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cc/

PREFACE

At ACME TELE POWER LTD., PANTNAGAR, the employees are considered

as most valuable asset and strength for sustained growth in the development of the
company.It believes in testing continuously the human resources for employee’s personal
growth. Young professional leads the company.It has the open work environment, which
is achievement oriented and its driven by autonomy and receptive to innovations.

Like any other organization, ACME TELE POWER LTD., PANTNAGAR has
framed Rules, Regulations, Policies, Systems and Schemes etc. for running its business
smoothly. Acme Tele Power Ltd., Pantnagar has also introduced various schemes for the
welfare of employees For smooth business operations and to take advantage of the
benefits under these schemes, it is necessary that every employee understand that these
Rules, Regulations, Policies, Systems and Schemes fully and clearly.
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ACKNOWLEDGEMENT

“In difficult moments, behave like duck, keep calm and unruffled on the surface,
but keep paddling away like crazy underneath”

First of all I would like to thank Mr. B.S.Sherawat (HR) for granting permission to me
for the summer training at ACME TELE POWER LTD.,Pantnagar. I would also like to
thanks to Mr.Jaideep Singh ( Administrative Head) who provided me sincere guidance at
every possible juncture..

Last but not the least; I thank my institute ICFAI , Pantnagar, for providing me with the
experience of performing my project at a reputed company like ACME TELE POWER
LTD.,Pantnagar .

Name
 http://www.final-yearprojects.co.cc/

CONTENT

CHAPTER 1

1.1 Introduction
1.2 Objectives of the study
1.3 Research Methodology
1.4 Scope of the study
1.5 Limitations of the study
1.6 Operational definition of the concept
1.7 Learning’s in the Executive training
1.8 Awards/ Rewards received during the E.T

CHAPTER 2

2.1 Company Profile

2.2 Human Resource Development(Performance Appraisal)
2.3 Bell Shaped Curve

CHAPTER 3

3.1 Data Analysis

3.2 Interpretations and findings
3.3 Suggestions

CHAPTER 4

4.1 Recommendations
4.2 Conclusion

Bibliography
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 CHAPTER I

INTRODUCTION

In the so highly competitive and rapidly changing environment to survive the companies
need well trained and skilled worker. India is a very rich country in the term of resources,
weather natural or technical and scientific .But it is very sad to state that India, till now,
has not perfectly learnt how to develop its man power and tap its human resources for the
betterment of its citizenry and business goal.

For summer training I got an opportunity to do my summer training in ACME TELE

POWER LTD., PANTNAGAR because it is one of the biggest, well established and
renowned in its field and serious about training its worker and intent to make it
understood that they really care for them.

OBJECTIVES OF STUDY

● To understand the Performance Appraisal activities of ACME TELE POWER LTD.,

PANTNAGAR.
● To find out if the Performance Appraisal activities help the employee in his
performance.
● Take the response of employees towards the Performance Appraisal activities carried
on upon them.

SAMPLE SIZE

The sample size is of 100 employees, from ACME TELE POWERLTD, PANTNAGAR.
RESEARCH METHODOLOGY

The study was done with the help of primary as well as secondary data. Primary data
were collected through the questionnaire while secondary data were collected through:
● Internet
● Company report
● Brochures etc.

SCOPE OF THE STUDY

The topic chosen Performance appraisal was aimed for the betterment of the organization
in terms of quality as well as quantity. The scope of the study under mentioned points
depicts the same.

1. To increase the productivity by increasing the level of performance.

2. The programme would help the organization in meeting it future personal need.
3. The programme will help the employee in their personal group by improving their
knowledge as well as skill.

LIMITATIONS OF THE STUDY

1. Lack of expertise trainer handed in the prosecution of Performance Appraisal

programme.
2. Lack of feeling in people of against the awareness for the Performance Appraisal
programme.
3. Search for the exact Appraisal was also difficult to define.
 OPERATIONAL DEFINITION OF THE CONCEPT

PERFORMANCE APPRAISAL SYSTEM

Performance appraisal is a process of evaluating employee performance for the

purpose of placements, selections for promotions, career planning, financial rewards,
motivation etc, and performance appraisal seeks to achieve following objective.

