A

DISSERTATION REPORT

ON

PERFORMANCE APPRAISAL

AT MY LOGISTICS GURUKUL

Submitted in partial fulfillment of the requirement for

Master of Business Administration (MBA),

SUBMITTED TO: SUBMITTED BY:

MS. TANUSHREE SHAGUN PATHANIA

(Internal Guide) M.B.A 4th Sem

SESSION :- 2018-2020

BANARSIDAS CHANDIWALA INSTITUTE OF PROFESSIONAL STUDIES, DWARKA,

NEW DELHI

(Approved by AICTE & Affiliated to Guru Gobind Singh Indraprastha University)

 BONAFIDE CERTIFICATE

This is to certify that as per best of my belief the project the Project performance appraisal at my logistic
gurukul is the bona-fide research work carried out by Shagun Pathania, 41861203918 , student of MBA,
BCIPS, Dwarka, New Delhi during January –April 2020, in partial fulfillment of the requirements for the
Degree of Master of Business Administration.

She has worked under my guidance.

Name:

Research Project Guide

Date:

Counter signed by

Name:

HOD / Director

Date:
 DECLARATION

I hereby declare that this Final Research Project Report titled performance appraisal at my
logistic gurukul submitted by me to Banarsidas Chandiwala Institute of Professional Studies, Dwarka is a
bona-fide work undertaken during the period from January 2019 to April 2019 and has not been
submitted to any other University or Institution for the award of any degree diploma / certificate or
published any time before.

(Signature of the Student)

Name: Shagun Pathania

Enroll. No.:41861203918
 ACKNOWLEDGEMENT

I would like to express my special thanks of gratitude to my teacher MS. TANUSHREE, who gave me
the golden opportunity to do this wonderful project on PERFORMANCE APPRAISAL AT
MYLOGISTICS GURUKUL who also helped me doing a lot of research and i came to know about so
many new things
 TABLE OF CONTENT

CHAPTER NUMBER TOPIC NAME PAGE NUMBER

EXECUTIVE SUMMARY

CHAPTER-1 INTRODUCTION 1-9

CHAPTER-2 OBJECTIVE 10

CHAPTER-3 LITERATURE REVIEW 11-13

CHAPTER-4 RESEARCH METHODOLOGY 14-15

CHAPTER-5 DATA ANALYSIS 16-28

CHAPTER-6 FINDING 29

CONCLUSION 30

SUGGSTIONS 31

QUESTIONNAIRE 32-34

BIBLOGRAPHY 35
 EXECUTIVE SUMMARY

The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to
taylor’s pioneering time and motion studies but this is not very helpful, for the same may be said about
almost everything in the fiels of modern human resources management. As a distinct and formal
management procedure used in the evalution of work performance appraisal really dates from the time of
the second world war not more than 60 years ago.

In many organisation but not all appraisal results are used either directly, to help determine reward
outcome that is the appraisal results are used to identify the better performing employees who should get
the majority of available merit pay increases, bonuses and promotions

Most of the organisation have a performance appraisal system that has evolved over a time and is likely
not meeting the needs of employees and managers.

An effective PA can improve key business measure such as return of assets, return on equity, profit
margins and earnings. Every PA program has three elements:- tracking, informal feedbacks and formal
appraisal.

The purpose of this study has been to determine whether the performance appraisal was used for
employee development and whether the appraisal was emphasized as an important part of the PA process.
It also helps to increase the companies profitabiltity. The study suggest that performance appraisal has
helped in increasing the profitability, certain loop holes has been determined and suggestions were made.
 CHAPTER-1

INTRODUCTION

PERFORMANCE APPRAISAL

Performance appraisal may be defined as a structured formal interaction between a subordinate and
supervisor, that usually takes the form of a periodic interview (annual or semi-annual), 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 skills development. Performance appraisal, also
known as employee appraisal, is a method by which the job performance of an employee is evaluated
(generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career
development.

Performance appraisals are regular reviews of employee performance within organizations. Generally, the
aims of a performance appraisal are to:

Give feedback on performance to employees.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

1
Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administration

Validate selection techniques and human resource policies to meet federal Equal Employment
Opportunity requirements.

