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“PERFORMANCE APPRAISAL OF THE EMPLOYES IN JINDAL

BROTHER PVT. LTD.”

Submitted in partial fulfilment for the award of the

Degree of Bachelor of Business Administration 2018-2019

Under the Guidance of : Submitted By:

Chandan Pal Singh KM LOVELY

Head Of Department ROLL NO

1
1705255071028

MANORAMA INSTITUTE OF MANAGEMENT AND TECHNOLOGY,

LADAMDA, FATEHPUR SIKRI ROAD, AGRA

Affiliated to Dr. Bhim Rao kAmbedkar University, Agra

Paliwal par, Agra

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PREFACE
Today we are at the doorstep of 21st century competition at various levels is
increasing day by day. New and new developments are taking place these days
in all fields all over India to make the life of the people more comfortable and
luxurious

Thus in order to survive in market one should have practical as well as

theoretical knowledge about all different fields existing I market

BBA education brings its students in direct contact with the real corporate world
through industrial training. The BBA program provides its students with an in
depth study of various managerial activities that are performed ion any
organization.
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ACKNOWLEDGE

Firstly we would like to thank almighty GOD, who bestowed upon us this
opportunity for working on this project and generated the capacity to
successfully complete the project

We are extremely indebted to our project mentor Prof. Chandal Pal Singh for
his valuable suggestions and guidance. Which ensured an in-depth learning and
understanding of the concepts. His inputs from past experiences and practical
interpretation of the problem helped us a lot in comprehending the requirements
of the project. This ensured great learning for us. He was always helpful enough
& was always able to take out some time of his busy schedule to guide us in this
project. Lastly we say we are lucky enough that we trained under his!

We would also like to extend our thanks to all the respondents who spared their
valuable time and helped us in filling up the questionnaire by providing the
needed information. Lastly we would like to thanks all of those who have
helped to furnish this research successfully.

Lastly we would like to thank our parents for their moral support and our
friends with whom we shared our day-to-day experience and received lots of
suggestions that improved my quality of work.
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CONTENT

1. PREFACE 2
2. ACKNOWLEDGEMENT 3
3. INTRODUCTION 5-6
4. COMPANY PROFILE 7 - 12
5. OBJECTIVES OF THE STUDY 13
6. RRESEARCH METHODOLOGY 14 - 15
7. LITRATURE REVIEW 16
8. OBJECTIVES OF THE PERFORMANCE APPRASAL 17
9. PRRFORMANCE APPRAISAL MAP 18
10. FINDINGS AND ANALYSIS 19 - 20
11. PERFORMANCE APPRAISAL OF JINDAL 21

BROTHERS
12. SURWAY FINDINGS 22 - 23
13. CONCLUSION AND RECOMMENDATION 24
14. PERIODIC PERFORMANCE APPRAISAL REVIEW 25 - 27

AND PLANNING
15. RECOMMENDATIONS 28
16. QUESTIONNAIRE 29 - 30
17. BIBLIOGRAPHY 31
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INTRODUCTION

Performance management can be defined as a strategic and integrated approach to delivering

sustained success to organizations by improving the performance of the human capital and by

developing the capabilities of teams and individuals within that organization (Armstrong and

Baron, 2000). The process of performance management therefore focuses not only with

‘WHAT’ is produced but, also ‘HOW’ it is produced. It seeks to ensure that what has been

produced is in line with the organization’s needs and these products have been produced in

line with the organization’s way of doing things.

Performance management can be achieved through many different ways. These include

performance appraisal system and coaching. Performance appraisal system can be described

as a fairly old system of measuring employees’ performance that has been in use in many

organizations. However, Performance appraisal has not brought in the amount of positive

results that was expected of it. Armstrong and Mulis (1994:86) quoted one manager

describing performance appraisal as “a dishonest annual ritual”. The question that arises then

is: “If Managers (the custodians of the system) do not have confidence in their own system,

what more employees (who happen to be victims of the system)?”

The meaning of the word “appraisal” is “to fix a price or value for something”. This is used

in finance in terms such as project appraisal or financial appraisal where a value is attached to

a project. Similarly performance appraisal is a process in which one values the employee

contribution and worth to the organization.