● To assess the performance, personal attributes and potential of the employee.

● Performance based rewards in terms of promotion, increments etc.
● To identify training needs.
● To assess strengths, areas of improvements and give feedback to the employee.

PERFORMANCE APPRAISAL PROCESS

1. HR to prepare the Appraisal Form of individual employee to be appraised and send it

to concerned Reviewing Officer/HOD.

2. Reviewing Authority/HOD will arranged distribution of form to individual employee

through Appraising Officer/S.H.

3. Employee shall fill his part in the Appraisal form in the appraisal form and shall hand
over the same to Reviewing Officer/S.H.
 CHAPTER II

COMPANY PROFILE

ACME Tele Power Ltd. was incorporated in 2003. The company was established
with a mission to provide innovative and creative solution to hltherto unaddressed
infrastructure –and power –relative problems faced by the telecom operators in the
country. The idea was to provide solutions that are cost effective, environment friendly,
reliable and delivered a quick ROI.

Based on the commitment to R&D innovation, ACME Tele Power converted its vision
and mission into tangible business reality by launching a spate of unique and original
products that clearly addressed the pain points of the telecom operators. Their success in
this endeavor is born out the fact that some of the largest Telecom companies in the
world like Nokia and Airtel are users of their passive infrastructures solutions.

ACME Tele Power Ltd. (ATPL), provides comprehensive passive infrastructure

solutions to wireless telecom players both in India as well as overseas. It has three main
policies. These are:-

● Zero defect products

● Total customer focus
● Implementation of Kaizen

ACME believes its principal differentiator is its ability to provide end-to-end solutions as
compared to partial solutions provided by most other companies. It launched the ‘Green
Shelters’, which is a complete package to fit various environment and temperature
parameters at telecom sites, avoiding the running of back up systems like diesel
generators.

The company today enjoys an international presence in several countries around the
world, through its own establishments, channel partners and associates.
PRODUCTS OF THE COMPANY:-

As on date, ACME Tele Power Ltd. boasts of a rich and variegated portfolio of cost
effective and innovative products based on the modern technologies. These include :-

Green Shelter
Power Interface unit
Line Conditioner unit
Thermal Management System with PCM
AC with free cooling
Heat Exchanger
Battery Life Enhancer
Fuel Cells
Battery coolers
NACC Compressor less Air Conditioner
Micro Turbine

Each of the organization’s products considerably reduce the dependence on diesel

generators for cooling requirements during power outages and provide stable power
supply.

MISSION STATEMENT

STRIVE TO BRING VALUE ADDITION SELF & ORGANIZATION

● improving quality

● identifying opportunities

● total customer focus

● minimizing errors and wastage of scarce resource

THIS WILL BE ACHIEVED BY

● positive attitude

● being sensitive and responsive

● continuous self up gradation

● positive approach

● being creative ,analytical, and objective

 HUMAN RESOURCE DEVELOPMENT

Performance appraisal

Company considers its human resources as the most valuable resources for its growth &
development. Performance appraisal seeks to achieve the following.

1. To set realistic & challenging targets/ key performance area on annual basis for the
individual.
2. To assess employee’s performance based on person attributes. Job performed targets
achieved/ specific achievements.
3. To assess the strengths, weakness& potential of the employee.
4. Performance based reward in terms of increment& promotion etc.

Appraisal period

Appraisal period is from April to March. Every employee is appraised at the end of the
Appraisal period. Employees joining during appraisal are appraised on completion of
their one year service& employees joining after March are appraised in next appraisal.

Method of appraisal

The employee’s performance is appraised by the department & sectional head in

consultation with his immediate supervisor on personal attributes, job performed targets
achieved/ specific achievement. Finally the appraisal is reviewed & approved by the
review committee to ensure uniformity& objective.
Appraisal feedback

1. The appraisal is being discussed with the employee by the appraisee to.
2. Feed back about his performance, strength& weakness employee is also suggested area
of consolidation& improvement.

Employee’s co-operation

The appraisal system requires active because its effectiveness depends on realistic self
assessment & positive approach towards the feed back.