Performance Appraisal Summary

Performance appraisal, while enabling a manager to identify the training needs of employees, and
evolving a training plan for them, also, serves to meet other objectives. Performance appraisal satisfies the
psychological needs individuals have to know how they are performing their job and increases employees'
job satisfaction and morale by letting them know that the manager is interested in their progress and
development. Systematic performance appraisal also provides both the firm and the employee a careful
evaluation, rather than a snap judgement of an employee's performance. Many firms use performance
appraisals to plan placements and transfers and to provide input into decisions regarding salary increases,
promotions, and transfers. Finally, performance appraisals may be used as a basis for the coaching and
counselling of individual employees by their superiors. To summarize the uses of performance appraisal:

• Performance improvement

• Compensation

• Placement

• Training & development needs assessment

• Career planning

• Job design error detection

CHARACTERISTICS OF AN APPRAISAL SYSTEM

Performance appraisal cannot be implemented successfully unless it is accepted by all concerned. There
should be a common and clear understanding of the distinction between evaluation and appraisal. As
Patten (1982) argues, evaluation aims at 'objective' measurement, while appraisal includes both objective
and subjective assessment of how well an employee has performed during the period under review. Thus
performance appraisal aims at 'feedback, development and assessment.' The process of performance
appraisal should concentrate on the job of an employee, the environment of the organization, and the

2
employee him- or herself. These three factors are inter-related and inter-dependent. Therefore, in order to
be effective, the appraisal system should be individualized, subjective, qualitative and oriented towards
problem-solving. It should be based on clearly specified and measurable standards and indicators of
performance. Since what is being appraised is performance and not personality, personality traits which
are not relevant to job performance should be excluded from the appraisal framework.

Some of the important considerations in designing a performance appraisal system are:

Goal The job description and the performance goals should be structured, mutually decided and
accepted by both management and employees.

Reliable and consistent Appraisal should include both objective and subjective ratings to produce
reliable and consistent measurement of performance.

Practical and simple format The appraisal format should be practical, simple and aim at fulfilling its
basic functions. Long and complicated formats are time consuming, difficult to understand, and do not
elicit much useful information.

Regular and routine While an appraisal system is expected to be formal in a structured manner,
informal contacts and interactions can also be used for providing feedback to employees.

Participatory and open An effective appraisal system should necessarily involve the employee's
participation, usually through an appraisal interview with the supervisor, for feedback and future
planning. During this interview, past performance should be discussed frankly and future goals
established. A strategy for accomplishing these goals as well as for improving future performance should
be evolved jointly by the supervisor and the employee being appraised. Such participation imparts a
feeling of involvement and creates a sense of belonging.

Rewards Rewards - both positive and negative - should be part of the performance appraisal system.
Otherwise, the process lacks impact.

Feedback should be timely Unless feedback is timely, it loses its utility and may have only limited
influence on performance.

Impersonal feedback Feedback must be impersonal if it is to have the desired effect. Personal feedback
is usually rejected with contempt, and eventually de-motivates the employee.

Feedback must be noticeable The staff member being appraised must be made aware of the information
used in the appraisal process. An open appraisal process creates credibility.

3
 Relevance and responsiveness Planning and appraisal of performance and consequent rewards or
punishments should be oriented towards the objectives of the programme in which the employee has been
assigned a role. For example, if the objectives of a programme are directed towards a particular client
group, then the appraisal system has to be designed with that orientation.

Commitment Responsibility for the appraisal system should be located at a senior level in the
organization so as to ensure commitment and involvement throughout the management hierarchy.

WHAT IS THE ROLE OF PERFORMANCE APPRAISAL?

We've seen from previous discussions, that people are one of a company's most valuable assets. While
most assets depreciate over time, people, viewed as assets, may actually appreciate. One of the manager's
major responsibilities is to improve and update the knowledge and skills of employees -- appreciation of
assets. Performance appraisal plays a significant role as a tool and technique of organizational
development and growth. In essence, effective appraisal systems provide both evaluation and
feedback.The main aim of the evaluation is to identify performance gaps -- when performance does not
meet the organizational standards -- whereas feedback is necessary to inform employee about those
performance gaps.

From the employee's perspective, performance appraisal informs them about what is required of them in
order to do their jobs, it tells them how well they have achieved those objectives and helps them take
corrective action to improve their performance, and, finally, it may reward them for meeting the required
standards.

The firm, on the other hand, needs a performance appraisal system in order to establish principles of
managerial accountability. Clearly, where employees are given responsibilities and duties, they need to be
held accountable. One of the functions of performance appraisals is to ensure that people are accountable
for their organizational responsibilities.