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Performance appraisal can be defined as a system of measuring employee’s performance

relative to the assigned or agreed objectives. The process starts with the supervisor and or

with the subordinate agreeing on specific objectives that need to be met on an agreed time

period. The objectives that are used in the Performance appraisal stem from the main

organizational objectives that are reduced to Departmental goals and now to individual goals.

The performance appraisal system has to be transparent and the employee should be taken

into full confidence. In many cases employees themselves are given a chance to conduct a

self-appraisal. Performance appraisal is a case of joint problem solving by the organization

and the employee. However the organization must also take care of future potential and not

get bogged down by current performance.

Normally the immediate supervisor does the appraisal. Some organizations also have a peer

group performance appraisal where colleagues rate the performance.

The HR person must also ensure that line managers are properly trained for carrying out the

appraisal including interviewing techniques and on how to give feedback. The managers must

also be trained to look at the cases objectively outside of their personal opinion of the

candidate.
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COMPANY PROFILE

Jindal Brothers Pvt. Ltd. specializes in Design, Engineering, Fabrication and Erection of Pre-
Engineered Metal Building Systems.   The Group is well known in the Middle East & India
for the quality of the products and services offered. In 1998, Jindal Brothers Pvt. Ltd started
its journey in India by setting up State of Art manufacturing facility at Manesar, Gurgaon. 
Design and Detailing work is carried out by highly skilled Engineers with computed aided
design and drafting facilities at the Company’s Head Office at New Delhi. Their objective is
to deliver cost effective, quality Pre-Engineered Metal Buildings within agreed time
schedules to their Customers. Jindal Brothers Pvt. Ltd. maintains high degree of
professionalism at all levels, a commitment needed to maintain highest possible standards. 
Every project is executed with Micro Planning, to achieve the Milestones set out in the
contract.  This combined with quality of their products has earned us reputation in the Market
Place. Corporate giants, both National and Multinational, have complimented their strategy of
providing single point responsibility for Supply and Erection with highly motivated and
trained In House Project Management Team to handle projects, whether it is small or big,
simple or complex.  More than 500 Pre-Engineered Buildings have been installed across the
length and breadth of their Country.  This experience corroborates their claim. Regional /
Area offices across the Country are fully equipped to provide pre-order and post order service
to their valued Customers. Organizational effectiveness depends upon the level of
performance of its employees. Hence the level of performance has to be ensured. Periodic
stock taking of the qualitative state of the man power is of vital importance to an organization
and the organization tries to collect the relevant data through the tool of performance
appraisal reports. Thus performance appraisal is essential for performance effectiveness and
efficiency of the organization and also for carrying out administrative decisions regarding
human resources. The correctness of the decision will depend heavily upon the validity of the
data gathered through appraisal system.

The JINDAL BROTHERS is a relatively an older organization and has been restructuring its
Human Resources Systems and Policies in alignment with the current business environment.
I have therefore taken up this project with an aim to study the existing system of performance
appraisal so that this might help other organizations to follow the same.

Services
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Pre-Engineered steel buildings are designed and fabricated to client’s requirements in

accordance with the Universal standards. A pre-engineered steel building consists of four

major groups of components namely primary members, secondary members, metal

roofing/wall cladding and connection fasteners. These components are designed that they are

compatible with each other. The fabrication of these components is carried out in factory

under strict quality control as per detailed shop drawing. These components are transported to

site with proper markings and assembled at site as per erection drawings.

Knowledge Hub / Brain Ware

They call this the knowledge Hub, a world class Design & Engineering Office manned with
team of experienced professionals and equipped with latest sophisticated design tools which
distinguishes Jindal Brothers Pvt. Ltd. from others.

Stadd Pro, MBS, AUTOCAD, Primavera, MS Projects are among the few Engineering &
execution tools in use at Jindal Brothers Pvt. Ltd. that delivers the fastest solution at the best
of engineering practices applied in a true international design environment.