Training & development

Training & development is an important aspect of the H.R.D. The company believes in
training & development of its employees. To take higher responsibility and to meet the
challenges of the individual employee is assessed by his sectional & departmental head in
consolation with employee. In hour & outstation programs are arranged for employees by
H.R.D. on recommendation of sectional & departmental head.

PERFORMANCE APPRAISAL SYSTEM

Performance appraisal is a process of evaluating employee performance for the purpose

of placements, selections for promotions, career planning, financial rewards, motivation
etc, performance appraisal seeks to achieve following objective.

● To assess the performance, personal attributes and potential of the employee.

● Performance based rewards in terms of promotion, increments etc.
● To identify training needs.
● To assess strengths ,areas of improvements and give feedback to the employee.

INDIVIDUAL COMPONENTS DEFINED

ATTRIBUTES

There are seven specific and major attributes that have been broken into sub components
against which ratings to be provided. The various attributes are explained.

WORK PLANNING

● ABILITY TO PLAN

● ORGANISE

● EXECUTE

● MEET DEADLINES

● INTEGRITY

● RESPONSIBILITY
COMMUNICATION

● ARTICULATING

● PERSUASION

● SUPPORT

● CONFIDENCE

CONCEPTUAL DEPTH

● VISION

● LONG RANGE PLANNING

● VERSATILITY

● CREATIVITY AND INNOVATION

OVERALL BUISNESS APPROACH

● TECHNICAL BASIS appreciates the technical up gradations and the technological

applications in the organization.
● FINANCIAL KNOWLEDGE has been appreciated of the financial ratios and
instruments.

● STRATEGIC PRIORITIES has appreciation of situations and strategies based on

those situations

● CONSUMER DRIVEN has a customer friendly approach to both internal and external
customer.

AREAS OF STRENGTH

As a part of the performance review discussions, the appraisee, section Head and HOD
should individually list out three most important strengths in the appraisee, in order to
utilize the same optimally and develop it for future productivity.

AREAS OF IMPROVEMENT

The appraisee, section Head and the HOD should individually list out three most
important areas requiring improvement, of the apparisee. This will develop the employee
in identifying his own development needs and make suitable learning processes to
overcome these areas.
KEY TRAINING AND DEVELOPMENT

The appraisee, Section HEAD and the HOD should individually list out important
training needs of the appraisee for him to impart his specific functions of his job
effectively and in the manner that generates optimum output.
This section of form can also help the Departmental Heads and the HR Manager to plan a
training calendar for the employee and effectively conduct the same.

RATINGS

Ratings in the terms are to be awarded to the individual, by his immediate superior and
the departmental head in the specific columns. The points are given as:

OUTSTANDING (OS)

COMMENDABLE (CO)

MEET EXPECTATIONS (ME)

NEEDS IMPROVEMENT (NI)

UNSATISFACTORY(US)
Scale Rating Standard Actual

0.05 OS 3 2
0.2 CO 12 15
0.5 ME 31 29
0.15 NI 9 11
0.1 US 6 4
61 61

piu stores

Standard Actual

35
30 31
29
25
numbers

20
15
15
12
10 11

5 3 9 6
2 A 4
0
OS CO PROJECT
ME REPORT
NI US
ratings
ON
 MULTIPLE PURPOSES OF PERFORMANCE APPRAISAL

General applications Specific purpose

Identification of individual needs.

Performance feedback.
Developmental uses Determining transfers and job assignment.
Identification of individual strengths and
developmental needs.

Salary
Promotion
Retention and termination
Administration uses
Reorganization of individual performance.
Lay off
Identification of poor performance

HR planning determining training need

Organizational Evaluation of goal achievement
maintenance/objective Information of goal identification
evaluation of HR system

criteria for evaluation research

Documentation Documentation for HR decision
helping to meet legal requirement
 ISSUES IN APPRAISAL PROGRAMMES

Formal v/s
informal

What methods Whose

performance

When to Appraisal Who are the

evaluate design partners

What to What problems

evaluate

How to solve
 PERFORMANCE APPRAISAL SYSTEM

Performance appraisal system in any organization depends substantially on five factors –

concept, criteria, context, culture and contingency.

