PROFESSOR

FACULTY OF COMMERCE AND BUSINESS MANAGEMENT

AMRAPALI GROUP OF INSTITUTES, HALDWANI

SUBMITTED BY:

NAME: Dr. SAVITA UPRETI

ENROLLMENT NUMBER: 17103056

UTTARAKHAND OPEN UNIVERSITY

HALDWANI, NAINITAL

In the partial fulfilment of the requirements for the M.B.A. program

 TABLE OF CONTENTS:

 Title:

 Statement of Problem:

 Review of literature:

 Objectives of the study:

 Research Methodology:

 Limitations of the study:

 Tentative Chapter Planning:

 Bibliography:
 TITLE

A STUDY ON THE PERFORMANCE APPRAISAL PROCESS

AT

EDUCATIONAL INSTITUTES, AMITY, NOIDA

STATEMENT OF THE PROBLEM:

Performance appraisal is a process through which the performance of an individual is

gauged during the previous calendar year. Performance appraisal is done on annual basis or

semi annual basis and varies from organization to organization.

Performance Appraisal is conducted in Amity International School, Noida through one to

one interaction. A new faculty undergoes a probation period of one year and then

depending on the work performance through allocation of specific duties the faculty is

observed and assessed on paper. Performance Appraisal is then conducted from the second

year onwards. It is a system of job specifications and continuous feedback from employees

and the board meets the faculty one to one basis.

Performance Appraisal in any system of rating employees through their performance. It is

conducted to provide feedback to the employee, check his irrational behaviour and bring

him near to the goals of an organization. Motivation is another factor behind Performance

Appraisal. It shows the results of good performance as a raise in salary and promotion in

job. At times the results of performance appraisal system come as providing additional

duties to the faculty concerned.

In this project an effort has been undertaken to study the performance appraisal process at

Amity International School, Noida UP.In addition to this effort will also been made to
study the benefits of performance appraisal on the employees of the concerned

organization.

REVIEW OF LITERATURE

Jackson and Schuler, 2003 in his research paper entitled, “evaluating performance based on

the judgment and opinions of subordinates, peers, supervisors, other managers and even

workers themselves states that evaluation of performance has a direct bearing on the other

elements and not solely on the work performance of the employee. The researchers have

always shown concern over job satisfaction and motivation of employees. The productive

outcome is possible only through performance appraisal. Addressing the concern on the

use of Performance Appraisal Longenekar, Sims and Gioia state, ‘the main concern is how

best to use the appraisal process to motivate and reward subordinates It is assumed that the

PA process involves a series of behaviors during which the appraiser observes, stores and

when necessary recalls and integrates appraise behavior.

Carson, P. P. & Carson, K. D. (1993) in his Deming versus traditional management

theorists on goal setting: Can both be right? States thateven though performance appraisals

can be quite effective in motivating employees and resolving performance problems, in

reality, only a small number of organizations use the performance appraisal process to its

full potential. In many companies, a performance appraisal takes the form of a bureaucratic

activity that is mutually despised by employees and managers. The problems a poor

appraisal process can create may be so severe that many experts, including the founder of

the total quality movement, Edward Deming, have recommended abolishing appraisals

altogether.On the other hand, Mayer, R. C., & Davis, J. H. (1999) through their paper ‘The

effect of the performance appraisal system on trust for management: A field quasi-

experiment’,considers that creating and executing an effective appraisal system actually

leads to higher levels of trust in management.They therefore, identify ways of increasing

appraisal effectiveness as an important acitivity.