The Brain House offers intelligent engineering solutions and supports post order functions
with general arrangement, fabrication and erection drawings. The computerized drafting,
detailing and logic programs enable user friendly details to simplify manufacturing process
and erection methods.

The Jindal Brothers Pvt. Ltd. knowledge archives has vanity of standards and design codes
such as AISC, AISI, MBMA, AWS, UBC, ASCE, IBC, IS and many others to suit
customer’s need of a Pre-Engineered building at any place or country. 

The Jindal Brothers Pvt. Ltd.’s consistent efforts in research & development and global
sourcing of material have positioned the Organization as a lead runner in introducing
innovative ideas and products in the market place.
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Manufacturing Facility:

 Their State-of-the-art manufacturing facility is located at Manesar. It houses special

equipments to produce quality pre-engineered buildings such as:

 Automatic Beam Welding Line

 Plate Shearing Line

 Radial Drilling Machine

 Cold Roll Forming Line

 Hydraulic Press Break Line

 Automatic Shot Blasting Line

 The welding process is as per American Welding Society Standards. (AWS). All

welders are qualified to required standards.

 Well defined process on the shop floor ensures smooth flow of material and

productivity.

 All structural components to complete Pre-engineered building are produced in-house

and go through stringent quality checks prior to dispatch.

 All major raw materials and bought out items are sourced from a Panel of approved

supplier to ensure quality and timely supplies.

 
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Automatic Purlin Roll

Roofing
Welding Forming
Profile Line
Machine Machine

JINDAL BROTHERS India Projects:::

 
 
 
Client
Location
Washim ITC

  Grain Godown
 
Cafeteria
 
Dept. Store

Bawal YKK  (SMCC Construction)

Jagdishpur ITC

  Grain Godown
 
Cafeteria

Vatva , Ahmedabad MIDCO Containers Pvt. Ltd

Delhi Giex Foods

Pune S.M. Auto Eng.

Mandsour ITC
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Grain Godown
 
Cafeteria
 

  Dept. Store

Amaravati ITC

  Dept. Store

Gurgaon SMCC

Chandouli ITC

Daman Enercon

Delhi Food Processing Equipment

Bhuj Essar Construction

Delhi Jindal Stainless

Delhi Honda Siel

Sri Perumbudur Saint-gobain

Faridabad Tata   Iron And Steel Co.

Gurgaon Smcc - Kienfie 

Gurgaon Smcc - Kinzoku

Kanpur Hargovind Bajaj

Aurangabad Gran Electronics

Chennai Ameco Infrastructure

Delhi Manmohan Pipes

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Daman Blossom Industries

  GreenPly Industries

Gurgaon SMCC – Honda

Gurgaon SMCC – Honda

Hyderabad HBL Nife

Chenani Meredian  Apparel

 
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OBJECTIVES OF THE STUDY

1. To study the 360 Degree Appraisal systems and evaluate its benefits in context of Jindal

Brothers.

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

Jindal Brothers.

3. On the basis of what company increase salary and provide training to its employees. And

what is basis of promotion in company.

4. To understand more and more about his role and become clear about his functions.

5. To understand his own strengths and weaknesses with respect to his role and functions of
the company.

6. To increase mutuality between employee and his superiors.

7. Provides an opportunity to the employees for self reflection and individual goal setting.

s
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RESEARCH METHODOLOGY

In order to accomplish the objectives of the study, it is essential to articulate the manner in

which it is to be conducted, i.e., the research process is to be carried-out in a certain

framework. The research methodology, which follows, is the backbone of the study.

Data Collection Sources

Research work was done from two sources: -

(1) Primary data

(2) Secondary data

Primary data was collected by questionnaire and interview in the organizations. The
questionnaire comprised of closed and attitude questions. The opinion on existing
Performance Appraisal practices and their affectivity were collected through questionnaire
which was circulated to all the employees at all levels and the results have been analysed on
the basis of agree and disagree. The methodology for collection of data also included
interviews and discussion with the top management of the organization.

Secondary data: It was collected by reviewing different literatures, from published books,
management journals, articles published by the other researchers on 360 Degree Appraisal.