Concept :- The performance dimensions are several. They include duties,

responsibilities, behavior and traits. Performance appraisal involves at least two
persons/parties: the appraiser (who does the appraisal) and the appraise (Whose
performance is being appraised).

Appraise expect Appraiser should

● To know what his duties and ● Prepare job descriptions

responsibilities are

● To know what is expected of ● Facilitate appraisee to set

him and whether the expectations goals/targets
are reasonable enough

● To know how he is doing ● Analyze results with appraisee

● To have appraiser’s help, if needed ● Advice, guide, coach & counsel

● Rewards to be commensurate with ● Reward for good results

performance
Criteria: - Several performance measures such as output, quality, punctuality, cost
control contribution, job knowledge, discretion, initiative, team work, resourcefulness
honestly, and leadership qualities are usually reckoned as some of the criteria against
which performance is assessed.

Context: - The top management philosophy values and belief system in the
organization influence the notions about people in the organizations and the type of
control, motivation and communication systems.

Culture: - The cultures of people in general seem to affect appraisal system. Studies
and commentaries on Indian organizations seem to point to a pattern where the loyalties
of employees are more to the people than to the tasks or to organizations.

Contingency: - There is a systematic effort to link performance appraisal to other sub-

systems of human resource management such that all personnel decisions use the
performance appraisal data as a critical input, it becomes difficult to impart seriousness in
to the system. The result would be apathy on the point of both the appraiser and the
appraisee to the entire process.
Methods of appraisal-

The last to be addressed in the process of designing an appraisal programme is to

determine method(s) of evaluation. All the approaches to appraisal can be classified
into:-
(i) past-oriented methods
(ii) future oriented methods

Rating Scale
Cost accounting Checklists

Essay Forced
Appraisal Choice
methods
Tests and Forced
Observation distribution

Field review critical incident

BARS
Appraisal Techniques

Different techniques are used for performance appraisal.

They include:-

Methods

Future oriented

Appraisal by objectives Management by objectives

Trait Appraisal
Rating Scales &Ranking Technique
Simple or straight Ranking
Forced distribution Ranking Psychological appraisals
Paired comparison
The Critically incident method Assessment Centers
PAST ORIENTED APPRAISALS

Appraisal by objectives : - The objectives for the evaluation period (usually 12 months)
are determined through joint discussion and negotiation between the superior and
subordinate. This system is followed even in organization which does not have a formal
programme of ‘Management by Objectives’. Invariably, in many organizations where the
objectives are predetermined, Key performance Areas (KPAs) or Key Result Areas
(KRAs) are also decided in advance through joint effort.

Confidential Report :- A confidential report is a report on the subordinate by the

immediate superior and covers a limited range of aspects like the candidate’s strengths,
weakness, major achievements or failures and information on some personality traits and
behavior aspects. The confidential report system is usually a descriptive one and permits
a lot of subjectivity.

Trait Appraisal :- Commonly used individual traits include several distinguishing

characteristics firmly anchored in human behavior that manifest themselves on the job
and influence performance. These characteristics include the following listed below.

Ability for sustained hard work Drive

Acceptance of responsibility Effort
Adaptability Efficiency
Analytical ability Honesty
Appearance Industriousness
Attendance Initiative
Attitude towards criticism Integrity
Capacity to train Intelligence
Commitment to task Judgment
Communication Leadership
Conduct Loyalty
Confidence Motivation
Rating Scales :- These are techniques where performance is measured through assigning
numbers (0 to 4, 1 to 5 or 1 to 9), (A to D or E) or words which are descriptive adjectives
(e.g., outstanding, very good, good, fair, poor) to items or events to describe differences.

In all rating scales, most organizations are finding it useful to have an extra column ot
record N.A. (not applicable) or N.O.
(Not observed) or any other comment as appropriate.

Ranking Technique :- Ranking techniques encourage superior or peers to rank-order all

their subordinates or peers as the case may be. This is a form of comparative
measurement.

Simple or straight Ranking :- This technique provides for an ordinal scoring; first,
second, third and so on.