Perhaps the most significant benefit of performance appraisals is the opportunities they provide
supervisors and subordinates to have one-on-one discussions of important work issues. During appraisals,
subordinates and supervisors can focus on work activities and goals, identify and correct existing
problems, and encourage better future performance.

4
Performance Appraisal and Motivation

Motivational research has recognized the power of recognition as an incentive (see Maslow and the
Expectancy Theory of Motivation). Performance appraisals provide employees with recognition for their
work efforts. The appraisal system provides the supervisor with an opportunity to indicate to employees
that the organization is interested in their performance and development. This recognition can have a
positive motivational influence. on the individual's sense of worth, commitment and belonging.

Performance Appraisal and Training and Development

Performance appraisals identify performance gaps. As such, they provide an excellent opportunity for a
supervisor and subordinate to recognize and agree upon individual training and development needs.
Performance appraisal discussion may identify the presence or absence of work skills. Further, the need
for training can be made more relevant if attaining the requisite job skills is clearly linked to performance
outcomes. Consolidated appraisal data can also help form a picture of the overall organizational training
requirements.

Performance Appraisal and Recruitment

Recruitment and selection procedures need to be evaluated. Appraisal data can be used to monitor the
success of a firm's recruitment and selection practices. From this data, the firm can determine how well
employees who were hired in the past are performing.

Performance Appraisal and Employee Evaluation

Employee evaluation is a major objective of performance appraisal. Given the major functions of
management -- planning, organizing, leading and controlling -- it is clear that evaluations (controlling)
need to be done.

At its most basic level, performance appraisal is the process of examining and evaluating the performance
of employees. However, the need to evaluate is also a source of tension as evaluative and developmental
priorities appear to clash. Some management experts have argued that appraisal cannot serve the needs of
evaluation and development at the same time.

5
Performance Appraisal and Total Quality Management (TQM)

With the advent of TQM (Total Quality Management) and the extensive use of teams, traditional
performance appraisal systems have come under some criticism. For example, rather than motivating
employees, conflict may be created when appraisals are tied to merit pay and when that merit pay is based
on a forced ranking.

W. Edwards Deming, the founder of total quality management (TQM) has long been associated with the
view that performance appraisals ought to be eliminated. Many TQM proponents claim that performance
appraisals are harmful.

6
PERFORMANCE APPRAISAL - PROCESS MAP

7
PERFORMANCE APPRAISAL METHODS

1. Graphic rating scale

2. Paired Comparison

3. Forced choice approach

4.Easy Appraisal

5.3600 appraisal

Graphic Rating Scale: A performance appraisal that rates the degree to which the employee has achieved
various characteristics.

1)The graphic rating scale is the most common type of appraisal used.

2)Various characteristics such as job knowledge or punctuality are rated by the degree of achievement.

3)The rate usually receives a score of 1 to 5, with 5 representing excellent performance.

4)Some forms allow for additional comments.

Paired-comparison Approach: A performance appraisal that measures the relative performance of

employees in a group.

1)This is a method of performance evaluation that results in a rank ordering of employees to come up
with a best employee.

2)This type of approach measures the relative performance of employees in a group.

Forced-choice Approach: A performance appraisal that presents the appraiser with sets of statements
describing employee behavior; the appraiser must choose which statement is most characteristic of the
employee and which is least characteristic.

Easy Appraisal: Sometimes the supervisor must write a description of the employee’s performance. The
easy appraisal is often used along with other types of appraisals, notably graphic rating scales. They
provide an opportunity for supervisors to describe aspects of performance not thoroughly covered by an
appraisal questionnaire.

8
360-degree Performance Appraisal: Evaluating Employees From All Angles

Traditional performance appraisals, as discussed above, can be both subjective and simplistic. At times,
they can also be deemed to be "political". In an attempt to improve this methodology, some companies
have turned to 360-degree appraisals. 360 appraisals pool feedback from a department's internal and
external customers to ensure a broader, more accurate perspective of an employee's performance.

360-degree performance appraisal is an attempt to answer the question: "How can a supervisor evaluate
an employee he or she sees only a few hours each week?"

Benefits of Performance appraisal

For the organization:

The organization comes to know the true position of the employees working capacities and the problems
they face while working in the organization. This performance appraisal system also acts as a motivating
factor for the employees, which helps the organization to get better results.

For the appraise:

The appraise fells themselves an important part of the organization, they get a chance to express their
views in front of their superiors; they get a platform to express their ideas. The employee comes to know
the truth about:

To what extent they have achieved their objectives.