Sampling:

The total sample size for this project was 100 employees at Jindal Brothers.

The information collected through above methods has been tabulated, analysed and
interpreted. Finally an overall assessment of the contribution of top management, supervisory
staff has been made towards improving the effectiveness of the organization.
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TYPES OF RESEARCH
Research methodology is a way to systematic solve the Research Problem. It is a procedure,
which is followed step by step to solve a particular research problem.

There are basically four types of researches:

1 EXPLORATIVE RESEARCH
2 DESCRIPTIVE RESEARCH
3 DIAGNOSTIC RESEARCH
4 HYPOTHESIS TESTING RESEARCH

Explorative Research:
To gain familiarity with phenomenon or to achieve an insight into it.

Descriptive Research:
To poetry accurately the characteristics of the particular individual situation or a group.

Diagnostic Research:
To determine the frequency with which something occurs or with which it is associated with
something else.

Hypothesis Testing Research:

To test a hypothesis of casual relationship between variables.

The present project is Descriptive cum Explorative in nature. It is done to poetry

accurately the characteristics of a particular individual situation or a group. The major
purpose of the descriptive research is the description of the state of the affairs as it exits at
resent. The main characteristics of this method are that the researcher has no control over the
variables; he can only report what has happened or what is happening.
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LITERATURE REVIEW

Organizations exist to achieve goals. Goals are only met when individual employees efforts
matches with policy of the organization and thus bringing out success and effectiveness. The
assessment of how successful employees have been at meeting their individual goals
therefore becomes a critical part of HRM and here comes Performance Appraisal System.

Performance appraisal is an important component of the information and control system. In

today’s flexible organizations, performance evaluation provides an important way for
managers to clarify performance goals and standards and to enhance future individual
performance. Thus the purpose of performance appraisal is to improve the organization’s
performance through the enhanced performance of individuals.

The performance appraisal system:

 Is an organizational necessity

 Is based on well defined objective criteria

 Is based on careful job analysis

 Uses only job related criteria

 Is supported by adequate studies

 Is applied by trained qualified raters

 Is applied objectively throughout the organization

 Can be shown non discriminatory as defined by law.

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OBJECTIVES OF PERFORMANCE APPRAISAL

There are mainly two purposes for which performance appraisal is used by an organization:

(1) To improve the work performance of employees by helping them realize and use their full
potential in carrying out the firm’s missions; and

(1) To provide information to employees for use in making work related decisions,

More specifically, appraisals serve the following purposes.

1) Appraisals generate information to support administrative decisions. Promotions transfers

and reassignments, demotions and termination’s are action based at least in part on
performance.

1) Appraisals provide feedback to employees and thereby serve as vehicle for personal or
career development because feedback provides:

 Reassurance that they are contributing and doing the right thing

 Awareness of the impact on the desired results

 A measure of the adequacy of performance (quality, quantity, speed etc.)

 Recognition of the importance and value of their performance.

3) Once the development needs of employees are identified appraisals can help establish
objectives for training programmes. Thus evaluations provide a basis for changing
performance plans, including objectives and standards of behaviors as business plans and
conditions change.

4) As a result of proper specifications of performance levels, appraisals can help diagnose

organizational problems. They do so by identifying training needs and the knowledge,
abilities, and other characteristics to consider in hiring, and they also provide a basis for
distinguishing between, effective and ineffective performers.

5) Appraisals are used as criteria in test evaluations.

The rationale for differential treatment of employees needs to be consistent with company’s
values, philosophy and strategy. It also needs to be balanced with the desire for
collaboration, rather than competition and conflict, sought in TQM
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PERFORMANCE APPRAISAL - PROCESS MAP

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                                         FINDINGS AND ANALYSIS

Organization Structure and Design

1- Jindal Brothers is a young, dynamic organization and is going strong on the stock

market.

2- The company is well aware of the dynamic environment of software, it is operating

and in order to keep it with the pace of the environment it believes in constant up

gradation of courses. Organization structure and design of the company is such that it

supports this change.