Forced Distribution Ranking :- This is ranking technique where raters are required to
allocate a certain percentage of rates to certain categories (e.g., superior, above average,
etc.) or percentiles (e.g. Top 10%, Bottom 20% etc.) Both the number of categories and
percentage of employees to be allotted to each category are a function of the performance
appraisal design and format.

Paired Comparison :- This technique requires the rater to appraise which of the two
employees is superior, instead of having to rank order all the employees in the same work
unit doing the same job. This is widely used when one is comparing a small number of
people.
Narrative or Descriptive Methods :- The ongoing search for newer and better
techniques of appraising employees performance led to several descriptive methods.
These include the essay and the critical incident methods among others.
The Essay method :- In this method, the rater describes the ratee in terms of several
broad categories such as the person’s strengths and weakness, major achievements and
failures, potential training and development needs and overall performance of the rater.

The Critical Incident method: - This method requires the rater to maintain a record of
major observations of what he feels are work behaviors critical to the difference between
success and failure. It provides information based on systematic observation of actual job
performance.

Behaviorally Anchored Rating Scales (BARS):- These are descriptions of various

degrees of behavior relating to an aspect of performance dimension. The behaviors are
described for a set of intervals ranging from the most negative to most positive.
FUTURE ORIENTED APPRAISALS

Management by objectives :- It was peter F. Drucker who first gave the concept of
MBO to the world way back in 1954 when his The Practice of Management was first
published.
Application of MBO in the field of performance appraisal is a recent thinking.

MBO works can be described in four steps :-

1. To establish the goals for each subordinate that he has to attain.

2. Involves setting the performance standard for the subordinates in a previously
arranged time period.
3. The actual level of goal attainment is compared with goals agreed upon.
4. Establishing new goals and, possibly, new strategies for goals not previously
attained.

Psychological Appraisals :- Large organization employ full-time industrial

psychologists. When psychologists are used for evaluations, they assess an individual’s
future potential and not past performance. The appraisal normly consists of in-depth
interviews, psychological tests, discussions with supervisions and a review of other
evaluations. The psychologist then writes an evaluation of the employee’s intellectual,
emotional, motivational and other work-related characteristics that suggest individual
potential and may predict future performance. From these evaluations, placement and
development decisions may be made to shape the person’s career.

Assessment Centres :- An assessment Centre is a central location where managers may

come together to have their participation in job related exercises evaluated by trained
observers. The principal idea is to evaluate managers over a period of time, say one to
three days, by observing (and later evaluating) their behaviour across a series of selected
exercises or work samples.
DESIGN OF AN EFFECTIVE APPRAISAL SYSTEM

It is useful to focus on aspects such as the following so that the appraisal system can be
effective:

1. Appraisal objectives and uses should be specific, clear, relevant, timely, adequate,
open and fair. It should be adequately and appropriately linked with the other
subsystems of human resource management and capable of being put to use in a
manner beneficial to the individual employee and the organization.

2. It should be an ongoing process of managing performances with employee

actively participating and supervisor playing the role of coach and developer.

3. The information generated should be tailored to the needs of the organization,

performance requirements and norms of behaviour.

4. Recognize individual differences in system design. Identify the needs of rates in

terms of feed back, mobility, Self esteem etc.

5. The overall purpose should be developmental than judgmental. It is important to

separate evaluation of performance and potential.

outcome Attainment
Motivation Ability Performance and job satisfaction
X
IMPLICATIONS FOR PERFORMANCE AND SATISFACTION

Selection Practices :- An organization’s selection practices will determine who gets

hired. If properly designed, it will identify competent candidates and accurately match
them to the job. The use of the proper selection device will increase the probability that
the right person will be chosen to fill a slot.

Training and Development Programs :- Training programs can affect work behaviour
in two ways. The most obvious is by directly improving the skills necessary for the
employee to successfully complete his her job. An increase in ability improves the
employee’s potential to perform at a higher level. Of course, whether that potential
becomes realized is largely an issue of motivation.

A second benefit from training is that it increases an employee’s self-efficacy. Self-

efficacy is a person’s expectations that he or she can successfully execute the behaviour
required to produce an outcome.