In what respect their work has been most successful.

Are there any aspects of their work, which they have not completed.

9
 CHAPTER- 2

RESEARCH OBJECTIVES

o To identify the technique of Performance Appraisal followed in my logistic gurukul

o To study how the employees are rated against these parameters

o To identify how the performance of the employees is improved and enhanced

o To provide suggestions & recommendations to improve their Performance Appraisal

o To reducethe gap between the actual and desired performsnce.

10
 CHAPTER-3

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

11
Performance appraisal and management,

Journal of Performance Appraisal Techniques November 4,2001-Vol.1,No.4pp.418 By Fletcher C

Performance appraisal has widened as a concept and as a set of practices and in the form of performance
management has become part of a more strategic approach to integrating HR activities and business
policies. As a result of this, the research on the subject has moved beyond the limited confines of
measurement issues and accuracy of performance ratings and has begun to focus more of social and
motivational aspects of appraisal. This article identifies and discusses a number of themes and trends that
together make up the developing research agenda for this field. It breaks these down in terms of the nature
of appraisal and the context in which it operates. The former is considered in terms of contemporary
thinking on the content of appraisal (contextual performance, goal orientation and self awareness) and the
process of appraisal (appraiser–appraisee interaction, and multi-source feedback). The discussion of the
context of appraisal concentrates on cultural differences and the impact of new technology.

Performance Appraisal as Effective Management or Deadly Management Disease

Journal of Performance Appraisal Management Jan1,2005- Vol.80, Pages18 by Gregory H. Dobbins

Understanding person and system sources of work variation is fundamental to performance appraisal.
Two divergent perspectives on this issue, the traditional human resource management view and the
statistical process control view (Deming, 1986), are contrasted. Two studies are reported that investigate
two specific questions that arise from a broader view of the appraisal process. Results indicate that
managers and subordinates believe that typical poor performance has different causes and that actual
productivity levels far outweigh person or system sources of performance variance in appraisal
judgments.

A Contingency Approach to Appraisal Satisfaction

Journal of Performance Appraisal Approaches,July2009,Vol.49,Pages65 by Gregory H. Dobbins

The present study explored the moderating effects of organizational variables on the appraisal
characteristic-appraisal satisfaction relationship. Analyses indicated that the appraisal characteristics of

12
action plans, frequency, and rater training were more positively related to appraisal satisfaction when
subordinates experienced role conflict, were not closely monitored, and supervisors had a large span of
control. The results provide substantial support for conceptualizing appraisal satisfaction as a contingent
function of both appraisal characteristics and organizational variables. Implications of the findings for the
design of appraisal systems, appraisal effectiveness, and future research are discussed.

Differential Performance Appraisal Criteria

Journal of Performance Appraisal Criteria,Oct2010,Vol.18, pages 72 by Taylor Cox

Performance appraisal ratings of 125 first-level managers were analyzed to investigate the degree to
which the criteria used to evaluate the overall job performance of black managers differs from that used to
evaluate white managers. The performance appraisal form included items that measured both the social
behavior dimension and task/goal accomplishment dimension of job performance. The appraisal ratings of
both groups on each dimension were correlated with measures of overall job performance and promote
ability. Results indicated that social behavior factors are more highly correlated with the overall job
performance of black ratees than for white ratees. Implications of these results for both black managers
and organizations are discussed.

A Restatement of the Satisfaction

Journal of Performance Hypothesis,Vol.59,Sept 2010,Pages 45 by Dennis W. Organ,

This article reviews recent evidence in support of Organ’s (1977) argument that satisfaction more
generally correlates with organizational prosaically or citizenship-type behaviors than with traditional
productivity or in-role performance. An attempt is then made to interpret just what it is in satisfaction
measures that provides this correlation, leading to the suggestion that fairness cognitions comprise the
major factor. Implications of this interpretation for theory, research, and management practice are offered.

13
 CHAPTER-4

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: -

✓ Primary data

✓ 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 45 people at My Logistics Gurukul.

The information collected through above methods has been tabulated, analysed and interpreted. Finally an
overall assessment of the contribution of top management has been made towards improving the
effectiveness of the organization.

14
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.