3- Jindal Brothers has a matrix kind of a structure wherein it takes the form of

combination of structures. Matrix structures are adopted became there is more than

one factor around which the structure can be built.

4- This matrix structure at Jindal Brothers improves the quality of decision-making

where interest conflicts arise and direct contacts replaces bureaucracy

5- . This increases the motivation of the managers and development of wider

involvement in strategies. Although at times the company faces high risk of dilution

of priorities became e people do not know who is responsible for what.

6- An organization is a network of authority, responsibility and relationships. Different

organization structure consists of different type of relationships.

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Line Organization

It is the traditional type of organization. It refers to a direct chain of command from top to

bottom. In the line organization the lines of direction are straight and vertical. Authority and

responsibility flow vertically in an unbroken straight line from one level to another. Every

superior has complete command over his subordinate and every subordinate has to report his

work to only the senior or to the level above his own level.

Staff Organization

Staff may be of three types:

Personal Staff:

It consists of personal assistants attached to individual line executives. Personal staff is

employed to carry out those responsibilities of an executive, which he cannot or does not

want to delegate to others.

Specialized Staff:

It consists of specialists in different functional areas e.g. personnel, accounting, legal and

public relations etc. A specialized staff department serves as a fountainhead of expertise for

the entire concern.

General Staff:

It includes a group of experts attached to the central office and it provides general advice

mostly to the top management.

Complaint Handling

As part of the process for capturing customer complaints and acting on them, Jindal Brothers

has procedures that ensure that each customer complaint is captured, recorded and reported as

part of a formal review system. The process includes related activities such as escalation of a
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PERFORMANCE APPRAISAL AT JINDAL BROTHERS

While on the job, performance reviews of every employee are done every quarter. The

reviews are done with a view to helping the individual excel at his/her workplace. In case

there are any training requirements, these are noted and acted upon in the coming quarter.

Also, the goals and objectives for the employee are re-visited for

The performance appraisal mechanism is carried out at Jindal Brothers for promotional

purposes

These are done so as to motivate the employee and improve his performance level. The

method is as follows:

a) Establishment of performance standards with the employees

b) The goals are set mutually as per measurable standards.

c) The actual performance is hence measured.

d) After measuring of the actual performance, the same is compared with the standards

set

e) The appraisal is then discussed with the employees.

f) And finally, if need arises corrective action is initiated. For this purpose the corrective

action is actually identified through brainstorming exercises initiated by the

departmental heads at all the Jindal Brothers. It is then measured as a tool to evaluate

the past performances of the employees.

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SURVEY FINDINGS

In this section, basic data for a group of 100 employees from lower, middle, senior and top

managers is presented on various attributes of performance appraisal.

Frequency and frequency percent scores were computed for each of the groups of the entire

selected variable.

1. Finding through the Questionnaire

Through the questionnaire it was found that promotions were and known to most of the top

and senior management while middle and lower management were a bit not clear about it.

This could be attributed to the fact that senior and top management were more involved in

decision making and policy formulation than are the middle and lower management.

Same reason could be attributed to the fact that code 1 managers were absolutely clear of

what was expected out of them every year, whereas 50% senior management ware clear or

partly clear about the same and the about 20% of middle management were not clear about it

and still further, the 71% of lower management was not aware of what was expected out of

them every year.

85% of code 4 employees said that they could express their reason of failure. The responses

of 50% of Middle Managers were bit favorable whereas 100% senior management also

thought that they did not get the opportunity to express their cause of failure. The 60% of top

management were portly able to express their cause of failure. This may be because the

appraisal system is more of less performance based and human factor is by and large

overlook. Whereas, at the lower levels of the organization, performance can be quantified,

and the managers are made accountable at the higher echelons the tasks are too complex and

therefore cannot be assessed on the basis of quantified performance and therefore the top and

senior management believed that the promotions are also for motivation whereas the attitude

wanes as the level of hierarchy goes up. This is probably because of the appraisal of
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performance based on the quantity or results. If the employee’s output is good of better they

get promotions and also get motivation to achieve better performance. At the higher levels

the results are more of subjective nature therefore promotions does not accrue on the basis of

quantified results only.