Organizations that provide formal career development activities and match them to needs
that employees experience at various stages in their careers reduce the likelihood that
productivity will decrease as a result of obsolescence or that job frustrations will create
reduced satisfaction.

Performance Evaluation :- A major goal of performance evaluation is to assess

accurately an individual’s performance contribution as a basis for making reward
allocation decision: if the performance evaluation process emphasizes the wrong criteria
or inaccurately appraises actual job performance, employees will be over- or under
rewarded. This can lead to negative consequences such as reduced effort, increases in
absenteeism, or search for alternative job opportunities.
Reward systems :- If employees perceive that their efforts will be accurately apprised
and if they further perceive that the rewards they value are closely linked to the
evaluations, the organization will have optimized the motivational properties from its
evaluation and reward procedures and policies. We can conclude that rewards are likely
to lead to high employee performance and satisfaction when they are

(1) Perceived as being equitable by the employee.

(2) Tied to performance and
(3) Tailored to the needs of individual

Union – Management Interface :- The existence of a union in an organization adds

another variable in our search to explain and predict employee behavior. The union has
been found to be an important contribution to employees’ perceptions, attitudes, and
behavior. The informal norms that union cohesiveness fosters can encourage or
discourage high productivity, organizational commitment, and morale.

LEARNINGS IN THE EXECUTIVE TRAINING

● INDUCTION
● 5’s (Japanese Technology)
● KRA
● QUALITY CIRCLES
● COMPETANCY MAPPING
● PRACTICAL WORK ON EXCEL
 CHAPTER III

DATA ANALYSIS

Question no 1: Number of service years in this organization.

(a) 5-10 years (b) 10-15 years (c) More than 15 years

Less than 5 5-10 Years 10-15 years More than

Question
Years 15
Sample Size 100 84 16 0 0
Employees

0
16 0
Less than 5 Years
5-10 Years
10-15 years
More than 15

84

Fig. 1.01

Findings: The response collected is based on the period of their service in the
organization. As company was set up in 2003 so the years of service in the organization
of most of the employees is less than 5 years.
Question no 2: Are you aware about your performance appraisal or any evaluation done
by your superior.
(a) Yes (b) No

Yes No
Question

Sample Size 100 Employees 80 20

20%

Yes
No

80%

Fig. 1.02

Findings :- 80 % the employees had responded in favor of that they were aware about
performance appraisal.
Question no 3: Are you aware about the modern techniques used in performance
appraisal?

(a) Yes (b) No

Question Yes No

Sample Size 100 60 40

Employees

40

Yes
No

60

Fig. 1.03

Findings: Near about 60% of the employees had not aware about modern performance
appraisal techniques.
Question no 4: Performance appraisal techniques make you better eligible for promotion,
demotion, & transfer.

(a) Agreed ( ) (b) Not Agreed ( )

Agreed Not agreed

Question

Sample Size 100 80 20

Employees

Fig. 1.4
20

Agreed
Not agreed

80

Fig. 1.04
Findings: The 80% of the respondent’s shows that PARs as a good strategy to go ahead
with promotion while 40% of respondents do not agree with it.
Question no 5: Do you think performance appraisal is useful or just a waste of time?

(a) Useful ( ) (b) Waste of time ( )

Question
Useful Waste of time
Sample Size 100 92 8
Employees

8
Fig. 1.5

Useful
Waste of time

92

Fig. 1.05

Findings: More than 90% of the employees say that performance appraisal is useful for
there self-assessment and promotions. Thus, they cannot ignore it. And rest of the
employees thinks it as a waste of time.
Question no 6: Proper and adequate performance appraisal plays a crucial role in your
career development.

(a) Agreed ( ) (b) Not Agreed ( )

Yes No
Question

Sample Size 100 92 8

Employees

Agreed
Not agreed

92

Fig. 1.06

Findings: 92% of the responses show that Performance Appraisal Report helps a lot in
the promotional activities.
Question no 7: Does performance appraisal report is helpful in identifying Training and
Development need or it lay development plan for you?