15
 CHAPTER-5

ANALYSIS & INTERPRETATION

1. In your company, the key competencies required for each job are already identified?

Response Category No. of responses Percentage

Very true 0 0

True 4 8

Partly true 9 18

Not true 37 74

80

60
Very true
40
True
20
Partly true

0 Not true
No. of responses

Inference:

Most of the respondents (74%) found the above statement to be ‘Not True”. This was followed by 18%
of the respondents feeling that this statement was ‘Partly True’ for their organization. Only 8% of the
people found it to be ‘True’.

16
 2. There are mechanisms that help employees develop their potential for the next round of job?

Response Category No. of responses Percentage

Very true 0 0

True 5 10

Partly true 25 50

Not true 20 40

50

40

30 Very true

20 True

10 Partly true

0 Not true
No. of responses

Inference:

Quite a large number of respondents (40%) shared the view that the appraisal system did not give a clear
understanding of all appraisals, job to both appraiser and appraise by saying that it was ‘Not True’. Only
50% and 10% of the respondents felt that the statement was ‘True’ and ‘Partly True’ respectively.

17
 3. Employees regularly receive feedback about their potential for higher level jobs?

Response Category No. of responses Percentage

Very true 0 0

True 8 16

Partly true 7 14

Not true 35 70

70
60
50
40 Very true
30 True
20
Partly true
10
0 Not true
No. of responses

Inference:

70% of the respondents agreed that the appraisal system did not helped them to know their potential to
perform at higher levels. Plan their performance well by saying that it was ‘Not True’. Only 16% and
14% people felt that this statement was ‘True’ and ‘Partly True’.

18
 4. Job rotation is practiced widely to help people develop their potential in new areas?

Response Category No. of responses Percentage

Very true 7 14

True 18 36

Partly true 25 50

Not true 0 0

50

40

30 Very true

20 True

10 Partly true

0 Not true
No. of responses

Inference:

About 50% of the respondents felt that the above statement was ‘Partly True’. It was followed by 36%
people feeling that it was ‘True’ with 14% believing that it was ‘Very True’.

19
 5. The appraisal system provides an opportunity for self-review and reflection?

Response Category No. of Responses Percentage

Very true 0 0

True 0 0

Partly true 13 26

Not true 37 74

80

60
Very true
40
True
20
Partly true

0 Not true
No. of Responses

Inference:-

There is a general agreement on then fact that the PA system in Jindal Brothers does provide ample
opportunity for self-review and reflection. 74% of the people felt that it was ‘Partly True’ with 26%
agreeing.

20
 6. Promotions are based strictly on need rather than to reward individuals?

Response Category No. of Responses Percentage

Very true 0 0

True 4 8

Partly true 25 50

Not true 21 42

50

40

30 Very true

20 True

10 Partly true

0 Not true
No. of Responses

Inference:-

50% of the respondents believe that the above statement is ‘Partly True’ This was closely followed by
42% of the respondents rating it as ‘Not True’ and 8% of the respondents feeling that it was ‘True’.

21
 6. The appraisal system gives each appraisee an idea of what is expected of him next year?

Response Category No. of Responses Percentage

Very true 0 0

True 10 20

Partly true 26 52

Not true 14 28

60
50
40
Very true
30
True
20
10 Partly true

0 Not true
No. of Responses

Inference:-

52% of the respondents felt that the above statement was ‘Partly True’. This was followed by 28% and
20% of the respondents feeling that it was ‘Not True’ and ‘True’ respectively.

22
 8. It is designed to aid the appraisee and appraiser jointly understand the formers job?

Response Category No. of Responses Percentage

Very true 0 0

True 14 28

Partly true 22 44

Not true 14 28

50

40

30 Very true

20 True

10 Partly true

0 Not true
No. of Responses

Inference:-

There was a mixed response to the given statement. 44% of the responses consisted of “Partly True’
ratings. 28% respondents believed that this was ‘Not True’ whereas 28% believed that this was ‘True’.

23
 9. The performance appraisal provides an opportunity for self review and reflection?

Response Category No. of Responses Percentage

very true 0 0

true 2 4

partly true 25 50

not true 23 46

50

40 very true

30
true
20

10
partly true
0
No. of Responses
not true

Inference:-

Most of the respondents agreed that the appraisal system catered to their development needs (50%
believed that it was “Partly True”) and it was very closely followed by 46% saying it was “Not True”.
There were 4% cases, which believed that it was ‘True’

24
 10. The appraisal procedure allows the appraisee to express his developmental needs?