2. Findings from Observation and Discussions

The organization believed that self appraisal is the best for managers and above.

To improve interpersonal communication and behavior assessment by peers and subordinates

is essential.

The performance of the employees is not regularly monitor and the required feedback is

provided to the subordinates from time to time. The appraisals are conducted at fixed

intervals. The organization believes in using appraisal for rewarding and increments.

There was a neither formal nor informal discussion on job specification and tasks to be

accomplished for various departments.

There was no formal performance appraisal taking place till now in the organization. There

fore, there were no written records of such activity in the personal files of the employees.

However people were being appraised informally by the superiors and got promoted or

incremented accordingly.

It would not be wrong to say that interpersonal relations and personal biases (i.e. liking and

disliking influence the appraisals in the organization).

The management is in the process of restructuring and developing such policy in the

organization
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CONCLUSIONS & RECOMMENDATIONS

1. This company proves that a major amount of work towards developing an effective
and efficient performance appraisal system has not been accomplished to the fullest.

2. It seems that the organization is genuinely interested in improving the efficiency and
utility of performance appraisal system to succeed in today’s dynamic environment; t

Outward Orientation Performance Appraisal System

The appraisal system should be more sensitive and responsive to current competitive
environment. This is possible through making the organization.

 Quality conscious in products and services to match international standards.

 Customer oriented (internally as well as externally)

 Cost effective

 Technology oriented

 Focused towards collaboration and teamwork

 People oriented

 Focused towards performance standards

 Focused towards values and culture that would help unbottle hidden talent.

In achieving the above, the PA system have a catalytic role to play.

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PERIODIC PERFORMANCE REVIEW AND PLANNING:

There should be some aspect in the PA forms, which deals with the effect of Internal
Influences, organizational influences and external influences on performance of employee to
make the PA system more sensitive to changes.

 Increase awareness of company goals in order to integrate company and individual

expectations.

 Conducting training workshops for appraisers to remove biases and errors in appraisal.

 Increasing transparency and open communication and minimizing confidentiality in

performance review discussions.

The work done towards modifying and developing performance appraisal systems, time to
time should be continued.

Integrating TQM into Performance Appraisal

 Individual rewards should be delinked with the PA system. The focus should shift to team
rewards. To recognize individual excellence, the team rewards. To recognize individual
excellence, the team should recommend rewards to tone up motivation levels in the entire
team.

 Continuous feedback and transparency in every system

 Focus on customer delight, both internal and external

Linkage with Rewards

Good performers should be recognized and rewarded, whereas weak performers need to be
encouraged to become better performers. PA systems when liked with individual rewards and
promotions create more problems than they help in motivating people. They encourage fewer
employees and discourage more. They do not develop the team spirit but rather enhance
interpersonal comparisons and power politics. The focus should be shifted from rewarding
the performance of few to development of performance of many.
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However there is also a need for recognition and rewarding good work. Alternative systems
of rewarding with multiple reward/recognition mechanism are needed. But these systems
should be separated from other systems (like career planning).

Role of HRD

 HRD should develop relevant competencies and work through empowering the line
managers.

 Development of subordinates and teams should be key function of line managers.

 HRD should facilitate the development of behavioral, managerial and technical (multi
functional) competencies in line managers.

 “Role analysis” should find a place in Jindal Brothers “role directories should be
published with key functions for each role.

 System effectiveness should be ensured through periodic review and survey of

organizational climate, ethos, organizational effectiveness and employee satisfaction
(concerning PA systems).

IMPLICATION OF THE PROJECT

In a simple way performance appraisal is meant to be an exercise to value a estimate what a

person has done and how has he done. The nature of Performance appraisal and its

effectiveness depends a great deal on how human resources in the organization are viewed

and treated. People are to be treated as resources of the organization. Unlike the other

resources, the human resources have the capability of expanding to unlimited extents with

proper investment in human capabilities.

Therefore, an organization interested in developing the capabilities of its employees, should

understand the nature and capabilities required to perform different functions as well as the

dynamics underlying the development of these capabilities in an organizational content.