(a) To a large extent (b) To some extent (c) Not at all

Question To a large extent To some extent Not at all

Sample Size 100 60 30 10

Employees

Fig. 1.7

10

To a large extent
To some extent
50 Not at all
40

Fig. 1.07

Findings: 50% of the respondents are satisfied by the performance appraisal report as it
helps them to understand the job profile and helps in training need identification.
Question no 8: Performance appraisal is most of the time fair and unbiased.

(a) Agreed ( ) (b) Not Agreed ( )

Agreed Not agreed

Question

Sample Size 100 85 15

Employees

15

Agreed
Not agreed

85

Fig. 1.08

Findings: 65 % of the respondents show that Performance Appraisal report is time fair &
unbiased.
Question no 9: Have you understood clearly, as to what is expecting from you?

(a) Yes (b) No (c) Cant’ say

YES No Cant’ say

Question

Sample Size 100 40 22 38

Employees

38 40
YES
No
x
Cant’ say

22

Fig. 1.09

Findings: There is a close response from the respondents on Performance appraisal

report where on one hand (near about 40%) say that it makes feel refreshed & know there
better responsibility. On the other hand some say that it has helped them in improving
their skills not to define there future responsibility and performance.
Question No 10: Does the organization provide counseling after appraisal?

(a) Yes (b) No

Yes No
Question

Sample Size 100 74 26

Employees

26%

Yes
No

74%

Fig. 1.10

Findings: Near about 75% of the respondents, say that Organization provides counseling
after performance appraisal report.
FINDINGS

1. The response collected is based on the period of their service in the organization. As
company was set up in 2003 so the years of service in the organization of most of the
employees is less than 5 years.

2. 80 % the employees had responded in favor of that they were aware about performance
appraisal.

3. Near about 60% of the employees had not aware about modern performance appraisal
techniques.

4. The 80% of the respondent’s shows that PARs as a good strategy to go ahead with
promotion while 40% of respondents do not agree with it.

5. More than 90% of the employees say that performance appraisal is useful for there
self-assessment and promotions. Thus, they cannot ignore it. And rest of the employees
thinks it as a waste of time.

6. 92% of the responses show that Performance Appraisal Report helps a lot in the
promotional activities.

7. 50% of the respondents are satisfied by the performance appraisal report as it helps
them to understand the job profile and helps in training need identification.

8. 65 % of the respondents show that Performance Appraisal report is time fair &
unbiased.
9. There is a close response from the respondents on Performance appraisal report where
on one hand (near about 40%) say that it makes feel refreshed & know there better
responsibility. On the other hand some say that it has helped them in improving their
skills not to define there future responsibility and performance.

10. Near about 75% of the respondents, say that Organization provides counseling after
performance appraisal report.

CONCLUSION

It is truth that no work is completed in itself. Infact, completion of one job is actually the
beginning of another job. Likewise, performance Appraisal is never ending process. It is
essential for personal & professional development.

This project has been considering all possible aspects mentioned in the project booklet.
The project is made very clear and precise with the help of the relevant data gathered
from the company, company website & through various annexure.

In the concluding remark of my project report, I would like to state that at ACME TELE
POWER LTD. , PANTNAGAR, the employees are considered as most valuable assets &
strength for sustained growth & development of the company.

They believe in investing continuously in human resource for their growth. The company
is led by young professionals. They have an open work environment which is
achievement oriented.

In spite of these merits, there are some demerits also in the company that the goals of the
company are not decided in advance and no feedback fixed for workers and executives in
ACME TELE POWER LTD., PANTNAGAR.
SUGGESTIONS GIVEN BY EMPLOYEES DURING SURVEY

● Performance Appraisal should be experience, work skill, labourism sincerity.

● Evaluation should be as per performance and shall not be biased.

● Valuation of performance should be done in each quarter.

● Appraisal should not be Bell Curve. It should be based on department/ individual

either 1005 or 0%.

● Employee is the key resource of the organization. Hence employee satisfaction is the
key to success for the organizational growth. For employee satisfaction there should be
good incremental and promotional policies.

● Things carried out on paper should be followed/ implemented or at least can be tried.

● Performance Appraisal should be done by MBO (Management By Objective) / M&M

method of appraisal.

● Every employee should have a right of justification for his own roles , responsibilities
and designation.