Odiorne, G. S. (1990, July–August) in his report on ‘The trend towards the quarterly

performance review given inBusiness Horizons page 38–41considers that giving

employees feedback is not synonymous with conducting a performance appraisal, because

employees may (and should) receive frequent feedback. The most effective feedback

immediately follows high or low performance. Therefore, waiting for a formal process to

give feedback would be misguided. A formal appraisal is often conducted once a year,

even though there are some organizations that conduct them more frequently. For example,

there are advantages to conducting quarterly appraisals, such as allowing managers to

revise goals more quickly in the face of changing environmental demands.They also state

that conducting appraisals once a year has the advantage of being more convenient for

managers and for effectively tying performance to annual pay raises or bonuses.
OBJECTIVE OF THE STUDY:

1. To access the procedure manner in which PA is conducted and administered

in that particular organization

2. A gist of the 15 questions framed as questionnaire

3. The impact of Performance Appraisal on the stay of the employees

RESEARCH METHODOLOGY:

A systematic and scientific method is essential to conduct this research.In order to collect

the information from academicians, school teachers from Amity Noida will be approached.

They must have two years of experience in the concerned organization.

Primary and secondary data will be collected in the following manner

Primary data:

 Primary data will be collected through questionnaire

Secondary data

Secondary data will be collected through

 Newspaper

 Journals

 Online sites
  HR Appraisal policy of the school and company

SAMPLE SIZE

Around 25 employees from the organization will be surveyed through the questionnaire.

SAMPLING METHOD

Convenience Sampling Method or Snowball Sampling method

LOCATION

Amity International School, Noida

SAMPLING PERIOD

The time frame for conducting the study will be one month

SAMPLE UNIT

Maximum employees will be approached through questionnaire.

LIMITATIONS OF THE STUDY:

The report may have the following limitations:

The sample size is small as compared to the population and so it may serve as a limiting

factor.

 Time factor may serve as another limitation.

 Some employees may be reluctant to fill the questionnaire. They may not be true in

disclosing the correct answers.

 There may be a possibility of taking the questionnaire lightly.

TENTATIVE CHAPTER PLANNING

Chapter 1: Introduction

Chapter 2: Theoretical framework

Chapter 3: Data Base and research methodology

Chapter 4: Analysis and Interpretation

Chapter 5: Conclusion and Suggestions

BIBILOGRAPHY

1. Armstrong, M. (2010). “Armstrong's Handbook of Reward Management Practice

improving performance through reward” 3rd Edition. Kogan Page: New Delhi.

2. Armstrong, M., & Baron, A. (2006). “Performance Management: A strategic and

integrated approach to achieve success”. Mumbai: Jaico Publishing House.

3. Armstrong, M., & Brown, D. (2006). “Strategic Reward: Making it Happen”.

London, UK: Kogan Page.

4. Beats, R.A., & Holton, E.F. (1995). “Computerized Performance Monitoring: A

review of Human Resource Issues”. Human Resource Management Review.

Winter, 267-288.

5. Ernadin et al,1995;Bernadin, H.K., Kane, J.S., Ross, S., Spina, J.D., & Jhonson,

D.L. (1995). “Performance Appraisal Design, Development and Implementation”.

6. In G. R. Ferris, S.D. Rosen, & D. J. Bamum(eds), “Handbook of Human Resource

Management”. Cambridge: Mass, Blackwell.

7. Erez, A., & Judge, T.A. (2001). “Relationship of Core Self-Evaluations to Goal

Setting, Motivation, and Performance”. Journal of Applied Psychology. Vol. 86,

No. 6, 1270-1279.

8. Findley, H.M., Giles, W.F., & Mossholder, K.W. (2000). “Performance Appraisal

Process and System Facets: Relationship with the contextual Performance”. Journal

of Applied Psychology. Vol. 85. No. 4, 634-640.

9. Fleenor, J.W., & Prince, J.M. (1997). “Using 360- degree Feedback in the

Organizations: An Annoted Bibliography”. North Carolina: Centre for Creative

Leadership.

10. Monis, H., & Sreedhara, T.N. (2011). “Employee Satisfaction with Career

Development Process: A Comparative study of Indian and Foreign MNC BPO

firms”. Journal of Arts Science and Commerce. Vol. II. Issue 1, 110-122.

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