These capabilities can be considered to fall under four categories. They are:-

(i) Technical capabilities

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(ii) Managerial capabilities

(iii) Behavioral (human) capabilities

iv) Conceptual capabilities

The extents to which the various capabilities are required for the performance of the job

differ from level to level in the organizational hierarchy.

New Objective of Performance Appraisal

Performance appraisal system can serve the following purposes if designed properly

(a) Help each employee to understand more and more about his role and become clear about

his functions.

(a) Helps each employee to understand his own strengths and weaknesses with respect to his

role and functions of the company.

(a) Helps identifying the developmental needs of employees.

(a) Helps increase mutuality between employee and his superiors.

(a) Provides an opportunity to the employees for self reflection and individual goal setting

(a) Helps in preparing employees for performing at high levels by continuously enforcing the

required qualities.

(a) Create a positions and healthy climates in the organization.

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RECOMMENDATIONS

1. The company should try to avoid employee resistance, which is associated with
change worlds true change follows instance. This for all kinds of systems be it
Performance Appraisal.

2. The HR Dept should attempt to obtain the maximum agreement of Managers in

respect of needs and objectives and purpose of the systems.

3. Being in the field of it improve the frequency of the trading modules and workshops.

4. More stress relieving packages should be offered to the mentally stressed staff.

5. Overtime should be taken care of at time of performance appraisal, which would

motivate the employees to perform better for longer hours.

6. Performance appraisal should after at proper span of time .

7. Performance appraisal should be done by expert person.

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SAMPLE QUESTIONNANIRE

I have undertaken a project on PERFORMANCE APPRAISAL SYSTEM. The information

furnished by you will help knowing the effectiveness of the present appraisal and reward
system and if need be designing of a new appraisal system. The data will be kept confidential
and will be used for academic purpose only.

1. In your company, the key competencies required for each job are already identified.
a) Very true b) true
c) Partly true d) not true

2. There are mechanisms that help employees develop their potential for the next rung
of job.
a) very true b)true
c) partly true d) not true

3. Employees regularly receive feedback about their potential for higher level jobs
a) very true b)true
c) partly true d) not true

4. Job rotation is practiced widely to help people develop their potential in new areas.
a) very true b)true
c) partly true d) not true

5. Your company’s promotion policies are clearly defined and shared with all
employees.
a) very true b)true
c) partly true d) not true

6. Promotions are based strictly on need rather than to reward individuals?

a) very true b)true
c) partly true d) not true

7. The appraisal system gives each appraisee an idea of what is expected of him next
year?
a) very true b)true
c) partly true d) not true

8. It is designed to aid the appraisee and appraisers jointly understand the former’s
job?
a) very true b)true
c) partly true d) not true

9. The performance appraisal provides an opportunity for self review and reflection?
a) very true b)true
c) partly true d) not true
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10. The appraisal procedure allows the appraisee to express his developmental needs?
a) very true b)true
c) partly true d) not true

11. The system has scope to correct the biases of the assessor through a super review?
a) very true b)true
c) partly true d) not true

12. The appraisal system provides for a frank discussion between appraiser and
appraisee?
a) very true b)true
c) partly true d) not true

13. The procedure allows for the communication of CEO‘s goal to the workforce?
a) very true b)true
c) partly true d) not true

14. The appraisal system brings out the training needs of the employees.
a) very true b)true
c) partly true d) not true

15. The performance appraisal system clarifies the career prospects, aspirations and
intentions.
a) very true b)true
c) partly true d) not true

16. The appraisal system provides a rational basis for salary recommendations.
a) very true b)true
c) partly true d) not true

17. The company relates reward to your performance.

a) very true b)true
c) partly true d) not true

18. What kind of an appraisal system will bring out the best of an employee?
a) appraisal by all superiors b) appraisal by immediate superior
c) appraisal by reference team c) appraisal by reference team and self.

19. How do you support your subordinates?

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BIBLIOGRAPHY-

C.R KOTHARI

C.B GUPTA

360 DEGREE APPRAISAL (TV RAO)

INTERNET