● Organization must use 360 degree appraisal method because this method not only
includes the performance of an employee but his interpersonal skills also.
 CHAPTER IV

RECOMMENDATIONS/ SUGGESTIONS

1. This situation realizes that there were 20% of the employee who are unaware of the
performance appraisal report which will be reduced by providing them counseling.

2. They should have to be aware about the performance appraisal techniques because
they have to pass through it for taking better promotions & greater responsibility.

3. This shows there negligence towards there career & awareness. Thus, it can avoid by
providing enough information to employee with the help of training & development
exercise.

4. The 20% of respondent’s responses shows that they are not aware about importance of
performance appraisal report. They should be aware about that how they can take
promotion and greater responsibility through better performance.

5. They have to introduced career development graphs and necessary skills to reach that
position after experiencing some years.

6. Respondents should have to better understand the job responsibility and training need
identification through schedule chart or through the job analysis.

.
BIBLOGRAPHY

1) Human Resource Management

by K. Aswathapa

2) Human Resource Management

by L. M. Prasad

3) Human Resource Management

by S. K. Gupta

4) Human Resource Management

by Robbinson

5) Human Resource Management

by C. B. Gupta

6) Human Resource Management

by C. V. Memoria

7) Human Resource Management

by R. Sharma

8) Human Resource Management

by B. Ghosh
Do visit again :-http://www.final-yearprojects.co.cc/

P.T.O
 Yes No

Sample Size 100 Employees 80 20

Fig. 1.2

Findings: 80 % the employees had responded in favor of that they were aware about
performance appraisal.

Question no 3: Are you aware about the modern techniques used in performance
appraisal?

(a) Yes (b) No

 CHAPTER IV

RECOMMENDATION/ SUGGESTIONS

This situation realize that there were 20% of the employee who are unaware of the
performance appraisal report which will be reduced by providing them all counseling
They should have to be aware about the performance appraisal techniques because they
have to passes through it for taking better promotions & greater responsibility.
This shows there negligence towards there career & awareness. Thus, it can avoid by
providing enough information to employee with the help of training & development
exercise.
The 50% of respondent’s responses shows that they are not aware about importance of
performance appraisal report. They should be aware about that how they can take
promotion and greater responsibility through better performance.
They have to introduced career development graphs and necessary skills to reach that
position after experiencing some years.
Respondents should have to better understand the job responsibility and training need
identification through schedule chart or through the job analysis.

.
BIBLOGRAPHY

9) Human Resource Management

by K. Aswathapa

10) Human Resource Management

by L. M. Prasad

11) Human Resource Management

by S. K. Gupta

12) Human Resource Management

by Robbinson

13) Human Resource Management

by C. B. Gupta

14) Human Resource Management

by C. V. Memoria

15) Human Resource Management

by R. Sharma

16) Human Resource Management

by B. Ghosh
 Performance Appraisal Questionnaire
M/s. ACME TELE POWER LTD., PANTNAGAR
APPENDICES
Name:
Designation/Post:
Salary Grade:
Qualification:
Experience:

(1)No. of years of service in the organization:

(a) Less than 5 (b) 5-10
(c) 10-15 (d) More than 15
(2)Do you aware about your performance appraisal or any evaluation done by
your superior.
(a) Yes (b) No
(3)Are your aware about the modern techniques used in your performance
appraisal?
(a) Yes (b) No
(4)Performance appraisal techniques make you better eligible for promotion,
demotion, & transfer.
(a) Agreed ( ) (b) Not Agreed ( )
(5)Do you think performance appraisal is useful or just a waste of time?
(a) Useful ( ) (b) waste of time ( )
(6)Proper and adequate performance appraisal plays a crucial role in your career
development.
(a)Agreed ( ) (b) Not Agreed ( )

(7)Does performance appraisal report is helpful in identifying training &

development need or it lay career development plan for you?
(a) To a large extent (b) To some extent (c) Not at all
(8)Performance appraisal is most of the time fair and unbiased.
(a)Agreed ( ) (b) Not Agreed ( )
(9)Have you understood clearly, as to what is expecting from you?
(a) Yes (b) No
(10)Does the organization provide counseling after appraisal?
(a) Yes (b) No

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