Response Category No. of Responses Percentage

very true 0 0

True 8 16

partly true 16 32

not true 26 52

60
50 very true
40
30 True
20
10 partly true
0
No. of Responses
not true

Inference:-

The most common response on above statement was an astounding ‘Not True’ with 52% people agreeing
that the PA system was free of any biases. It was followed by 32% saying that it was ‘True’ and 16%
saying that it was ‘Partly True’

25
 11. The system has scope to correct the biases of the assessor through a super review?

Response Category No. of Responses Percentage

very true 0 0

true 2 4

partly true 14 28

not true 34 68

70
60
very true
50
40
30 true

20
10 partly true
0
No. of Responses
not true

Inference:-

68% of the people rated the above statement as ‘Not True’ 28% believed it was ‘Partly True’ with 4%
disagreeing by saying that it was ‘True’.

26
 12. The appraisal system provides for a frank discussion between appraiser and appraisee?

Response Category No. of Responses Percentage

very true 0 0

True 6 12

partly true 0 0

not true 44 88

100

80 very true

60
True
40

20
partly true
0
No. of Responses
not true

Inference:-

88% rated the above statement as not true with 12% that it was true.

27
 13. What kind of an appraisal system will bring out the best of an employee?

Response Category No. of Responses Percentage

appraisal by all superiors 10 20

appraisal by immediate 5 10
superior

appraisal by reference team 15 30

appraisal by reference team 20 40

and self.

appraisal by all
40 superiors

30
appraisal by
immediate
20
superior

10 appraisal by
reference team
0
No. of Responses
appraisal by
reference team
and self.

This shows that the relationship between appraiser and appraise with respect to planning the
performance is quite good. The subordinate in planning his performance. The appraiser helps the appraise
in testing the soundness of his goals as well as of his plans for achieving them. This implies that there is
active participation of both appraiser and appraise in performance planning. The reason behind ‘Not True’
answer may be due to the fact that many jobs in my logistic gurukul are not well defined and therefore an
elaborate planning on them is not done.

28
 CHAPTER-6

FINDINGS, CONCLUSION, SUGGESTIONS

1. My logistic gurukul 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. My logistic gurukul 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 My logistic gurukul 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.

29
 CONCLUSION

Performance appraisal is the process of reviewing employee performance vis-à-vis the set expectations in
a realistic manner, documenting the review, and delivering the review verbally in a face-to-face meeting,
to raise performance standards year over year through honest and constructive feedback. In the process
management expects to reinforce the employee’s strengths, identify improvement areas so that one can
work on them and also set stretched goals for the coming year.

Effective performance management requires a good deal of face-to-face supervisor-employee interaction.

By knowing the subordinates, a supervisor can steer them onto a path of greater productivity and
optimized output. It is one of the most significant and indispensable tool for an organization as it helps in
getting to know the people who work for them. provides information, which helps in taking important
decisions for the development of an individual and the organization.

30
 RECOMMENDATIONS

1. To improve attendance there should be rewards for those employees who attains above 95%
attendance.

2. There should be training sessions to improve team building.

3. There should be proper training for appraisal to the employees.

4. In the beginning of the year employee must know the performance standards on which his/her
performance will be judged in end of year.

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

6. Overtime should be taken care of at time of performance appraisal, which would motivate the
employees to perform better for longer hours.

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

8. Performance appraisal should be done by expert person.

31
 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

32
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

33
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. 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.

34
 BIBLIOGRAPHY

BOOKS:-

1. Kothari C.R., Research methodology methods & techniques, Wishwa Prakasan ublishing Co.
Ltd., New Delhi, Sixth edition 2001.

2. Human Resources Management by P.Subarao

SEARCH ENGINE

1. www.google .com

2. www.wikipaedi.com

JOURNALS:-

Journal of Performance Appraisal Techniques November 4,2001-Vol.1,No.4pp.418 By Fletcher

C

Performance Appraisal as Effective Management or Deadly Management Disease

Journal of Performance Appraisal Management Jan1,2005- Vol.80, Pages18 by Gregory H.
Dobbins
A Contingency Approach to Appraisal Satisfaction
Journal of Performance Appraisal Approaches,July2009,Vol.49,Pages65 by Gregory H. Dobbins

Differential Performance Appraisal Criteria

Journal of Performance Appraisal Criteria,Oct2010,Vol.18, pages 72 by Taylor Cox

A Restatement of the Satisfaction

Journal of Performance Hypothesis,Vol.59,Sept 2010,Pages 45 by Dennis W. Organ,

35
36